If a project manager is consumed with managing risk, there is little time to manage opportunities. Good risk management is not about fear of failure, it is about removing barriers to success. This is when opportunity management emerges.
PGCS 2019 Master Class Integrating SE with PPMGlen Alleman
The projects are managed as if they were merely complicated ‒ when in fact, they were complex.They are planned as if everything is known or knowable at the start ‒ when in fact, they involve high levels of reducible (Epistemic) and irreducible (Aleatory) uncertainty and resulting risk.Combining Systems Engineering and Project Management is a critical success factor in reducing these uncertainties, resulting in increased probability of program success.
Compilation of key concepts for Time Management and Project Scheduling & Project Mgmt
Learn more tips & techniques at www.pmpwisdom.blogspot.com
Register for a free webinar at
https://pmpwisdom.blogspot.com/p/webinar.html
If a project manager is consumed with managing risk, there is little time to manage opportunities. Good risk management is not about fear of failure, it is about removing barriers to success. This is when opportunity management emerges.
PGCS 2019 Master Class Integrating SE with PPMGlen Alleman
The projects are managed as if they were merely complicated ‒ when in fact, they were complex.They are planned as if everything is known or knowable at the start ‒ when in fact, they involve high levels of reducible (Epistemic) and irreducible (Aleatory) uncertainty and resulting risk.Combining Systems Engineering and Project Management is a critical success factor in reducing these uncertainties, resulting in increased probability of program success.
Compilation of key concepts for Time Management and Project Scheduling & Project Mgmt
Learn more tips & techniques at www.pmpwisdom.blogspot.com
Register for a free webinar at
https://pmpwisdom.blogspot.com/p/webinar.html
A Workshop for Product Owners, Scrum Masters, and Team Members for Improving ...Glen Alleman
The Scrum Master and the Product Owner are critical to success of agile development teams using Scrum. Making changes to the process, improving team members' actions, and empowering members to perform Scrum activities correctly, to increase the probability of project success.
PMP Exam Flashcards common definitions 7th edition original v2.0Vinod Kumar, PMP®
The Project Management Professional (PMP) exam is quite hard. The exam consists of 200 multiple-choice questions in a period of only four hours. The questions are written for a high difficulty level and are designed to test your understanding of the subjects and the ability to problem solve in real life.
Flashcards are small note cards used for testing and improving memory through practiced information retrieval.
Hence, I have captured 342 of the most important common definitions around Project Management in the Microsoft PowerPoint Presentation format aligned with the NEW 2021 PMP Exam and the PMBOK Guide, it will be very useful while you are preparing for your PMP exam to understand the concepts and no need to memorize anymore, also you can quickly review during your free time.
At doubt you can easily do a quick search for the required Common Definition.
All the very best for your PMP Examination!
Programs and Portfolios - Multi-project ManagementBryan Fenech
In this presentation we will cover
- Definitions and comparison of programs and portfolios
- Organisational context
- Origins – multi-project management challenges and industry responses
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
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.
Project management is the use of specific knowledge, skills, tools, and techniques to deliver something of value to people. ... Leading these projects are Project Professionals—people who either intentionally or by circumstance are asked to ensure that a project team meets its goals.
Project Management Framework automation for Project and Portfolio Management ...PMILebanonChapter
Lecture Outline
• Project Management Framework (PMF) and its applications
• Existing project and portfolio management tools
• Project Management Framework Automation: How to?
• The benefits and the challenges of PMF process automation
Lecture Objectives
To introduce the challenges of applying project management standards without any automation tool that can help facilitate the whole process. Applying Project Management standards along with using the right project management tools and Process Automation is key to success in the project management world. Without combining both, PM standards knowledge and Framework automation, applying project management processes by project and portfolio managers in any organization will be a big challenge.
