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.
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.
Five immutable principles of project successGlen Alleman
All successful projects adhere to five immutable principles during their lifecycle. These principles are independent of any project or program domain or context in that domain. They are also independent of any project management or product development method as well, including Agile. They ask five questions that must have credible answers that establish the foundation for success. Without credible answers to these 5 questions, the project has little hope of success.
This resource document describes the Program Governance Road map for product development, deployment, and sustainment of products and services in compliance with CMS guidance, ITIL IT management, CMMI best practices, and other guidance to assure high quality software is deployed for sustained operational success in mission critical domains.
Seven Habits of a Highly Effective agile project managerGlen Alleman
Recent neurological studies indicate that the role of emotion in human cognition is essential; emotions are not a luxury. Instead, emotions play a critical role in rational decision–making, in perception, in human interaction, and in human intelligence. Habits are the intersection of knowledge, skill, and desire.
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.
Five immutable principles of project successGlen Alleman
All successful projects adhere to five immutable principles during their lifecycle. These principles are independent of any project or program domain or context in that domain. They are also independent of any project management or product development method as well, including Agile. They ask five questions that must have credible answers that establish the foundation for success. Without credible answers to these 5 questions, the project has little hope of success.
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.
Why do projects fail - the project execution maturity model - basic collabor...Pinnacle Strategies
Why Do Projects Succeed or Fail?
Discover What Really Makes a Difference
Hello Mark,
For too long, project managers have believed that the right planning leads to the right results.
Yet time after time, independent research shows that the current approach to project management fails to produce the outcomes managers expect – and clients want.
It’s clear the traditional solutions to project management are not working. The key to improving project performance is not planning, but execution – creating and sustaining processes and behaviors that deliver consistent, quantifiable results.
Fortunately, the processes and behaviors to deliver consistent execution results are well defined and quantified. These form the Project Execution Maturity Model.
This identifies the elements that drive effective project execution excellence, giving you a measurable means to assess your status, to target areas of improvement, and to make meaningful progress in the way you deliver projects.
You'll learn:
What processes and behaviors lead to lower operating costs, increased throughput, and significant gains in on-time delivery performance
How to confidently identify and work on the right elements to change
Why achieving greater project execution maturity drives increases to your organization's financial performance
How to replicate success, project after project, by learning how to move your organization from ad hoc project management to control of projects, portfolios and continuous strategic improvement
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
Five Immutable Principles of Project SuccessGlen Alleman
Successfully managing projects, including Software Intensive System of Systems, starts with the Five Immutable Principles. These five principles of project success are stated as questions that need to be answered using units of measure meaningful to the decision makers
Many people begin their project management career by accident — they're thrown into a PM situation without adequate experience and/or training and are forced to either sink or swim. Fortunately, most eventually swim (or at least dog paddle), but for many, it wasn't pretty at first!
This briefing reviews those critical few things that all professionals need to know before undertaking their first real PM assignment. Most project management is rooted in common sense. This discussion puts that common sense into an efficient framework that provides the basics, as well as, discusses a few key tools/templates to get jump started.
Customers measure progress in terms of business value – the currency of this business value are the project deliverables, not the passage of time or consumption of money.
A Gentle Introduction to Deliverables Based PlanningGlen Alleman
Traditional project management starts with the identification of the tasks needed to deliver the solution.
Deliverables Based Planning starts by defining what “done” looks like, how we would recognize “done” when we encounter it, and what effort is needed to deliver “done”.
By defining accomplishments and criteria first, the effort needed to deliver can be easily identified
The six step guide to practical project managementMindGenius
The six step guide to practical project management
If you think managing projects is too difficult, think again.
We’ve stripped back project management processes to the
basics – to make it quicker and easier, without sacrificing
the vital ingredients for success.
“If you’re looking for some real-world guidance, then The Six Step Guide to Practical Project Management will help.”
Dr Andrew Makar, Tactical Project Management
Adaptive management as part of project decision and risk analysis; active and passive project management; agile project management and adaptive management; role of quantitative methods in adaptive project management.
For more information how to perform schedule risk analysis using RiskyProject software please visit Intaver Institute web site: http://www.intaver.com.
About Intaver Institute.
