Performance Based Management provides 5 process areas and 11 practices that increase the probability of project success. It focuses on defining needed capabilities, technical requirements, and measurable outcomes to establish a performance measurement baseline. Regularly tracking performance against this baseline through the project rhythm allows issues to be identified and addressed early.
5 immutable principles and 5 processes in 60 secondsGlen Alleman
This document outlines five principles, five practices, and five processes for project success according to Niwot Ridge Consulting. The principles focus on defining what success looks like, how to achieve it, ensuring adequate resources, identifying impediments, and measuring progress. The practices involve identifying capabilities and requirements, establishing and executing a performance baseline, and performing continuous risk management. The processes are organizing work, budgeting and scheduling, project accounting, performance analysis, and change control.
The Virtual PMOTM provides a concise template to introduce project management best practices and demonstrate immediate value. The template condenses key processes from the PMBOK Guide into a simple format that includes plans for communication, quality management, resources, scheduling and risk. It is designed for organizations at lower levels of project management maturity to help generate an "aha moment" about potential efficiencies. The template can also serve as a training tool while offering structure and accountability similar to a formal PMO. It is customizable depending on an organization's needs while focusing on initiation, planning and closing process groups for quick impact.
This document discusses assessing project alternatives through trade-off analysis in a strategic project management environment. It describes how trade-off analysis provides a tool for project managers to balance project constraints while shortening project length. It advocates for a systematic approach to strategic planning and trade-off analysis that involves comprehensive upfront planning, defining customer expectations, quantifying deliverables, and establishing guidelines to facilitate decision making during project implementation.
The document outlines Hans Koeleman's plan to transform the corporate communications department at KPN from 2007-2010, including developing a clear vision and mission, getting the basics of internal communications and CSR right, creating team accountability through strategic initiatives and measures, and transforming the team through a new organization and way of working.
Program governance is the process of developing and implementing policies, procedures, roles, and processes to increase the likelihood of project success. It aims to align projects with business needs, provide predictable processes, enable efficient delivery, and support measurable improvement. Effective program governance provides decision-making structures, collaboration processes, and accountability to help connect issues to resolutions and deliver expected value from projects.
This document discusses moving from ad hoc operational metrics to key performance indicators (KPIs) and a strategy-focused organization. It explains that connecting existing "ad hoc" metrics to KPIs and then to critical success factors creates line of sight between tactical performance measurement and strategy. A diagram shows how metrics can flow up from ad hoc measures to KPIs, critical success factors, goals, and ultimately strategy. The document advocates that indicators are better suited than metrics for measuring strategy.
This document provides an agenda for a multi-day training seminar on project management. The seminar will take place from June 22-26, 2009 in Washington DC and will provide participants with 35 PDUs and 30 CPE credits. Each day will focus on different aspects of project management methodology, including project initiation, organization, planning, scheduling, risk management, and closing. Topics will include developing a project charter, creating a work breakdown structure, scheduling, and managing failing projects. Attendees will include project managers, program managers, contractors, and others seeking PMP or CAPM certification. Hands-on exercises will provide real-world experience applying the methodologies.
5 immutable principles and 5 processes in 60 secondsGlen Alleman
This document outlines five principles, five practices, and five processes for project success according to Niwot Ridge Consulting. The principles focus on defining what success looks like, how to achieve it, ensuring adequate resources, identifying impediments, and measuring progress. The practices involve identifying capabilities and requirements, establishing and executing a performance baseline, and performing continuous risk management. The processes are organizing work, budgeting and scheduling, project accounting, performance analysis, and change control.
The Virtual PMOTM provides a concise template to introduce project management best practices and demonstrate immediate value. The template condenses key processes from the PMBOK Guide into a simple format that includes plans for communication, quality management, resources, scheduling and risk. It is designed for organizations at lower levels of project management maturity to help generate an "aha moment" about potential efficiencies. The template can also serve as a training tool while offering structure and accountability similar to a formal PMO. It is customizable depending on an organization's needs while focusing on initiation, planning and closing process groups for quick impact.
