The document summarizes a presentation given in Phoenix, Arizona from February 26 to March 1, 2012 about improving Department of Energy project performance using the Department of Defense Integrated Master Plan. It discusses the five principles of successful project management, past performance issues at DOE, and how the Integrated Master Plan approach outlines milestones, accomplishments, and criteria to measure progress towards completion. The Integrated Master Plan provides a structured way to define what success looks like, how to achieve it, and how to measure progress through the project lifecycle.
Calculating Physical Percent Complete on Agile ProjectsGlen Alleman
Developing software using Scrum still needs the ability to determine the Estimate to Complete (ETC), the Estimate at Completion (EAC), and the Estimated Completion Data (ECD) when there is a fixed deliverable date, a fixed budget for that software, and a minimal set of Features and Capabilities on that date for that budget
Integrated Master Plan / Integrated Master Schedule (IMP/IMS)Glen Alleman
The Integrated Master Plan and Integrated Master Schedule describe the increasing maturity of project deliverables using Measures of Effectiveness, Measures of Performance, Key Performance Parameters, and Technical Performance Measures.
The core concepts of a Release Based development lifecycle for agile enterprise projects.
The lifecycle starts with the Product Roadmap, showing what Capabilities are provided in what order, in what Capability, to deliver the needed business value, on the needed dates, for the needed cost, with the needed Features.
The Features and Stories that implement these Capabilities are traceable to the Product Roadmap to show Physical Percent Complete from starting at the Story flowing to a Capability to deliver a needed Capability.
How To Build A Credible Performance Measurement Baselineguest9da059
IPM 2009 Conference briefing. The Performance Measurement Baseline is the project controls vehicle that connects Cost, Schedule, and Technical Performance in a single database.
Applying Agile principles, practices, and processes to the DARPA CODE program. Building the Release Plan for each program event and the deliverables for that review.
Calculating Physical Percent Complete on Agile ProjectsGlen Alleman
Developing software using Scrum still needs the ability to determine the Estimate to Complete (ETC), the Estimate at Completion (EAC), and the Estimated Completion Data (ECD) when there is a fixed deliverable date, a fixed budget for that software, and a minimal set of Features and Capabilities on that date for that budget
Integrated Master Plan / Integrated Master Schedule (IMP/IMS)Glen Alleman
The Integrated Master Plan and Integrated Master Schedule describe the increasing maturity of project deliverables using Measures of Effectiveness, Measures of Performance, Key Performance Parameters, and Technical Performance Measures.
The core concepts of a Release Based development lifecycle for agile enterprise projects.
The lifecycle starts with the Product Roadmap, showing what Capabilities are provided in what order, in what Capability, to deliver the needed business value, on the needed dates, for the needed cost, with the needed Features.
The Features and Stories that implement these Capabilities are traceable to the Product Roadmap to show Physical Percent Complete from starting at the Story flowing to a Capability to deliver a needed Capability.
How To Build A Credible Performance Measurement Baselineguest9da059
IPM 2009 Conference briefing. The Performance Measurement Baseline is the project controls vehicle that connects Cost, Schedule, and Technical Performance in a single database.
Applying Agile principles, practices, and processes to the DARPA CODE program. Building the Release Plan for each program event and the deliverables for that review.
Physical Percent Complete for Agile ProjectsGlen Alleman
measuring physical percent complete for produced software is THE critical success factor for integrating Earned Value Management with Agile software development.
WBS Compliance Challenges for Agile ERP ProjectsGlen Alleman
Agility implies a systematic vision of the outcome - an intelligent or ingenium that makes it possible to connect seperate entities and their outcomes in a rapid and suitable manner
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
Integrated Program Performance ManagementGlen Alleman
Integrated Program Performance Management elements are organization planning schedule applied to increase the probability of program success on traditional and agile programs.
