Managing IT projects is not a straightforward endeavor. Like the "leader" of the real Endeavor, it takes skill, experience, courage, and core leadership traits
When we hear that a proposed process, tool, method or any ideas is all about "risk management," check to see if it covers these areas. If not, the suggestion is not really about risk management.
Program success starts with knowing what done looks like in units of measure meaningful to the decision makers. Measures of Effectiveness are customer facing. Measures of Performance are supplier facing. Key Performance Parameters must be met for the program to success. And Technical Performance Measures defined the exit criteria of "packages of work" that deliver the MoP's and MoE's and satisfy the KPPs
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 document identifies 4 root causes of cost and schedule shortfalls in the ACAT1 program: 1) unrealistic estimates based on inadequate risk models, 2) inadequate assessment and mitigation of risks, 3) unanticipated technical issues without alternative solutions, and 4) unrealistic performance expectations without proper measures. It also notes that the IPMR process can help reveal early, unanticipated growth in cost and schedule through assessment of technical performance measures and percent completion.
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.
Slides as given for the Feb. 12, 2014 talk at Bay Area Software Testers.
(btw, I failed to give credit for the "Stand Back!" t-shirt image, it was from the XKCD T-shirt here: http://store-xkcd-com.myshopify.com/products/try-science)
Also forgot reference to the paper on Fibonacci numbers in planning poker affecting estimates: http://simula.no/publications/Simula.simula.1282/simula_pdf_file
This document summarizes a presentation on using statistical methods to improve forecasts of estimated costs at completion (EAC) for programs using earned value management data. It discusses how current EAC calculations do not fully utilize past performance data and risks, and are therefore not statistically sound. The presentation will propose two solutions using predictive analytics techniques on the earned value central repository database to generate more accurate EAC forecasts that account for historical trends and risks. This would help program managers better anticipate and address future cost and schedule growth issues.
When we hear that a proposed process, tool, method or any ideas is all about "risk management," check to see if it covers these areas. If not, the suggestion is not really about risk management.
Program success starts with knowing what done looks like in units of measure meaningful to the decision makers. Measures of Effectiveness are customer facing. Measures of Performance are supplier facing. Key Performance Parameters must be met for the program to success. And Technical Performance Measures defined the exit criteria of "packages of work" that deliver the MoP's and MoE's and satisfy the KPPs
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 document identifies 4 root causes of cost and schedule shortfalls in the ACAT1 program: 1) unrealistic estimates based on inadequate risk models, 2) inadequate assessment and mitigation of risks, 3) unanticipated technical issues without alternative solutions, and 4) unrealistic performance expectations without proper measures. It also notes that the IPMR process can help reveal early, unanticipated growth in cost and schedule through assessment of technical performance measures and percent completion.
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.
Slides as given for the Feb. 12, 2014 talk at Bay Area Software Testers.
(btw, I failed to give credit for the "Stand Back!" t-shirt image, it was from the XKCD T-shirt here: http://store-xkcd-com.myshopify.com/products/try-science)
Also forgot reference to the paper on Fibonacci numbers in planning poker affecting estimates: http://simula.no/publications/Simula.simula.1282/simula_pdf_file
This document summarizes a presentation on using statistical methods to improve forecasts of estimated costs at completion (EAC) for programs using earned value management data. It discusses how current EAC calculations do not fully utilize past performance data and risks, and are therefore not statistically sound. The presentation will propose two solutions using predictive analytics techniques on the earned value central repository database to generate more accurate EAC forecasts that account for historical trends and risks. This would help program managers better anticipate and address future cost and schedule growth issues.
The simple problem of schedule performance indices (neutral)Glen Alleman
1) The document discusses using cycling as an analogy for managing project schedule performance using earned value management. It explains how maintaining a steady pace corresponds to staying on budget and on schedule, while slowing down means falling behind.
2) It introduces key earned value metrics - BCWS, BCWP, ACWP - and how they relate to measuring schedule and cost performance. Negative schedule or cost variances indicate being behind or over budget.
3) The document emphasizes that getting back on the original plan is not enough if a gap has opened - projects need to improve performance using the To-Complete Performance Index (TCPI) to close gaps and get back on track. The TCPI shows by how much projects need to
This document outlines an approach called Performance-Based Project Management (PBPM) that aims to increase the probability of project success. It discusses 5 key principles: defining what success looks like, planning the work, ensuring adequate resources, identifying progress impediments, and measuring progress. It then describes 5 processes for implementing PBPM: organizing the work, budgeting and scheduling, project accounting, performance analysis, and change control. Finally, it maps PBPM to the knowledge areas and process groups of the Project Management Body of Knowledge (PMBOK).
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.
Integrated master plan (imp) - the foundation of the program successGlen Alleman
Technical Performance Measures provide assessment of Physical Percent Complete in Earned Value Management Systems in ways not possible with simple measures of progress to plan stated by Control Account Managers
Technical and programmatic disruptions in project plans don’t need to negatively impact cost, performance or schedule metrics. But traditional approaches to planning are not an adequate defense. This white paper outlines the six steps for building a risk-tolerant schedule using a field proven approach.
This document summarizes a presentation on risk management in five steps. It discusses that risk management is essential for projects to plan for uncertainties and ensure favorable outcomes. The five steps presented are: 1) hoping is not a strategy, plans need estimates of variability; 2) single point estimates are guesses without knowing variability; 3) integrating cost, schedule and performance is key; 4) a risk management model is needed, not an ad hoc process; 5) communicating risks is important. The presentation also discusses categorizing outcomes, types of uncertainties projects may encounter, and how risk tolerance should decrease over time.
