Five immutable principles of project successGlen Alleman
All successful projects adhere to five immutable principles during their lifecycle. These principles are independent of any project or program domain or context in that domain. They are also independent of any project management or product development method as well, including Agile. They ask five questions that must have credible answers that establish the foundation for success. Without credible answers to these 5 questions, the project has little hope of success.
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).
Performance based planning in a nut shell (V5)Glen Alleman
Step by step activtiies to increase the probability of success for all projects, no matter the project domain. These principles and practices can be found in all successful projects.
Five immutable principles of project successGlen Alleman
All successful projects adhere to five immutable principles during their lifecycle. These principles are independent of any project or program domain or context in that domain. They are also independent of any project management or product development method as well, including Agile. They ask five questions that must have credible answers that establish the foundation for success. Without credible answers to these 5 questions, the project has little hope of success.
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).
Performance based planning in a nut shell (V5)Glen Alleman
Step by step activtiies to increase the probability of success for all projects, no matter the project domain. These principles and practices can be found in all successful projects.
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.
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.
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.
Managing Deploymemt of ERP Systems in the Publishing DomainGlen Alleman
Managing the outcome of an ERP deployment is difficult at best. There are many obstacles to success, the least of which is the basic understanding that accepting an ERP system into a business is a significant disruptive event. This document describes the processes and activities involved in deploying ERP. The contributions of a consulting firm can significantly add to the
probability of success. In the newspaper business domain, the successful deployment of an ERP system not only impacts the back office and financial operations, but also the editorial,
advertising and press operations. ERP is a mission critical function of any modern newspaper and must be treated as such.
Five Immutable Principles of Project SuccessGlen Alleman
Successfully managing projects, including Software Intensive System of Systems, starts with the Five Immutable Principles. These five principles of project success are stated as questions that need to be answered using units of measure meaningful to the decision makers
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.
Every tool, process, and practice has a dark side. Knowing these is a Critical Success Factor to the integration of EVM and Agile at the desired Maturity Level.
Both Earned Value Management and Agile have Dark Sides. Things that are not talked about in public.
But when they are Integrated, each provides a solution for the problems of the other.
Assess current and desired Maturity for Agile and EVM is the starting point for integrating these two processes.
Agile Program Management - Moving from Principles to PracticesGlen Alleman
Every segment of industry and government is under pressure to reduce cost, increase quality, and deliver value to owners, customers and constituents. The IT community is no exception. CIO’s, product managers and operational leaders are expected to provide solutions that address these improvement initiatives in the presence of a constant, rapid
and unpredictably changing environment. These initiatives result in a mandate to deliver the best value IT products and services, on time / on cost, that meet emerging business, regulatory, and technology requirements. The processes used to place IT systems into operation must meet or exceed the strategic objectives of the enterprise, while addressing this effort in the presence of every increasing uncertainty. Research shows that that most IT project problems are related to management, organizational and cultural issues, Not technical problems.
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
Why Projects Fail + Four Steps to SucceedKevin Wordon
Understand why digital and IT projects fail and discover four simple project management tips to succeed.
Topics covered:
- Agile Decision Making
- The OODA Loop
- Clear Direction & Common Goals
- Defining Requirements
- Forming Your Project Team
The 5 Immutable principles of project managementGlen Alleman
Software development methods are sometimes confused with Project Management principles. There are 5 irreducible principles used to manage projects, no matter the domain or context. We need to assure our development work is guided by these 5 Project Management principles.
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.
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.
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.
Managing Deploymemt of ERP Systems in the Publishing DomainGlen Alleman
Managing the outcome of an ERP deployment is difficult at best. There are many obstacles to success, the least of which is the basic understanding that accepting an ERP system into a business is a significant disruptive event. This document describes the processes and activities involved in deploying ERP. The contributions of a consulting firm can significantly add to the
probability of success. In the newspaper business domain, the successful deployment of an ERP system not only impacts the back office and financial operations, but also the editorial,
advertising and press operations. ERP is a mission critical function of any modern newspaper and must be treated as such.