This document discusses assessing project alternatives through trade-off analysis in a strategic project management environment. It describes how trade-off analysis provides a tool for project managers to balance project constraints while shortening project length. It advocates for a systematic approach to strategic planning and trade-off analysis that involves comprehensive upfront planning, defining customer expectations, quantifying deliverables, and establishing guidelines to facilitate decision making during project implementation.
The document outlines Hans Koeleman's plan to transform the corporate communications department at KPN from 2007-2010, including developing a clear vision and mission, getting the basics of internal communications and CSR right, creating team accountability through strategic initiatives and measures, and transforming the team through a new organization and way of working.
Program governance is the process of developing and implementing policies, procedures, roles, and processes to increase the likelihood of project success. It aims to align projects with business needs, provide predictable processes, enable efficient delivery, and support measurable improvement. Effective program governance provides decision-making structures, collaboration processes, and accountability to help connect issues to resolutions and deliver expected value from projects.
This document discusses moving from ad hoc operational metrics to key performance indicators (KPIs) and a strategy-focused organization. It explains that connecting existing "ad hoc" metrics to KPIs and then to critical success factors creates line of sight between tactical performance measurement and strategy. A diagram shows how metrics can flow up from ad hoc measures to KPIs, critical success factors, goals, and ultimately strategy. The document advocates that indicators are better suited than metrics for measuring strategy.
This document provides an agenda for a multi-day training seminar on project management. The seminar will take place from June 22-26, 2009 in Washington DC and will provide participants with 35 PDUs and 30 CPE credits. Each day will focus on different aspects of project management methodology, including project initiation, organization, planning, scheduling, risk management, and closing. Topics will include developing a project charter, creating a work breakdown structure, scheduling, and managing failing projects. Attendees will include project managers, program managers, contractors, and others seeking PMP or CAPM certification. Hands-on exercises will provide real-world experience applying the methodologies.
This document provides information about a 5-day project management training seminar taking place from June 22-26, 2009 in Washington DC. The training will provide 35 PDUs and 30 CPE credits. Participants will learn project management methodology based on the PMBOK and will gain skills in defining and planning projects, tracking projects, defining goals and requirements, managing scope, and closing projects. The training will cover topics such as project initiation, organization, estimation, scheduling, risk management, team development, reporting, and closeout. It provides an agenda and descriptions for each day of the training.
This document provides information about a 5-day project management training seminar taking place from June 22-26, 2009 in Washington DC. The training will provide 35 PDUs and 30 CPE credits. Participants will learn project management methodology based on the PMBOK to help define and plan projects, track projects, define goals and requirements, manage scope, and close out projects. The training will cover topics like project initiation, organization, estimation, scheduling, risk management, team development, reporting, and lessons learned. The document provides an agenda and descriptions for each day of the training.
The document outlines 10 steps for effectively chartering a project:
1) Charter the project in two stages - first by describing needed capabilities, then building requirements and analysis.
2) Identify all stakeholders and define their roles and responsibilities using a RACI matrix.
3) Brainstorm capabilities, not detailed requirements, using a tool like MindManager.
4) Define the mission in terms of observable changes to business processes and measurable value.
5) Put boundaries on the project scope by connecting it to needed capabilities before defining technical requirements.
6) Control non-value added changes by ensuring they increase delivered value.
7) Create a deliverables-based plan that pre-defines business value.
Enterprise Project Management and the US Armed Forces - EPC GroupEPC Group
A branch of the U.S. Armed Forces implemented an Enterprise Project Management (EPM) solution to standardize project management practices and optimize resource allocation. EPC Group assisted with a phased approach including an initial assessment, recommendations, and actual implementation. The assessment identified challenges around inconsistency and a lack of visibility. The implementation improved consistency, visibility, and resource utilization. It allowed for better project prioritization and monitoring. The client realized benefits like more efficient resource use and improved reporting that aligned with their goals.
The document discusses a survey conducted by PA Consulting to identify the key drivers of effective project portfolio delivery. The survey examined two dimensions: practice maturity, which measures the quality of an organization's practices; and delivery effectiveness, which measures outcomes like meeting budgets, timelines and stakeholder satisfaction. The survey found that becoming more mature in practices like governance, portfolio management and project management generally improves effectiveness. However, organizational complexity and culture also influence effectiveness, and not all practices have an equal impact on outcomes.
