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.
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.”
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.
How primavera can help you in managing risks in project intensive industry pptp6academy
This document discusses how Primavera Project Risk Management (PRM) software can help manage risks in project-intensive industries. It outlines PRM's risk methodology, which includes risk planning, identification, assessment, response, and reporting. Key steps involve identifying risks that could impact schedule and budget objectives, analyzing their likelihood and impact, prioritizing the top risks, and defining response actions to reduce risk exposure, such as risk mitigation plans. Monte Carlo simulation is used to quantify schedule and cost risks and determine the probability of finishing on time and within budget.
Integrating cost, schedule, and technical performanceGlen Alleman
This document discusses managing cost, schedule, and technical performance risk to increase the probability of program success. It provides guidance on establishing a risk-tolerant performance measurement baseline using probabilistic techniques like Monte Carlo analysis. Key points covered include distinguishing risk from uncertainty, varying risk assessment methods with technical maturity, and connecting risk identification to the work breakdown structure and integrated master schedule to effectively manage performance.
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.
From WBS to Integrated Master ScheduleGlen Alleman
The document provides guidance on developing an integrated master schedule to increase the probability of project success. It discusses starting with a work breakdown structure (WBS) and developing an integrated master plan (IMP) and integrated master schedule (IMS) to show the sequence of work. It also covers adjusting the IMS for risks, and measuring progress using meaningful metrics. The overall aim is to provide processes and tools that communicate project information to stakeholders.
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.”
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.”
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.
How primavera can help you in managing risks in project intensive industry pptp6academy
This document discusses how Primavera Project Risk Management (PRM) software can help manage risks in project-intensive industries. It outlines PRM's risk methodology, which includes risk planning, identification, assessment, response, and reporting. Key steps involve identifying risks that could impact schedule and budget objectives, analyzing their likelihood and impact, prioritizing the top risks, and defining response actions to reduce risk exposure, such as risk mitigation plans. Monte Carlo simulation is used to quantify schedule and cost risks and determine the probability of finishing on time and within budget.
Integrating cost, schedule, and technical performanceGlen Alleman
This document discusses managing cost, schedule, and technical performance risk to increase the probability of program success. It provides guidance on establishing a risk-tolerant performance measurement baseline using probabilistic techniques like Monte Carlo analysis. Key points covered include distinguishing risk from uncertainty, varying risk assessment methods with technical maturity, and connecting risk identification to the work breakdown structure and integrated master schedule to effectively manage performance.
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.
From WBS to Integrated Master ScheduleGlen Alleman
The document provides guidance on developing an integrated master schedule to increase the probability of project success. It discusses starting with a work breakdown structure (WBS) and developing an integrated master plan (IMP) and integrated master schedule (IMS) to show the sequence of work. It also covers adjusting the IMS for risks, and measuring progress using meaningful metrics. The overall aim is to provide processes and tools that communicate project information to stakeholders.
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.”
Build an integrated master plan and integrated masterGlen Alleman
The 5+1 easy steps document outlines a process to develop an integrated master plan (IMP) and integrated master schedule (IMS). The 6 steps are: 1) identify program events, 2) identify significant accomplishments, 3) identify accomplishment criteria, 4) identify work for each criteria, 5) sequence work packages, and 6) assemble the final IMP/IMS. Following these steps results in a plan that describes the increasing maturity of a program through events, accomplishments, and work packages, and an IMS that identifies the necessary work.
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.
Deliverables Based Planning® integrates five critical program management principles with cost, schedule, and technical performance measures to increase the probability of program success. The document outlines these principles and practices through 10 chapters. It defines deliverables based planning, discusses its origins and benefits over conventional cost and schedule-only approaches. It describes identifying needed system capabilities, establishing requirements and performance baselines, executing work, and applying continuous risk management. The goal is to answer key questions around objectives, requirements, plans, execution and risks to deliver the needed capabilities on time and budget.
EAI-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 is controlled by other processes. To provide visibility to integrated cost, schedule, and technical performance, we need more than CPI and SPI. We need measures of increasing technical performance.
