The document is a presentation about establishing a performance measurement baseline and immutable principles of project management. It discusses defining what "done" looks like, having a plan to get there, understanding resource needs, identifying impediments, and measuring progress. Five immutable principles are outlined: defining the destination, having a plan, understanding resources, impediments, and measuring progress to plan. The presentation emphasizes the importance of evidence-based assessment and defining success criteria in a measurable way.
A Framework For Successful Mro Software MergeimplementationEnvelopeAPM Inc.
WHITE PAPER: A DISCUSSION ON PROJECT MANAGEMENT
Implementing of any new software package will always throw up challenges. However,
most situations can be dealt with in the normal course of the project as long as there is
a sound project management plan in place which will also ensure that the project has
clear objectives against which progress can be measured.
Wes Parfitt, CEO and Founder, EnvelopeAPM Inc.
A discussion on Project Management
Wes Parfitt, CEO and Founder of EnvelopeAPM Inc, outlines a framework for successful MRO software implementation.
EnvelopeAPM Inc, www.envelopeAPM.com,Wes Parfitt, Wesley Parfitt
"Electronics Industry CEOs Executive SummaryIBMElectronics
How are leaders responding to a competitive and economic environment? IBM interviewed 1,541 CEOs, general managers and senior public sector leaders, including 105 Electronics Industry respondents.
A Framework For Successful Mro Software MergeimplementationEnvelopeAPM Inc.
WHITE PAPER: A DISCUSSION ON PROJECT MANAGEMENT
Implementing of any new software package will always throw up challenges. However,
most situations can be dealt with in the normal course of the project as long as there is
a sound project management plan in place which will also ensure that the project has
clear objectives against which progress can be measured.
Wes Parfitt, CEO and Founder, EnvelopeAPM Inc.
A discussion on Project Management
Wes Parfitt, CEO and Founder of EnvelopeAPM Inc, outlines a framework for successful MRO software implementation.
EnvelopeAPM Inc, www.envelopeAPM.com,Wes Parfitt, Wesley Parfitt
"Electronics Industry CEOs Executive SummaryIBMElectronics
How are leaders responding to a competitive and economic environment? IBM interviewed 1,541 CEOs, general managers and senior public sector leaders, including 105 Electronics Industry respondents.
Telecommunications Industry CEO's Discuss Capitalizing on ComplexityIBMTelecom
How will telecommunications organizations respond to rising complexity. Creative leadership is key. IBM interviews with more than 1,500 CEOs revealed that the most successful are creatively discovering ways to capitalize on complexity.
TOP-Change for the fifth technology revolutionLeon Dohmen
Theories and concepts concerning the best approach for organisational changes are in abundance. However, changes in organisations are still difficult and lead frequently to insufficient results. The reason for this is that almost all of the existing theories and conceptions concerning management of change have a very limited view.
Realisor helps create the information and business conversations to deliver greater results. It is business software and a flexible and engaging process. See www.realisor.com for more info.
Use for benefits realisation/ management, business cases, assurance, governance and programs and portfolios.
WHY USE?
People are more engaged and effective plans are created with greater efficiency. Delivery has greater transparency and this enables people to make clearer and faster governance decisions.
This allows costs and risks to be reduced and greater benefits delivered. Reputation can be protected and customer, employee and stakeholder satisfaction can then be increased.
When we hear that a proposed process, tool, method or any ideas is all about "risk management," check to see if it covers these areas. If not, the suggestion is not really about risk management.
Telecommunications Industry CEO's Discuss Capitalizing on ComplexityIBMTelecom
How will telecommunications organizations respond to rising complexity. Creative leadership is key. IBM interviews with more than 1,500 CEOs revealed that the most successful are creatively discovering ways to capitalize on complexity.
TOP-Change for the fifth technology revolutionLeon Dohmen
Theories and concepts concerning the best approach for organisational changes are in abundance. However, changes in organisations are still difficult and lead frequently to insufficient results. The reason for this is that almost all of the existing theories and conceptions concerning management of change have a very limited view.
Realisor helps create the information and business conversations to deliver greater results. It is business software and a flexible and engaging process. See www.realisor.com for more info.
Use for benefits realisation/ management, business cases, assurance, governance and programs and portfolios.
