Successful execution of Enterprise IT, Aerospace, Defense, and Government Software Intensive Systems (SIS) requires management discipline to identify what “Done” looks like, provide measures of progress toward “Done,” identify and remove risks and impediments to reaching “Done,” and assure timely corrective actions to maintain the planned progress towards “Done.”
Successful execution of Aerospace, Defense, and Federal
Government programs requires management discipline to
identify what “Done” looks like, provide measures of
progress toward “Done,” identifies risks and impediments to
reaching “Done,” and assures timely corrective action to maintain the planned progress toward “Done.”
IMP & WBS - Getting Both Right is ParamountGlen Alleman
WBS is the starting point for program success. It tells us what DONE looks like in terms of deliverables.
Integrated Master Plan (IMP) tells us how the increasing maturity of the deliverables will be assessed at each Program Event.
Integrated Master Schedule (IMS) tells us the order of the Work Packages needed to produce this increasing maturity.
Control Account Plan (CAP) defines the authorized scope, budget, and period of performance for the work that produces the deliverables defined in the WBS, assessed in the IMP, and sequenced in the IMS.
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
The Role of the Architect in ERP and PDM System DeploymentGlen Alleman
The architect’s role in the development of an ERP or PDM system is to maintain the integrity of the vision statement produced by the owners, users, and funders of the system.
Building A Credible Measurement BaselineGlen Alleman
Establishing a credible Performance Measurement Baseline, with a risk adjusted Integrated Master Plan and Integrated Master Schedule, starts with the WBS and connects Technical Measures of progress to Earned Value
EIA-748-C asks us to “objectively assess accomplishments at the work performance level.” As well §3.8 of 748-C tells us “Earned Value is a direct measurement of the quantity of work accomplished. The quality and technical content of work performed is controlled by other processes.”
Chapter 0 of Performance Based Project Management (sm)Glen Alleman
Defining the needed capabilities is the critical success factor proejct success. The capabilities state what Done looks like in units of measure meaningful to the decision makers.
Successful execution of Aerospace, Defense, and Federal
Government programs requires management discipline to
identify what “Done” looks like, provide measures of
progress toward “Done,” identifies risks and impediments to
reaching “Done,” and assures timely corrective action to maintain the planned progress toward “Done.”
IMP & WBS - Getting Both Right is ParamountGlen Alleman
WBS is the starting point for program success. It tells us what DONE looks like in terms of deliverables.
Integrated Master Plan (IMP) tells us how the increasing maturity of the deliverables will be assessed at each Program Event.
Integrated Master Schedule (IMS) tells us the order of the Work Packages needed to produce this increasing maturity.
Control Account Plan (CAP) defines the authorized scope, budget, and period of performance for the work that produces the deliverables defined in the WBS, assessed in the IMP, and sequenced in the IMS.
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
The Role of the Architect in ERP and PDM System DeploymentGlen Alleman
The architect’s role in the development of an ERP or PDM system is to maintain the integrity of the vision statement produced by the owners, users, and funders of the system.
Building A Credible Measurement BaselineGlen Alleman
Establishing a credible Performance Measurement Baseline, with a risk adjusted Integrated Master Plan and Integrated Master Schedule, starts with the WBS and connects Technical Measures of progress to Earned Value
EIA-748-C asks us to “objectively assess accomplishments at the work performance level.” As well §3.8 of 748-C tells us “Earned Value is a direct measurement of the quantity of work accomplished. The quality and technical content of work performed is controlled by other processes.”
Chapter 0 of Performance Based Project Management (sm)Glen Alleman
Defining the needed capabilities is the critical success factor proejct success. The capabilities state what Done looks like in units of measure meaningful to the decision makers.
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.
Project Controls Expo, 13th Nov 2013 - "CREATING CONFIDENCE THROUGH PROJECT C...Project Controls Expo
Introduction
• Financial background
– Chartered accountant
– CFO for a number of transport businesses incl. Heathrow Airport
• Involved with Project Controls for 11 years commencing with start of T5 construction
• MD of LogiKal Projects for the last 4.5 years
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.
Establishing the Performance Measurement BaselineGlen Alleman
The Performance Measurement Baseline is a time-phased schedule of all work to be performed, the budgeted cost for this work, and the organizational elements that produce the deliverables from this work.