The Building Information Model track is planned for EVM World this spring. In the last edition of The Measureable News we had a bibliography of BIM papers. Here are some more.
Integrated Program Performance ManagementGlen Alleman
Integrated Program Performance Management elements are organization planning schedule applied to increase the probability of program success on traditional and agile programs.
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
This document provides guidance on identifying and managing risks for projects. It contains a collection of risk categories to help project managers consider risks and their potential impacts. The categories cover requirements, schedule, cost, contracting, funding, management, systems engineering, and facilities risks. For each category, it lists specific questions to assess risks in that area and ensure they are properly addressed throughout the project life cycle. The goal is to identify risks early, develop risk handling strategies, and continuously refine risk management as the project progresses.
Richard Dubois is a senior program manager with over 24 years of experience managing large IT programs for the Department of Defense, most recently as program manager for the $100M+ FISMOD II program at NSA where he led a team of 60 personnel and oversaw all aspects of the program's lifecycle. He has a proven track record of delivering complex projects on time and within budget through strong leadership, strategic planning, risk management, and team building skills. Dubois is now seeking a new program/project management position where he can continue utilizing his technical, acquisition, and leadership experience.
Building the Integrated Master Plan (and its Integrated Master Schedule) is a critical success factor in any project domain. It describes the increasing maturity of all deliverables in units of measure meaningful to the decision makers.
The IMP contains the Measures of Effectiveness and Measures of Performance. The IMS contains the Technical Performance Measures (as exit criteria for the Work Packages).
Risk and estimates are applied at all levels of the IMP and IMS, then definitized in the Performance Measurement Baseline on contract
Design Patterns in Electronic Data ManagementGlen Alleman
The concept of a design pattern is based on the seminal work of Christopher Alexander
This White Paper describes the design patterns that are applicable to the Electronic Document Management domain. These include Management of Change, Hypermedia Navigation, Aggregated Relationships, Object to Relational Database Mapping, Compound Documents, and Data Entry Management.
Start with defining the deliverables to produce the capabilities needed for project success. Then what work is needed, the order of that work, and the defined outcomes of that work become obvious. Sequence that work, assign durations and resources and you've generated the plans and schedule for success
This document provides a summary of James Manna's experience and qualifications for a project manager position. It outlines his 25 years of experience leading teams and managing high-cost, high-pressure projects across the Department of Defense and federal government. His experience includes roles managing IT programs, procurement programs, and quality assurance for large military contracts in the US and abroad. The document demonstrates extensive skills in project management, budgeting, requirements analysis, and communication.
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.
The document discusses scheduling a project at different levels. It describes the FSBOK Guide's 5-level schedule hierarchy from Level 1 executive schedules down to Level 5 look-ahead schedules. Key points include maintaining Level 1 and 2 schedules as time-scaled networks, limiting rolling wave planning to Level 4, and keeping uniform activity duration ranges within each schedule level. Network-based schedules are advocated for reliability in forecasting and evaluating delays. Massive schedules with high density can degrade usefulness, so alternative approaches like multi-level scheduling are suggested.
The WBS is the touchstone of all work activities, cost, schedule, and technical performance on the program.
It describes technical, process, and programmatic deliverables over the life of the program
It describes how these deliverables are related through a well formed tree structure – parents and children – defined by MIL-STD-881C
It describes how costs are assigned to this work and these costs roll up to their parents in Control Account and CLINS to the Performance Measurement Baseline (PMB)
The document provides a summary of Kevin J. Fox's experience as a Program Manager, Project Manager, and Engagement Manager. He has over 12 years of experience successfully managing projects over $10 million budgets and teams of up to 50 members. He is experienced in Agile project management methodology and global organizations. His background includes software development, program management, project management, engagement management, and experience in various industries.
The document discusses creating an integrated master schedule (IMS) to coordinate multiple construction projects for a military customer using available contractor schedule data. It provides steps to compile all relevant projects, map project details, identify USACE and non-USACE projects, connect the projects in Primavera software, and convert schedules from various formats into a consolidated IMS in Primavera to help the customer manage the projects. An example IMS is created for projects at Lackland Air Force Base to demonstrate the process.
