Increasing the Probability of Project Success with Five Principles and PracticesGlen Alleman
There are many approaches to managing projects in every domain.
This seminar lays the foundations for increasing the probability of project success, no matter the domain, what technology, what approach to delivering the outcomes of the project.
The principles of this approach are immutable.
The practices for implementing the principles are universally applicable.
Each chart in this presentation, contains guidance that can be applied to your project, no matter the domain.
In our short hour here, we’re going to cover a lot of material.
The bibliography contains the supporting materials we can tailor to your individual project
The Role of the Architect in ERP and PDM System DeploymentGlen Alleman
The architect’s role in the development of an ERP or PDM system is to maintain the integrity of the vision statement produced by the owners, users, and funders of the system.
SOLVING PROJECT ALLOCATION RESOURCE PROBLEMS WITH AEROSPACE ERPKevin West
Defence manufacturing is all about project manufacturing and project accounting. And that means enterprise resource planning (ERP) software for defence manufacturing must include robust functionality for project management and specifically project cost allocation.
Resource Paper of Enterprise-Wide Deployment of EDMGlen Alleman
The acquisition of an Enterprise–wide software system requires careful planning and execution of a multitude of activities unrelated to the actual software systems being deployed.
What Makes a Good Concept of Operations?Glen Alleman
A Concept of Operations is a user-oriented document the describes system characteristics for a proposed systems from the User's perspective. The CONOPs also describes the user organization, mission, and objectives form the integrated systems point of view and is used to communicates overall qualitative and quantitative characteristics to the stakeholders.
Increasing the Probability of Project Success with Five Principles and PracticesGlen Alleman
There are many approaches to managing projects in every domain.
This seminar lays the foundations for increasing the probability of project success, no matter the domain, what technology, what approach to delivering the outcomes of the project.
The principles of this approach are immutable.
The practices for implementing the principles are universally applicable.
Each chart in this presentation, contains guidance that can be applied to your project, no matter the domain.
In our short hour here, we’re going to cover a lot of material.
The bibliography contains the supporting materials we can tailor to your individual project
The Role of the Architect in ERP and PDM System DeploymentGlen Alleman
The architect’s role in the development of an ERP or PDM system is to maintain the integrity of the vision statement produced by the owners, users, and funders of the system.
SOLVING PROJECT ALLOCATION RESOURCE PROBLEMS WITH AEROSPACE ERPKevin West
Defence manufacturing is all about project manufacturing and project accounting. And that means enterprise resource planning (ERP) software for defence manufacturing must include robust functionality for project management and specifically project cost allocation.
Resource Paper of Enterprise-Wide Deployment of EDMGlen Alleman
The acquisition of an Enterprise–wide software system requires careful planning and execution of a multitude of activities unrelated to the actual software systems being deployed.
What Makes a Good Concept of Operations?Glen Alleman
A Concept of Operations is a user-oriented document the describes system characteristics for a proposed systems from the User's perspective. The CONOPs also describes the user organization, mission, and objectives form the integrated systems point of view and is used to communicates overall qualitative and quantitative characteristics to the stakeholders.
Understanding the five immutable principles to project success will help project managers deliver on time, on budget when talking projects of any size, in any domain
Establishing the Performance Measurement BaselineGlen Alleman
The Performance Measurement Baseline is a time-phased schedule of all work to be performed, the budgeted cost for this work, and the organizational elements that produce the deliverables from this work.
Getting To Done - A Master Class WorkshopGlen Alleman
The Principles, Processes, Practices, and Tools to Increase the Probability of successfully completing Project's On-Tiem, On-Budget, and Needed Capabilities
Starting with the development of a Rough Order of Magnitude (ROM) estimate of work and duration, creating the Product Roadmap and Release Plan, the Product and Sprint Backlogs, executing and statusing the Sprint, and informing the Earned Value Management Systems, using Physical Percent Complete of progress to plan.
Delivering programs with less capability than promised, while exceeding the cost and planned durations, distorts decision making, contributes to increasing cost growth to other programs, undermines the Federal government’s credibility with taxpayers and contributes to the public’s negative support for these programs.
Many reasons have been hypothesized and documented for cost and schedule growth. The authors review some of these reasons, and propose that government and contractors use the historical variability of the past programs to establish cost and schedule estimates at the outset and periodically update these estimates with up-to-date risks, to increase the probability of program success. For this to happen, the authors recommend changes to estimating, acquisition and contracting processes.