WHY USE?
People are more engaged and effective plans are created with greater efficiency. Delivery has greater transparency and this enables people to make clearer and faster governance decisions.
This allows costs and risks to be reduced and greater benefits delivered. Reputation can be protected and customer, employee and stakeholder satisfaction can then be increased.
When we hear that a proposed process, tool, method or any ideas is all about "risk management," check to see if it covers these areas. If not, the suggestion is not really about risk management.
The Impedance Mismatch in Integrated Engineering Design Systems is an issue in the Integration of commercial off the shelf (COTS) components.
This issue is a member of the Impedance Mismatch
problems found when commercial off the shelf
components are assembled into systems.
This mismatch occurs when event, control sequence,
or data semantics of two or more participating application
domains are mismatched.
During the system integration process the impedance
mismatch must be addressed through some means,
either through an integration layer which hides the
mismatch or through an integrating service, such as
CORBA, which facilitates the impedance adaptation
between the applications.
Slides as given for the Feb. 12, 2014 talk at Bay Area Software Testers.
(btw, I failed to give credit for the "Stand Back!" t-shirt image, it was from the XKCD T-shirt here: http://store-xkcd-com.myshopify.com/products/try-science)
Also forgot reference to the paper on Fibonacci numbers in planning poker affecting estimates: http://simula.no/publications/Simula.simula.1282/simula_pdf_file
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.
Avoid software project horror stories - check the reality value of the estima...Harold van Heeringen
Many large software projects turn into software horror stories, resulting in newspaper headlines and even political issues. Often, the project costs and schedule were estimated unrealistically optimistic, using immature estimation techniques. A relatively simple way to avoid many problems is to perform a reality check on the estimate. This presentation was given on the conference of the International Cost Estimating and Analysis Association (ICEAA2014), June 2014 (Denver, USA)
We have lots data. Let’s use it create more credible estimates to help tame the growth beast. In spite the estimating community’s efforts to provide credible estimates, government programs still seem to deliver less than promised, cost more than planned, and take longer than needed. When estimates are consistently biased low:
- Decisions of choice are distorted
- Cost growth causes more growth as programs are stretched out to fund portfolios with fixed budgets
- Taxpayers become more cynical and negative about government
- The estimating community’s credibility is seriously questioned
Una pequeña reflexión sobre diferentes maneras de evitar que los perros manchen la calle con sus necesidades. Nos encontramos desde avisos procedentes de las autoridades, tanto apelando a la ley como premiando actitudes positivas, hasta carteles hechos por particulares.
The use of an architecture–centered development process for delivering information technology began with the introduction of client / server based systems. Early client/server and legacy mainframe applications did not provide the architectural flexibility needed to meet the changing business requirements of the modern manufacturing organization. With the introduction of Object Oriented systems, the need for an architecture–centered process became a critical success factor. Object reuse, layered system components, data abstraction,
web based user interfaces, CORBA, and rapid development and deployment processes all provide economic
incentives for object technologies. However, adopting the latest object oriented technology, without an adequate understanding of how this technology fits a specific architecture, risks the creation of an instant legacy
system.
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.
Gartner Research Director Thomas Murphy notes that software quality is often a poor misnomer for the current practice of risk management applied by most companies. Many organizations use risk management to mitigate delivery risk, typically at the expense of application quality. Learn about the importance of focusing on application structural quality to reduce business disruption risk in this Gartner-CAST paper.
Catalyze Webcast - Carey Schwaber From Forrester Research - 10 Tips For Drivi...Tom Humbarger
These are the slides from Carey Schwaber's webcast for the Catalyze Community on June 12, 2008.
"It’s no secret that in the battle to bring effective business software to market on time and on budget, business analysts are on the front lines. What can business analysts do to improve requirements definition practices and make a difference in project outcomes? Join us as Forrester Senior Analyst, Carey Schwaber, shares a set of 10 practical tips that you can immediately put into action in your organization."
The Business of IT - My Kingdom for an ArchitecturePaul Wohlleben
The above article was published in the June 2004 edition of FEDTECH Magazine. It addresses my observations on the enterprise architecture component of the Bush administration's IT management agenda. The article is one in the series I write entitled "The Business of IT."
