The document discusses different levels of project complexity and their alignment with agile project management approaches. It uses the analogy of piloting different types of aircraft to represent different levels of projects, from simple solo projects to highly complex projects critical to national security. The levels progress from having full autonomy to operating within strict rules and oversight, where mistakes are not tolerated due to high stakes and consequences. Agile approaches are best suited for self-contained teams with flexibility and autonomy, while larger, more complex projects require more formal processes and governance.
The naturally occurring uncertainties (Aleatory) in cost, schedule, and technical performance can be modeled in a Monte Carlo Simulation tool. The Event Based uncertainties (Epistemic) require capture, modeling of their impacts, defining handling strategies, modeling the effectiveness of these handling efforts, and the residual risks, and their impacts of both the original risk and the residual risk on the program.
5 immutable principles of project success (v2)(notes)Glen Alleman
5 Immutable principles of project success applied to the Rocky Flats Environmental Technology Site (RFETS) describing how the nations largest nuclear weapons plants was closed using Measures of effectiveness, Measures of Performance and Technical Performance Measures.
Performance-Based Project Management® id s deliverables based approach to project success. Deliverables start with the needed capabilities that the project produces to meet the mission objectives or fulfill a business case.
These deliverables fulfill the requirements, assessed through Measures of Effectiveness and Measures of Performance
The resources listed here are the starting point for anyone interested in applying the principles developed in this briefing for integrating Agile with Earned Value Management projects
Starting with an EIA–748–C compliant Earned Value Management System, integrating an Agile Software Development Lifecycle (Agile) is straightforward when there is a Bright Line between the Performance Measurement Baseline (PMB) and the Sprints and Tasks of the Agile Software Development Process.
Forecasting cost and schedule performanceGlen Alleman
For credible decisions to be made, we need confidence intervals on all the numbers we use to make decisions.
These confidence intervals come from the underlying statistics and the related probabilities.
Statistical forecasting, using time series analysis of past performance, is mandatory for any credible discussion of project performance in the future.
The naturally occurring uncertainties (Aleatory) in cost, schedule, and technical performance can be modeled in a Monte Carlo Simulation tool. The Event Based uncertainties (Epistemic) require capture, modeling of their impacts, defining handling strategies, modeling the effectiveness of these handling efforts, and the residual risks, and their impacts of both the original risk and the residual risk on the program.
5 immutable principles of project success (v2)(notes)Glen Alleman
5 Immutable principles of project success applied to the Rocky Flats Environmental Technology Site (RFETS) describing how the nations largest nuclear weapons plants was closed using Measures of effectiveness, Measures of Performance and Technical Performance Measures.
Performance-Based Project Management® id s deliverables based approach to project success. Deliverables start with the needed capabilities that the project produces to meet the mission objectives or fulfill a business case.
These deliverables fulfill the requirements, assessed through Measures of Effectiveness and Measures of Performance
The resources listed here are the starting point for anyone interested in applying the principles developed in this briefing for integrating Agile with Earned Value Management projects
Starting with an EIA–748–C compliant Earned Value Management System, integrating an Agile Software Development Lifecycle (Agile) is straightforward when there is a Bright Line between the Performance Measurement Baseline (PMB) and the Sprints and Tasks of the Agile Software Development Process.
Forecasting cost and schedule performanceGlen Alleman
For credible decisions to be made, we need confidence intervals on all the numbers we use to make decisions.
These confidence intervals come from the underlying statistics and the related probabilities.
Statistical forecasting, using time series analysis of past performance, is mandatory for any credible discussion of project performance in the future.
In Agile, Story Points are used as measures of effort. In Earned Value there is no concept of Story Points, rather Dollars and Hours are the measures of effort and duration for the work.
When using Agile on EVM projects, each unit of measure has value to the benefits produced through the integration, IF there is a proper segregation of these concepts.