Measures of Effectiveness, Measures of Performance, Technical Performance Mea...Glen Alleman
Three immutable variables, statistically coupled, for all projects. Each to level - Cost, Schedule, and Technical Performance are loosely coupled.
The drivers of each of these are listed as well.
All elements are in play and are probabilistic.
Managing in the presence of this uncertainty is the primary role of all project management.
The notion of integrating cost, schedule, technical performance, and risk is possible in theory. In practice care is needed to assure credible information is provided to the Program Manager.
Project driven organization require lifecycle management to successfully deliver value to those paying for the outcomes of the project effort. This involves processes and data for Executive processes, Enterprise Governance, Program Management Office activities, Applications that enable the delivery of value, and overarching processes and data.
Design Patterns in Electronic Data ManagementGlen Alleman
The concept of a design pattern is based on the seminal work of Christopher Alexander
This White Paper describes the design patterns that are applicable to the Electronic Document Management domain. These include Management of Change, Hypermedia Navigation, Aggregated Relationships, Object to Relational Database Mapping, Compound Documents, and Data Entry Management.
EAI-748-C asks us to objectively assess accomplishments at the work performance level. As well §3.8 of 748-C tells us Earned Value is a direct measurement of the quantity of work accomplished. The quality and technical content of work is controlled by other processes. To provide visibility to integrated cost, schedule, and technical performance, we need more than CPI and SPI. We need measures of increasing technical performance.
Understanding the five immutable principles to project success will help project managers deliver on time, on budget when talking projects of any size, in any domain
Establishing the Performance Measurement BaselineGlen Alleman
The Performance Measurement Baseline is a time-phased schedule of all work to be performed, the budgeted cost for this work, and the organizational elements that produce the deliverables from this work.
Getting To Done - A Master Class WorkshopGlen Alleman
The Principles, Processes, Practices, and Tools to Increase the Probability of successfully completing Project's On-Tiem, On-Budget, and Needed Capabilities
Starting with the development of a Rough Order of Magnitude (ROM) estimate of work and duration, creating the Product Roadmap and Release Plan, the Product and Sprint Backlogs, executing and statusing the Sprint, and informing the Earned Value Management Systems, using Physical Percent Complete of progress to plan.
Delivering programs with less capability than promised, while exceeding the cost and planned durations, distorts decision making, contributes to increasing cost growth to other programs, undermines the Federal government’s credibility with taxpayers and contributes to the public’s negative support for these programs.
Many reasons have been hypothesized and documented for cost and schedule growth. The authors review some of these reasons, and propose that government and contractors use the historical variability of the past programs to establish cost and schedule estimates at the outset and periodically update these estimates with up-to-date risks, to increase the probability of program success. For this to happen, the authors recommend changes to estimating, acquisition and contracting processes.
Measures of Effectiveness, Measures of Performance, Technical Performance Mea...Glen Alleman
Three immutable variables, statistically coupled, for all projects. Each to level - Cost, Schedule, and Technical Performance are loosely coupled.
The drivers of each of these are listed as well.
All elements are in play and are probabilistic.
Managing in the presence of this uncertainty is the primary role of all project management.
The notion of integrating cost, schedule, technical performance, and risk is possible in theory. In practice care is needed to assure credible information is provided to the Program Manager.
Project driven organization require lifecycle management to successfully deliver value to those paying for the outcomes of the project effort. This involves processes and data for Executive processes, Enterprise Governance, Program Management Office activities, Applications that enable the delivery of value, and overarching processes and data.
Design Patterns in Electronic Data ManagementGlen Alleman
The concept of a design pattern is based on the seminal work of Christopher Alexander
This White Paper describes the design patterns that are applicable to the Electronic Document Management domain. These include Management of Change, Hypermedia Navigation, Aggregated Relationships, Object to Relational Database Mapping, Compound Documents, and Data Entry Management.
EAI-748-C asks us to objectively assess accomplishments at the work performance level. As well §3.8 of 748-C tells us Earned Value is a direct measurement of the quantity of work accomplished. The quality and technical content of work is controlled by other processes. To provide visibility to integrated cost, schedule, and technical performance, we need more than CPI and SPI. We need measures of increasing technical performance.
How to build a credible performance measurement baseline (v5)Glen Alleman
Having the EV numbers all lined up is a necessary but not sufficient condition for program success. Elements of the Performance Measurement Baseline must be Credible to increase the Probability of Program Success.