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.
This document discusses connecting IT strategy to business value. It argues that IT should not be seen merely as an infrastructure utility, but rather as a strategic enabler. The value of IT is negotiated between IT providers and business users. For IT to have strategic value, it must be integrated with business needs and processes. The document examines different views on IT strategy and discusses balancing operational effectiveness with strategic positioning of IT.
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.
Build an integrated master plan and integrated masterGlen Alleman
The 5+1 easy steps document outlines a process to develop an integrated master plan (IMP) and integrated master schedule (IMS). The 6 steps are: 1) identify program events, 2) identify significant accomplishments, 3) identify accomplishment criteria, 4) identify work for each criteria, 5) sequence work packages, and 6) assemble the final IMP/IMS. Following these steps results in a plan that describes the increasing maturity of a program through events, accomplishments, and work packages, and an IMS that identifies the necessary work.
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.
Deliverables Based Planning® integrates five critical program management principles with cost, schedule, and technical performance measures to increase the probability of program success. The document outlines these principles and practices through 10 chapters. It defines deliverables based planning, discusses its origins and benefits over conventional cost and schedule-only approaches. It describes identifying needed system capabilities, establishing requirements and performance baselines, executing work, and applying continuous risk management. The goal is to answer key questions around objectives, requirements, plans, execution and risks to deliver the needed capabilities on time and budget.
EAI-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 is controlled by other processes. To provide visibility to integrated cost, schedule, and technical performance, we need more than CPI and SPI. We need measures of increasing technical performance.
The Building Information Model track is planned for EVM World this spring. In the last edition of The Measureable News we had a bibliography of BIM papers. Here are some more.
Integrated Program Performance ManagementGlen Alleman
Integrated Program Performance Management elements are organization planning schedule applied to increase the probability of program success on traditional and agile programs.
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
This document provides guidance on identifying and managing risks for projects. It contains a collection of risk categories to help project managers consider risks and their potential impacts. The categories cover requirements, schedule, cost, contracting, funding, management, systems engineering, and facilities risks. For each category, it lists specific questions to assess risks in that area and ensure they are properly addressed throughout the project life cycle. The goal is to identify risks early, develop risk handling strategies, and continuously refine risk management as the project progresses.
Richard Dubois is a senior program manager with over 24 years of experience managing large IT programs for the Department of Defense, most recently as program manager for the $100M+ FISMOD II program at NSA where he led a team of 60 personnel and oversaw all aspects of the program's lifecycle. He has a proven track record of delivering complex projects on time and within budget through strong leadership, strategic planning, risk management, and team building skills. Dubois is now seeking a new program/project management position where he can continue utilizing his technical, acquisition, and leadership experience.
Building the Integrated Master Plan (and its Integrated Master Schedule) is a critical success factor in any project domain. It describes the increasing maturity of all deliverables in units of measure meaningful to the decision makers.
The IMP contains the Measures of Effectiveness and Measures of Performance. The IMS contains the Technical Performance Measures (as exit criteria for the Work Packages).
Risk and estimates are applied at all levels of the IMP and IMS, then definitized in the Performance Measurement Baseline on contract
Design Patterns in Electronic Data ManagementGlen Alleman
The concept of a design pattern is based on the seminal work of Christopher Alexander
This White Paper describes the design patterns that are applicable to the Electronic Document Management domain. These include Management of Change, Hypermedia Navigation, Aggregated Relationships, Object to Relational Database Mapping, Compound Documents, and Data Entry Management.
Start with defining the deliverables to produce the capabilities needed for project success. Then what work is needed, the order of that work, and the defined outcomes of that work become obvious. Sequence that work, assign durations and resources and you've generated the plans and schedule for success
This document provides a summary of James Manna's experience and qualifications for a project manager position. It outlines his 25 years of experience leading teams and managing high-cost, high-pressure projects across the Department of Defense and federal government. His experience includes roles managing IT programs, procurement programs, and quality assurance for large military contracts in the US and abroad. The document demonstrates extensive skills in project management, budgeting, requirements analysis, and communication.