Lecturer’s Biography
Dr. Mona ZOUGHAIB is the VP/Marketing Director of PMI Lebanon Chapter. Mona is currently the head of project management office and the advisor to the CIO at Middle East Airlines since more than two years. Before joining the aviation industry, Mona was a banker for more than 18 years from Arab Bank as section head / IT development unit to Fransabank as head of IT project management and later joined Byblos Bank as senior program manager.
Dr. Zoughaib has a Computer Science degree from LAU (1993), MBA from LAU (2005) and PhD in MIS from Paris Descartes – Paris V (2009), and she is PMP certified.
In addition to her long years of professional experience, Mona is a senior lecturer at AUB and an Associate Professor at the Lebanese university, HAIGAZIAN University and Rafic Hariri University
Topics Covered in the presentation
1.What is a Project
2. How projects come into existence
3. Project selection Models, Methods and Techniques
4.ITTOs(Inputs-Tools and Techniques-Outputs)
5.Enterprise Environmental Factors
6..Organizational Process Assets
7. StakeHolders
8. Project Management LifgeCycle
9. Project Vs Product Lifecycle
10.Organizational Strucutures
11. PMO(Project Management Office)
12.Configuration and Change Management
Performance based planning in a nut shell (V5)Glen Alleman
Step by step activtiies to increase the probability of success for all projects, no matter the project domain. These principles and practices can be found in all successful projects.
A Workshop for Product Owners, Scrum Masters, and Team Members for Improving ...Glen Alleman
The Scrum Master and the Product Owner are critical to success of agile development teams using Scrum. Making changes to the process, improving team members' actions, and empowering members to perform Scrum activities correctly, to increase the probability of project success.
PMP Exam Flashcards common definitions 7th edition original v2.0Vinod Kumar, PMP®
The Project Management Professional (PMP) exam is quite hard. The exam consists of 200 multiple-choice questions in a period of only four hours. The questions are written for a high difficulty level and are designed to test your understanding of the subjects and the ability to problem solve in real life.
Flashcards are small note cards used for testing and improving memory through practiced information retrieval.
Hence, I have captured 342 of the most important common definitions around Project Management in the Microsoft PowerPoint Presentation format aligned with the NEW 2021 PMP Exam and the PMBOK Guide, it will be very useful while you are preparing for your PMP exam to understand the concepts and no need to memorize anymore, also you can quickly review during your free time.
At doubt you can easily do a quick search for the required Common Definition.
All the very best for your PMP Examination!
Programs and Portfolios - Multi-project ManagementBryan Fenech
In this presentation we will cover
- Definitions and comparison of programs and portfolios
- Organisational context
- Origins – multi-project management challenges and industry responses
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
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.
Project management is the use of specific knowledge, skills, tools, and techniques to deliver something of value to people. ... Leading these projects are Project Professionals—people who either intentionally or by circumstance are asked to ensure that a project team meets its goals.
Project Management Framework automation for Project and Portfolio Management ...PMILebanonChapter
Lecture Outline
• Project Management Framework (PMF) and its applications
• Existing project and portfolio management tools
• Project Management Framework Automation: How to?
• The benefits and the challenges of PMF process automation
Lecture Objectives
To introduce the challenges of applying project management standards without any automation tool that can help facilitate the whole process. Applying Project Management standards along with using the right project management tools and Process Automation is key to success in the project management world. Without combining both, PM standards knowledge and Framework automation, applying project management processes by project and portfolio managers in any organization will be a big challenge.
Lecturer’s Biography
Dr. Mona ZOUGHAIB is the VP/Marketing Director of PMI Lebanon Chapter. Mona is currently the head of project management office and the advisor to the CIO at Middle East Airlines since more than two years. Before joining the aviation industry, Mona was a banker for more than 18 years from Arab Bank as section head / IT development unit to Fransabank as head of IT project management and later joined Byblos Bank as senior program manager.
Dr. Zoughaib has a Computer Science degree from LAU (1993), MBA from LAU (2005) and PhD in MIS from Paris Descartes – Paris V (2009), and she is PMP certified.