Building a Credible Performance Measurement BaselineGlen Alleman
Establishing a credible Performance Measurement Baseline, with a risk adjusted Integrated Master Plan and Integrated Master Schedule, starts with the WBS and connects Technical Measures of progress to Earned Value
Building a Credible Performance Measurement BaselineGlen Alleman
Establishing a credible Performance Measurement Baseline, with a risk adjusted Integrated Master Plan and Integrated Master Schedule, starts with the WBS and connects Technical Measures of progress to Earned Value
Building A Credible Measurement BaselineGlen Alleman
Establishing a credible Performance Measurement Baseline, with a risk adjusted Integrated Master Plan and Integrated Master Schedule, starts with the WBS and connects Technical Measures of progress to Earned Value
EIA-748-C asks us to “objectively assess accomplishments at the work performance level.” As well §3.8 of 748-C tells us “Earned Value is a direct measurement of the quantity of work accomplished. The quality and technical content of work performed is controlled by other processes.”
Assessing the general health of a project and establishing an early warning system for unexpected problems, starts by measuring the Physical Percent Complete of the project’s deliverables.
EVMS with Technical Performance MeasuresGlen Alleman
Assessing the general health of the program to establish early warning system for unexpected problems starts by integrating Earned Value metrics and Technical Performance Measures for key program deliverables.
To achieve success in any project domains, measures of progress to plan are needed in units meaningful to the decision-makers. These include cost, schedule, and technical performance
This document provides “notional” questions and answers for Control Account Managers (CAM) during CAM interviews, IBR interviews and DCMA validation and surveillance interviews. The sections are common to all DCMA style programs.
Five Immutable Principles of Project of Digital Transformation SuccessGlen Alleman
Successful Digital Transformation projects are fraught with technical, cost, and schedule risks.
These Five Principles of Project Success have been shown to increase the Probability of Project Success (PoPS).
There are four major questions that need answers when applying agile software development to DOD development programs
1. How can Agile Development methods increase the Probability of Program Success (PoPS) on Earned Value programs?
2. How can Agile development be integrated with the FAR / DFAR and OMB mandates for program performance measures using Earned Value?
3. What are the “touch” points (or possible collision points) between Agile and EIA-748-C?
4. What are the measures of success for Agile methods in the context of EIA-748-C?
Planning projects usually starts with tasks and milestones. The planner gathers this information from the participants – customers, engineers, subject matter experts. This information is usually arranged in the form of activities and milestones. PMBOK defines “project time management” in this manner. The activities are then sequenced according to the projects needs and mandatory dependencies.
Increasing the Probability of Project SuccessGlen Alleman
Risk Management is essential for development and production programs. Information about key cost, performance and schedule attributes are often uncertain or unknown until late in the program.
Risk issues that can be identified early in the program, which may potentially impact the program, termed Known Unknowns, can be alleviated with good risk management. -- Effective Risk Management 2nd Edition, Page 1, Edmund Conrow, American Institute of Aeronautics and Astronautics, 2003
Cost and schedule growth for complex projects is created when unrealistic technical performance expectations, unrealistic cost and schedule estimates, inadequate risk assessments, unanticipated technical issues, and poorly performed and ineffective risk management, contribute to project technical and programmatic shortfalls
From Principles to Strategies for Systems EngineeringGlen Alleman
From Principles to Strategies How to apply Principles, Practices, and Processes of Systems Engineering to solve complex technical, operational,
and organizational problems
Capabilities‒Based Planning the capabilities needed to accomplish a mission or fulfill a business strategy
Only when capabilities are defined can we start with requirements elicitation
Program Management Office Lean Software Development and Six SigmaGlen Alleman
Successfully combining a PMO, Agile, and Lean / 6 starts with understanding what benefit each paradigm brings to the table. Architecting a solution for the enterprise requires assembling a “Systems” with processes, people, and principles – all sharing the goal of business improvement.
This resource document describes the Program Governance Road map for product development, deployment, and sustainment of products and services in compliance with CMS guidance, ITIL IT management, CMMI best practices, and other guidance to assure high quality software is deployed for sustained operational success in mission critical domains.
Seven Habits of a Highly Effective agile project managerGlen Alleman
Recent neurological studies indicate that the role of emotion in human cognition is essential; emotions are not a luxury. Instead, emotions play a critical role in rational decision–making, in perception, in human interaction, and in human intelligence. Habits are the intersection of knowledge, skill, and desire.