Intaver Institute Inc. develops project risk management and project risk analysis software. Intaver's flagship product is RiskyProject: project risk management software. RiskyProject integrates with Microsoft Project, Oracle Primavera, other project management software or can run standalone. RiskyProject comes in three configurations: RiskyProject Lite, RiskyProject Professional, and RiskyProject Enterprise.
Why do projects fail - the project execution maturity model - basic collabor...Pinnacle Strategies
Why Do Projects Succeed or Fail?
Discover What Really Makes a Difference
Hello Mark,
For too long, project managers have believed that the right planning leads to the right results.
Yet time after time, independent research shows that the current approach to project management fails to produce the outcomes managers expect – and clients want.
It’s clear the traditional solutions to project management are not working. The key to improving project performance is not planning, but execution – creating and sustaining processes and behaviors that deliver consistent, quantifiable results.
Fortunately, the processes and behaviors to deliver consistent execution results are well defined and quantified. These form the Project Execution Maturity Model.
This identifies the elements that drive effective project execution excellence, giving you a measurable means to assess your status, to target areas of improvement, and to make meaningful progress in the way you deliver projects.
You'll learn:
What processes and behaviors lead to lower operating costs, increased throughput, and significant gains in on-time delivery performance
How to confidently identify and work on the right elements to change
Why achieving greater project execution maturity drives increases to your organization's financial performance
How to replicate success, project after project, by learning how to move your organization from ad hoc project management to control of projects, portfolios and continuous strategic improvement
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
Five Immutable Principles of Project SuccessGlen Alleman
Successfully managing projects, including Software Intensive System of Systems, starts with the Five Immutable Principles. These five principles of project success are stated as questions that need to be answered using units of measure meaningful to the decision makers
Many people begin their project management career by accident — they're thrown into a PM situation without adequate experience and/or training and are forced to either sink or swim. Fortunately, most eventually swim (or at least dog paddle), but for many, it wasn't pretty at first!
This briefing reviews those critical few things that all professionals need to know before undertaking their first real PM assignment. Most project management is rooted in common sense. This discussion puts that common sense into an efficient framework that provides the basics, as well as, discusses a few key tools/templates to get jump started.
Customers measure progress in terms of business value – the currency of this business value are the project deliverables, not the passage of time or consumption of money.
A Gentle Introduction to Deliverables Based PlanningGlen Alleman
Traditional project management starts with the identification of the tasks needed to deliver the solution.
Deliverables Based Planning starts by defining what “done” looks like, how we would recognize “done” when we encounter it, and what effort is needed to deliver “done”.
By defining accomplishments and criteria first, the effort needed to deliver can be easily identified
The six step guide to practical project managementMindGenius
The six step guide to practical project management
If you think managing projects is too difficult, think again.
We’ve stripped back project management processes to the
basics – to make it quicker and easier, without sacrificing
the vital ingredients for success.
“If you’re looking for some real-world guidance, then The Six Step Guide to Practical Project Management will help.”
Dr Andrew Makar, Tactical Project Management
Adaptive management as part of project decision and risk analysis; active and passive project management; agile project management and adaptive management; role of quantitative methods in adaptive project management.
For more information how to perform schedule risk analysis using RiskyProject software please visit Intaver Institute web site: http://www.intaver.com.
About Intaver Institute.
Intaver Institute Inc. develops project risk management and project risk analysis software. Intaver's flagship product is RiskyProject: project risk management software. RiskyProject integrates with Microsoft Project, Oracle Primavera, other project management software or can run standalone. RiskyProject comes in three configurations: RiskyProject Lite, RiskyProject Professional, and RiskyProject Enterprise.
First published In 1996, John P. Kotter's Leading Change became a classic outlining an eight-step program for organizational change that was embraced by executives around the world. Then, Kotter and co-author Dan Cohen's The Heart of Change introduced the revolutionary "see-feel-change" approach, which helped executives understand the crucial role of emotion in successful change efforts. The Heart of Change Field Guide written by Dan Cohen and forwarded by John Kotter provides leaders and managers tools, frameworks, and advice for bringing these breakthrough change methods to life within their own organizations.