PM Chapter on Agile IT Project Management MethodsGlen Alleman
The nations prosperity depends of information technology (IT) software. The nation’s IT software industry depends on the timely delivery of high quality products to eager customers. This industry is slipping further behind in quality and timely delivery every year. The gap continues to grow.
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.
Information Technology Risk ManagementGlen Alleman
The concept of managing the development or deployment of an Information Technology (IT) system using deterministic, linear, and causal analysis contains several pitfalls. As IT systems grow in complexity, the interaction between their components becomes non–linear and indeterminate, creating many opportunities for failure.
The effectiveness of risk management depends on the people who set it up and coordinate the risk management process to do their job properly.
On many programs, risk management consists only of having a policy and oversight, not managing in the presence of uncertainty.
If we treat red flags as false alarms rather than early warnings of danger this incubates the threats to program success.
• Group think of dominate leaders often inhibits good thinking about risks.
Five Immutable Principles of Project of Digital Transformation SuccessGlen Alleman
Successful Digital Transformation projects are fraught with technical, cost, and schedule risks.
These Five Principles of Project Success have been shown to increase the Probability of Project Success (PoPS).
Managing in the presence of uncertaintyGlen Alleman
Uncertainty is the source of risk. Uncertainty comes in two types, aleatory and epistemic. It is important to understand both and deal with both in distinct ways, in order to produce a credible risk handling strategy.
Integrated Agile with EVM -- Executive overviewGlen Alleman
Earned Value Management and Agile Software Development have much in common. The most important is progress to plan is measured by Physical Percent Complete with tangible evidence of working products at the end of planned period of performance.
For software intensive system of systems, agile development provides powerful tools for producing working software on frequent boundaries to gain needed customer feedback to assure the program is going in the right direction.
Earned Value is one approach to Performance measurement for monitoring and controlling the progress of software development projects.
There are other approaches, but all methods need to ask “what value is being returned for the invested cost and effort?”
Without connecting predetermined delivered value with predetermined effort; progress can only be measured as the passage of time, and you'll be late before you start.
Monte Carlo Simulation for Agile DevelopmentGlen Alleman
Managing in the presence of uncertainty requires making decisions with models of that uncertainty. Monte Carlo Simulation and related approaches are the basis of making informed decisions in the presence of uncertainty
There are many lists describing the reasons for project failure. That’s easy to do.
Assuring the success of an IT project is much harder. This success starts with assessing the capabilities of the project delivery process and participants
The management of software development is fraught with risk: technical risk, market risk, requirements risk, and financial risk. This paper describes nine (9) key management principles for
guiding the development of a software project. These principles are not original. They are taken directly from the work of Norm Brown, the founder and executive Director of the Software Program Managers Network (SPMN).
In Agile, Story Points are used as measures of effort. In Earned Value there is no concept of Story Points, rather Dollars and Hours are the measures of effort and duration for the work.
When using Agile on EVM projects, each unit of measure has value to the benefits produced through the integration, IF there is a proper segregation of these concepts.
PM Chapter on Agile IT Project Management MethodsGlen Alleman
The nations prosperity depends of information technology (IT) software. The nation’s IT software industry depends on the timely delivery of high quality products to eager customers. This industry is slipping further behind in quality and timely delivery every year. The gap continues to grow.
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.
Information Technology Risk ManagementGlen Alleman
The concept of managing the development or deployment of an Information Technology (IT) system using deterministic, linear, and causal analysis contains several pitfalls. As IT systems grow in complexity, the interaction between their components becomes non–linear and indeterminate, creating many opportunities for failure.
The effectiveness of risk management depends on the people who set it up and coordinate the risk management process to do their job properly.
On many programs, risk management consists only of having a policy and oversight, not managing in the presence of uncertainty.
If we treat red flags as false alarms rather than early warnings of danger this incubates the threats to program success.
• Group think of dominate leaders often inhibits good thinking about risks.