The 5 Immutable principles of project managementGlen Alleman
Software development methods are sometimes confused with Project Management principles. There are 5 irreducible principles used to manage projects, no matter the domain or context. We need to assure our development work is guided by these 5 Project Management principles.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Search and Society: Reimagining Information Access for Radical FuturesBhaskar Mitra
The field of Information retrieval (IR) is currently undergoing a transformative shift, at least partly due to the emerging applications of generative AI to information access. In this talk, we will deliberate on the sociotechnical implications of generative AI for information access. We will argue that there is both a critical necessity and an exciting opportunity for the IR community to re-center our research agendas on societal needs while dismantling the artificial separation between the work on fairness, accountability, transparency, and ethics in IR and the rest of IR research. Instead of adopting a reactionary strategy of trying to mitigate potential social harms from emerging technologies, the community should aim to proactively set the research agenda for the kinds of systems we should build inspired by diverse explicitly stated sociotechnical imaginaries. The sociotechnical imaginaries that underpin the design and development of information access technologies needs to be explicitly articulated, and we need to develop theories of change in context of these diverse perspectives. Our guiding future imaginaries must be informed by other academic fields, such as democratic theory and critical theory, and should be co-developed with social science scholars, legal scholars, civil rights and social justice activists, and artists, among others.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
9. Attribute Beneficial Outcome from this Attribute
Maturity Flows through
Program Events
§ Performance measurement is in units of increasing
maturity of the Technical Performance Measures
§ Each event is a mini authorization to proceed
Single outcome for each
work package (AC)
§ Measure Physical Percent Complete at the WP level
§ Use 0/100 for tasks for the vast majority of work
Technical Performance
Measures are explicitly
visible in the IMS
§ Connect Cost, Schedule, and Technical Performance
§ EV does not provide a means of adjust for “off TPM,” but
make your own adjustments to the risk numbers for now
Risk retirement explicitly
visible in the IMS
§ Risk retirement is embedded in the IMS
§ Risk mitigation means waiting until the risk happens
IMS flows vertically 1st
and horizontally 2nd
§ All work supports the assessment of maturity
§ Isolate tasks dependencies within a Work Package
No Event linkage except
for long lead items
§ 0/100 requires not partial completion
Decoupled dependences
improves risk
responsiveness
§ 1st round IMS defines a free flowing process
§ Maintaining this decoupling is key to a “dynamic” IMS
that can respond to the natural changes in the program
9/74
11. Risk Management
Requirements
Contractor Work
Breakdown Structure
(CWBS)
CWBS Dictionary / SOW
Integrated Master Plan
(IMP)
Integrated Master Schedule
(IMS)
Earned Value Management
System
Self Assessment / Award Fee
Determinations / CPAR’s
Technical Performance
Measures (TPM)
Process Metrics
ü Specifications
ü Work Statements
ü Tailored to and outlines entire program and products
ü Provides a single numbering system for the program
ü States all deliverables and their components
ü Follows IPT and CWBS structure
ü Descriptions of work traceable to the IMS elements
ü Event–driven Plan provides
roadmap of processes for program
ü Event–driven Schedule expands IMP
into Work Packages
ü Provides details and timing
ü Builds in risk mitigation activities
ü Connects measures of progress with
measures of increasing maturity
ü Connects System
Performance with
Continuous
Technical
Improvements
ü Connects Cost
Performance
with the IMS
Performance
ü Determined by program execution
11/74
12. Program
Events
Statement of
Work
CWBS
Significant
Accomplishments
Accomplishment
Criteria
CDRLs and
Deliverables
Tasks Contained
in Work Packages
Measures the progress to plan using Physical & Complete at the Accomplishment Criteria
(AC) and CWBS level
Defines
Aligned Aligned
Aligned
Aligned
Aligned
Completed SA’s are
entry criteria for
Program Events
Completed Work
Packages are exit
criteria for Tasks
Describes increasing
product maturity as 0/100 or
EVMS SD guidance
Documents the product
maturity that is aligned with
SOW and CWBS
Work necessary to
mature products
grouped by CWBS
Work structure
aligned to
SOW
12/74
15. DoD Guide DAG SEMP CWBS
IMP
IMS ISE
Technical Reviews
Event Timing of Technical Reviews X X X X X
Success criteria Technical Reviews X X X X X
Include entry and exit criteria for Technical Reviews
in IMP/IMS X X
Assess Technical Maturity in Technical Reviews X X X X
Integrate SEP with: IMP/IMS, TPMs, and EVM X X X X
Integrate CWBS with: Requirements specification,
Statement of Work, and IMP/IMS/EVMS X X X
Link risk management and mitigation plans with
technical reviews, TPM, EVMS, and IMS X
Integrated Reviews
Include Technical Baseline Review (TBR) in IMS; X
Integrated Baseline Review: plans for event based
technical reviews, including entry and exit criteria
Correlation of TPM’s, IMP. IMS, and EVMS
X
15/74
21. 21/74
IMS
IMP
Describes the
strategy for
successful
program
delivery
Supplemental Schedules in CAM Notebook
Tasks Contained in Work Packages
Accomplishment
Criteria
Significant
Accomplishments
Program
Events
Integrated Master Plan (IMP)
§ Identifies program events, significant accomplishments, and
accomplishment criteria. System level, controlled document.