A short course on being an Earned Value Management Control Account Manager. What is you role, to whom are you accountable, what does you CAM Notebook look like, what role does EVM play in your weekly management activities, what are the sources of information needed to manage the Control Account, what is your weekly and monthly business rhythm, a quick look at Risk Management, and what's beyond this short course?
eFront is a leading software provider of solutions dedicated to the financial industry with recognized expertise in Alternative Investments and Risk Management. eFront’s solutions serve major companies in the Private Equity, Real-Estate Investment, Banking, and Insurance sectors.
I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions.
I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization.
this is the first presentations uploaded to Slide Share,
For more information do not hesitate to contact me.
Ahmad H. Maharma - PMP®
Ramallah, Palestine
Phone: + (972) (2) 2968644
Mobile: + (972) (599) 001155
E-Mail: ahmad.maharma@gmail.com
Roadmap To World Class Project Controls PpChris Carson
The key to successful projects and programs and viable project management is a strong and effective project controls effort. This effort is the result of a structured approach to developing a planning and scheduling culture in the organization through adoption of industry best practices, recruiting, training, and mentoring of project controls personnel, and maintaining state of the art competencies among all levels of personnel.
The role of Risk Assessment and Risk Management is to continuously Identify, Analyze, Plan, Track, Control, and Communicate the risks associated with a project.
The Webster’s definition of risk is the possibility of suffering a loss. Risk in itself is not bad. Risk is essential to progress and failure is often a key part of learning. Managing risk is a key part of success.
This document describes the foundations for conducting a risk assessment of a large-scale system development project. Such a project will likely include the procurement of Commercial Off The Shelf (COTS) products as well as their integration with legacy systems.
ISO 9001:2015 Overview: Revisions & Impact - Part 1DQS Inc.
Joe Mansour talks about the changes since the last webinar, reviews Claus 0 of the standard, overall structure of the standard, provides UL DQS transition plan for all registered clients and talks about UL DQS Client Internal Auditor training / certification plan details.
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.
Project Controls Expo, 13th Nov 2013 - "CREATING CONFIDENCE THROUGH PROJECT C...Project Controls Expo
Introduction
• Financial background
– Chartered accountant
– CFO for a number of transport businesses incl. Heathrow Airport
• Involved with Project Controls for 11 years commencing with start of T5 construction
• MD of LogiKal Projects for the last 4.5 years
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.
Establishing the Performance Measurement BaselineGlen Alleman
The Performance Measurement Baseline is a time-phased schedule of all work to be performed, the budgeted cost for this work, and the organizational elements that produce the deliverables from this work.
A short course on being an Earned Value Management Control Account Manager. What is you role, to whom are you accountable, what does you CAM Notebook look like, what role does EVM play in your weekly management activities, what are the sources of information needed to manage the Control Account, what is your weekly and monthly business rhythm, a quick look at Risk Management, and what's beyond this short course?
eFront is a leading software provider of solutions dedicated to the financial industry with recognized expertise in Alternative Investments and Risk Management. eFront’s solutions serve major companies in the Private Equity, Real-Estate Investment, Banking, and Insurance sectors.
I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions.
I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization.
this is the first presentations uploaded to Slide Share,
For more information do not hesitate to contact me.
Ahmad H. Maharma - PMP®
Ramallah, Palestine
Phone: + (972) (2) 2968644
Mobile: + (972) (599) 001155
E-Mail: ahmad.maharma@gmail.com
Roadmap To World Class Project Controls PpChris Carson
The key to successful projects and programs and viable project management is a strong and effective project controls effort. This effort is the result of a structured approach to developing a planning and scheduling culture in the organization through adoption of industry best practices, recruiting, training, and mentoring of project controls personnel, and maintaining state of the art competencies among all levels of personnel.
The role of Risk Assessment and Risk Management is to continuously Identify, Analyze, Plan, Track, Control, and Communicate the risks associated with a project.
The Webster’s definition of risk is the possibility of suffering a loss. Risk in itself is not bad. Risk is essential to progress and failure is often a key part of learning. Managing risk is a key part of success.
This document describes the foundations for conducting a risk assessment of a large-scale system development project. Such a project will likely include the procurement of Commercial Off The Shelf (COTS) products as well as their integration with legacy systems.
ISO 9001:2015 Overview: Revisions & Impact - Part 1DQS Inc.
Joe Mansour talks about the changes since the last webinar, reviews Claus 0 of the standard, overall structure of the standard, provides UL DQS transition plan for all registered clients and talks about UL DQS Client Internal Auditor training / certification plan details.