Leading and Managing Transformational ChangeDavid Moon
Successful transformational change requires leaders throughout the organization to focus relentlessly and courageously in three areas: align the organization by building clarity and commitment, equip the organization for future success and maintain the diligence, courage and a bias for action to sustain the change
Leading & Managing Transformational ChangeDavid Moon
Successful transformational change requires leaders throughout the organization to focus relentlessly and courageously in three areas: align the organization by building clarity and commitment, equip the organization for future success and maintain the diligence, courage and a bias for action to sustain the change
The core values are the guiding principles that dictate behavior and action. Core values can help people to know what is right from wrong; they can help organizations determine if they are on the right path and fulfilling their strategic goals; and they create an unwavering and unchanging guide to an organization’s identity.
Sample ProposalsTypical ApproachProposals can vary a great d.docxtodd331
Sample Proposals
Typical Approach
Proposals can vary a great deal, and we’ve provided examples that cover the range from formal contracts to informal letters of agreement. However, all were based upon previously-established conceptual agreement, and all provide a single fee for the project (or for each choice of yeses).
The normal framework for the value pricing proposal should encompass this basic sequence:
Situation Appraisal: Summarize and reconfirm the conceptual agreement con- cerning the condition to be improved and the desired state.
Objectives: The outcomes expected, both tangible and intangible, quantifiable and non-quantifiable. These should be expressed in terms of impact on the client’s business, and sometimes are expressed again in the “values” category, if used.
Value: Either clearly stated or implied through buyer conversations, what is the value of achieving the objectives. This sometimes appears in the “objectives” category.
Metrics: How will the client evaluate success? What are the indicators that the objectives have been met? Simply stated: How would clients know it if they fell over it?
Timing: Projects are finite. When do we begin, when do we end, and are there progress measures in between?
Accountabilities: What is the client expected to provide (documents, access, administrative support) and what do we provide (focus group facilitation, product, re- ports)? What is the nature of the collaboration?
Credentials (optional): Why is Zenger Miller (and you) the best alternative for this client? This is usually already covered during the relationship-building.
Sometimes this area includes the credentials of the individuals who will work on the project.
Terms and Conditions: What is the fee (including the options) for the project, how is it to be paid and under what conditions? How are expenses to be reimbursed, and what is included and excluded?
Acceptance: The sign-off by the economic buyer.
The following samples don’t rigidly adhere to this format, but all of the ele- ments have been agreed upon either implicitly or explicitly. They range from the short-term and relatively low-priced, to the extended, relatively high-priced. Some are pure consulting interventions, other include deliverables. None is meant to be
“perfect.” Use them as templates to guide you in creating value-rich, high fee propos- als for your clients.
Note that tasks are rarely specified in detail. The “what” and the outcome are important. The “how” and the input are up to the experts—the consultants. If the project is value-priced correctly, the margins will more than support unanticipated client requests.
Sample Proposal #1
Proposal to Assist in Reorganization at XXXXXX
Situation Summary
You must “jump start” people so that a new manner of working cross-function- ally—in a matrix organization—is not merely accepted, but is exploited as a high-pro- ductivity way of life. Although reorganization has not been the norm, there is likely to be .
Essential Leadership Skills - Presentation by AJ Yilmaz, Executive Director, American College of Nutrition & CEO, Target Action presented to Tampa/St Petersburg section of ASQ on Feb 9, 2009.
Scope or: How to Manage Projects for Organization SuccessToby Elwin
Organizations rely on projects to remain competitive. Projects are the way organizations deliver and realize their executive strategies. The ability to deliver a project is the ability to compete. Scope kills projects and projects that are not delivered kill organizations.
Engagement Teams, Creative Spaces and Correlations™SurveyTelligence
Create sustainability and accountability in Organizations. Engagement Teams, Creative Spaces and Correlations are the new gold standard in the implementation of survey analytics. Create a high-performing enterprise with these innovative implementation plans. Infotool diagnostic is a powerful survey diagnostic providing capability of a demographic "slice and dice" to identify managerial deliquency and opportunities affecting organizational effeciencies, employee engagement and customer satisfaction.
This document describes the behaviours essential for
effective performance at SODEI and are key to achieving
results now, and in the future - playing a fundamental role in
helping us deliver our strategy. Together with behavioural
indicators, they underpin our people strategy and define
how we approach our work through our skills, knowledge and
experience in the most effective way possible.
Connectics: Tips and Tricks to Drive Engagement Across Your OrganisationEileenTan67
Whether you're just getting started or looking to re-energise, get contextual best practice tips and tricks you can use to drive engagement, and take your process improvement efforts to the next level.
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
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.