Systems engineering aims to ensure that all aspects of a complex system are properly integrated and coordinated. It involves considering all stages of a project from conception to retirement and incorporating operational, cost and schedule requirements. The key is to think holistically about a system across its entire lifecycle rather than just individual components or stages.
Improving Project Performance in the DOEGlen Alleman
- The document discusses improving project performance at the US Department of Energy (DOE) by adopting aspects of the integrated master plan (IMP) and integrated master schedule (IMS) processes used by the US Department of Defense (DOD).
- The DOD IMP/IMS approach measures progress through increasing maturity of project outcomes and deliverables, rather than just cost and schedule performance. This provides better visibility into a project's effectiveness for customers.
- Adopting an event-based planning approach like the DOD's IMP, with accomplishments and criteria to measure maturity, would improve the probability of success for DOE projects.
All project variables are random variablesGlen Alleman
All project variables - cost, schedule, technical and operational performance, risk are random variables. These variables represent uncertainty in the outcome of the project. This uncertainty creates risk. This risk must be "handled" in some way or it will unfavorably impact the success of the proejct.
The document outlines 11 key processes for project management including defining a work breakdown structure and organizational breakdown structure, scheduling work, identifying products and milestones, setting a time-phased budget, recording direct costs, determining variances, summarizing data and variances, managing action plans, performing performance analysis, and incorporating changes. These 11 processes are a subset of the 32 processes outlined in the ANSI-748-C Earned Value Management guideline and form the basis for successful project management, though not all projects require the full ANSI approach.
Immutable principles of project managementGlen Alleman
The document discusses the 5 immutable principles of project management:
1) Define what "done" looks like at the end of the project.
2) Have a plan to achieve the done state.
3) Understand the resources needed to execute the plan.
4) Identify impediments to the plan and how to address them.
5) Measure progress against the plan using meaningful metrics. Risk management is also discussed as the primary role of project management.
Graded application of project management reqGlen Alleman
This document outlines a graded approach for applying project management processes based on project complexity and risk level. It provides descriptions of project requirements and documentation for four different risk levels - minimal, minor, major, and full implementation. For each project management knowledge area (initiation, planning, execution, monitoring and control, and closeout), it specifies the expected level of documentation, activities, and process implementation for projects at each risk level.
This document outlines best practices for project management. It recommends (1) planning work with a project definition document, (2) defining project management procedures up front such as quality management and risk management, and (3) monitoring projects for warning signs of issues. It also advises obtaining sponsor approval for scope changes, guarding against scope creep, identifying risks early, reassessing risks ongoing, and resolving issues promptly. Following these practices can help complete projects faster, at lower cost and higher quality by effectively coordinating resources through the project life cycle.
Immutable Principles Of Project Management (V7 Final Cmu)Glen Alleman
The five irreducible principles of project management are:
1) Define the end goal.
2) Create a plan to reach the goal.
3) Understand the resources needed to execute the plan.
4) Identify and address impediments along the way.
5) Measure progress against the plan.
The essential strength of the science of physics lies in the depth of its conceptual schemes, in the relatively few principles that to unify a broad range of knowledge about the physical universe.
One foundation of this knowledge comes from Isaac Newton and those on whom he based his work. These scientists not only solved an important problem in the field of dynamics, they laid the groundwork for the thought processes involved in solving these problems.
The simple problem of schedule performance indicesGlen Alleman
The document describes performance measurement using earned value management principles. It uses the analogy of a cycling group to explain key concepts. The planned pace of the group is the Budgeted Cost of Work Scheduled (BCWS). The actual pace is the Budgeted Cost of Work Performed (BCWP). The effort expended to maintain the actual pace is the Actual Cost of Work Performed (ACWP). If the group falls behind the planned pace, the To Complete Performance Index (TCPI) indicates how much faster they need to ride to close the gap and rejoin the lead group.
Agile Project Management Methods of IT ProjectsGlen Alleman
Agile project management methodologies used to develop, deploy, or acquire information technology systems have begun to enter the vocabulary of modern organizations. Much in the same way lightweight and agile manufacturing or business management processes have over the past few years. This chapter is about applying Agile methods in an environment that may be more familiar with high ceremony project management methods – methods that might be considered heavy weight in terms of today’s agile vocabulary.
This document describes the services provided by Niwot Ridge Consulting, L.L.C. to help clients successfully execute large programs. They offer six core capabilities to increase the probability of program success: 1) Developing an integrated master plan and schedule, 2) Implementing an Earned Value Management System, 3) Integrating programmatic and technical risk management, 4) Connecting business systems, 5) Preparing for DCMA/DCAA validation and surveillance, and 6) Providing proposal management support. The company focuses on performance-based project management to deliver projects on time and on budget through integrated planning, risk management, and earned value measurement.
This document summarizes key leadership lessons from Ernest Shackleton's 1914 Antarctic expedition as outlined in the book "Leading on the Edge". The 10 lessons are: 1) Maintain a vision while focusing on short-term goals, 2) Set a personal example through symbols and behaviors, 3) Instill optimism while staying grounded in reality, 4) Take care of your own stamina and let go of guilt, 5) Reinforce the team message of unity, 6) Insist on mutual respect among team members, 7) Deal with conflict constructively, 8) Find ways to celebrate and use humor, 9) Be willing to take justified risks, and 10) Encourage relentless creativity in problem-solving. These lessons
Ernest Shackleton's 1914 Antarctic expedition faced extreme hardship when their ship, Endurance, became trapped and crushed by ice. Despite this, Shackleton led his crew to safety through exceptional leadership. The document discusses 12 of Shackleton's leadership strategies that are still applicable today, such as having a clear vision while also focusing on short-term objectives, leading by positive example, maintaining optimism while being realistic, and encouraging creativity in difficult situations. Overall, the document examines how Shackleton's ability to adapt, encourage his crew, and help them achieve their full potential through adversity can provide lessons for modern business leadership.