Five Immutable Principles of Project of Digital Transformation SuccessGlen Alleman
Successful Digital Transformation projects are fraught with technical, cost, and schedule risks.
These Five Principles of Project Success have been shown to increase the Probability of Project Success (PoPS).
Managing in the presence of uncertaintyGlen Alleman
Uncertainty is the source of risk. Uncertainty comes in two types, aleatory and epistemic. It is important to understand both and deal with both in distinct ways, in order to produce a credible risk handling strategy.
Integrated Agile with EVM -- Executive overviewGlen Alleman
Earned Value Management and Agile Software Development have much in common. The most important is progress to plan is measured by Physical Percent Complete with tangible evidence of working products at the end of planned period of performance.
For software intensive system of systems, agile development provides powerful tools for producing working software on frequent boundaries to gain needed customer feedback to assure the program is going in the right direction.
Earned Value is one approach to Performance measurement for monitoring and controlling the progress of software development projects.
There are other approaches, but all methods need to ask “what value is being returned for the invested cost and effort?”
Without connecting predetermined delivered value with predetermined effort; progress can only be measured as the passage of time, and you'll be late before you start.
Monte Carlo Simulation for Agile DevelopmentGlen Alleman
Managing in the presence of uncertainty requires making decisions with models of that uncertainty. Monte Carlo Simulation and related approaches are the basis of making informed decisions in the presence of uncertainty
There are many lists describing the reasons for project failure. That’s easy to do.
Assuring the success of an IT project is much harder. This success starts with assessing the capabilities of the project delivery process and participants
The management of software development is fraught with risk: technical risk, market risk, requirements risk, and financial risk. This paper describes nine (9) key management principles for
guiding the development of a software project. These principles are not original. They are taken directly from the work of Norm Brown, the founder and executive Director of the Software Program Managers Network (SPMN).
The integrated master plan and integrated master scheduleGlen Alleman
The Integrated Master Plan (IMP) and Integrated Master Schedule( (IMS) provide a strategy for the incremental delivery of program outcomes through increasing maturity assessments with Measures of Effectiveness, Measures of Performance, Technical Performance Measures, and Key Performance Parameters.
These assessment assure the needed capabilities of the project are met at each assessment point to confirm physical percent complete as planned in the Integrated Master Plan
Project driven organization require lifecycle management to successfully deliver value to those paying for the outcomes of the project effort. This involves processes and data for Executive processes, Enterprise Governance, Program Management Office activities, Applications that enable the delivery of value, and overarching processes and data.
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
Recent College of Performance Management Webinar on using Technical Performance to inform Earned Value Management. Six steps to building a credible Performance Measurement Baseline to connect the dots between all the elements of the program
IS EARNED VALUE + AGILE A MATCH MADE IN HEAVEN?
Increasing the Probability of Program Success requires by connecting the dots between EV and Agile Development.
Presented at
The Nexus of Agile Software Development and
Earned Value Management, OSD-PARCA,
February 19 – 20, 2015
Institute for Defense Analysis, Alexandria, VA
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.
Defining business value in units meaningful to the business and connecting these to the measures of performance for the project that produce this business value.
WordCamp Nashville 2016: The promise and peril of Agile and Lean practicesmtoppa
Why you may to consider adopting Agile or Lean practices, how they differ from each other, what benefits you can expect, and what obstacles you may face
As professional service providers we often walk a fine line in delivering bespoke software to a diverse set of clients. Each with their own traits and desires. Clients want partnerships. So do agencies and service providers. Like in every human relationship, this calls for compromises and the need to give and take. From small to large, contracts and requirements are always contending with core Agile values. No methods, contracts or processes can replace nor dismiss the essential ingredients of understanding, openness, passion and creativity which are key in making software development a success and ensuring happy relationships. Which is often quite hard to achieve.