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
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
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
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
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.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
"Impact of front-end architecture on development cost", Viktor TurskyiFwdays
I have heard many times that architecture is not important for the front-end. Also, many times I have seen how developers implement features on the front-end just following the standard rules for a framework and think that this is enough to successfully launch the project, and then the project fails. How to prevent this and what approach to choose? I have launched dozens of complex projects and during the talk we will analyze which approaches have worked for me and which have not.
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
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.
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...
Making the impossible possible
1. 1
Making the Impossible Possible
Applying Heliotropic Abundance for creating Program and Project
Management Processes to Increase the Probability of Success
Do not undertake a
project unless it is
manifestly important
and nearly impossible
2. Making the Impossible Possible, Kim Cameron and Marc Lavine, 2006
Lessons Learned from the Cleanup of America’s most
dangerous Nuclear Weapons Plant
4. 4
The Ordinary Approach to Success †
¨ Identify and define the problem accurately.
¨ Generate alternate solutions to the problem based
on root causes so that convergence on a solution is
not premature.
¨ Focus on evaluating and selecting the best
alternative.
¨ Implement the chosen alternative solution and follow
up to ensure that the problem or obstacle is
resolved.
† Leading Change, John Kotter Harvard Business School Press, 1996
Organization Change: Theory and Practice, W. W. Burke, Sage, 2002
A Primer on Decision Making: How Decisions Happen, J. G. March, Free Press, 1994
Smart Thinking for Crazy Times: The Art of Solving the Right Problems, I. I. Mitroff, Berrett–Koehler, 1998
5. 5
Abundance Principle of Management
¨ Strive for positive deviance, pursuing the best of the
human condition and working to fulfill the highest
potential of the organization.
¨ Focuses on:
¤ Resilience
¤ Flourishing
¤ Vitality
¤ Extraordinarily positive individual and organizational
outcomes
6. 6
The Abundance Approach
¨ Abundance is not a substitute for ordinary
management – it is a supplement for the problem-
solving approach.
¨ Abundance focuses on:
¤ Closing the gaps between acceptable performance
and spectacular performance.
¤ Emphasizes positively deviant accomplishments rather
than normal or expected accomplishments.
¤ Positive possibilities rather than deficits.
7. 7
Conventional versus Abundance Principles
Conventional Principles Abundance Principles
General Leadership Principles
§ Problem solving and deficit gaps § Virtuousness and abundance gaps
§ A single heroic leader § Multiple leaders playing multiple roles
§ One leader from the beginning to end § A continuity of leaders
§ Congruence and consistency § Paradox and contradiction
Principles Related to Visionary and Symbolic Leadership
§ Logical, rational, and sensible visions – with
SMART goals
§ Symbolic, emotional, and meaningful –
with profound purpose
§ Consistency, stability, and predictability § Revolution and positive deviance
§ Personal benefits and advantages § Meaningfulness beyond personal benefits
§ Organizations absorb the risks of failure
and benefits of success
§ Employees share the risks of failure and
rewards for success
8. 8
Conventional versus Abundance Principles
Conventional Principles Abundance Principles
Careful, Clear, and Controlled Leadership
§ Organizational change at the expense of
the people
§ Organizational change for the benefit of
the people
§ Commitments and priorities based on
environmental demands
§ Unalterable commitments and integrity at
all costs
§ Managing the contract, attaching resources
to performance
§ Managing the contract and ensuring stable
funding
§ Ultimate responsibility and accountability
for measurable success at the top
§ Responsibility and accountability for
measurable success for everyone
9. 9
Conventional versus Abundance Principles
Conventional Principles Abundance Principles
Collaboration, Engagement, and Participation
§ Building on and reinforcing the current
culture
§ Introducing challenges that the culture
cannot address
§ Decision making and leadership at the top
§ Employee and management in
partnerships in planning, decision making,
training, evaluation, and discipline
§ Need–to–know information sharing and
physical separation
§ Early, frequent, and abundant information
sharing with colocation
§ Long–term employment, personal
relations, and use of specialist
§ Long–employability, professional relations,
and retraining
10. 10
Conventional versus Abundance Principles
Conventional Principles Abundance Principles
Rigorous, uncompromising, and results oriented leadership
§ Managing external communications
§ Openness of all message through early and
often communications
§ Keeping critics at a distance
§ Making critics stakeholders, building
relationships, and using positive strategies
§ Clear, stable performance targets that
meet standard coming from the top
§ Escalating performance, virtuousness, and
positive deviance targets from multiple
sources
§ Organizational financial benefit from
outstanding success
§ Financial generosity and benevolence with
employees
11. 11
Four Quadrants of Improvement Guided by
the Abundance Approach
Collaborate Create
Control Compete
12. 12
Collaborate
Relationships, Human Capital, and Collaboration
¨ Develop talent, build strong relationships, and foster
trust between all parties based on:
¤ Culture
¤ Collaboration
¤ Credibility
¤ Human capital and social relationships
13. 13
Create
Vision, Innovation, and Symbolic Leadership
¨ Articulate and reinforce a motivating vision of what
could be in contrast of what occurred in the past.
