The document discusses Performance-Based Project Management(sm) which integrates principles, practices, and processes to provide actionable information to decision makers and increase the probability of project success. It describes the five principles, five practices, and five processes of PBPM(sm) which focus on delivering capabilities and measurable outcomes. A key aspect of PBPM(sm) is the use of technical performance measures along with cost and schedule measures to evaluate progress and forecast performance.
37. Chapter 0
Integrating all the Parts into a Whole
37
SOW
Techncial
and
Opera9onal
Requirements
Customer
Key
Performance
Parameters
(JROC
KPP)
WBS
SOO
ConOps
CWBS
&
CWBS
Dic9onary
Program
Specific
Key
Performance
Parameters
(KPP)
Measures
of
Effec9veness
(MoE)
Integrated
Master
Plan
(IMP)
Measures
of
Performance
(MoP)
Integrated
Master
Schedule
(IMS)
Measures
of
Progress
Earned
Value
Management
System
Technical
Performance
Measures
(TPM)
Performance
Measurement
Baseline
Risk
Management
Objec9ve
Status
and
Essen9al
Views
to
support
the
proac9ve
management
processes
needed
to
keep
the
program
GREEN
39. Chapter 0
From Mission Capabilities to Done
39
Acquirer
Defines
the
Needs
and
Capabili9es
in
terms
of
Opera9onal
Scenarios
Supplier
Defines
Physical
Solu9ons
that
meet
the
needs
of
the
Stakeholders
KPP
Mission
Need
“Coming
to
Grips
with
Measures
of
Effec9veness,”
N.
Sproles,
Systems
Engineering,
Volume
3,
Number
1,
pp.
50–58
MoE
MoP
Opera&onal
measures
of
success
related
to
the
achievement
of
the
mission
or
opera&onal
objec&ve
being
evaluated.
Measures
that
characterize
physical
or
func&onal
a<ributes
rela&ng
to
the
system
opera&on.
TPM
Measures
used
to
assess
design
progress,
compliance
to
performance
requirements,
and
technical
risks.
42. Chapter 0
4+1Critical Success Processes
42
Capabilities,
Requirements &
Deliverables
Program
Architecture &
Dependencies
Work
Planning and
Sequencing
Performance
Measurement
Baseline
Programmatic
& Technical Risk
Management
§ Risk Registry
§ Risk Handling
Plans
§ Contingency And
Management
Reserve
§ Risk Integrated
With IMS
§ Risk Trending
§ Balanced
Scorecard
§ Aligned
Organization
Strategy
§ Integrated Master
Plan (IMP)
§ Gaps
§ Overlaps
§ Interfaces
§ Integrated Master
Schedule (IMS)
§ Cost And Schedule
Baseline
§ WBS, RAM,
Resource Loaded
IMS
§ Requirements
Traceability
§ Value Stream
Mapping
§ Work Packages
§ Planning Packages
§ Technical
Performance
Measures (TPM)
§ Earned Value
Management
§ Measures Of
§ Monte Carlo
Performance (MoP) Simulation
§ Measures Of
§ Design Structure
Effectiveness (MoE) Matrix (DSM)
43. Chapter 0
Program Support Services
43
Business
Process
Reengineering
Balanced
Scorecard
Organizational
Change
Management
DCMA
Compliance
DCAA
Compliance
§ Michael Hammer
trained
reengineering
processes
§ Program
governance
scorecard
§ Integrated Project
Team
development
§ Earned Value
Management
System
Deployment
§ Cost Accounting
Standard (CAS)
system
deployment
§ Project
Management
process
improvement
§ Program
performance
dashboards
§ Performance
management
training
§ EVM System
Description
development and
application
§ Integration of the
EV Engine with a
CAS compliant
accounting system
§ Value stream
mapping
§ Strategic
management
connected with
execution
§ Measurable
Process
improvement
§ EVMS Validation
preparation
§ DCAA and DCMA
compliance of
EVMS
44. 44
P-B PM Capabilities
Benefits to the Customer
Program, Planning, and Controls
Rapid creation of the risk adjusted Performance
Measurement Baseline.
Earned Value Management
ANSI‒748B compliant processes, tools, and training.
Programmatic and Technical Risk
Management
Credible integrated risk management process guided
by DoD, DOE, AACE, and PMI standards.
Management Process Improvement
Value focused organizational change management.
Program Performance Assessment
Unbiased External Independent Reviews (EIR).
Proposal support – Management Volume IMP/IMS, Basis of Estimate (BoE), and Risk sections.
Chapter 0
Tangible Benefits of
Performance-Based Project Management(sm)