The simple problem of schedule performance indices (neutral)Glen Alleman
1) The document discusses using cycling as an analogy for managing project schedule performance using earned value management. It explains how maintaining a steady pace corresponds to staying on budget and on schedule, while slowing down means falling behind.
2) It introduces key earned value metrics - BCWS, BCWP, ACWP - and how they relate to measuring schedule and cost performance. Negative schedule or cost variances indicate being behind or over budget.
3) The document emphasizes that getting back on the original plan is not enough if a gap has opened - projects need to improve performance using the To-Complete Performance Index (TCPI) to close gaps and get back on track. The TCPI shows by how much projects need to
This document outlines an approach called Performance-Based Project Management (PBPM) that aims to increase the probability of project success. It discusses 5 key principles: defining what success looks like, planning the work, ensuring adequate resources, identifying progress impediments, and measuring progress. It then describes 5 processes for implementing PBPM: organizing the work, budgeting and scheduling, project accounting, performance analysis, and change control. Finally, it maps PBPM to the knowledge areas and process groups of the Project Management Body of Knowledge (PMBOK).
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.
Integrated master plan (imp) - the foundation of the program successGlen Alleman
Technical Performance Measures provide assessment of Physical Percent Complete in Earned Value Management Systems in ways not possible with simple measures of progress to plan stated by Control Account Managers
Technical and programmatic disruptions in project plans don’t need to negatively impact cost, performance or schedule metrics. But traditional approaches to planning are not an adequate defense. This white paper outlines the six steps for building a risk-tolerant schedule using a field proven approach.
This document summarizes a presentation on risk management in five steps. It discusses that risk management is essential for projects to plan for uncertainties and ensure favorable outcomes. The five steps presented are: 1) hoping is not a strategy, plans need estimates of variability; 2) single point estimates are guesses without knowing variability; 3) integrating cost, schedule and performance is key; 4) a risk management model is needed, not an ad hoc process; 5) communicating risks is important. The presentation also discusses categorizing outcomes, types of uncertainties projects may encounter, and how risk tolerance should decrease over time.
Systems engineering aims to ensure that all aspects of a complex system are properly integrated and coordinated. It involves considering all stages of a project from conception to retirement and incorporating operational, cost and schedule requirements. The key is to think holistically about a system across its entire lifecycle rather than just individual components or stages.
Improving Project Performance in the DOEGlen Alleman
- The document discusses improving project performance at the US Department of Energy (DOE) by adopting aspects of the integrated master plan (IMP) and integrated master schedule (IMS) processes used by the US Department of Defense (DOD).
- The DOD IMP/IMS approach measures progress through increasing maturity of project outcomes and deliverables, rather than just cost and schedule performance. This provides better visibility into a project's effectiveness for customers.
- Adopting an event-based planning approach like the DOD's IMP, with accomplishments and criteria to measure maturity, would improve the probability of success for DOE projects.
All project variables are random variablesGlen Alleman
All project variables - cost, schedule, technical and operational performance, risk are random variables. These variables represent uncertainty in the outcome of the project. This uncertainty creates risk. This risk must be "handled" in some way or it will unfavorably impact the success of the proejct.
The document outlines 11 key processes for project management including defining a work breakdown structure and organizational breakdown structure, scheduling work, identifying products and milestones, setting a time-phased budget, recording direct costs, determining variances, summarizing data and variances, managing action plans, performing performance analysis, and incorporating changes. These 11 processes are a subset of the 32 processes outlined in the ANSI-748-C Earned Value Management guideline and form the basis for successful project management, though not all projects require the full ANSI approach.
Immutable principles of project managementGlen Alleman
The document discusses the 5 immutable principles of project management:
1) Define what "done" looks like at the end of the project.
2) Have a plan to achieve the done state.
3) Understand the resources needed to execute the plan.
4) Identify impediments to the plan and how to address them.
5) Measure progress against the plan using meaningful metrics. Risk management is also discussed as the primary role of project management.
Graded application of project management reqGlen Alleman
This document outlines a graded approach for applying project management processes based on project complexity and risk level. It provides descriptions of project requirements and documentation for four different risk levels - minimal, minor, major, and full implementation. For each project management knowledge area (initiation, planning, execution, monitoring and control, and closeout), it specifies the expected level of documentation, activities, and process implementation for projects at each risk level.
This document outlines best practices for project management. It recommends (1) planning work with a project definition document, (2) defining project management procedures up front such as quality management and risk management, and (3) monitoring projects for warning signs of issues. It also advises obtaining sponsor approval for scope changes, guarding against scope creep, identifying risks early, reassessing risks ongoing, and resolving issues promptly. Following these practices can help complete projects faster, at lower cost and higher quality by effectively coordinating resources through the project life cycle.
Immutable Principles Of Project Management (V7 Final Cmu)Glen Alleman
The five irreducible principles of project management are:
1) Define the end goal.
2) Create a plan to reach the goal.
3) Understand the resources needed to execute the plan.
4) Identify and address impediments along the way.
5) Measure progress against the plan.
The essential strength of the science of physics lies in the depth of its conceptual schemes, in the relatively few principles that to unify a broad range of knowledge about the physical universe.