In addition to her long years of professional experience, Mona is a senior lecturer at AUB and an Associate Professor at the Lebanese university, HAIGAZIAN University and Rafic Hariri University
Topics Covered in the presentation
1.What is a Project
2. How projects come into existence
3. Project selection Models, Methods and Techniques
4.ITTOs(Inputs-Tools and Techniques-Outputs)
5.Enterprise Environmental Factors
6..Organizational Process Assets
7. StakeHolders
8. Project Management LifgeCycle
9. Project Vs Product Lifecycle
10.Organizational Strucutures
11. PMO(Project Management Office)
12.Configuration and Change Management
Performance based planning in a nut shell (V5)Glen Alleman
Step by step activtiies to increase the probability of success for all projects, no matter the project domain. These principles and practices can be found in all successful projects.
Recent College of Performance Management Webinar on using Technical Performance to inform Earned Value Management. Six steps to building a credible Performance Measurement Baseline to connect the dots between all the elements of the program
How should we estimates agile projects (CAST)Glen Alleman
“Why do so many big projects overspend and
overrun? They’re managed as if they were merely
complicated when in fact they are complex. They’re planned as if everything was known at the start when in fact they involve high levels of uncertainty and risk.” ‒ Architecting Systems: Concepts, Principles and Practice, Hillary Sillitto
Chapter 0 of Performance Based Project Management (sm)Glen Alleman
Defining the needed capabilities is the critical success factor proejct success. The capabilities state what Done looks like in units of measure meaningful to the decision makers.
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).
IS EARNED VALUE + AGILE A MATCH MADE IN HEAVEN?
Increasing the Probability of Program Success requires by connecting the dots between EV and Agile Development.
Presented at
The Nexus of Agile Software Development and
Earned Value Management, OSD-PARCA,
February 19 – 20, 2015
Institute for Defense Analysis, Alexandria, VA
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?
From WBS to Integrated Master ScheduleGlen Alleman
A step by step guide to increasing the Probability of Program success starting with the WBS, developing the Integrated Master Plan and Integrated Master Schedule, risk adjusting the IMS, and measuring progress to plan in units of measure meaningful to the decision makers.
Similar to Deliverables Based Planning, PMBOK® and 5 Immutable Principles of Project Success (20)
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
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.
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.
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
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.
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.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
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.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
Let's dive deeper into the world of ODC! Ricardo Alves (OutSystems) will join us to tell all about the new Data Fabric. After that, Sezen de Bruijn (OutSystems) will get into the details on how to best design a sturdy architecture within ODC.
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.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...
Deliverables Based Planning, PMBOK® and 5 Immutable Principles of Project Success
1. FRAMEWORK FOR DBP®
TRAINING
Putting DBP ® in the context of PMBOK ® and the 5
Immutable Principles of Project Success
10/20/11
Niwot Ridge, LLC
2. 16 Program Management Processes
2
Program Enablers
Program Process Capabilities
Business Enablers
3. 1. What Does DONE Look
Like?
2. How Do We Get There?
3. Is There Enough Time,
Resources, And Money To
Get There?
4. What Impediments Will
Be Encountered Along The
Way?
5. What Are The Units Of
Measures For Progress To
Plan?
All Successful Projects Must Know The
Answer To 5 Questions
3
4. Credible Data Is Need to Increase The
Probability Of Program Success
¨ Concept of
Operations (ConOps)
¨ Operational
Scenarios and Use
Cases
¨ Integrated Master
Plan (IMP)
¨ Value Stream Maps
(VSM)
¨ Key Performance
Parameters (KPP)
¨ Measures of
Effectiveness (MoE)
¨ Program Planning and
Controls (PP&C)
¨ Integrated Master
Schedule (IMS)
¨ Work Packages (WP)
and Planning
Packages (PP)
¨ Earned Value
Management (EVM)
¨ Technical and
Programmatic Risk
Management (RM)
¨ Measures of
Performance (MoP)
¨ Estimate At
Completion (EAC)
¨ Estimate To Complete
(ETC)
¨ To Complete
Performance Index
(TCPI)
¨ Independent Estimate
At Completion (IEAC)
¨ Technical Performance
Measures (TPM)
Chapter
0
4
5. 11 Critical Practices Needed to Answer the
5 Questions of Project Success
5
¨ Define the Work Breakdown
Structure(WBS).