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.
The document discusses scheduling a project at different levels. It describes the FSBOK Guide's 5-level schedule hierarchy from Level 1 executive schedules down to Level 5 look-ahead schedules. Key points include maintaining Level 1 and 2 schedules as time-scaled networks, limiting rolling wave planning to Level 4, and keeping uniform activity duration ranges within each schedule level. Network-based schedules are advocated for reliability in forecasting and evaluating delays. Massive schedules with high density can degrade usefulness, so alternative approaches like multi-level scheduling are suggested.
The WBS is the touchstone of all work activities, cost, schedule, and technical performance on the program.
It describes technical, process, and programmatic deliverables over the life of the program
It describes how these deliverables are related through a well formed tree structure – parents and children – defined by MIL-STD-881C
It describes how costs are assigned to this work and these costs roll up to their parents in Control Account and CLINS to the Performance Measurement Baseline (PMB)
The document provides a summary of Kevin J. Fox's experience as a Program Manager, Project Manager, and Engagement Manager. He has over 12 years of experience successfully managing projects over $10 million budgets and teams of up to 50 members. He is experienced in Agile project management methodology and global organizations. His background includes software development, program management, project management, engagement management, and experience in various industries.
The document discusses creating an integrated master schedule (IMS) to coordinate multiple construction projects for a military customer using available contractor schedule data. It provides steps to compile all relevant projects, map project details, identify USACE and non-USACE projects, connect the projects in Primavera software, and convert schedules from various formats into a consolidated IMS in Primavera to help the customer manage the projects. An example IMS is created for projects at Lackland Air Force Base to demonstrate the process.
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.
This document discusses connecting IT strategy to business value. It argues that IT should not be seen merely as an infrastructure utility, but rather as a strategic enabler. The value of IT is negotiated between IT providers and business users. For IT to have strategic value, it must be integrated with business needs and processes. The document examines different views on IT strategy and discusses balancing operational effectiveness with strategic positioning of IT.
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.
The document discusses various claims about technologies, requirements, information, decisions, task durations, and work paths on projects. It analyzes each claim using concepts like red herrings, straw men, and distortions to determine if the claim is misleading or inaccurate. The overall assessment is that most claims do not reflect the reality that projects involve uncertainty, evolving needs, and interdependent work due to dependencies between elements. Projects generally cannot have perfectly stable, predictable behaviors.
Risk management is essential for the success of any significant project. Information about key project cost, performance, and schedule attributes is often unknown until the project is underway. Risks that can be identified early in the project that impacts the project later are often termed “known unknowns.” These risks can be mitigated, reduced, or retired with a comprehensive risk management process. For risks that are beyond the vision of the project team a properly implemented risk management process can be used to rapidly quantify the risks impact and provide sound plans for mitigating its affect.
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.
Parameter Validation for Software ReliabilityGlen Alleman
The passing of parameters to procedures within a programming language allows the user great freedom in the design of procedures. A general purpose algorithm may be constructed which takes various parameters as input and produces various results. depending upon the input values . The concept of parameter passing is embedded within most programming languages in some manner, either by explicit parameter identifiers as seen in FORTRAN-type calling sequences or by implicit parameter identifiers as seen i n
stack-oriented languages . Interpreter-based programming languages make use of variants of both of these types, such as APL's argument lists, which get pushed on a stack when the function is invoked .
The real question is why is managing projects so hard? The Project Management processes are well defined, well documented, mature, and available to anyone anywhere. But we still seem to think, or at least make the claim that “managing projects” requires some type of special skill, requiring processes not found in these standard approaches.
This document outlines a framework for structuring presentations, white papers, or other materials as a three-act play. It suggests introducing the problem in Act 1, providing reasons and support for the proposed solution in Act 2, and resolving the issue by having the audience accept the solution in Act 3. Each act contains five scenes that pull the audience in, establish key details, turn the story in a new direction, and ultimately lead to a resolution. By using this three-act play structure, presenters can tell a memorable story that engages the audience and persuades them to accept the proposed solution.