Integrated Master Schedule (IMS)
§ Logic network schedule of program planned activities
keyed to the imp’s accomplishment criteria
Supplemental Schedule
§ Created (as needed) to provide lower
levels of detail data within CAM notebook
§ Establishes the structure, parameters and basis for the
integrated master schedule (IMS) development
§ Basis of performance measurement system; common
element integrating cost, schedule, & performance
§ Constructed to provide integrated planning down to the
work package task level, provides horizontal & vertical
§ Supports control account schedules and
the management of day–to–day
operations
traceability, summarization of info and critical path
identification and analysis
schedules and are summarized in the IMS
and part of the program’s PMB
22. 22/74
Form IMP
Development
Team
Gather Inputs
Establish
Criteria For
Events
Define And Or
Derive
Deliverable
Products
Define Events
For Program
And Products
Define IPT
Structure To
Implement
Product
Structure
Expand WBS
To IPT
Structure
Produce The
Product IMP
Matrix With
CWBS
Data
Dictionary
IMS Inputs
OBS Update CWBS Update
Define Program
Demonstration
Capabilities
Define
Accomplishments
For Each
Capability
Set Order Of
Program Events
Select Topics For
IMP Narratives
Define Tasks And
Work Products
For Each
Accomplishment
IMS Inputs
Summary Of IMP
With E/A/C
Initial Approval Of
IMP
Demonstrate How
Subject Are
Managed
Release To Baseline
Control For Use By IMS
23. … is an event–based plan depicting the overall structure of the
program and the key processes and activities. It defines
accomplishments and criteria for each event.
With the IMP, the increasing maturity of the program is stated
explicitly in the Significant Accomplishments (SA) and their
Accomplishment Criteria (AC).
It’s these key processes and activities that are the basis of the
credibility assessment.
Events are NOT milestones, they are mini–Authorizations to
Proceed. These mini-ATPs are the basis of maturity assessments
of the products and services of the program.
Work performed beyond the upcoming Program Event is
actually done “as risk.” 23/74
31. Through PDR, the majority of the work is building the deliverables from the CDRLs.
Each CDRL should be assigned to a single AC and be connected to a single PE for the defined maturity level.
31/74
36. § Without an IMP there
is no strategy
§ Without an IMP the
us no place for the
work to reside
§ Without an IMP there
is no way to answer to
the question: “Why
are we doing this?”
§ Without an IMP there
is no way to measure
the increasing
maturity of the
deliverables
36/74
37. 37/74
All work flows
vertically from
bottom up.
From Work Package
content to the Exit
Criteria of the WP
(AC), to the
Significant
Accomplishments
(SA) to the Program
Events (PE).
This flow is a
description of the
work that produces
increasing maturity.
38. 38/74
The activities of a
Work Package
“exit” through the
Accomplishment
Criteria (AC).
Interconnections
between Work
Packages at the
task level should
be avoided.
Only 100%
complete work
should start the
next Work
Package.
PE
SA
ACs
Tasks
Completing AC starts
task in next AC
Completed Task
lands on AC
42. 42/74
Program Events
Define the availability
of a Capability at a point in
time.
Accomplishments
Represent requirements
that enable Capabilities.
Criteria
Represent Work Packages that
fulfill Requirements.