This presentation was part of DrupalCon Lille 2 2023 17-20 October 2023. It's for business owners, sales professionals and client facing experts offering in the professional digital services. It will share some lessons learned (sometimes the hard way) about:
• How to do digital projects with inexperienced Agile teams
• How to deliver digital services within time and budget
• Prevent overpromising
• Delivering bad news
• Negotiating contracts that are not Agile
Imre Gmelig Meijling is CEO and business owner of React Online The Netherlands. Imre worked in various roles in different agencies in Europe. He will share 25 years of lessons learned in the digital industry, sometimes the hard way. Among his clients are United Nations, Disney and Konica-Minolta. Imre has also been an active member of the Drupal community since 2006, working on the DrupalCon Europe Community Advisory Comittee. He is former chair of the Dutch Drupal Association and co creator of the Splash Awards and Drupaljam.
The aim of this paper is to reflect on the individual and collective roles that we played in Icarus Inc., a business Simulation where we were in charge of running a strategically struggling airport for the next five years
Roadmap to serenity - How to stay sane as a Product OwnerRian van der Merwe
Product Ownership can be fun, but it can also drive you to insanity. This talk will cover experiences, tools and tips to be an effective Product Owner when working with a variety of teams and personalities, with some specific focus on distributed teams.
Please see the blog post about this talk at
http://www.elezea.com/2010/11/product-manager-sanity/
Boston Ruby Meetup: The promise and peril of Agile and Lean practicesmtoppa
Why you may to consider adopting Agile or Lean practices, how they differ from each other, what benefits you can expect, and what obstacles you may face
The promise and peril of Agile and Lean practicesmtoppa
Why you may to consider adopting Agile or Lean practices, how they differ from each other, what benefits you can expect, and what obstacles you may face.
Building websites has gone from a technical service to one that serves to solve well-defined business problems. Gone are the days when everyone had to have a website only because it was expected. Today customers pay for a reason and for end results. Problem is, most web shops keep selling technical solutions to match feature-oriented requirements, never taking results or business goals, into consideration. As a result, shops are relegated to being specialist subcontractors and it results in projects rarely generating the kind of impact that is expected.
The shift to focusing on results is necessary to beat this trend of failed expectations. Turning from "to the letter requirements"-driven web development to result-only web investments generating tangible benefits may seem like a big leap, but brings advantages to both buyers and sellers. It fosters a culture of unified teamwork across all parties and takes away many of the causes for seller–buyer distrust.
In this talk I will show you how to take the step from focusing on fulfilling irrelevant requirements to talking results with your customers and increasing your customer satisfaction and team happiness at the same time.
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.
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.
Let's dive deeper into the world of ODC! Ricardo Alves (OutSystems) will join us to tell all about the new Data Fabric. After that, Sezen de Bruijn (OutSystems) will get into the details on how to best design a sturdy architecture within ODC.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
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/
Search and Society: Reimagining Information Access for Radical FuturesBhaskar Mitra
The field of Information retrieval (IR) is currently undergoing a transformative shift, at least partly due to the emerging applications of generative AI to information access. In this talk, we will deliberate on the sociotechnical implications of generative AI for information access. We will argue that there is both a critical necessity and an exciting opportunity for the IR community to re-center our research agendas on societal needs while dismantling the artificial separation between the work on fairness, accountability, transparency, and ethics in IR and the rest of IR research. Instead of adopting a reactionary strategy of trying to mitigate potential social harms from emerging technologies, the community should aim to proactively set the research agenda for the kinds of systems we should build inspired by diverse explicitly stated sociotechnical imaginaries. The sociotechnical imaginaries that underpin the design and development of information access technologies needs to be explicitly articulated, and we need to develop theories of change in context of these diverse perspectives. Our guiding future imaginaries must be informed by other academic fields, such as democratic theory and critical theory, and should be co-developed with social science scholars, legal scholars, civil rights and social justice activists, and artists, among others.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
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.