The document discusses project management best practices. It recommends:
1) Following standard procedures like planning, requirements management, and change control to improve chances of success.
2) Building a best practices library of methods from past projects and using tools to store and reuse artifacts and plans.
3) Referring to standards like PMBOK as guides but tailoring procedures based on each project's needs.
This document explains how you can improve your PMO organization.
7 main steps to improve your project success rates and to enhance the collaboration across your company.
Principia21 Overview And Example Case StudiesCraig B. DeLano
Principia21 is a consulting firm that helps companies improve operations effectiveness and drive performance. They offer strategic planning, operations effectiveness, supply chain management, IT strategy, and program/project management services. Their case studies show they have helped clients with issues like merger integration, joint venture startups, customer engagement strategy, supply chain design, sourcing, working capital performance, and offshore sourcing transitions. Craig DeLano is the Managing Director and brings over 25 years of operations consulting and leadership experience.
This document discusses management problems faced by project managers in manufacturing industries. It identifies several key challenges: lack of clarity in project scope, lack of project management skills, unclear roles and responsibilities for project managers, communication deficits, shifting organizational priorities, and poorly managed project changes. The document provides examples and recommends establishing clear scope statements, applying change management processes, providing project management training, and defining project manager roles and authority to help address these issues.
This presentation was conducted by Peter Glynne to the Yorkshire & North Linconshire APM membership providing a practical insight into the realisation of benefits
DELTEK Maconomy IT Consulting BrochureJan Bultinck
Deltek's Maconomy business solutions provide project management, resource planning, financial management, and business intelligence tools tailored for management and IT consulting companies. The document discusses how the solution supports key business processes like business acquisition, project initiation and planning, project execution, project monitoring, and reporting. It also describes Deltek's implementation services and industry expertise in helping consulting businesses improve project delivery, resource utilization, and financial management.
Lowering business costs: Mitigating risk in the software delivery lifecycleIBM Rational software
This paper explores the relationship between risk management and requirements management, describing how improved project success rates require teams to focus on business outcomes, become as productive as possible, and mitigate risks with proven tools and techniques.
The document outlines services provided by Business Performance Consulting to help clients achieve desired business results. It discusses establishing goals and priorities, designing roadmaps, determining visions, and implementing plans to achieve results. Case studies show how the consulting helped clients reduce costs, improve execution, develop business and marketing plans, and increase profits. Services included simulation and forecasting, project planning, change management, and portfolio analysis.
Building a Credible Performance Measurement BaselineGlen Alleman
Establishing a credible Performance Measurement Baseline, with a risk adjusted Integrated Master Plan and Integrated Master Schedule, starts with the WBS and connects Technical Measures of progress to Earned Value
The document discusses the benefits of software process improvement (SPI) and achieving higher maturity levels like CMMI Level 5. It provides examples of organizations that saw significant reductions in defects, costs and improvements in productivity after implementing SPI initiatives and achieving higher maturity levels. While SPI requires initial investments, it more than pays for itself through reductions in rework costs and improvements in productivity.
This document provides a case study of a successful project delivery by Tata Consultancy Services (TCS) as the System Integrator for a telecom company. The project involved developing systems to launch new fixed mobile convergence services within an aggressive 12 week timeline. TCS faced challenges with the tight schedule, evolving requirements, and dependencies on multiple vendors. To overcome these, TCS adopted an agile approach with MoSCoW prioritization, time-boxed delivery waves, robust governance of vendors, and active stakeholder management. These practices helped TCS deliver the project on budget and meet the client's timelines, demonstrating effective project management.
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 information about a 5-day project management training seminar taking place from June 22-26, 2009 in Washington DC. The training will provide 35 PDUs and 30 CPE credits. Participants will learn project management methodology based on the PMBOK and will gain skills in defining and planning projects, tracking projects, defining goals and requirements, managing scope, and closing projects. The training will cover topics such as project initiation, organization, estimation, scheduling, risk management, team development, reporting, and closeout. It provides an agenda and descriptions for each day of the training.