¨ Indentify the Organizational
Breakdown Structure (OBS).
¨ Integrate the WBS and OBS.
¨Organization
¨ Schedule the work.
¨ Identify the Products and
Milestones.
¨ Set the time phased budget.
Planning and Budgeting
¨ Record direct costs.
Accounting
¨ Determine variances.
¨ Sum Data and variances.
¨ Manage action plans.
Performance Analysis
¨ Incorporate Changes.
Revision Management
Chapter
0
6. Connecting Deliverables Based Planning®
with
the 9 Knowledge Areas of PMI PMBOK®
The 9 Knowledge Areas
of PMBOK®
Capabilities Based
Planning
Requirements
Baseline
Performance
Measurement
Baseline
PMB
Execution
Continuous Risk
Management
1 Integration Management
Concept of
Operations
IPT dependencies
SE interface
management
Interface
Management
2 Scope Management Capability flow down
Requirements
Flowdown Tree
WBS/TPM
Integration
REQ
Management
Growth Control
3 Time Management Capability need date
SA/AC Delivery
Dates
Integrated
Master Schedule
Schedule
Variance
EAC Control
4 Cost Management
Traceability
Matrix
Integrated
Master Schedule
Cost Variance EAC Control
5 Quality Management
Quality Mgmt
Impact Matrix
Integrated
Master Schedule
TPM Variance
Variance
Management
6
Human Resource
Management
Responsibility
Assignment
Matrix
Resource Loaded
Schedule
Resource
Management
Plan
FTE Management
7
Communications
Management
Requirements
Traceability
Performance Risk Messaging
9 Risk Management
Risk Management
Plan
Risk Register IMS / Risk Risk Buy Down RM Processes
9
Procurement
Management
Supply Chain
Management
SCM Channels SCM Activities
SCM
Performance
SK Management
Chapter
X
6
7. Connecting Deliverables Based Planning®
with
the 5 Process Groups of PMI PMBOK®
Deliverables Based Planning® Process Areas
The 5 Process
Groups of PMBOK®
Capabilities
Baseline
Requirements
Baseline
Performance
Measurement
Baseline
PMB
Execution
Continuous
Risk
Management
1 Initiating
Concept of
Operations
2 Planning
Integrated
Master Plan
Integrated
Master
Schedule
Plan Risks
3 Executing
Work
Package
Sequencing
Work
Authorization
Measure Risks
4
Monitoring and
Control
Integrated
Master
Schedule
Performance
Based Earned
Value
Monitor Risks
5 Closing
Integrated
Master
Schedule
Integrated
Master
Schedule
Retire Risks
Chapter
X
7
8. What Should We Do?
Where Are We Now?
Identifying Needed System Capabilities
Abstracted from:
“Capabilities‒Based Planning – How It Is Intended
To Work And Challenges To Its Successful
Implementation,” Col. Stephen K. Walker, United
States Army, U. S. Army War College, March
2005
Identifying Needed System Capabilities
8
Chapter
0
12. Analyze
Plan
Track
Control
Identify Risks, Issues, and
Concerns
Evaluate, classify, and prioritize
risks
Decide what should be done
about each risk
Monitor risk metrics and
verify/validate mitigations
Make risk decisions
Subproject and partner
data/constraints, hazard
analysis, FMEA, FTA, etc.