Assuring Contact Center Experiences for Your Customers With ThousandEyes
Paradigm of agile project management
1. PARADIGM OF AGILE
PROJECT MANAGEMENT
What does it mean when we say “Agile Project Management?”
Depends on the domain and context of your project.
1
Glen B. Alleman
glen.alleman@niwotrridge.com
12
4 5 6 7 8 9
3
2
10
11
13
2. 1
You’re a lone wolf, you work for yourself, a friend, or an imaginary
friend. You’re spending your own money and accountable to “me”
3. Solo Project
¨ You’re doing the work on your own product.
¨ You’re the customer or you personally know the
customer.
¨ You can plan the work in any way you want.
¨ It’s your personal project, your personal work, it’s all
about you.
¨ Estimates? You don’t estimate. It’s our own money.
¨ Did I say this already … It’s all about you.
¨ It’s your money spend it as you like
1
4. You and 5 others work
in the same cube-space,
along with your
customer. Maybe self
funded, accountable to
team.
2
5. Sweet Spot For The Self Contained Team
¨ This is where agile project management excels.
¨ Everyone involved in the project can be seen,
touched, spoken to, and engaged at a personal
level.
¨ It’s a small group of like minded individuals sharing
the same values - that intangible definition used in
agile.
¨ You still control the direction and outcomes, but now
as a group and decide how to spend as a group.
¨ All members have equal or near equal skills,
leadership capabilities, and shared outcomes.
2
6. You’re working
within the bounds
of others but
you’ve got great
tools and high
performance
processes.
3
7. Individual Freedom Is Still Within Reach
¨ You’ve got some rules defined by the boundaries of
your project.
¨ But you can go almost anywhere you’d like within
those bounds.
¨ You’ve got to follow a few rules, now that you’re on
the edge of the business boundaries (flight path).
¨ You still have control of direction, intent,
experiences, and the tools of your trade.
¨ Inside those few rules, you can determine cost, and
schedule in unique and creative ways without
impacting others.
3
8. You manage a team that has evolved to
developing products for serious use that has to be
carefully vetted before being released.
4
9. Now We’re Starting To Get Serious
¨ The outcome of your work impacts some people.
¨ The boundaries of you freedom are defined
externally.
¨ There are rules of the road (sky) now in place.
¨ You can fly around on your own, but when you leave
and return from the airport there are others
defining what you can do and what you can’t do on
the project.
¨ It’s definitely not your money, so those paying need
to know something about how much and when.
4
10. Your team is a “special” resource for your firm, you’ve
got high powered members, an important role, and
high visibility to the mission critical aspects of our work.
I actually have hours in this aircraft in a former life
5
11. You’re On Your Own But Going Faster
¨ You’re approach to the project is much less
forgiving.
¨ The work moves faster, requires enhanced skills, and
is much less forgiving of your mistakes or lack of
skill.
¨ You can start to travel in the same path as the “big
boys,” because you can cruise at 187KIA, so you’d
better have done this before or it’s going to turn out
bad – no “on the job training” allowed here.
¨ No experimenting with the customer’s money here, a
10 year old A/C sells for $156,000.
5
12. 6
Many people depend on
your work efforts, with
much at risk for the
products you produce.
This requires skill,
experience, and a sense
of “performance.”
13. Now We Are Hanging With The Big Boys
¨ You’ve arrived at the point in the project
management and development world where they’re
asking if you can do the job right the first time.
¨ Tools and processes are more complex and
powerful, so you’d best be fully trained with the
right “certs” to handle the problems that are going
to appear before you during normal operations.
¨ We’re moving faster, 30K Feet ASL, 233 MPH.
¨ The cost, schedule, and deliverables are important
now, because the cost of an error is getting more
expensive., much more expensive.
6
14. You manage an environment where if
anything goes wrong, your project goes
down in flames. No margin for error here.
7
15. Even If It’s Small It’s Still A “Fast Mover”
¨ Now you’re on a twitchy, unforgiving project, that
will put you in the grave if you make one mistake.