This document provides information about a 5-day project management training seminar taking place from June 22-26, 2009 in Washington DC. The training will provide 35 PDUs and 30 CPE credits. Participants will learn project management methodology based on the PMBOK to help define and plan projects, track projects, define goals and requirements, manage scope, and close out projects. The training will cover topics like project initiation, organization, estimation, scheduling, risk management, team development, reporting, and lessons learned. The document provides an agenda and descriptions for each day of the training.
The document outlines 10 steps for effectively chartering a project:
1) Charter the project in two stages - first by describing needed capabilities, then building requirements and analysis.
2) Identify all stakeholders and define their roles and responsibilities using a RACI matrix.
3) Brainstorm capabilities, not detailed requirements, using a tool like MindManager.
4) Define the mission in terms of observable changes to business processes and measurable value.
5) Put boundaries on the project scope by connecting it to needed capabilities before defining technical requirements.
6) Control non-value added changes by ensuring they increase delivered value.
7) Create a deliverables-based plan that pre-defines business value.
Enterprise Project Management and the US Armed Forces - EPC GroupEPC Group
A branch of the U.S. Armed Forces implemented an Enterprise Project Management (EPM) solution to standardize project management practices and optimize resource allocation. EPC Group assisted with a phased approach including an initial assessment, recommendations, and actual implementation. The assessment identified challenges around inconsistency and a lack of visibility. The implementation improved consistency, visibility, and resource utilization. It allowed for better project prioritization and monitoring. The client realized benefits like more efficient resource use and improved reporting that aligned with their goals.
The document discusses a survey conducted by PA Consulting to identify the key drivers of effective project portfolio delivery. The survey examined two dimensions: practice maturity, which measures the quality of an organization's practices; and delivery effectiveness, which measures outcomes like meeting budgets, timelines and stakeholder satisfaction. The survey found that becoming more mature in practices like governance, portfolio management and project management generally improves effectiveness. However, organizational complexity and culture also influence effectiveness, and not all practices have an equal impact on outcomes.
The document discusses project management best practices. It recommends:
1) Following standard procedures like planning, requirements management, and change control to improve chances of success.
2) Building a best practices library of methods from past projects and using tools to store and reuse artifacts and plans.
3) Referring to standards like PMBOK as guides but tailoring procedures based on each project's needs.
This document explains how you can improve your PMO organization.
7 main steps to improve your project success rates and to enhance the collaboration across your company.
Principia21 Overview And Example Case StudiesCraig B. DeLano
Principia21 is a consulting firm that helps companies improve operations effectiveness and drive performance. They offer strategic planning, operations effectiveness, supply chain management, IT strategy, and program/project management services. Their case studies show they have helped clients with issues like merger integration, joint venture startups, customer engagement strategy, supply chain design, sourcing, working capital performance, and offshore sourcing transitions. Craig DeLano is the Managing Director and brings over 25 years of operations consulting and leadership experience.
This document discusses management problems faced by project managers in manufacturing industries. It identifies several key challenges: lack of clarity in project scope, lack of project management skills, unclear roles and responsibilities for project managers, communication deficits, shifting organizational priorities, and poorly managed project changes. The document provides examples and recommends establishing clear scope statements, applying change management processes, providing project management training, and defining project manager roles and authority to help address these issues.
This presentation was conducted by Peter Glynne to the Yorkshire & North Linconshire APM membership providing a practical insight into the realisation of benefits
DELTEK Maconomy IT Consulting BrochureJan Bultinck
Deltek's Maconomy business solutions provide project management, resource planning, financial management, and business intelligence tools tailored for management and IT consulting companies. The document discusses how the solution supports key business processes like business acquisition, project initiation and planning, project execution, project monitoring, and reporting. It also describes Deltek's implementation services and industry expertise in helping consulting businesses improve project delivery, resource utilization, and financial management.
Lowering business costs: Mitigating risk in the software delivery lifecycleIBM Rational software
This paper explores the relationship between risk management and requirements management, describing how improved project success rates require teams to focus on business outcomes, become as productive as possible, and mitigate risks with proven tools and techniques.