Physical Percent Complete is a primary measure of progress to plan for all project work. For Agile projects, this is a critical success factor. Here's how
The integrated master plan and integrated master scheduleGlen Alleman
The Integrated Master Plan (IMP) and Integrated Master Schedule( (IMS) provide a strategy for the incremental delivery of program outcomes through increasing maturity assessments with Measures of Effectiveness, Measures of Performance, Technical Performance Measures, and Key Performance Parameters.
These assessment assure the needed capabilities of the project are met at each assessment point to confirm physical percent complete as planned in the Integrated Master Plan
Estimating and Reporting Agile ProjectsGlen Alleman
The use agile software development in the Federal Government is now standard practice. The SRDR is the means of providing the estimates needed to make decisions for those projects
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.
A short course on being an Earned Value Management Control Account Manager. What is you role, to whom are you accountable, what does you CAM Notebook look like, what role does EVM play in your weekly management activities, what are the sources of information needed to manage the Control Account, what is your weekly and monthly business rhythm, a quick look at Risk Management, and what's beyond this short course?
Physical Percent Complete for Agile ProjectsGlen Alleman
measuring physical percent complete for produced software is THE critical success factor for integrating Earned Value Management with Agile software development.
WBS Compliance Challenges for Agile ERP ProjectsGlen Alleman
Agility implies a systematic vision of the outcome - an intelligent or ingenium that makes it possible to connect seperate entities and their outcomes in a rapid and suitable manner
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
Integrated Program Performance ManagementGlen Alleman
Integrated Program Performance Management elements are organization planning schedule applied to increase the probability of program success on traditional and agile programs.
Physical Percent Complete is a primary measure of progress to plan for all project work. For Agile projects, this is a critical success factor. Here's how
The integrated master plan and integrated master scheduleGlen Alleman
The Integrated Master Plan (IMP) and Integrated Master Schedule( (IMS) provide a strategy for the incremental delivery of program outcomes through increasing maturity assessments with Measures of Effectiveness, Measures of Performance, Technical Performance Measures, and Key Performance Parameters.
These assessment assure the needed capabilities of the project are met at each assessment point to confirm physical percent complete as planned in the Integrated Master Plan
Estimating and Reporting Agile ProjectsGlen Alleman
The use agile software development in the Federal Government is now standard practice. The SRDR is the means of providing the estimates needed to make decisions for those projects
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.
A short course on being an Earned Value Management Control Account Manager. What is you role, to whom are you accountable, what does you CAM Notebook look like, what role does EVM play in your weekly management activities, what are the sources of information needed to manage the Control Account, what is your weekly and monthly business rhythm, a quick look at Risk Management, and what's beyond this short course?
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.
Applying Agile principles, principles, and processes to the CODE
program. Building the Release Plan for each program event and the deliverables for that review.
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?
Establishing the performance measurement baseline (pmi northern utah)(v1)Glen Alleman
The Performance Measurement Baseline is a time phase, budgeted description of all the work on a project to produce the needed capabilities that fulfill the business case or accomplish the mission
Agile development methods increase the Probability of Program Success. Agile can be integrated with the FAR / DFAR and OMB mandates for program performance measures using Earned Value.
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
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
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.
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.
Seven Habits of a Highly Effective agile project manager
Improving project performance presentation
1. February 26 – March 1, 2012 Phoenix, Arizona
Improving DOE Project Performance Using the
DOD Integrated Master Plan 12481
Glen B. Alleman and Michael R. Nosbisch, Project Time & Cost
2. Five Immutable Principles of
Successful Project Management
• What does Done look like?
• How do we get to Done?
• Do we have enough time, money, and
resources to reach Done?
• What impediment will we encounter along
the way to Done?
• How can we measure progress to Done?
2
3. Past performance is less than
stellar
• GAO–07–336 Major Construction Projects Need
a Consistent Approach for Assessing
Technology Readiness to Avoid Cost Increases
and Delays [4]
• GAO–09–406 Contract and Project Management
Concerns at NNSA and Office of EM [5]
• GAO–08–1081 Nuclear Waste: Action Needed
to Improve Accountability and Management of
DOE’s Major Cleanup Projects [6]
3
4. The Solution Was In Hand in
2003
• Bob Card’s memo proposed the use of the
Integrated Master Plan
• 6.5.1 of this memo called out measures
needed to answer the critical question:
How long are we willing to wait
before we find out we are late?