Five Immutable Principles of Project SuccessGlen Alleman
Successfully managing projects, including Software Intensive System of Systems, starts with the Five Immutable Principles. These five principles of project success are stated as questions that need to be answered using units of measure meaningful to the decision makers
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.
Every tool, process, and practice has a dark side. Knowing these is a Critical Success Factor to the integration of EVM and Agile at the desired Maturity Level.
Both Earned Value Management and Agile have Dark Sides. Things that are not talked about in public.
But when they are Integrated, each provides a solution for the problems of the other.
Assess current and desired Maturity for Agile and EVM is the starting point for integrating these two processes.
Agile Program Management - Moving from Principles to PracticesGlen Alleman
Every segment of industry and government is under pressure to reduce cost, increase quality, and deliver value to owners, customers and constituents. The IT community is no exception. CIO’s, product managers and operational leaders are expected to provide solutions that address these improvement initiatives in the presence of a constant, rapid
and unpredictably changing environment. These initiatives result in a mandate to deliver the best value IT products and services, on time / on cost, that meet emerging business, regulatory, and technology requirements. The processes used to place IT systems into operation must meet or exceed the strategic objectives of the enterprise, while addressing this effort in the presence of every increasing uncertainty. Research shows that that most IT project problems are related to management, organizational and cultural issues, Not technical problems.
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
Why Projects Fail + Four Steps to SucceedKevin Wordon
Understand why digital and IT projects fail and discover four simple project management tips to succeed.
Topics covered:
- Agile Decision Making
- The OODA Loop
- Clear Direction & Common Goals
- Defining Requirements
- Forming Your Project Team
The 5 Immutable principles of project managementGlen Alleman
Software development methods are sometimes confused with Project Management principles. There are 5 irreducible principles used to manage projects, no matter the domain or context. We need to assure our development work is guided by these 5 Project Management principles.
Earned Value Management Meets Agile Development. Starting with Earned Value, the principles of Agile have a one-for-one connection between 11 EV criteria and 12 principles of Agile
Estimation is critical to IT demand management as today's senior IT executives deal with a familiar challenge - how to balance the size of the development team with the company's software wish list. Modern estimation techniques offer critical insight into this challenge. In this presentation, you will learn the ins and outs of estimation and how to effectively utilize estimation to ensure project success.
Expectations from IT Team
Project Methodology - Why it is as important as the Technology for your Product
Gaps in Recent Graduates
How to bridge these gaps?
Rethinking Risk-Based Project Management in the Emerging IT initiatives.pptxInflectra
The pressure to deliver faster to the market has never been more insistent and pervasive than today’s business environment. The Agile world of iterative and incremental delivery has enabled great advances in terms of delivery speed; however, the lack of an integrated risk framework is creating challenges in terms of matching speed with quality. On the one hand, the standards-setting organizations such as the Project Management Institute (PMI) have updated their book of knowledge (PMBOK v7) to move away from highly prescriptive processes to lean thinking. On the other hand, Agile standards themselves have started to emerge, recognizing the need for some prescriptive guidelines on coming up with release and iteration goals. Struggling in between this continuum are the innovative technology projects that wonder how “creativity can be timeboxed” to deliver value!
While the impact of leadership to form the team and the organizational culture to embrace continuous learning are unquestionable, it is important to realize that the areas of strategy, leadership, and culture are not substitutes for the lack of risk-based project thinking. When delivering IT applications that are contain inherent conceptual, technical, and compliance risks, a more systematic approach is needed. In this presentation, you will hear about the emerging space of IT initiatives that are impacted by such risks and the need to adopt risk-based frameworks in application lifecycle management. You will also see practical examples of how risk-based lifecycle management can be done in real-time.