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.
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.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
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/
1. Copyright ® 2010, Lewis & Fowler, All Rights Reserved
Thank you for inviting me to your
Chapter meeting tonight. I'm speaking
tomorrow at the Symposium on two
topics – Establishing the Performance
Measurement Baseline and the
Immutable Principles of Project
Management.
Both of these topics are critical to
increasing the probability of success for
your project.
Both these topics are founded on a set
of principles that have emerged over the
past decade in the aerospace and
defense business and are now moving
into commercial project management
processes.
PMI Fort Worth, Chapter Meeting, 15 July, 2010 1/18
2. Copyright ® 2010, Lewis & Fowler, All Rights Reserved
There are four outcomes for this talk.
1. I’m going to suggest there are gaps
in the understanding of the elements
of a project management process.
Not that our current PMBOK® based
processes are in error, but the units
of measure of progress, DONE,
effectiveness and performance are
missing.
1. That connecting the dots between
cost, schedule, and Technical
Performance Measures are needed
to improve the probability of
success.
2. Making these connections lives in
the discipline of Systems
Engineering.
3. Once these connections have been
made, we need to realize that all the
programmatic elements are random
variables, and we need to act
accordingly.
PMI Fort Worth, Chapter Meeting, 15 July, 2010 2/18
3. Copyright ® 2010, Lewis & Fowler, All Rights Reserved
We’re all project managers or have
some relation to project management.
What’s the core problems we’ve seen in
the past and will likely see in the future
around project management.
Here’s a popular list I’ve encountered
over the years.
You’re list many have some of these or
even better ones.
No matter what the list is, any project
management framework must address
them head on if you’re going to have a
chance to end successfully.
I’m going to show you five principles of
project management that have served us
well over the years.
I’m going to suggest these principles are
immutable. That is they are the same for
every project management domain and
context in that domain.
From mega projects in construction and
defense to small agile software
development projects with the customer
in the same room.
Immutable = not subject or susceptible
to change or variation in form or quality
or nature.
PMI Fort Worth, Chapter Meeting, 15 July, 2010 3/18
4. Copyright ® 2010, Lewis & Fowler, All Rights Reserved
So how can we put these principles in
practice?
The anchor to the practices that are
guided by the principles is to focus on
the Deliverables.
All other elements of the project are
secondary or possibly unimportant to
the deliverables.
This paradigm may appear different than
the process groups and knowledge areas
of PMBOK®.
These PMBOK® elements are certainly in
support of this deliverables view, but it
may not be explicitly stated in a way we
can “connect the dots.”
When we leave tonight I’m going to
suggest you’ll have a different paradigm
when you look at PMBOK®
One focused on “what does DONE look
like.”
How to measure DONE in units
meaningful to the buyer.
PMI Fort Worth, Chapter Meeting, 15 July, 2010 4/18
5. Copyright ® 2010, Lewis & Fowler, All Rights Reserved
With this notion in mind, we can define
what DONE looks like.
It is defined when we answer these five
(5) questions.
These questions are core to every
project. They the are source of processes
that define the immutable principles.
They must be answered for success.
When they are not asked or not
answered the probability of success is
lowered, many times lowered to the
point that the project goes off track and
possibly fails.
We’ll see in the coming slides how these
questions and their answers can be your
means to increasing the probability of
success.
PMI Fort Worth, Chapter Meeting, 15 July, 2010 5/18
6. Copyright ® 2010, Lewis & Fowler, All Rights Reserved
The five irreducible principles of project
management that answer the previous
questions are:
1. Know where you are going by
defining “done” at some point in the
future. This point may be far in the
future – months or years from now.
Or closer in the future, days or weeks
from now.
2. Have some kind of plan to get to
where you are going. This plan can be
simple or it can be complex. The
fidelity of the plan depends on the
tolerance for risk by the users of the
plan.
3. Understand the resources needed to
execute the plan. How much time
and money is needed to reach the
destination. This can be fixed or it can
be variable.
4. Identify the impediments to progress
along the way to the destination.
Have some means of removing,
avoiding, or ignoring these
impediments.
5. Have some way to measure your
planned progress, not just your
progress. Progress to Plan must be
measured in units of physical percent
complete.