One foundation of this knowledge comes from Isaac Newton and those on whom he based his work. These scientists not only solved an important problem in the field of dynamics, they laid the groundwork for the thought processes involved in solving these problems.
The simple problem of schedule performance indicesGlen Alleman
The document describes performance measurement using earned value management principles. It uses the analogy of a cycling group to explain key concepts. The planned pace of the group is the Budgeted Cost of Work Scheduled (BCWS). The actual pace is the Budgeted Cost of Work Performed (BCWP). The effort expended to maintain the actual pace is the Actual Cost of Work Performed (ACWP). If the group falls behind the planned pace, the To Complete Performance Index (TCPI) indicates how much faster they need to ride to close the gap and rejoin the lead group.
Agile Project Management Methods of IT ProjectsGlen Alleman
Agile project management methodologies used to develop, deploy, or acquire information technology systems have begun to enter the vocabulary of modern organizations. Much in the same way lightweight and agile manufacturing or business management processes have over the past few years. This chapter is about applying Agile methods in an environment that may be more familiar with high ceremony project management methods – methods that might be considered heavy weight in terms of today’s agile vocabulary.
This document describes the services provided by Niwot Ridge Consulting, L.L.C. to help clients successfully execute large programs. They offer six core capabilities to increase the probability of program success: 1) Developing an integrated master plan and schedule, 2) Implementing an Earned Value Management System, 3) Integrating programmatic and technical risk management, 4) Connecting business systems, 5) Preparing for DCMA/DCAA validation and surveillance, and 6) Providing proposal management support. The company focuses on performance-based project management to deliver projects on time and on budget through integrated planning, risk management, and earned value measurement.
This document summarizes key leadership lessons from Ernest Shackleton's 1914 Antarctic expedition as outlined in the book "Leading on the Edge". The 10 lessons are: 1) Maintain a vision while focusing on short-term goals, 2) Set a personal example through symbols and behaviors, 3) Instill optimism while staying grounded in reality, 4) Take care of your own stamina and let go of guilt, 5) Reinforce the team message of unity, 6) Insist on mutual respect among team members, 7) Deal with conflict constructively, 8) Find ways to celebrate and use humor, 9) Be willing to take justified risks, and 10) Encourage relentless creativity in problem-solving. These lessons
Ernest Shackleton's 1914 Antarctic expedition faced extreme hardship when their ship, Endurance, became trapped and crushed by ice. Despite this, Shackleton led his crew to safety through exceptional leadership. The document discusses 12 of Shackleton's leadership strategies that are still applicable today, such as having a clear vision while also focusing on short-term objectives, leading by positive example, maintaining optimism while being realistic, and encouraging creativity in difficult situations. Overall, the document examines how Shackleton's ability to adapt, encourage his crew, and help them achieve their full potential through adversity can provide lessons for modern business leadership.
Leadership Lessons from Antarctic ExpeditionTathagat Varma
My presentation based on Shackleton Way and my own Antarctic expedition 1993-95, delivered at ThomsonReuters' Women in Tech forum (31 Aug 2012), E&Y (27 Jun 2013)
A talk delivered by Sharon Neal at the Anybook Oxford Libraries Conference 2015 - Adapting for the Future: Developing Our Professions and Services, 21st July 2015
The document discusses key concepts around grit, resilience, and growth mindset. It defines resilience as the ability to cope with stress and adversity and recover from difficult situations, while grit is defined as passion and perseverance for long-term goals. The document provides tools and strategies for cultivating resilience, including recognizing learned helplessness, adopting a growth mindset, managing emotions, practicing gratitude, and maintaining balance and perspective.
The document discusses the concept of resilience at both the individual and organizational level. It defines resilience as the ability to adapt and bounce back from challenges and difficulties. The document then lists 10 ways to improve individual resilience, such as taking decisive action, maintaining hope and optimism, finding support systems, and accepting both success and failure as opportunities for growth. It also discusses traits of resilient organizations, including promoting diversity, redundancy, learning, and embracing change.
Ernest Shackleton and Nelson Mandela were both influential leaders who demonstrated key leadership qualities. Mandela's lessons of leadership included having courage beyond fear to inspire others, leading from the front as a role model but also allowing others to feel like leaders, knowing your opponents to develop strategies while also keeping friends and rivals close, making sure appearances and demeanor match being a leader, and knowing when to quit a failed idea. Effective leadership requires setting goals, motivating others through understanding and positivity, dealing with conflicts directly through respect and focus on solutions. Both Shackleton and Mandela's leadership helped their teams endure difficult circumstances and achieve their goals through inspiration and example.
Women leaders don't need to bounce back! They need creative resilience so they can can remain flexible when faced by life disruption or extended periods of pressure, and can emerge from difficulty stronger, wiser, and more able.
The document discusses the concepts of leadership and building a successful team. It provides definitions of leadership as an interactive conversation that pulls people towards personal responsibility and achieving common goals. It also discusses elements of an effective mindset, including desire, commitment, responsibility, hard work, positive believing, persistence, and pride of performance. The document emphasizes that developing a better team starts with improving individuals and having a collaborative, communicative, competent, disciplined, prepared, selfless, and tenacious team.
This document contains a collection of short quotes and phrases on various topics related to success, leadership, personal development, attitudes and mindsets. Some of the key ideas discussed include developing a positive attitude, continuous self-improvement, treating others with kindness, focusing on goals and preparation, and overcoming obstacles through persistence and hard work.
The document provides lessons on motivation for youth leaders. It discusses the importance of setting a good example to motivate others intrinsically. Some key points discussed include thinking creatively, knowing yourself, learning from both successes and failures, and trying new things. The conclusion emphasizes reflecting on life experiences and focusing on making a positive impact.