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
This is a familiar topic to all in the project management business. We usually start our project management quest with capturing requirements, building a schedule to deliver them, executing that schedule, and making adjustments along the way when we’re not staying on schedule.
Risk Management is essential for the success of any significant project. Information about key project cost, performance, and schedule attributes is often unknown until the project is underway.
Cloudbyz PPM - Integrated Enterprise PPM, ALM and APM on force.com cloudPoornima N
Cloudbyz IT portfolio management solution is built on force.com cloud platform. Solution covers project portfolio Management(PPM), Application Life Cycle Management (ALM) and Application Portfolio Management(APM).
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.
2. Mike Cohn’s presentation at:
http://www.mountaingoatsoftware.com/system/presen
tation/file/123/Cohn-Agile-and-Deadly-Sins-of-Project-
Management.pdf
Mike raises some interesting questions about
applying “agile” to development projects.
His approach, however of replacing bad project
management with agile is not new, but it’s also
not correct.
Fix the broken process, before replacing it with
another.
2/27
4. Agile has very useful software development
practices.
But the notion that Agile is the answer to bad
project management is a common starting
point for some agilest.
The problems (the sins) mentioned in Mike’s
presentation are just “bad” project
management.
Don’t Do Stupid Things on Purpose
4/27
5. “Good” project management is always the
first (and many times best) antidote to “Bad”
project management.
Failure to apply “Good” project management
usually leads to “Bad” projects.
This choice is sometimes made intentionally
followed by complaints that the PM method
didn’t work.
Don’t Do Stupid Things on Purpose
5/27
6. No matter what project, what project method, what business domain, or what
context inside that business domain – there are 5 Immutable Principles of PM
6/27
7. As Project Managers and Developers, Do we …
Know Where Are We Going?
How Are We Going To Get There?
Have Enough Time, Resources, And Money To Get
There?
Know What Impediments Will We Encounter Along
The Way?
Know If We Are Making Progress?
If not, we’re doing “bad” Project Management.
7/27
8. 1. Where Are We Going?
Eliciting Requirements Is Domain Dependent
Implement the 8 stories for our new “Design and integrate 18 major weapon systems and platforms
warehouse inventory package tracking simultaneously within strict size and weight limitations, while
system using the existing web site synchronizing the development, demonstration, and production of as
platform as a starting point. many as 157 complementary systems with the Future Combat System
content and schedule.” (This is an actual requirement)
8/27
9. 2. How Do We Get There?
Some problems respond
to lightweight This approach works
approaches, like well when we don’t
Scrum, DSDM, Crystal, know what “done” looks
and XP as product like with enough clarity
development methods.
Others require more
complex approaches, like
a System of Systems
(SoS) spiral development
processes. So
In all cases a disciplined Does
approach increases the This!
probability of success – no
matter the complexity of
the problem or the
solution.
9/27
10. 3. Do We Have Enough Time, Money, And
Resources To Get To DONE?
A Common Problem A Simple Solution
Using the Integrated Master Plan and Integrated
master Schedule, construct a network of Work
We have undue optimism of our Packages describing the flow of work.
capacity for work Use documented procedures – no matter the
method – for estimating and planning using
historical data.
Understand and prioritize risks for each critical
We attempt to avoid risk and component empowers management and staff.
uncertainty
Use this knowledge to control your optimism.
Simple statistical models are more often correct
We rely too much on intuitive than the human judgment.
judgment
Have this number to back up your intuition.
The Rational Planning of (Software) Projects, Mark C. Paulk, Software Engineering Institute, Carnegie Mellon University, Pittsburgh, PA 15213–3890
10/27
11. 4. What Impediments Will We Encounter
Along The Way To DONE?
Risk Management
Is How Adults
Manage Projects
‒ Tim Lister
11/27
12. 5. How Do We Know If We Are Making
Progress As Planned?
The only measure of progress is the Physical Percent
A
Complete for the planned deliverables.