Earned Value Management Meets Big DataGlen Alleman
The Earned Value Management System (EVMS) maintains period–by–period data in its underlying databases. The contents of the Earned Value repository can be considered BIG DATA, characterized by three attributes – 1) Volume: Large amounts of data; 2) Variety: data comes from different sources, including traditional data bases, documents, and complex records; 3) Velocity: the content is continually being updated by absorbing other data collections, through previously archived data, and through streamed data from external sources.
With this time series information in the repository, analysis of trends, cost and schedule forecasts, and confidence levels of these performance estimates can be calculated using statistical analysis techniques enabled by the Autoregressive Integrated Moving Average (ARIMA) algorithm provided by the R programming system. ARIMA provides a statistically informed Estimate At Completion (EAC) and Estimate to Complete (ETC) to the program in ways not available using standard EVM calculations. Using ARIMA reveals underlying trends not available through standard EVM reporting calculations.
With ARIMA in place and additional data from risk, technical performance and the Work Breakdown Structure, Principal Component Analysis can be used to identify the drivers of unanticipated EAC.
Improving DOE Project Performance Using the DOD Integrated Master PlanGlen Alleman
DOE O 413 measures a project’s progress to plan by the consumption of funding, the passage of time, and the meeting of milestones. In March of 2003, then Under Secretary, Energy, Science, Card received a memo directing the implementation of Project Management and the Project Management Manual, including the Integrated Master Plan and Integrated Master Schedule. This directive states “the integrated master plan and schedule tie together all project tasks by showing their logical relationships and any constraints controlling the start or finish of each task. This process results in a hierarchy of related functional and layered schedules derived from the Work Breakdown Structure that can be used for monitoring and controlling project progress.” This paper shows how restoring the IMP/IMS paradigm to DOE program management increases the probability of program success in ways not currently available using DOD O 413 processes alone.
Agile Program Management - Moving from Principles to PracticesGlen Alleman
Every segment of industry and government is under pressure to reduce cost, increase quality, and deliver value to owners, customers and constituents. The IT community is no exception. CIO’s, product managers and operational leaders are expected to provide solutions that address these improvement initiatives in the presence of a constant, rapid
and unpredictably changing environment. These initiatives result in a mandate to deliver the best value IT products and services, on time / on cost, that meet emerging business, regulatory, and technology requirements. The processes used to place IT systems into operation must meet or exceed the strategic objectives of the enterprise, while addressing this effort in the presence of every increasing uncertainty. Research shows that that most IT project problems are related to management, organizational and cultural issues, Not technical problems.
The document outlines the operational needs process for a system, including identifying needed capabilities, establishing mission success criteria and measures of effectiveness, eliciting technical and operational requirements, executing performance measurement and establishing a performance baseline to track earned value and measures of performance through continuous risk management.
Managing Deploymemt of ERP Systems in the Publishing DomainGlen Alleman
Managing the outcome of an ERP deployment is difficult at best. There are many obstacles to success, the least of which is the basic understanding that accepting an ERP system into a business is a significant disruptive event. This document describes the processes and activities involved in deploying ERP. The contributions of a consulting firm can significantly add to the
probability of success. In the newspaper business domain, the successful deployment of an ERP system not only impacts the back office and financial operations, but also the editorial,
advertising and press operations. ERP is a mission critical function of any modern newspaper and must be treated as such.
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.
The document discusses principles of program governance, focusing on delivering value to support growth while reducing costs. It emphasizes transitioning from operational effectiveness to strategy-focused management by placing operations as the foundation and installing strategy, objectives and metrics. Governance aims to close common gaps by managing resources and services through leadership and stewardship. Key aspects of governance include strategic alignment, execution excellence, financial accountability, operational innovation, and executing strategy through repeatable processes.