¤ Forge a clear and shared vision of the future.
¤ Symbolic leadership in support of changing mission.
¤ Innovative and creative ideas about work.
¤ New sense of meaning and importance to pursued tasks.
14. 14
Control
Stability, Discipline, and Process Control
¨ Grounded in virtuousness, extending beyond just
doing well, but developing mechanisms for
producing extraordinary results
¤ Goal clarity
¤ Agreements between producers and suppliers
¤ Planning and objective measures and accountability
¤ Stable support and funding for work efforts
16. 16
Long Term Flexibility for Change New
Internal
Maintenance Culture Type: CLAN Culture Type: ADHOCRACY
External
Positioning
Orientation: COLLOABORATE Orientation: CREATE
Leader Type: § Facilitator
§ Mentor
§ Team builder
Leader Type: § Innovator
§ Entrepreneur
§ Visionary
Value Drivers: § Commitment
§ Communication
§ Development
Value
Drivers:
§ Innovative outputs
§ Transformational
§ Agility
Theory of
Effectiveness:
§ Human development
and high commitment
produce effectiveness
Theory of
Effectiveness:
§ Innovativeness, vision, and
constant change produce
effectiveness
Culture Type: HEIRARCHY Culture Type: MARKET
Orientation: CONTROL Orientation: COMPETE
Leader Type: § Coordinator
§ Monitor
§ Organizer
Leader Type: § Hard driver
§ Competitor
§ Producer
Value Drivers: § Efficiency
§ Timeliness
§ Consistency and
Uniformity
Value
Drivers:
§ Market share
§ Goal achievement
§ Profitability
Theory of
Effectiveness:
§ Control and efficiency
with capable processes
produce effectiveness
Theory of
Effectiveness:
§ Aggressively competing
and customer focus
produce effectiveness
Incremental Stability Control Fast
17. Putting These Ideas to Work
¨ With the four quadrants, let’s put them to work to
increase the probability of project success
¨ This success starts with defining what Done looks like
in units of measure meaningful to the decision
makers
¨ In the case study here’s what this meant …
q Close the site, staying on schedule (we can get more
money), adhering to Federal, State, and Local
regulations, and have NO on the job injuries
18. 18
“Why do so many projects overspend
and overrun?
Because they’re managed as if they
were merely Complicated when in fact,
they are Complex.
They’re planned as if everything is
known at the start when in fact, they
involve high levels of uncertainty that
create cost, schedule, and technical
risk.”
In, Architecting Systems: Concepts, Principles and Practice,
Hillary Sillitto, College Publications, 2014.
19. 1. Where Are We Going?
2. How Do We Get There?
3. Do We Have Enough
Time, Resources, And
Money To Get There?
4. What Impediments Will
We Encounter Along The
Way?
5. How Do We Know We
Are Making Progress?
5 Immutable Principles of Project Success
19
20. What Does Done Look Like?
§ Develop a list of features or deliverables and
describe the technical capabilities for each in units
of measure meaningful to the decision makers.
§ Model the interdependencies between these
deliverables.
§ Develop the Measures of Effectiveness and
Measures of Performance and Key Performance
Parameters for each Capability
20
22. How Do We Get to Done when needed
for the planned cost?
§ Build a Plan and a Schedule for the work to be
performed.
§ Define “packages of work” for all the activities
with deliverables defined as “exit criteria”
§ Link the Accomplishment and Criteria
vertically First and then link the Work
Packages horizontally
Principle ②
22
24. 24
The Schedule Shows Progress to Plan
§ Deliverables represent the required mission
capabilities and its value as defined by the business
and shared by the contractor team.