The document outlines services provided by Business Performance Consulting to help clients achieve desired business results. It discusses establishing goals and priorities, designing roadmaps, determining visions, and implementing plans to achieve results. Case studies show how the consulting helped clients reduce costs, improve execution, develop business and marketing plans, and increase profits. Services included simulation and forecasting, project planning, change management, and portfolio analysis.
Building a Credible Performance Measurement BaselineGlen Alleman
Establishing a credible Performance Measurement Baseline, with a risk adjusted Integrated Master Plan and Integrated Master Schedule, starts with the WBS and connects Technical Measures of progress to Earned Value
The document discusses the benefits of software process improvement (SPI) and achieving higher maturity levels like CMMI Level 5. It provides examples of organizations that saw significant reductions in defects, costs and improvements in productivity after implementing SPI initiatives and achieving higher maturity levels. While SPI requires initial investments, it more than pays for itself through reductions in rework costs and improvements in productivity.
This document provides a case study of a successful project delivery by Tata Consultancy Services (TCS) as the System Integrator for a telecom company. The project involved developing systems to launch new fixed mobile convergence services within an aggressive 12 week timeline. TCS faced challenges with the tight schedule, evolving requirements, and dependencies on multiple vendors. To overcome these, TCS adopted an agile approach with MoSCoW prioritization, time-boxed delivery waves, robust governance of vendors, and active stakeholder management. These practices helped TCS deliver the project on budget and meet the client's timelines, demonstrating effective project management.
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.
Professional Business Results & Selected Accomplishmentsmjleib
This slide show summarizes the professional results and accomplishments of Michael Jay Leib across management accountability, marketing leadership, and technology leadership. Some of the key accomplishments highlighted include redesigning and automating customer fulfillment processes, product turnarounds and restructurings, expanding business into new markets, special end-of-life product sales, acquisitions and integrations, increasing revenue and margins, and building out channel sales programs.
Performance Ally is a software-as-a-service solution that enables organisations to make performance management something authentic, effective and capable of delivering to the bottom line. It keeps performance management on track, headed in the same direction as corporate strategy.
NuStratis is a management consulting firm specializing in improving businesses. This a video testimonial from one of our clients. Visit us at nustratis.com
This document outlines a methodology for developing a success blueprint to help organizations achieve their business objectives through effective deployment and adoption of Salesforce. It describes developing a vision and strategy, defining success metrics, planning for adoption, establishing governance and sponsorship, and creating a roadmap. The methodology involves building understanding in key domains like defining objectives, identifying relevant capabilities, and planning continuous improvement to ensure ongoing success.
The document provides 10 steps for chartering a project:
1. Define the project in two steps - first by describing needed business capabilities, then building requirements and feasibility analysis around those capabilities.
2. Identify all stakeholders and their roles and responsibilities using a responsibility assignment matrix.
3. Brainstorm the capabilities needed, not technical requirements, using a tool like MindManager.
4. Define a mission statement describing how the project will positively impact the business.
5. Put boundaries on the project scope by connecting requirements to needed capabilities and value.
6. Control changes by ensuring they increase value; otherwise archive for later consideration.
7. Create a deliverables-based plan that predefines the value of
1. The document discusses the benefits of using a project management methodology to guide projects. A methodology provides structure, consistency, and a basis for measurement that can improve project performance and help the organization mature its processes.
2. Key components of a methodology include organizational standards, procedures, templates, roles and structures, collaboration channels, and tools. A methodology draws from factors like organizational attitude, standards, the business environment, and existing process assets.
3. Implementing a methodology involves defining its components, enhancing existing processes, practicing the methodology, and deploying it to guide projects. This helps the organization deliver projects strategically and with proven approaches.
Presentation on using a performance approach to link competencies to outcomes and therefore to business results. First delivered at ASTD's international conference
A Balanced Scorecard approach of step-wise refinement
from Vision to Implementation of projects can be achieved
by integrating the Balanced Scorecard approach with
Project Selection Process. This will increase the quality of
the project portfolio and improve the confidence of
business sponsors that their Investment in projects will
return benefits that they perceive to be of value.