This document discusses using earned value management (EVM) to increase the probability of program success (PoPS). It begins by introducing the core concepts of EVM and how they can be used to measure cost, schedule, and technical performance in a way that considers the underlying statistical nature of programs. The document explores putting EVM "intent" into practice by establishing performance baselines and metrics that incorporate variability and uncertainty. It suggests EVM can only provide useful forecasts if physical percent complete is measured at a detailed work package level and rolled up, including confidence intervals. The document argues current EVM practice oversimplifies complex programs and outcomes could be more "naive" if natural variations are ignored. It concludes EVM should focus more on
The document outlines steps for defining system capabilities to achieve objectives for specific scenarios, including: 1) partitioning capabilities into classes and connecting them to requirements, 2) defining measures of effectiveness and performance, 3) creating scenarios for each capability and connecting them to a value stream map, 4) assigning costs and defining risks, and 5) making tradeoffs that compare costs, schedule, and technical performance using measures of effectiveness and performance.
The document discusses vision, mission, and strategy for performance improvement. It states that vision is the goal you want to achieve, and should be specific, measurable, acceptable, realistic, and trackable (SMART). The mission is the plan to achieve the goal, by determining the route or approach. The strategy is how you will execute the mission, making sure each step is clear in terms of who, what, when, where, which, and how.
Increasing the probability of project success using Earned Value ManagementGlen Alleman
1) Integrating risk management, technical performance measures, and systems engineering processes with Earned Value Management is needed to increase the probability of program success.
2) Success requires applying 5 interrelated processes simultaneously: establishing requirements, setting performance baselines, executing work, managing risk, and developing needed capabilities.
3) Implementing an effective Earned Value Management system is complex and requires changes to tools, processes, and behaviors through training and development.
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).
CORTAC Group provides program planning and controls (PP&C) services to help clients successfully execute projects and initiatives. Their core capabilities include proposal development, program and project management, business development, and mergers and acquisitions. For PP&C, they offer program planning, risk management, resource loading, change management, metrics and analysis, tool implementation, and integrated performance management. CORTAC implements standardized project management tools like Microsoft Project, SharePoint, and business intelligence tools to provide an integrated solution for clients.
The document provides a summary of Kevin J. Fox's experience as a project manager, sales support manager, and IT services manager over 12+ years. He has experience managing multi-million dollar budgets and teams across various industries. His experience includes strategic planning, project management, vendor management, sales support, and managing software development teams using Agile and Waterfall methodologies. His background includes roles at Emerson Electric, Centene, MedAssets, Express Scripts, MasterCard, and other global organizations.
Earning Value from Earned Value ManagementGlen Alleman
This document discusses how to create value from earned value management (EVM) using both bottom-up and top-down approaches. It emphasizes that EVM metrics like SPI and CPI do not capture the underlying statistical nature of projects, and that modeling this requires stochastic modeling and Monte Carlo simulation. It also stresses that creating value from EVM requires relating budgets to work, measuring progress objectively, and relating cost, schedule, and technical performance.
This document discusses the importance of quality project control for project success. It summarizes a web-based consultancy service called Planningpackage.com that provides project control expertise and services to help organizations effectively plan, schedule, monitor, and control their projects. The service aims to make high-quality project controls more accessible and affordable for medium and small companies by utilizing an expert network and web technologies. Key services discussed include planning packages, cost estimating, risk analysis, and advisory support throughout the project lifecycle.
The document provides an executive summary and resume for Kevin J. Fox, an experienced Program/Project Manager with over 20 years of experience successfully managing projects up to $10M budgets and 50-member teams across various industries. Fox has a strong background in Agile project management methodologies and experience delivering technical solutions on time and under budget. He provides expertise in strategic planning, project management, engagement management, software development, and leadership.
Kevin J. Fox is an experienced senior project/program manager with over 20 years of experience successfully managing projects up to $10M budgets and teams of 50 members. He has expertise in strategic planning, Agile/Scrum methodology, software development, and global project management. His background includes managing projects in industries such as healthcare, financial services, consumer goods, and government.
Matt Williams' presentation will explore methods and techniques for linking the business case, project output delivery and realising business benefits and value from project investments.