Physical Percent Complete means tangible evidence of the
B outcomes that were planned – measured at the time they
were planned to be delivered.
This is the basis for full Earned Value Management with
physical percent complete.
C
This is also a natural a fit with the agile approaches to
software development.
All successful methods measure the evidentiary outcomes in
D units meaningful to the stakeholders.
These units are usually “money” and “time.” 12/27
13. Sins Virtue
Lust Chastity
Gluttony Temperance
Greed Charity
Sloth Diligence
Anger Patience
Envy Kindness
Pride Humility
13/27
14. Sins Virtue
Gluttony Temperance
Lust Chastity
Sloth Diligence
Opaqueness Visibility
Pride Feedback
Wastefulness Conservation
Myopia Foresight
14/27
15. Mike’s Agile Counter Example Virtue of Deliverables Based Planning®
Fixing all dimensions – scope, Measures of Effectiveness (MoE) and Measures of
schedule, and quality. Performance (MoP) defined the parameters of
Technical Performance Measures (TPM).
Impossible schedules. Probabilistic cost and schedule margins (DID
81650 in the defense business).
Death marches. Pace the work into Work Package and Planning
Packages within “rolling waves.”
Always have a defined outcome within the period
of performance that has a “sensible” horizon.
Trying to do too much for the Resource management plans tied to measures of
resources available. Physical Percent Complete
Cutting quality to meet other Quality is a Technical Performance Measure.
goals. Make compliance with TPM’s visible to senior
management
15/27
16. Mike’s Agile Counter Example Virtue of Deliverables Based Planning®
Defined capabilities, traceable to requirements,
traceable to deliverables produced by Work
Intense or unrestrained craving Packages in the Integrated Master Schedule.
for features. Trace requirements to needed capabilities.
Answer every request with a mandatory trade-
space assessment. Why do we need this?
Trying to put too many features Monetizing each deliverable against the Budgeted
into a product during the time Cost for Work Scheduled (BCWS)
allowed.
Paired Comparison or Borda Ranking of features.
Treating all features as
Analysis of Alternative (AoA).
“critical.”
“Trade Space” analysis of each feature.
Understanding the “capacity for work.”
Overtime, reduced quality,
Managed resource plans based on this capacity
surprises.
and the feedback from measurable performance
16/27
17. Mike’s Agile Counter Example Virtue of Deliverables Based Planning®
Measures of Effectiveness and Performance
Failing to do high quality work
connected to Technical Performance Measures
at all times.
defined as part of the “narrative” of the work.
Technical Performance Measures for each major
deliverable.
Measure compliance with these.
Testing quality at the end. Adjust forecast of future performance based on
past performance.
Use only tangible evidentiary materials to measure
performance.
Use what ever method you need to confirm
Instability during
working product on a daily, weekly, or no more that
development.
every other week basis.
Big delays. Provide cost, schedule, and technical margins.
Unpredictable schedules. Execute according to plan.
17/27
18. Mike’s Agile Counter Example Virtue of Deliverables Based Planning®
Measures of physical percent complete based on
planned physical percent complete establish the
Obscuring progress, quality, or
“credibility” of progress.
other attributes of a project.
Measuring actuals against plan on fine grained
boundaries keeps every one honest
The true state of the project is comparison of
actuals with the plan for cost, schedule, and
Not knowing the true state of
technical performance
the project.
Cost, Schedule, and Technical performance
measures on fine grained boundaries.
Ask “How Long Are You Willing To Wait BeforeYou
Surprises Find Out You’re Late?
Measure at least at ½ that duration.
Start making decisions on actionable information
Poor decisions
from the performance measures.
18/27
19. Mike’s Agile Counter Example Virtue of Deliverables Based Planning®
No one knows everything - period. Stop trying.
Believing that we know This is why there are rolling waves, spirals, drops in
everything to build the large complex programs.
product. Realistic development is part of all “good” project
management.
This is a “business management” issue.