PMI Fort Worth, Chapter Meeting, 15 July, 2010 6/18
7. Copyright ® 2010, Lewis & Fowler, All Rights Reserved
The question “where are we going” must
be answered in ways meaningful to the
buyer.
The answer can be in the form of a
needed capability.
This answers the question, “What
capabilities to we need to posses to call
the project DONE?”
Or what are the requirements that need
to be fulfilled to call the project DONE?
The answer to this question is a PLAN.
The PLAN says where we are going. It
does not say how we’re going to get
there, just where.
One critical missing element for many
troubled projects is the answer to the
question WHY. WHY are we doing this
project?
The PLAN comes after we answer the
question WHY. This answer comes from
the business strategy or mission strategy
of the project and is outside the context
of the five (5) immutable processes.
PMI Fort Worth, Chapter Meeting, 15 July, 2010 7/18
8. Copyright ® 2010, Lewis & Fowler, All Rights Reserved
HOW to get there is described in the
Schedule.
Let’s walk through an example.
Let’s pretend we want to go on a hike. A
nice hike to the saddle just to the right
of the peak above this lake. That saddle
is Pawnee Pass. I
t’s just west of Boulder Colorado, and a
bit south of Rocky Mountain National
Park.
We’d like to go to Pawnee Pass in a
single day – there and back. Not get too
wet if it rains. Not be too hungry. And
have a good time along the way with our
hiking group.
The PLAN is to summit in a day and
return safely. The SCHEDULE is the steps
needed to actually reach the summit and
return.
This SCHEDULE includes all the work
effort needed to summit, the order in
which we’d perform these work
element, the dependencies between the
elements, any resources we’ll need for
success, and both schedule and cost
margins.
PMI Fort Worth, Chapter Meeting, 15 July, 2010 8/18
9. Copyright ® 2010, Lewis & Fowler, All Rights Reserved
With the destination in mind and
schedule of all the activities needed to
reach our destination, do we know if we
have everything we need to get there?
This answer includes all the resources,
technology, processes, and other items
that will enable success.
These dependencies must be identified
in the Master Schedule.
For example in NASA programs –
Government Furnished Equipment is
common.
Same for external dependencies in
Enterprise IT projects.
These dependencies have their own
schedules and the credibility of those
schedules must be assessed in the same
way we are going to do in the next steps.
This “all in” System of Systems approach
is needed to collect “all” the elements of
the project PLAN and SCHEDULE.
PMI Fort Worth, Chapter Meeting, 15 July, 2010 9/18
10. Copyright ® 2010, Lewis & Fowler, All Rights Reserved
There are always impediments to
progress.
It’s just part of a project. It’s actually
part of everything we do as project
managers.
But do we know them? Can we name
them and what their impact might be on
the project?
Do we have some way of “handling”
these impediments – the risks to the
project.
There are of course the named ways:
1.Risk avoidance eliminates the sources
of high risk and replaces them with a
lower-risk solution.
2.Risk transfer is the reallocation of risk
from one part of the system to
another.
3.Risk control manages the risk in a
manner that reduces the probability /
likelihood of its occurrence and / or
minimizes the risk's effect on the
program.
4.Risk assumption is the
acknowledgment of the existence of a
particular risk situation and a
conscious decision to accept the
associated level of risk without
engaging in any special efforts to
control it.
PMI Fort Worth, Chapter Meeting, 15 July, 2010 10/18
11. Copyright ® 2010, Lewis & Fowler, All Rights Reserved
Here’s where many projects start their
path toward the ditch.
Progress can only measured in the
assessment of Physical Percent
Complete. The percent of the Planned
progress.
How far along should we be at this
point in the project?
Where are we actually along the path
to complete?
What was our planned progress at this
point in the project?
The unit of measure for Physical Percent
Complete starts with tangible
evidentiary Materials brought to the
table and shown to project participants.
The passage of time and consumption of
resource is never a measure of progress
to plan.
This last approach is common in projects
that have gone off the rails.
When we are planning and scheduling
the project we need to define upfront
what these measures of percent
complete are. Predefining them.
Agreeing we measure progress with
them.