Risk data: test data, expert
opinion, hazard analysis,
FMEA, FTA, lessons learned,
technical analysis
Resources
Replan Mitigation
Program/project data
(metrics information)
Statement of Risk
Risk classification, Likelihood
Consequence, Timeframe
Risk prioritization
Research, Watch (tracking
requirements)
Acceptance Rationale, Mitigation
Plans
Risk status reports on:
Risks
Risk Mitigation Plans
Close or Accept Risks
Invoke contingency plans
Continue to track
Perform Continuous Risk Management
12
Chapter
0
13. 1. Identify Needed Systems Capabilities – Define the Measures of Effectiveness (MoE) Deliverables Based Planning®
DEFINE OPERATIONAL CONCEPTS THROUGH SCENARIOS OR USE CASES
Partition system capabilities into classes of service within operational scenarios
Connect capabilities to system requirements using sysML
Define Measures of Effectiveness (MoE) for these capabilities in units meaningful to the customer
Define in the master schedule the achievement of measure of Technical Performance
DEFINE CAPABILITIES NEEDED TO IMPLEMENT THE OPERATIONAL CONCEPTS
Define scenarios for each system capability
Connect these scenarios to the Value Stream map
Assess value flow through the map for each needed capability
Identify capability mismatches and make corrections to improve overall value flow
ASSESS NEEDS, COST, AND RISK SIMULTANEOUSLY
Assign costs to each system element using a value process model
Assure risk, probabilistic cost and benefit performance attributes are defined
Use cost, schedule, and technical performance probabilistic models to forecast potential risks to program performance
DEFINE EXPLICIT, BALANCED, AND FEASIBLE ALTERNATIVES
Make tradeoffs that connect cost, schedule, and technical performance in a single “trade space” model
Measures of Effectiveness and Measures of Performance are the raw materials for these tradeoffs
2. Establish Requirements Baseline – DEFINE MEASURES OF PERFORMANCE (MOP)
PERFORM FACT FINDING
Produce an overall statement of the problem in the operational context
Develop the overall operational and technical; objectives of the target system through Measures of Performance (MoP) for the requirements
Define the boundaries and interfaces of the target system
GATHER AND CLASSIFY THE REQUIREMENTS
Gather required operational capabilities, functional, nonfunctional, and environment requirements and design constraints
Build a Top-Down Capabilities and Functional decomposition of the requirements in a flow down tree using a requirements tool
EVALUATE AND RATIONALIZE THE REQUIREMENTS
Answer the question “why do we need this?” in terms of operational benefits
Build a cost / benefit model using probabilistic assessments of all variables and dependencies
For technical requirements, perform a risk assessment to the cost and schedule
PRIORITIZE THE REQUIREMENTS
Determine the criticality for the functions for the system’s mission
Determine tradeoff relations for all requirements to be used when option decision are made
For technical items, prioritize the cost and dependencies
INTEGRATE AND VALIDATE THE REQUIREMENTS
Address completeness of requirements by removing all TBD items
Validate the requirements agree and are traceable to capabilities, goals, and the mission
Resolve any requirement inconsistencies and conflicts
Chapter I
Chapter I
13
14. 3. ESTABLISH PERFORMANCE MEASUREMENT BASELINE – DEFINE TECHNICAL PERFORMANCE MEASURES (TPM) DELIVERABLES BASED PLANNING®
DECOMPOSE REQUIREMENTS INTO WORK PACKAGES AND PLANNING PACKAGES
Decompose the program scope into a product based Work Breakdown Structure (WBS)
Decompose the WBS into Work Packages describing the production of all deliverables and processes traceable to the requirements
ASSIGN ACCOUNTABILITY FOR THE DELIVERABLES FROM EACH WORK PACKAGE
Assign accountability for Work Packages to a named owner for the management of resource allocation, cost baseline, and technical delivery
ARRANGE WORK PACKAGES IN A LOGICAL ORDER
Arrange Work Packages in a network with defined deliverables, milestones, internal and external dependencies, appropriate schedule and cost margin