4
5. The Department of Defense
Guidance
• Step by step guidance
for constructing and
using the Integrated
Master Plan (IMP)
• DoD applies the IMP to
major acquisitions that
involve multiple
Integrated Product
Teams (IPTs) with high
risk and high reward
outcomes 5
6. What is an IMP?
• A contractually binding strategy for the
successful completion of the program
• The IMP describes the logical progression of
the program through accomplishments and
their criteria
– Measured through increasing maturity of
deliverables as they progress through a
disciplined systems engineering process
• These deliverables have units of measure
meaningful to the decision makers
6
7. What Does The IMP Tell Us?
• What does DONE look like?
– Outcomes rather than effort
• How do we get to DONE?
– Tangible evidence of progress toward a
capability or an outcome
• What are the units of measure of progress
to DONE?
– Technical Performance Measures (TPMs)
– Significant Accomplishments
7
8. What Does the IMP Look Like?
• Program Events
– Periodic assessments of the program’s maturity
through reviews or physical demonstration
• Initial Production Completed (IPC)
• Significant Accomplishments
– Exit Criteria for Program Events
• Version 1 Kit Production and Delivery Completed
• Accomplishment Criteria
– Entry/exit criteria needed to produce the Significant
Accomplishments
• Version 1 Assembly/Integration/Test Completed
8
9. The Topology of the IMP/IMS
• The IMP dictates the strategy for success
• The IMS describes how to reach this success
IMP
Describes how the Major program milestones or assessment events that substantiate system
capabilities will be maturity (initial, progress, or final). These milestones or assessment events
delivered and Events deliver the specific capabilities for the system on planned dates.
how these Milestones
capabilities will
be recognized Specified result, substantiating a Milestone or Event, that indicates
Accomplishment
maturity or progress for each product or process
Definitive measures substantiating the Accomplishment maturity
Criteria level. Completion of specific work that ensures closure of a
specified Accomplishment
IMS Work activities performed to produce the deliverables that
Work Packages and Tasks fulfill the requirements that enable the capabilities
Supplemental Schedules
9
10. The outcome of each Work Package is a tangible measureable The structure of a
item, service, or product. Technical Performance Measures Integrated Master Plan
(TPM) define the needed Measure of Performance (MoP).
The TPM and MoP are the basis for fulfilling the Measure of Program Events
Define the availability
Effectiveness (MoE) for the customer. of a Capability at a point in
The Accomplishments define the capabilities needed to fulfill time.
the Mission Needs for the specific point in time of the project.
• The maturity of these capabilities increase as the project
progresses from left to right.
Accomplishments
Represent requirements
that enable Capabilities.
Criteria
Represent Work Packages
that deliver the Requirements.
Work Work Work
Package Package Package
Work Work Work
Package Package Package
Work
Work package
Package
13. Relationships between the IMP Parts
Measures the progress to plan using Physical & Complete at the Accomplishment Criteria
(AC) and CWBS level
Program Statement of
CWBS
Events Work
Completed SA’s are Work structure
entry criteria for aligned to
Aligned
Program Events SOW
Significant
Accomplishments
Completed Work
Packages are exit Defines Aligned
Aligned
criteria for Tasks
Accomplishment CDRLs and Tasks Contained
Criteria Aligned Deliverables Aligned in Work Packages
Describes increasing Documents the product Work necessary to
product maturity as 0/100 or maturity that is aligned with mature products
EVMS SD guidance SOW and CWBS grouped by CWBS
14. Putting the IMP to Work?
• Start with the WBS, SOW, SOO
• Define incremental measures of increasing
maturity of the deliverables
– Technical performance measures
– Retirement of risk
– Alternative strategies through assessment of
increasing maturity
14