§ When all deliverables and their Work Packages are
complete, they are not revisited or reopened.
– They are 100% done.
§ The progression of Work Packages defines the
increasing maturity of the deliverables.
– The mission value of the deliverables to the customer
increases as Work Packages are completed.
§ Completion of Work Packages is represented by the
Physical Percent Completion of the deliverables.
– Either 0%/100% or Apportioned Milestones are used
to state the completion of each Work Package.
Mission
Capabilities
Technical
Capabilities
Work Packages
Deliverables
25. 25
The Schedule Connects Work to
Deliverables
§ Vertical traceability ACè SAè PE
§ Horizontal traceability WPè WPèAC
Program Deliverables
Define the maturity
of a Capability at a point in
time.
Significant Accomplishments
Represent requirements
that enable Capabilities.
Accomplishment Criteria
Exit Criteria for the Work
Packages that fulfill Requirements.
Work
Package
Work
Package
Work
Package
Work
Package
Work
Package
Work
package
Work
Package
Work
Package
26. Do We Have the Resources Needed to
Reach Done?
¨ List the needed staff and materials for the project
¨ Assign these staff and materials to the work
packages
¨ Estimate the cost of the staff and materials and the
impact of this variance on the total project cost and
delivery schedule
26
27. 27
We need the right people, with the right
skills, at the right cost, at the right time to
have any hope of project success
27
28. What Are The Impediments to
Reaching Done?
¨ Make a list of risks and rank them by priority.
¨ Assess impact on cost and schedule for each risk
and the dependencies of these risks on external
and internal drivers
¨ Assess the probability of occurrence and the
probabilistic impact on cost and schedule impact,
cost of handling, and cost of the residual risk after
handling
28
30. How Do We Measures Progress Toward
Done?
¨ Describe the outcomes of the work effort using
language the customer understands
¨ Assign Technical Performance Measures to the
Deliverables
¨ Assign Measures of Performance, Measures of
Effectiveness, Key Performance Parameters, and
Integrate these throughout the project
30
31. The goal of all project management
processes are to align all measures of
Effectiveness and Performance into a
cohesive process to
Increase Probability of Success
31
35. 35
Apply Continuous Risk
Management to each
Performance Based Management
process area
Identify Needed
Capabilities to achieve the
project objectives or the
end state for a specific
scenario.
Elicit Technical &
Operational Requirements
needed for the system capabilities
to be fulfilled.
Establish Performance
Measurement Baseline time–
phased network of work
activities describing the
work to be performed
Execute Performance
Measurement Baseline
activities while assuring
technical performance is met
I II
III
IV
V
36. 36
I ‒ Identify Needed Capabilities
A Capability is …
“Planning, under uncertainty, to provide capabilities
suitable for a wide range of modern-day challenges
and circumstances while working within an economic
framework that necessitates choice.”
By Identifying system capabilities, the elicited technical
and operational requirements can be traced from the
Measures of Effectiveness (MOE) to each deliverable in
the Integrated Master Plan and Schedule.
Capabilities state the “why” of the system.
† Analytic Architecture for Capabilities-Based Planning, Mission-System Analysis, and Transformation, Paul Davis, RAND, 2002
37. 37
II ‒ Establish the Technical and
Operational Requirements
Technical and Operational requirements are the basis of
Work Packages and Planning Packages and the work
efforts needed to produce the deliverables from these
Packages.
These deliverables fulfill the technical and operational
requirements needed to deliver the system Capabilities.
Tracing Capabilities to Requirements and back again,
assures each requirement has a “home” in the system.
38. 38
III ‒ Establish the Performance
Measurement Baseline
The Performance Measurement Baseline (PMB) is the
integration of scope, schedule, cost used to assess
progress to plan with measures of physical percent
complete for the Effectiveness and Performance of the
delivered Capabilities.
Starting at the Work Package level, a pre–defined
performance measure is established.
During the performance period assessment of “progress
to plan” produce measures of Physical Percent
Complete.
39. 39
IV ‒ Execute the Performance Measurement
Baseline
Using the Performance Measurement Baseline (PMB),
each Work Package must start as planned, complete on
or near the planned date, and produce the planned
technical performance.
This is the key to success for any credible Performance
Based Management plan.
In the absence of this, the project is behind schedule,
over budget, and non–compliant with the technical
goals.