The HR Manager is the most critical role in the HR Organization. The HR Manager represents Human Resources and shares responsibilities with the HR team and the internal client.
The role of the HR Manager is difficult, and the most experienced HR Professionals should be promoted to the role of the HR Manager.
This is my slide deck from my session at the North Carolina Reading Conference last week in Raleigh, NC. I do staff development to schools and districts all over the country about best practices in literacy instruction. This topic is one of my most requested.
From WBS to Integrated Master ScheduleGlen Alleman
A step by step guide to increasing the Probability of Program success starting with the WBS, developing the Integrated Master Plan and Integrated Master Schedule, risk adjusting the IMS, and measuring progress to plan in units of measure meaningful to the decision makers.
Strong technology manager who excels at understanding customer requirements and who utilizes technology and best practices to achieve company goals; utilizing existing applications to streamline and improve performance transparency. Extremely passionate with respect to process improvement, implementing best practices and accurate reporting resulting in actively being sought after by clients. International and domestic expertise in process improvement and application deployment. Repeatedly reduced costs increased productivity and expanded marketability using a technological approach to implementing software solutions across multicultural environments.
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
Experienced Project Manager offering 9.8 years of success leading all phases of diverse IT, Finance, Risk Management projects; MCA, MSc. Computer Science and six sigma credentials. Bachelor Degree with Economics and 5 years of automation (Macros-Visual Basic for Applications) and business finance experience.
Business Strategies; Plan and managed projects align business goals with technology solution to drive process improvement. Competitive advantage and bottom- line gains.
Excellent communicator; Leverage technical, business and financial acumen to communicate effectively with client executive and their respective teams.
Expert in BTF and Agile Project Management methodologies; Able to manage large project teams and known for high quality deliverables that meet or exceed timeline and budgetary targets.
Planning projects usually starts with tasks and milestones. The planner gathers this information from the participants – customers, engineers, subject matter experts. This information is usually arranged in the form of activities and milestones. PMBOK defines “project time management” in this manner. The activities are then sequenced according to the projects needs and mandatory dependencies.
Increasing the Probability of Project SuccessGlen Alleman
Risk Management is essential for development and production programs. Information about key cost, performance and schedule attributes are often uncertain or unknown until late in the program.
Risk issues that can be identified early in the program, which may potentially impact the program, termed Known Unknowns, can be alleviated with good risk management. -- Effective Risk Management 2nd Edition, Page 1, Edmund Conrow, American Institute of Aeronautics and Astronautics, 2003
Cost and schedule growth for complex projects is created when unrealistic technical performance expectations, unrealistic cost and schedule estimates, inadequate risk assessments, unanticipated technical issues, and poorly performed and ineffective risk management, contribute to project technical and programmatic shortfalls
From Principles to Strategies for Systems EngineeringGlen Alleman
From Principles to Strategies How to apply Principles, Practices, and Processes of Systems Engineering to solve complex technical, operational,
and organizational problems
Capabilities‒Based Planning the capabilities needed to accomplish a mission or fulfill a business strategy
Only when capabilities are defined can we start with requirements elicitation
Program Management Office Lean Software Development and Six SigmaGlen Alleman
Successfully combining a PMO, Agile, and Lean / 6 starts with understanding what benefit each paradigm brings to the table. Architecting a solution for the enterprise requires assembling a “Systems” with processes, people, and principles – all sharing the goal of business improvement.
This resource document describes the Program Governance Road map for product development, deployment, and sustainment of products and services in compliance with CMS guidance, ITIL IT management, CMMI best practices, and other guidance to assure high quality software is deployed for sustained operational success in mission critical domains.
Increasing the Probability of Project Success with Five Principles and PracticesGlen Alleman
There are many approaches to managing projects in every domain.
This seminar lays the foundations for increasing the probability of project success, no matter the domain, what technology, what approach to delivering the outcomes of the project.
The principles of this approach are immutable.
The practices for implementing the principles are universally applicable.
Each chart in this presentation, contains guidance that can be applied to your project, no matter the domain.
In our short hour here, we’re going to cover a lot of material.
The bibliography contains the supporting materials we can tailor to your individual project
Seven Habits of a Highly Effective agile project managerGlen Alleman
Recent neurological studies indicate that the role of emotion in human cognition is essential; emotions are not a luxury. Instead, emotions play a critical role in rational decision–making, in perception, in human interaction, and in human intelligence. Habits are the intersection of knowledge, skill, and desire.