The document summarizes key points from John C. Maxwell's book "Talent is Never Enough". It discusses 13 traits that help develop talent into talent plus. These traits include belief, passion, initiative, focus, preparation, practice, perseverance, courage, teachability, character, relationships, responsibility, and teamwork. For each trait, the document provides examples and advice on how to strengthen that trait in order to maximize one's talents.
Powerpoint slides on resilience for career counselling purpose to help unemployed job seekers to discover themselves and stay positive during this difficult period.
The document discusses learning as a lifelong process and the importance of teaching people how to learn. It explores the nature vs nurture debate around intelligence and talents. Various quotes are provided on topics like praise, mindsets, ability grouping and the influence of assessment on achievement. Effective strategies discussed include learning intentions, formative feedback, and groups of three.
The document discusses the importance of maintaining a positive attitude for success. It emphasizes that attitude is the most important factor, accounting for 85% of promotions, and our environment, experiences, and education shape our attitudes. It provides tips for developing a positive attitude including setting goals, associating with positive people, having gratitude, and focusing on opportunities rather than problems. It also contrasts winners with losers, noting winners are solution-focused, see gains not just pains, and believe in win-win outcomes.
The document provides information on stress management, including detecting the symptoms of stress, ineffective ways of coping with stress, and effective ways of coping. It discusses typical stress symptoms, conditions like karoshi (death from overwork) and burnout. Effective coping mechanisms mentioned include talking about stress, taking breaks, exercising, getting enough sleep, and helping others. The document also addresses lifestyle factors that can cause stress and offers tips for stress management and effective time management.
This document discusses managing change effectively. It begins with an icebreaker exercise for participants to find commonalities in small groups. It then discusses how change is inevitable and quotes about having faith that change can lead to better opportunities. The learning outcomes are to understand and move with change, clarify life goals, conquer resistance to change, and improve quality of life. Key attitudes for managing change are listed, and a story called "Who Moved My Cheese?" is referenced to depict handling change. Ways to effectively manage change discussed are to anticipate change, monitor for changes, adapt to changes quickly, and reflect on changes. Participants are prompted to reflect on if they are afraid of change and envision their new opportunities.
This document provides advice on self-management and success. It discusses that every successful person has overcome failures and painful experiences. It defines success as achieving one's desires and goals, which can vary between individuals. The document emphasizes setting goals, both long-term and short-term, with target dates. It also stresses the importance of time management, prioritizing tasks, and having a plan to achieve goals through small, achievable stages. Strong desire, self-confidence, and learning from failures and feedback are identified as characteristics of successful people.
Similar to Leading on the edge + managing it departments (20)
Managing risk with deliverables planningGlen Alleman
This document discusses managing risk through continuous risk management (CRM). It introduces the five principles of risk management and outlines the CRM process, which includes identifying risks, analyzing and prioritizing them, planning mitigations, tracking mitigation progress and risks, making decisions based on risk data, and communicating throughout the project. The presentation provides examples of risk statements, evaluation criteria, classification approaches, and integrating risks and mitigation plans into project schedules. The goal of CRM is to continually identify, assess, and mitigate risks to improve project outcomes.
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
This document discusses principles and practices for increasing the probability of project success by managing risk from uncertainty. It defines risk as the effect of uncertainty on objectives. There are two types of uncertainty - epistemic (reducible) and aleatory (irreducible). Risk from epistemic uncertainty can be reduced through work on the program, while risk from aleatory uncertainty requires establishing margins. The document argues that effective risk management is needed to deliver capabilities on time and budget by identifying risks, understanding their interactions and impacts, and implementing risk handling strategies. This increases the likelihood of project success by preventing problems, improving quality, enabling better resource use, and promoting teamwork.
Process Flow and Narrative for Agile+PPMGlen Alleman
This document describes how an organization integrates agile software development practices with earned value management (EVM) to provide program status updates. It outlines a process that begins with developing a rough order of magnitude estimate of features needed. These features are then prioritized, mapped to a product roadmap and product backlog. Stories are developed from features and estimated, and tasks are estimated in hours. Physical percent complete data from tasks in Rally is used to calculate EVM metrics to inform stakeholders.
This document discusses principles of effective risk management for projects. It emphasizes the importance of clearly defining requirements and success criteria before releasing requests for proposals. This includes quantifying measures of effectiveness and performance for different use scenarios. Effective risk management also requires developing a funded implementation plan informed by historical risks and uncertainties. The document outlines key data and processes needed to reduce risks and increase the probability of a project's success, including defining requirements, developing plans and schedules, identifying risks and adjustments needed to plans. It discusses uncertainties from both known and unknown sources that can impact cost, schedule and performance.
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
The document discusses establishing a credible Performance Measurement Baseline (PMB) for programs by integrating technical and programmatic plans. It recommends starting with a Work Breakdown Structure (WBS) that identifies system elements, associated risks, and processes to produce outcomes. An Integrated Master Plan (IMP) should then define how system elements mature at Program Events, with Measures of Effectiveness (MOEs) and Measures of Performance (MOPs) assigned. Finally, an Integrated Master Schedule (IMS) should arrange tasks to increase technical maturity, identify reducible and irreducible risks, and establish a risk-adjusted PMB to increase the probability of program success. Connecting these elements through the WBS, IMP and IMS
Integrated master plan methodology (v2)Glen Alleman
The document describes a methodology for developing an Integrated Master Plan (IMP). It outlines five conditions an IMP must meet, five steps in the development process, five common questions about IMP development, five common mistakes, and provides five templates/samples for key IMP sections. The methodology is intended to help program and project teams create effective IMPs that integrate execution plans and align with contractual requirements.