A project business case would (should) ordinarily include a comprehensive, analytically derived cost/benefit analysis. The basis for approval of a business case is that the capital investment required to deliver the project will be outweighed by the financial and/or non-financial benefits that will be delivered.
There are three major factors that contribute to the expected business value from project investments not being achieved:
1. Value exaggeration - an overly optimistic cost/benefit analysis,
2. Value destruction - delays in project and programme delivery, and
3. Value decay - not transferring the value to the business.
This workshop will explore methods and techniques for linking the business case with project output delivery to realise business benefits and value from project investments.
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
Arthur Vendryes has over 30 years of experience in project management, scheduling, resource management, and financial analysis. He currently works as an Engagement Lead and Program Master Planning & Control Specialist, where he oversees scheduling processes and creates integrated master schedules and portfolio reports. He has extensive experience implementing and administering CA PPM and other project management tools, and providing training and mentoring.
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.
The document is a resume for Kevin J. Fox, who has over 12 years of experience in project management, IT services management, and technical sales support for global organizations. Some of his responsibilities included managing multi-million dollar budgets, software development teams, and IT projects using agile and waterfall methodologies. He has extensive experience leading teams, developing strategic plans, and delivering customized technical solutions on time and within budget.
The document is a resume for Kevin J. Fox, who has over 12 years of experience in project management, IT services management, and technical sales support for global organizations. Some of his responsibilities included managing multi-million dollar budgets, software development teams, and IT projects using agile and waterfall methodologies. He has extensive experience leading teams, developing strategic plans, and delivering customized technical solutions on time and within budget.
This document is a resume for Leonard Smith, who has over 15 years of experience in quality assurance and project management roles in the telecommunications and financial services industries. He has a proven track record of successfully managing large, multi-dimensional teams across multiple projects. Smith is skilled in all phases of the software development life cycle and has experience working with various methodologies including Agile, Waterfall, and SDLC. He currently holds the role of Portfolio Manager at TD Bank, where he is responsible for quality assurance planning and effective delivery of projects.
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.
Performance based management in a nut shell (v5)Glen Alleman
Performance-Based Project Management provides principles, practices, and processes to increase the probability of project success. It focuses on defining needed capabilities, technical requirements, cost and schedule baselines, performance measures, and risk management. This is done through identifying capabilities, defining requirements, building a performance measurement baseline, executing work packages, and continuous risk management. The approach aims to provide visibility into project performance in a way that increases the likelihood of completing projects on time, within budget and meeting technical requirements.
This document provides a summary of a candidate's experience in program management, project management, and IT support. The candidate has over 13 years of experience leading large programs and projects for technology companies. They have a record of successfully delivering projects on time and within budget. The candidate is seeking a new position where they can provide leadership on programs, projects, and key initiatives. Their skills include program management, project management, people management, customer support, and IT infrastructure administration.
FOURSITE is an online program and project management tool built for construction and facility management professionals. It allows organizations to consolidate project information to better predict outcomes through continuous monitoring. FOURSITE provides visibility across projects, programs, and resources through business intelligence dashboards accessible from any device. It automates tasks to improve efficiency and identifies risks early. FOURSITE claims to provide improved productivity, increased delivery capacity, reduced costs, and better data and planning to successfully execute projects on time and budget.
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
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.
The document discusses the development of an Integrated Master Plan (IMP) as the basis for an Integrated Master Schedule (IMS) for a program. It outlines a 6-step process for developing the IMP and IMS that includes understanding requirements, developing a product structure, forming integrated product teams, creating the IMP, creating the IMS, and developing the basis of estimate. It describes artifacts like the product tree, work breakdown structure, statement of work, and their relationships. It also outlines responsibilities of the program management team, integrated product team leads, and program planning and controls.
This document discusses the need for an underlying theory of software project management that can better handle uncertainties. It argues traditional, linear project management models are not well-suited for today's complex, rapidly changing software projects. Adaptive control theory may provide a better model than traditional approaches. Adaptive control systems and agile development processes use feedback loops and emergent solutions to adjust to changes in dynamics, disturbances, or other unplanned events, similar to how project management needs to respond.
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.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
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Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
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