A lack of stakeholder and user
Why would you spend someone else's money and
involvement.
not have them involved in that process?
Feedback comes at least monthly on large
government programs.
Feedback is always measured in units meaningful
Failure to solicit feedback.
to the participants.
To do otherwise is not allowed in DoD, DOE, NHS –
why do IT projects continue to put up with this?
Learned orgs survive, others don’t – find better
Failure to learn.
projects to work on.
19/27
20. Mike’s Agile Counter Example Virtue of Deliverables Based Planning®
Failure to manage resources violates at least 4
Chapters and dozens of sections of PMBOK.
Misuse of critical resources
Why is this allowed – it’s “bad” project
management.
Management is a verb.
Losses of creativity, motivation,
Do good management.
and time
Stop doing stupid things on purpose.
The role of management is to lead.
Project malaise Start leading.
The Marines can figure this out, why can’t you?
Plan the work – work the plan.
Delays
Late starts = Late Finishes.
Be a manager, stop being stupid.
Doing it the same way (again)
Come on folks “nut up or shut up”.
20/27
21. Mike’s Agile Counter Example Virtue of Deliverables Based Planning®
Not seeing beyond your own Integrated Master Plan
work
Teams who don’t see the big Integrated Master Schedule
picture
Integrated Master Schedule, with “giver/receiver”
Individuals who work only
links, traceable vertical and horizontal paths to the
within their roles.
deliverables
Design to, Build to, Test to specification.
Use “Test as you Fly” paradigm. This means full
Unsuccessful products.
fidelity test environment.
100% evaluation of all deliverables.
There is a fundamental law of physics for projects –
Delays.
Late Starts = Late Finishes.
21/27
25. Developing software based products is not the same as managing the development of
software based products.
A good example of why is found in the CMMI DEV 1.2 table.
25/27
26. Why is Software Development not the
Same as Project Management?
Process Management Acronym Level 2 Level 3 Level 4 Level 5
Organization Process Focus OPF CMMI-DEV 1.2
Organization Process Definition OPD
Organization Training OT Separates
Organization Process Performance OPP
Organizational Innovation and Deployment OID
“Engineering”
Project Management Level 2 Level 3 Level 4 Level 5 from the
Project Planning PP
Project Monitoring and Control PMC management
Supplier Agreement Management SAM
Integrated Project Management IPM of Engineering
Risk Management RSKM
Quantitative Project Management QPM
for a simple
Engineering Level 2 Level 3 Level 4 Level 5 reason …
Requirements Management RM
Requirements Development RD
Technical Solution TS
Product Integration PI “Doing, is not
Verification VER
Validation VAL
the same as
Support
Configuration Management CM
Level 2
Level 3 Level 4 Level 5 management
Process and Product Quality Assurance PPQA of the Doing”
Measurement and Analysis MA
Decision Analysis and Resolution DAR
Causal Analysis and Resolution CAR 26/27
27. Process Management Acronym Level 2 Level 3 Level 4 Level 5
Organization Process Focus OPF Agile methods
Organization Process Definition OPD
Organization Training OT
include a few
Organization Process Performance OPP process areas
Organizational Innovation and Deployment OID
Project Management Level 2 Level 3 Level 4 Level 5
outside
Project Planning PP “Engineering.”
Project Monitoring and Control PMC
Supplier Agreement Management SAM
But there remains
Integrated Project Management IPM many other PA’s
Risk Management RSKM
Quantitative Project Management QPM
not included in
Engineering Level 2 Level 3 Level 4 Level 5 Agile, that are
Requirements Management RM
Requirements Development RD part of developing
Technical Solution TS software based
Product Integration PI
Verification VER products.
Validation VAL
Support Level 2 Level 3 Level 4 Level 5
Configuration Management CM
Process and Product Quality Assurance PPQA
Measurement and Analysis MA
Decision Analysis and Resolution DAR
Causal Analysis and Resolution CAR
27/27