Work
Package
Work
Package
Work
Package
Work
Package
Work
Package
Work
Package
Work
Package
Work
package
§ The increasing maturing of a product or service is described through Events or Milestones,
Accomplishments, Criteria, and their Work Packages.
§ Each Event or Milestone represents the availability of one or more capabilities.
§ The presence of these capabilities is measured by the Accomplishments and their Criteria.
§ Accomplishments are the pre–conditions for the maturity assessment of the product or service at
each Event or Milestone.
§ This hierarchy decomposes the System Capabilities into Requirements, Work Packages, and the
activities which produce deliverables. This hierarchy also describes increasing program maturity
resulting from the activities contained in the Work Packages.
§ Performance of the work activities, Work Packages, Criteria, Accomplishments, and Events or
Milestones is measured in units of “physical percent complete” by connecting Earned Value with
Technical Performance Measures.
The Structure of a
Deliverables Based Plan
Work
Package
43. Monthly Status Report:
§ Validate schedule status
(start/complete/slip)
§ Validate work package
% complete
§ Take earned value from % Cmplt
§ Identify/process cost ETCs
Weekly Status Report:
§ Roll up of lower level schedule
status
§ Roll up of lower level % complete
or
§ Milestone start/complete
§ Milestone slip (early/late,
start/complete)
§ Physical % Complete of tasks
Weekly Status Report:
§ Milestone start/complete
§ Milestone slip (early/late,
start/complete)
§ % complete of tasks
Near term Rolling Wave
Control account span
IMS Activities
(at Work Package level
WP’s < 45 work days)
20 to 40
Workday tasks
Or even
weekly tasks
IMS Tasks
(one and two levels
below WP level)
IMP
WBS
Levels
1, 2, and 3
WBS
Levels
4 and 5
WBS’s
Below
Work
Package
Planning Package
43/74
46. Cost, Schedule, Technical Performance†
WBS
Task 100
Task 101
Task 102
Task 103
Task 104
Task 105
Task 106
†This is a Key concept. This is the part of the process
that integrates the cost and schedule risk impacts to
provide the basis of a credible schedule.
Without Technical Performance measures, Cost and
Schedule cannot show physical percent complete.
Probability
Density
Function
§ Research the Project
§ Find Analogies
§ Ask Endless Questions
§ Analyze the Results
§ What can go wrong?
§ How likely is it to go wrong?
§ What is the cause?
§ What is the consequence?
Monte Carlo Simulation
Tool is Mandatory
1.0
.8
.6
.4
.2
0 Days, Facilities, Parts, People
Cumulative Distribution Function
Days, Facilities,
Parts and People
46/74
DID–81650 calls out the
details of the IMS and it’s
statistical analysis
47. A ship on the beach is a lighthouse
to the sea – Dutch Proverb
47/74
52. § In the example above, the Work Package Managers collectively come to an agreement on how the sequence of
how the work will be performed within each AC.
§ The result is a collective ownership of the outcome. This ownership comes from the collective development of
the project plan.
§ This process is a Product Development Kaizen (PDK) and used in major aerospace, defense and product
development firms. 52/74
62. AC: 005
Work Pkg
Work Pkg
Work Pkg
Work Pkg
AC
AC:023
Work Pkg
Work Pkg
Work Pkg
Work Pkg
AC
§ The 100% completed work in AC:005 is needed to start the work in AC:023
§ In the IMP/IMS paradigm, there is no Task-to-Task connection across
Accomplishment Criteria (AC) boundaries, only within an AC
§ The AC-to-AC linking states “…all work in the predecessor AC must be complete
before starting the successor work, assuring the minimum of rework due to
partially defined requirements or partially completed products”
62/74
63. PE: B
PE: A
SA: 001
SA: 002
SA: 003
SA: 004
PE: A
Task
Task
Task
AC: 006
§ The best arrangement has the completion of Event A start the first task in Event B.
§ All work performed beyond the date of Event A is done at risk.
§ At PDR (Event A), approval to proceed Event B (CDR) is given
§ Only long lead items should cross Program Event boundaries
§ All other work terminates on the Program Event where a formal review of the
planned maturity is conducted – SRR, SFR, PDR, CDR, …
§ This topology assures a complete assessment of “progress to plan,” is available at
each Program Event
63/74
SA: 008
PE: B
65. A Credible Performance Measurement Baseline
Assures Program Management has the needed performance information to deliver
on‒time, on‒budget, and on‒specification
Technical Performance Measures
Cost Schedule
Conventional Earned Value
+
=
§ The Master Schedule
used to derive Basis of
Estimate (BOE) not the
other way around.