This document outlines the agenda and content for a presentation on linking projects to business success through an effective Project Management Office (PMO). The presentation covers establishing the need for a PMO based on typical project failure rates. It then discusses how to lay the foundation, create the pillars, and form the structure of an effective PMO through choosing sponsors and members, defining scope, developing tools and processes, and establishing maturity models. The presentation emphasizes the role of the PMO in ensuring projects are aligned to strategy, benefits are realized, and risks and resources are well-managed to drive business value.
i-nexus is a leading provider of business execution software. The document discusses how i-nexus helps companies improve execution through its suite that integrates goal management, program management, and performance management. It provides examples of how i-nexus clients have seen benefits like 5-10% revenue growth and 40% reduced project times. The software allows companies to cascade goals, plan and track actions, and monitor performance to help transform strategies into results.
The document discusses how organizational management impacts customer loyalty and profit earning. It covers reviewing business goals, operations like product design and quality control, and organizational management through policies and empowering leadership. Effective management requires clear goals, well-designed systems aligned with quality expectations, and standardized procedures to guide employees consistently and reduce risks. However, recent management trends have emphasized quick profits over well-managed operations, with negative long-term effects on businesses and job security.
ACT College Arlington Project Management and Company Performance Paper.docxwrite30
Project management is a key tool that companies use to improve overall performance. When projects are successfully managed, they deliver business results that contribute to organizational success. There are typically four phases to a project - initiation, planning, implementation, and closure. Following a disciplined approach to project management helps companies control spending, reduce project failures, and improve their ability to operate in competitive environments. While project management provides benefits, it also requires resources to implement formal processes and oversight roles.
ACT College Arlington Project Management and Company Performance Paper.docxwrite22
Project management is a key tool that companies use to improve overall performance. When projects are successfully managed, they deliver business results that contribute to organizational success. There are typically four phases to a project - initiation, planning, implementation, and closure. Following a disciplined approach to project management helps companies control spending, reduce project failures, and improve their ability to operate in competitive environments. While project management provides benefits, it also requires resources to implement formal processes and oversight roles.
If you dont know where you are going any road will do visioning for implement...p6academy
This document outlines a methodology for defining requirements for an EPPM software implementation project in order to increase the likelihood of success. The methodology involves developing a vision statement, strategic objectives and goals through an executive visioning process. It then defines critical success factors, key performance indicators, and performance measures to align functional needs with strategic goals. Adopting a phased approach by prioritizing and rolling out limited functionality first is also recommended to introduce changes incrementally and reduce risk. The end result is a requirements document to guide the implementation project.
The document discusses a software development process designed for small projects. It begins by outlining some of the challenges small projects face, such as having fewer team members and more external dependencies. It then describes the authors' process, which integrates portions of iterative and incremental development models with quality assurance and measurement processes. The goal is to produce high quality results on time with less overhead than typical processes designed for large projects. Key aspects of the process include its iterative nature, use of inspections to ensure quality, and measurements to support process improvement.
Managing risk with deliverables planningGlen Alleman
This document discusses managing risk through continuous risk management (CRM). It introduces the five principles of risk management and outlines the CRM process, which includes identifying risks, analyzing and prioritizing them, planning mitigations, tracking mitigation progress and risks, making decisions based on risk data, and communicating throughout the project. The presentation provides examples of risk statements, evaluation criteria, classification approaches, and integrating risks and mitigation plans into project schedules. The goal of CRM is to continually identify, assess, and mitigate risks to improve project outcomes.
Planning projects usually starts with tasks and milestones. The planner gathers this information from the participants – customers, engineers, subject matter experts. This information is usually arranged in the form of activities and milestones. PMBOK defines “project time management” in this manner. The activities are then sequenced according to the projects needs and mandatory dependencies.
Increasing the Probability of Project SuccessGlen Alleman
This document discusses principles and practices for increasing the probability of project success by managing risk from uncertainty. It defines risk as the effect of uncertainty on objectives. There are two types of uncertainty - epistemic (reducible) and aleatory (irreducible). Risk from epistemic uncertainty can be reduced through work on the program, while risk from aleatory uncertainty requires establishing margins. The document argues that effective risk management is needed to deliver capabilities on time and budget by identifying risks, understanding their interactions and impacts, and implementing risk handling strategies. This increases the likelihood of project success by preventing problems, improving quality, enabling better resource use, and promoting teamwork.