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.
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.
Unlock the Future of Search with MongoDB Atlas_ Vector Search Unleashed.pdfMalak Abu Hammad
Discover how MongoDB Atlas and vector search technology can revolutionize your application's search capabilities. This comprehensive presentation covers:
* What is Vector Search?
* Importance and benefits of vector search
* Practical use cases across various industries
* Step-by-step implementation guide
* Live demos with code snippets
* Enhancing LLM capabilities with vector search
* Best practices and optimization strategies
Perfect for developers, AI enthusiasts, and tech leaders. Learn how to leverage MongoDB Atlas to deliver highly relevant, context-aware search results, transforming your data retrieval process. Stay ahead in tech innovation and maximize the potential of your applications.
#MongoDB #VectorSearch #AI #SemanticSearch #TechInnovation #DataScience #LLM #MachineLearning #SearchTechnology
Main news related to the CCS TSI 2023 (2023/1695)Jakub Marek
An English 🇬🇧 translation of a presentation to the speech I gave about the main changes brought by CCS TSI 2023 at the biggest Czech conference on Communications and signalling systems on Railways, which was held in Clarion Hotel Olomouc from 7th to 9th November 2023 (konferenceszt.cz). Attended by around 500 participants and 200 on-line followers.
The original Czech 🇨🇿 version of the presentation can be found here: https://www.slideshare.net/slideshow/hlavni-novinky-souvisejici-s-ccs-tsi-2023-2023-1695/269688092 .
The videorecording (in Czech) from the presentation is available here: https://youtu.be/WzjJWm4IyPk?si=SImb06tuXGb30BEH .
Your One-Stop Shop for Python Success: Top 10 US Python Development Providersakankshawande
Simplify your search for a reliable Python development partner! This list presents the top 10 trusted US providers offering comprehensive Python development services, ensuring your project's success from conception to completion.
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
How to Interpret Trends in the Kalyan Rajdhani Mix Chart.pdfChart Kalyan
A Mix Chart displays historical data of numbers in a graphical or tabular form. The Kalyan Rajdhani Mix Chart specifically shows the results of a sequence of numbers over different periods.
Ocean lotus Threat actors project by John Sitima 2024 (1).pptxSitimaJohn
Ocean Lotus cyber threat actors represent a sophisticated, persistent, and politically motivated group that poses a significant risk to organizations and individuals in the Southeast Asian region. Their continuous evolution and adaptability underscore the need for robust cybersecurity measures and international cooperation to identify and mitigate the threats posed by such advanced persistent threat groups.
Webinar: Designing a schema for a Data WarehouseFederico Razzoli
Are you new to data warehouses (DWH)? Do you need to check whether your data warehouse follows the best practices for a good design? In both cases, this webinar is for you.
A data warehouse is a central relational database that contains all measurements about a business or an organisation. This data comes from a variety of heterogeneous data sources, which includes databases of any type that back the applications used by the company, data files exported by some applications, or APIs provided by internal or external services.
But designing a data warehouse correctly is a hard task, which requires gathering information about the business processes that need to be analysed in the first place. These processes must be translated into so-called star schemas, which means, denormalised databases where each table represents a dimension or facts.
We will discuss these topics:
- How to gather information about a business;
- Understanding dictionaries and how to identify business entities;
- Dimensions and facts;
- Setting a table granularity;
- Types of facts;
- Types of dimensions;
- Snowflakes and how to avoid them;
- Expanding existing dimensions and facts.
5th LF Energy Power Grid Model Meet-up SlidesDanBrown980551
5th Power Grid Model Meet-up
It is with great pleasure that we extend to you an invitation to the 5th Power Grid Model Meet-up, scheduled for 6th June 2024. This event will adopt a hybrid format, allowing participants to join us either through an online Mircosoft Teams session or in person at TU/e located at Den Dolech 2, Eindhoven, Netherlands. The meet-up will be hosted by Eindhoven University of Technology (TU/e), a research university specializing in engineering science & technology.
Power Grid Model
The global energy transition is placing new and unprecedented demands on Distribution System Operators (DSOs). Alongside upgrades to grid capacity, processes such as digitization, capacity optimization, and congestion management are becoming vital for delivering reliable services.
Power Grid Model is an open source project from Linux Foundation Energy and provides a calculation engine that is increasingly essential for DSOs. It offers a standards-based foundation enabling real-time power systems analysis, simulations of electrical power grids, and sophisticated what-if analysis. In addition, it enables in-depth studies and analysis of the electrical power grid’s behavior and performance. This comprehensive model incorporates essential factors such as power generation capacity, electrical losses, voltage levels, power flows, and system stability.
Power Grid Model is currently being applied in a wide variety of use cases, including grid planning, expansion, reliability, and congestion studies. It can also help in analyzing the impact of renewable energy integration, assessing the effects of disturbances or faults, and developing strategies for grid control and optimization.
What to expect
For the upcoming meetup we are organizing, we have an exciting lineup of activities planned:
-Insightful presentations covering two practical applications of the Power Grid Model.
-An update on the latest advancements in Power Grid -Model technology during the first and second quarters of 2024.
-An interactive brainstorming session to discuss and propose new feature requests.
-An opportunity to connect with fellow Power Grid Model enthusiasts and users.
Programming Foundation Models with DSPy - Meetup SlidesZilliz
Prompting language models is hard, while programming language models is easy. In this talk, I will discuss the state-of-the-art framework DSPy for programming foundation models with its powerful optimizers and runtime constraint system.