¨ On this project, has no room for error, it’s too fast,
too touchy, too hard to handle for all but the “best
of the best.”
¨ The pay back of this high risk project is high
reward, standing on the top step of the podium.
¨ Cost is high, so care needed to cover every detail.
No skimping on cheap anything.
7
16. You’re in the middle of the daily grind to keep the system
going, nothing must prevent you from success. You have a
schedule to keep for your client, who expects on time results.
8
17. A “Real” License Is Needed Now
¨ A lot more moving parts.
¨ Serious skills needed for success.
¨ Low tolerance for error.
¨ People on board are depending on your skills and
experience to get them home safely on time.
¨ You actually have a license that says “land safely
every time, on time, with no incidents along the way”
¨ Project cost, schedule, and technical performance
expected to be “professional” grade at all times.
¨ This A/C is operated as a business, with millions on
the line.
8
18. You work on a highly visible project, with the eyes of senior
management on your every action. The firm you work for critically
depends on your project’s performance. No Guessing allowed here.
9
19. More power, heavier machine
¨ Enterprise class machine, with two pilots, and special
skills.
¨ No more driving around in the sky anywhere you want,
you’ve got to start following the rules.
¨ The “governance” processes can’t tell the difference
between you and an actual airliner, other than your call
sign – you’re not a “heavy” yet, but getting close.
¨ The project is a “most” work proposition – business
success based on the value being delivered properly.
¨ 10’s of millions at risk.
9
20. 10
The work you do allows the business to perform on a daily
basis. There is no room for error, without a backup plan. Your
cost, schedule, and performance overseen by a sovereign.
21. Still not “heavy” but one step closer
¨ Your running the project for a broader purpose, one
that is beyond the individual need or importance.
¨ You’re a member of a larger group of participants,
the “crew” must work together in conjunction with the
stakeholders – passengers.
¨ The project operates within strict guidelines,
oversight – both internal and external.
¨ The whole system has to work as planned if there is
going to be any chance of success.
¨ Capital cost handled by the leasing company,
operating costs are the management focus.
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22. Your project impacts all aspects of the corporation. Your
products are used by other business units, other businesses and
senior management has direct visibility to your efforts.
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23. Now You’ve Arrived You’re A “Heavy”
¨ OK, now we’re on the “mega project,” one that sets
the standards for the rest of world.
¨ The “team” is highly trained, experienced, and has
worked together for years, and has the ultimate
trust in each others abilities.
¨ The stakeholders number in the many 100’s (555),
each with critical needs from your project.
¨ There are no mistakes, no missteps, no tolerance for
anything but 100% success.
¨ External governance means full control of cost,
schedule, and performance.
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24. Much depends on the project you manage, no matter the machine your
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managing – it’s mission critical – must work on time, on budget, on performance.
25. Lots Of Moving Parts Means Danger
¨ Back to the light weight and agile processes.
¨ Freedom to go where you want.
¨ But you’ve got a mission critical assignment, people’s
lives depend on you not making mistakes.
¨ Command and control is the starting point, you can
make decisions in the field, but you’d better have a
good reason for not following the plan.
¨ Zero tolerance of error or missing a deadline, lives
depend on it – or at least financial performance
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I have a personal connection here, 101st Air Borne Division, C/159 Assault Support Helicopter Battalion, Republic of South Vietnam, 1970
26. The security of the nation depends
on the project you manage.
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27. Now we’re in the Big Time
¨ 10’s of 1,000’s of moving parts, billions of dollars
at stake.
¨ Unconventional behavior of the project, fly by wire,
supersonic cruise, stealth operations, 100’s of on
board computers.
¨ $156M for each product.
¨ You’re entrusted with the nation’s defense or a
similar level of critical importance.
¨ You’ve got the corporate life blood in your project.
¨ The Board of Directors know your name and where
you live – your performance is know by them.
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