DEVELOP THE BUDGETED COST FOR WORK SCHEDULED (BCWS) FOR EACH WORK PACKAGE AND PLANNING PACKAGE
Develop a time‒phased Budgeted Cost for Work Scheduled (BCWS) for labor and material costs in each Work Package
Develop a time‒phased Budgeted Cost for Work Scheduled (BCWS) for the program as a whole
Assure proper resource allocations can be met and budget profiles match expectations of the program sponsor
ASSIGN WORK PACKAGE MEASURES OF PERFORMANCE (MOP), KEY PERFORMANCE PARAMETERS (KPP), AND TECHNICAL PERFORMANCE MEASURES (TPM)
Assign an objective Measure of Performance (MoP) for each critical Work Package deliverable
Trace critical deliverables to the Measure of Effectiveness (MoE) defined in the Capabilities baseline
Summarize these Measures of Performance (MoP) and Measures of Effectiveness (MoE) for the program as a whole
Assign measures of Physical Percent Complete for each Work Package
Assign measures of Physical Percent Complete for the program as a whole
SET THE PERFORMANCE MEASUREMENT BASELINE (PMB)
Establish a Performance Measurement Baseline (PMB) used to forecast Work Package and Project ongoing and completion cost and schedule metrics
4. Execute the Performance Measurement Baseline (PMB) – Maintain Cost, Schedule, and Technical Performance
PERFORM AUTHORIZED WORK IN THE PLANNED SEQUENCE
Using the Work Package sequencing, release work to be performed as planned
With the RACI based RAM, the Accountable delivery manager guides the development of the products or service for each Work Package
ACCUMULATE AND REPORT WORK PACKAGE PHYSICAL PERFORMANCE
Using Physical Percent complete or Apportioned Milestones, capture the measures of “progress to plan” for each Work Package
Report the Physical Percent Complete in a centralized system for each Work Package and he program as a whole
ANALYZE WORK PACKAGE PERFORMANCE
Compare the Actual Percent Complete against the Planned Percent Complete for each period of performance
Construct cost and schedule performance indices from this information and the Physical Percent Complete measures
TAKE CORRECTIVE MANAGEMENT ACTION FOR ANY VARIANCE IN WORK PACKAGE PERFORMANCE
With the cost and schedule performance indices, construct a forecast of future performance of cost, schedule, and technical performance compliance
Take management actions for any Work Packages not performing as planned
MAINTAIN PERFORMANCE MEASUREMENT BASELINE’S INTEGRITY
Record past performance based on Work Package completion criteria
Record previous future performance estimates in a historical database
Forecast future performance against the Performance Measurement Baseline
Report the future performance estimate to the program stakeholders
Chapter I
Chapter I
14
15. Projects Are Executed By Teams
¨ Deploying Deliverables Based Planning® is a team
activity.
¤ Walking the walking is a critical success factor for the
team.
¤ Start with Katzenbach’s definition of a team – “a small
number of people with complementary skills who are
committed to a common purpose, performance goals, and
working approach for which they hold themselves
mutually accountable.”
15
16. Deploying and Successfully Executing DBP®
¨ For the success of DBP® management must NOT …
¤ Choose Status Over Results – status comes from reporting results
on the planned date, for the planned cost, that meets the planned
performance
¤ Choose Popularity Over Accountability – Katzenbach’s definition
of a team
¤ Choose Certainty Over Clarity – all projects are probabilistic
events, certainty is simply not possible
¤ Choose Harmony Over Healthy Conflict – Larry Bossidy, You
cannot have an execution culture without robust dialogue – one that
brings reality to the surface through openness, candor, and
informality. This is called “truth over harmony.
¤ Choose Invulnerability Over Trust – top down management will lay
the seeds for failure.
¨ To do any of these invites disappoint at best and failure at
worst.
16
17. Deliverables Based Planning® Puts You On the
Road to Success …
Where are we going?
How do we get there?
Are there enough resources?
What are impediments to progress?
How do we measure progress?
Chapter 0
17