Skybuffer SAM4U tool for SAP license adoptionTatiana Kojar
Manage and optimize your license adoption and consumption with SAM4U, an SAP free customer software asset management tool.
SAM4U, an SAP complimentary software asset management tool for customers, delivers a detailed and well-structured overview of license inventory and usage with a user-friendly interface. We offer a hosted, cost-effective, and performance-optimized SAM4U setup in the Skybuffer Cloud environment. You retain ownership of the system and data, while we manage the ABAP 7.58 infrastructure, ensuring fixed Total Cost of Ownership (TCO) and exceptional services through the SAP Fiori interface.
Let's Integrate MuleSoft RPA, COMPOSER, APM with AWS IDP along with Slackshyamraj55
Discover the seamless integration of RPA (Robotic Process Automation), COMPOSER, and APM with AWS IDP enhanced with Slack notifications. Explore how these technologies converge to streamline workflows, optimize performance, and ensure secure access, all while leveraging the power of AWS IDP and real-time communication via Slack notifications.
Fueling AI with Great Data with Airbyte WebinarZilliz
This talk will focus on how to collect data from a variety of sources, leveraging this data for RAG and other GenAI use cases, and finally charting your course to productionalization.
TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
How does your privacy program stack up against your peers? What challenges are privacy teams tackling and prioritizing in 2024?
In the fifth annual Global Privacy Benchmarks Survey, we asked over 1,800 global privacy professionals and business executives to share their perspectives on the current state of privacy inside and outside of their organizations. This year’s report focused on emerging areas of importance for privacy and compliance professionals, including considerations and implications of Artificial Intelligence (AI) technologies, building brand trust, and different approaches for achieving higher privacy competence scores.
See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
- Key themes to consider in developing and maintaining your privacy program
Monitoring and Managing Anomaly Detection on OpenShift.pdfTosin Akinosho
Monitoring and Managing Anomaly Detection on OpenShift
Overview
Dive into the world of anomaly detection on edge devices with our comprehensive hands-on tutorial. This SlideShare presentation will guide you through the entire process, from data collection and model training to edge deployment and real-time monitoring. Perfect for those looking to implement robust anomaly detection systems on resource-constrained IoT/edge devices.
Key Topics Covered
1. Introduction to Anomaly Detection
- Understand the fundamentals of anomaly detection and its importance in identifying unusual behavior or failures in systems.
2. Understanding Edge (IoT)
- Learn about edge computing and IoT, and how they enable real-time data processing and decision-making at the source.
3. What is ArgoCD?
- Discover ArgoCD, a declarative, GitOps continuous delivery tool for Kubernetes, and its role in deploying applications on edge devices.
4. Deployment Using ArgoCD for Edge Devices
- Step-by-step guide on deploying anomaly detection models on edge devices using ArgoCD.
5. Introduction to Apache Kafka and S3
- Explore Apache Kafka for real-time data streaming and Amazon S3 for scalable storage solutions.
6. Viewing Kafka Messages in the Data Lake
- Learn how to view and analyze Kafka messages stored in a data lake for better insights.
7. What is Prometheus?
- Get to know Prometheus, an open-source monitoring and alerting toolkit, and its application in monitoring edge devices.
8. Monitoring Application Metrics with Prometheus
- Detailed instructions on setting up Prometheus to monitor the performance and health of your anomaly detection system.
9. What is Camel K?
- Introduction to Camel K, a lightweight integration framework built on Apache Camel, designed for Kubernetes.
10. Configuring Camel K Integrations for Data Pipelines
- Learn how to configure Camel K for seamless data pipeline integrations in your anomaly detection workflow.
11. What is a Jupyter Notebook?
- Overview of Jupyter Notebooks, an open-source web application for creating and sharing documents with live code, equations, visualizations, and narrative text.
12. Jupyter Notebooks with Code Examples
- Hands-on examples and code snippets in Jupyter Notebooks to help you implement and test anomaly detection models.
Monitoring and Managing Anomaly Detection on OpenShift.pdf
Leading on the edge + managing it departments
1. Leading on the Edge & Managing IT Departments
Leading on the Edge, by Dennis Perkins is a book
about the management lessons learned from the 1914
Ernest Shackleton Antarctic Expedition.
Those lessons are directly transferable to the
management of an IT department.
Glen B. Alleman
VP, Program Management Office
Rocky Flats Environmental Technical Site
U.S. Department of Energy
Golden, Colorado
2. The Voyage of the Endurance
In 1914 the explorer Earnest Shackleton boarded the Endurance with his team of seamen and
scientists, intent on crossing the unexplored Antarctic continent. Endurance left England in
August, while Shackleton staid behind to raise more money. Shackleton joined the ship in Buenos
Aires, and then sailed to the whaling station Grytviken in South Georgia.
On December 15, they sailed on with extra clothing and a great deal of apprehension, since they received reports of
thick ice moving north. As the ice thickened, the going became more difficult. As the ship rammed through the ice floes,
Shackleton became worried by the lack of progress. They wormed their way through a “gigantic and interminable jigsaw
puzzle devised by nature.”
On January 19, 1915 the ice of the Weddell Sea closed around Endurance and they were trapped. Working with picks,
saws, and hand tools, the expedition made two attempts to break free. On February 24, they resigned themselves to
stay on board and winter over.
On October 27, 1915 Endurance was finally crushed by the ice. Shackleton proposed to head toward open water by
marching across hundreds of miles of pack ice, pulling the life boats and supplies. After two days and a distance of less
than two miles, the men found a large ice floe and made camp. They agreed to stay on the flow until the drift ice carried
them closer to Paulet Island. They stayed on their ocean camp until the end of December.