Process Flow and Narrative for Agile+PPMGlen Alleman
This document describes how an organization integrates agile software development practices with earned value management (EVM) to provide program status updates. It outlines a process that begins with developing a rough order of magnitude estimate of features needed. These features are then prioritized, mapped to a product roadmap and product backlog. Stories are developed from features and estimated, and tasks are estimated in hours. Physical percent complete data from tasks in Rally is used to calculate EVM metrics to inform stakeholders.
This document discusses principles of effective risk management for projects. It emphasizes the importance of clearly defining requirements and success criteria before releasing requests for proposals. This includes quantifying measures of effectiveness and performance for different use scenarios. Effective risk management also requires developing a funded implementation plan informed by historical risks and uncertainties. The document outlines key data and processes needed to reduce risks and increase the probability of a project's success, including defining requirements, developing plans and schedules, identifying risks and adjustments needed to plans. It discusses uncertainties from both known and unknown sources that can impact cost, schedule and performance.
Cost and schedule growth for complex projects is created when unrealistic technical performance expectations, unrealistic cost and schedule estimates, inadequate risk assessments, unanticipated technical issues, and poorly performed and ineffective risk management, contribute to project technical and programmatic shortfalls
From Principles to Strategies for Systems EngineeringGlen Alleman
From Principles to Strategies How to apply Principles, Practices, and Processes of Systems Engineering to solve complex technical, operational,
and organizational problems
Building a Credible Performance Measurement BaselineGlen Alleman
The document discusses establishing a credible Performance Measurement Baseline (PMB) for programs by integrating technical and programmatic plans. It recommends starting with a Work Breakdown Structure (WBS) that identifies system elements, associated risks, and processes to produce outcomes. An Integrated Master Plan (IMP) should then define how system elements mature at Program Events, with Measures of Effectiveness (MOEs) and Measures of Performance (MOPs) assigned. Finally, an Integrated Master Schedule (IMS) should arrange tasks to increase technical maturity, identify reducible and irreducible risks, and establish a risk-adjusted PMB to increase the probability of program success. Connecting these elements through the WBS, IMP and IMS
Integrated master plan methodology (v2)Glen Alleman
The document describes a methodology for developing an Integrated Master Plan (IMP). It outlines five conditions an IMP must meet, five steps in the development process, five common questions about IMP development, five common mistakes, and provides five templates/samples for key IMP sections. The methodology is intended to help program and project teams create effective IMPs that integrate execution plans and align with contractual requirements.
Capabilities‒Based Planning the capabilities needed to accomplish a mission or fulfill a business strategy
Only when capabilities are defined can we start with requirements elicitation
Starting with the development of a Rough Order of Magnitude (ROM) estimate of work and duration, creating the Product Roadmap and Release Plan, the Product and Sprint Backlogs, executing and statusing the Sprint, and informing the Earned Value Management Systems, using Physical Percent Complete of progress to plan.
Program Management Office Lean Software Development and Six SigmaGlen Alleman
Successfully combining a PMO, Agile, and Lean / 6 starts with understanding what benefit each paradigm brings to the table. Architecting a solution for the enterprise requires assembling a “Systems” with processes, people, and principles – all sharing the goal of business improvement.
This resource document describes the Program Governance Road map for product development, deployment, and sustainment of products and services in compliance with CMS guidance, ITIL IT management, CMMI best practices, and other guidance to assure high quality software is deployed for sustained operational success in mission critical domains.
Top 10 Free Accounting and Bookkeeping Apps for Small BusinessesYourLegal Accounting
Maintaining a proper record of your money is important for any business whether it is small or large. It helps you stay one step ahead in the financial race and be aware of your earnings and any tax obligations.
However, managing finances without an entire accounting staff can be challenging for small businesses.
Accounting apps can help with that! They resemble your private money manager.
They organize all of your transactions automatically as soon as you link them to your corporate bank account. Additionally, they are compatible with your phone, allowing you to monitor your finances from anywhere. Cool, right?
Thus, we’ll be looking at several fantastic accounting apps in this blog that will help you develop your business and save time.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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