§ Probabilistic cost
estimating uses past
performance and cost risk
modeling.
§ Labor, Materiel, and other
direct costs accounted for
in Work Packages.
§ Risk adjustments for all
elements of cost.
Cost Baseline
§ Earned Value is diluted by
missing technical
performance.
§ Earned Value is diluted by
postponed features.
§ Earned Value is diluted by
non compliant quality.
§ All these dilutions require
adjustments to the
Estimate at Complete
(EAC) and the To
Complete Performance
Index (TCPI).
Technical Performance
§ Requirements are
decomposed into physical
deliverables.
§ Deliverables are produced
through Work Packages.
§ Work Packages are
assigned to accountable
manager.
§ Work Packages are
sequenced to form the
highest value stream with
the lowest technical and
programmatic risk.
Schedule Baseline
65/74
69. This approach is called Product Development Kaizen and is used by Lean Six Sigma firms to
ferret out the system capabilities before any technical or operational requirements are defined.
Use this to reverse engineer or validate the WBS and connect WHAT with WHY before
proceeding to build the CWBS or confirm the WBS.
69/74
70. Update Contractor
System Spec
Update Program
Development
Allocate
Functional
Reqmts
Update Functional
System Design
Develop HWCI
Specifications
Develop SIL
Specifications
Build Astp1
F-18 IRR
SIL Baseline 1.0
Update SIL Test
Cases
Develop Prelim
SIL CSCI
Critical
Components
AstP 1,2
SSpS 1,2,3
1
2
3
4
6
7
5
8
10
9
11
13
14
15
Update AS Test
I&T on CVN
I&T on LHA
12
Contract Award + 15 days
Systems Requirements Review (SRR)
System Functional Review (SFR)
HW Preliminary Design Review (PDR)
System PDR
EDM 1.0
Baseline
EDM 2.0
Baseline
Mfg Docs
Available
TBD
TRR 1.0
EDM 7-8 TRR
70/74
§ Each collection point provides
an assessment of incremental
mission value.
§ Defining these points before
the project starts is the basis of
measuring progress to plan.
§ Because then you know what
done looks like before it
arrives.
71. Deliverables
WBS
Tasks and Schedule
Business Need
Process Invoices for
Top Tier Suppliers
1st Level
Electronic Invoice
Submittal
1st Level
Routing to Payables
Department
2nd Level
Payables Account
Verification
2nd Level
Payment Scheduling
2nd Level
Material receipt
verification
2nd Level
“On hand” balance
Updates
Work
Package
(WP)
1 2
3
4
6
5 A
B
Deliverables defined in WP
Terminal Node in the WBS
defines the products or
services that produce the
products of the project
Terminal node of the
WBS defined by a Work
Package.
Tasks within the Work
Package produce the
Deliverables
100% Completion of the
deliverables is the measure of
performance for the Work Package
Management of the
Work Package Tasks is
the responsibility of
the WP Manager.
A decomposition of the work
needed to fulfill the business
requirements
71/74
73. Risk: CEV-037 - Loss of Critical Functions During Descent
Planned Risk Level Planned (Solid=Linked, Hollow =Unlinked, Filled=Complete)
Risk
Score
24
22
20
18
16
14
12
10
8
6
4
2
0
Conduct Force and Moment Wind
Develop analytical model to de
Conduct focus splinter review
Conduct Block 1 w ind tunnel te
Correlate the analytical model
Conduct w ind tunnel testing of
Conduct w ind tunnel testing of
Flight Application of Spacecra
CEV block 5 w ind tunnel testin
In-Flight development tests of
Damaged TPS flight test
31.Mar.05
5.Oct.05
3.Apr.06
3.Jul.06
15.Sep.06
1.Jun.07
1.Apr.08
1.Aug.08
1.Apr.09
1.Jan.10
16.Dec.10
1.Jul.11
Risk Response
and Risk ID in
IMS
Milestone Date
traceable between
RM Tool and IMS
73/74
74. Glen B. Alleman
Niwot Ridge Consulting
4347 Pebble Beach Drive
Niwot, Colorado 80503
303.241.9633
glen.alleman@niwotridge.com
Performance Based Planning®
Integrated Master Plan
Integrated Master Schedule
Earned Value
Risk Management
Proposal Support Services