In April of 1916 the ice opened up and they were able to launch their boats. For 5 ½ days they rowed to a rocky spit of
land named Elephant Island. After 497 days they reached solid ground. With food supplies running low they decided to
split the crew in half and sail further on to South Georgia Island, 800 miles away. On May 10, after 16 days at sea, they
landed on South Georgia Island. The bad news was they were on the wrong side of the island and had to traverse a
glacier to reach the whaling station. After three days they reached the station.
After three attempts to rescue the crew on Elephant Island, Shackleton reached the stranded crew at the end of August,
1916, 128 days after launching the boats from the ice floe. 634 days after departure from South Georgia they had
returned. All survived with a unique level of caring and camaraderie.
“When disaster strikes and all hope is gone, get down on your knees and pray for Shackleton” – Sir Edmund
Hillary.
3. 10 Lessons from Shackleton
Vision and Quick Victories
Symbolism and Personal Example
Optimism and Reality
Stamina
The Team Message
Core Team Values
Conflict
Lighten Up!
Risk
Tenacious Creativity
4. Vision and Quick Victories
Never Lose Sight of the Ultimate Goal, and Focus Energy on Short Term Objectives.
Leaders must channel energy towards both short term and
long term goals
Long term goals are distant and uncertain but still critical to
the success of the team
Do Something in the Short Term!
Cause the team to move by engaging them in productive work
Look beyond your own needs for action
Focus on vision and decisive team actions
Overcome uncertainty with structure
Order and structure are effective when there is nothing else to do
Create engaging distractions
Teams are built by sharing the daily chores of operations
5. Symbolism and Personal Example
Set a Personal Example With Visible, Memorable Symbols and Behaviors.
Give the right speech
When the situation is dire, the right words are striking
Use vivid symbols
We all make mistakes, fix them and move on
Be visible: Let people see you leading
Demonstrate through actions as well as words that leaders “do
their duty”
6. Optimism and Reality
Instill Optimism and Self-confidence, but Stay Grounded in Reality
Cultivate optimism in yourself
Shackleton's family motto – Fortitudine Vincimus (By endurance
we conquer)
Spread the spirit of optimism
Research clearly shows optimist do better than pessimist
Build the right team “optimism quotient”
Put the right team members in the right job
An individuals tendency toward optimism or pessimism is just as
important as skills, knowledge, or ability.
Know how to “reframe” in a tough situation
The Chinese character for “crisis” is made from two characters:
danger and opportunity
Stay grounded in reality
Optimism is important but denial is deadly
7. Stamina
Take Care of Yourself: Maintain Your Stamina and Let Go of Guilt
Look out for yourself as well as your crew
Effective leaders have high energy levels, stamina, and the
ability to deal with stress
Beware of “summit fever”
Avoid target fixation
Provide periodic “process check” meetings
Find outlets for your own feelings
Enlist the support and guidance of those around you
Let go of guilt – learn from mistakes
While mistakes should be avoided dwelling on them simply
compounds the problem
8. The Team Message
Reinforce the Team Message Constantly:“We Are One – We Live or Die Together.”
Establish a shared identity
Value statements
Shared outcomes, risks, and rewards
Maintain the bonds of communication
Personal communication is mandatory for a successful team
Keep everyone Informed, Involved, and Thinking about
solutions
Information really is power
Leverage everyone’s talents and deal with performance
problems constructively
Team effectiveness is never advanced by overlooking individuals
who fail to pull their own weight
9. Core Team Values
Minimize the staff differences and insist on courtesy and mutual respect
Minimize status differences and special privileges
Rigid stratification is not conductive to teamwork
“We’re all in this together” must be believed by the team
Insist on mutual respect and courtesy
Leaders who want team members to care about each other need
to model that behavior themselves.
10. Conflict
Master Conflict – deal with anger in small doses, engage dissidents, and avoid
needless power struggles.
Deal with anger in small doses
Conflict is a pervasive element of any organization, especially
when limits are being pressed
Teamwork tends to drive conflict underground
Be proactive about dealing with conflict
Create an effective process to encourage the team to surface
differences
Engage dissidents
Identify groups or individual who undermine leadership
Keep them close by
Minimize their impact
Treat everyone, even the dissidents with respect
Set limits
Avoid the temptation to denigrate the malcontents
Avoid needless power struggles
Pick your battles
11. Lighten Up!
Find something to celebrate and something to laugh about.
Find something to celebrate
Build celebration into the culture
Conduct both large scale and small scale celebrations
Heartfelt awards are useful means for celebration
Find something to laugh about
Humor is an effective leadership tool
Think funny
Adopt a playful attitude
Be the first to laugh
Laugh with, not at
Laugh at yourself
12. Risk
Be willing to take the BIG Risk
Never take an unnecessary chance
“A man sits as many risks as he runs,” — Thoreau
Making times doing nothing is a big risk
When a risk is justified, do not hesitate
“You can not steal second base with one foot on first base,” —
Jeremy Pottruck, Co–CEO Charles Schwab
13. Tenacious Creativity
Never Give Up – there’s always another move
Encourage relentless creativity
We are seldom surprised when things go wrong
But when the pressure is on even little things cause great pain
Continually reinventing ourselves and the team requires
tenacious creativity
Think the unthinkable, encourage others to do the same
When a strategy fails, acknowledge it and find another
When all the obvious moves are exhausted, keep looking for new
ones
Do not dismiss any idea, no matter how farfetched
The unshakable belief that there is always another move will
give you the energy to search for solutions, and creativity will
give you the ability to find them