There can be no retroactive assessment
of progress to plan. Once defined the
measures of physical percent complete
are placed “on baseline,” and represent
the only assessment of progress.
PMI Fort Worth, Chapter Meeting, 15 July, 2010 11/18
12. Copyright ® 2010, Lewis & Fowler, All Rights Reserved
If we look back to the beginning of
tonight's talk to the 4+1 major activities
of Deliverables Based Planning® and
connect them with the five (5)
immutable principles of managing any
project, we have to look for the evidence
that we’re following the processes using
the principles.
You may have other evidence.
No matter what you have, there has to
be artifacts showing that you’ve done
the work to answer the 4+1 questions
and satisfied the five (5) immutable
principles.
One critical concept in any successful
project management method is
“evidence based” assessment of
progress.
Personal opinion, verbal discussion,
management statements are not
acceptable.
Only tangible evidence of progress to
plan is acceptable.
PMI Fort Worth, Chapter Meeting, 15 July, 2010 12/18
13. Copyright ® 2010, Lewis & Fowler, All Rights Reserved
Each of these pieces of evidence must
provide some level of credibility.
One method of measuring this credibility
and its tangible value is through a
systems engineering paradigm.
This by the way is one of the difficulties
agile processes run into.
They mention “value” but don’t have
units of measure for that value.
Independent of that, here’s how we do it
in the systems engineering world.
MoE’s are defined by the customer.
They are the measures of the capabilities
needed to fulfill some mission.
MoP’s are defined by the supplier.
They describe the behaviors needed to
fulfill the mission.
The KPP’s are the numbers we’ll assign
to the MoP’s.
The Technical Performance Measures
(TPM) are the collection of these
individual elements.
PMI Fort Worth, Chapter Meeting, 15 July, 2010 13/18
14. Copyright ® 2010, Lewis & Fowler, All Rights Reserved
All this effort, definitions, processes ,and
information has only one goal.
The goal is to describe in a tangibly
measureable way what DONE looks like.
This is the only reason for all these
processes.
This is the role of the Project Manager
and the Project Controls staff.
To define what DONE looks like, manage
all the resources toward that
description, handle all the risks and
impediments to progress.
All of this starts – and ends – with what
the customer needs in terms of
“capabilities.”
PMI Fort Worth, Chapter Meeting, 15 July, 2010 14/18
15. Copyright ® 2010, Lewis & Fowler, All Rights Reserved
If we fail to provide credible answers to
the five (5) immutable project
management processes, then we’re
headed in the wrong direction.
We will not be able to measure our
progress to plan.
We will have not defined what
business or mission capabilities are
needed for success.
We won’t know what the
requirements are to fulfill these
needed capabilities.
We'll have failed to identify and
handle the impediments to our
progress to plan.
Our only source of success will be HOPE.
Hope that we’ll discover these as we go.
Hope, that the potential impediments to
progress won’t come true.
Hope that our customer can articulate
what DONE looks like for us along the
way.
When Hope is are strategy, we’ve
started on the road to failure.
PMI Fort Worth, Chapter Meeting, 15 July, 2010 15/18
16. Copyright ® 2010, Lewis & Fowler, All Rights Reserved
In closing here’s the next level down for
Deliverables Based Planning®.
Each of the four (4) processes shown
here – plus the continuous risk
management has major sub-processes,
which also have sub-sub-processes .
There are 74 processes in all.
I have handouts that cover all these
processes, you’re welcome to.
PMI Fort Worth, Chapter Meeting, 15 July, 2010 16/18
17. Copyright ® 2010, Lewis & Fowler, All Rights Reserved
So with that brief overview of
Deliverables Based Planning® and its
application to projects in general, are
there any questions I can answer in the
short time we have left?
My colleague and I will be here for more
questions and answers.
Tomorrow the Symposium Work Shops
will delve into these topics in greater
detail, I look forward to seeing you
there.
PMI Fort Worth, Chapter Meeting, 15 July, 2010 17/18
18. Copyright ® 2010, Lewis & Fowler, All Rights Reserved
Here’s my contact information if you’re
unable to attend tomorrow’s work shop
or would like more information about
these processes.
PMI Fort Worth, Chapter Meeting, 15 July, 2010 18/18