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Without metrics, you're just another guy with an opinion - Stephan Leeschka, Hewlett Packard
Managing risk with deliverables planning
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Glen Alleman
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.
A Gentle Introduction to the IMP/IMS
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How to make create financial planning process design 6 powerpoint presentatio...
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SlideTeam.net
methods of financial forecosting
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Financial planning process 3 powerpoint presentation templates.
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SlideTeam.net
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Without metrics, you're just another guy with an opinion - Stephan Leeschka, Hewlett Packard
Managing risk with deliverables planning
Managing risk with deliverables planning
Glen Alleman
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.
A Gentle Introduction to the IMP/IMS
A Gentle Introduction to the IMP/IMS
Glen 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
Increasing the Probability of Project Success
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Glen Alleman
Providing actionable information to the Decision Maker using Earned Value Management integrated with Agile Software Development performed in Rally
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Process Flow and Narrative for Agile+PPM
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With the Principles of Risk Management in place, we now need Practices and Processes
Practices of risk management
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Glen Alleman
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
Principles of Risk Management
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Glen Alleman
The planning to produce the needed deliverables, on or before the need date, and at or below the planned cost starts with this framework
Deliverables Based Planning, PMBOK® and 5 Immutable Principles of Project Suc...
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Glen Alleman
From Principles to Strategies How to apply Principles, Practices, and Processes of Systems Engineering to solve complex technical, operational, and organizational problems
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The Integrated Master Schedule contains the networked, detailed tasks necessary to ensure successful program execution.
NAVAIR Integrated Master Schedule Guide guide
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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
Building a Credible Performance Measurement Baseline
Building a Credible Performance Measurement Baseline
Glen Alleman
This report described the methodology for the developing an Integrated Master Plan (IMP)
Integrated master plan methodology (v2)
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Building the Integrated Master Plan (IMP) and Integrated Master Schedule (IMS) from Proposal to Successful Execution
IMP / IMS Step by Step
IMP / IMS Step by Step
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Determining the size of system functionality and measuring the performance of project teams is the basis of successful projects
DHS - Using functions points to estimate agile development programs (v2)
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Applying Heliotropic Abundance for creating Program and Project Management Processes to Increase the Probability of Success
Making the impossible possible
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The key to project success is connecting Leadership Behaviours with Project Management Principles, Processes, and Practices
Heliotropic Abundance
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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
Capabilities based planning
Capabilities based planning
Glen Alleman
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.
Process Flow and Narrative for Agile
Process Flow and Narrative for Agile
Glen Alleman
The Performance Measurement Baseline (PMB) is a time–phased plan for accomplishing work, against which contract performance is measured.
Building the Performance Measurement Baseline
Building the Performance Measurement Baseline
Glen 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.
Program Management Office Lean Software Development and Six Sigma
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Glen Alleman
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.
Policy and Procedure Rollout
Policy and Procedure Rollout
Glen Alleman
Building the IMP as the basis for the Integrated Master Schedule
Integrated Master Plan Development
Integrated Master Plan Development
Glen Alleman
Traditional project management methods are based on scientific principles considered “normal science,” but lack a theoretical basis for this approach.
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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
Increasing the Probability of Project Success
Increasing the Probability of Project Success
Glen Alleman
Providing actionable information to the Decision Maker using Earned Value Management integrated with Agile Software Development performed in Rally
Process Flow and Narrative for Agile+PPM
Process Flow and Narrative for Agile+PPM
Glen Alleman
With the Principles of Risk Management in place, we now need Practices and Processes
Practices of risk management
Practices of risk management
Glen Alleman
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
Principles of Risk Management
Principles of Risk Management
Glen Alleman
The planning to produce the needed deliverables, on or before the need date, and at or below the planned cost starts with this framework
Deliverables Based Planning, PMBOK® and 5 Immutable Principles of Project Suc...
Deliverables Based Planning, PMBOK® and 5 Immutable Principles of Project Suc...
Glen Alleman
From Principles to Strategies How to apply Principles, Practices, and Processes of Systems Engineering to solve complex technical, operational, and organizational problems
From Principles to Strategies for Systems Engineering
From Principles to Strategies for Systems Engineering
Glen Alleman
The Integrated Master Schedule contains the networked, detailed tasks necessary to ensure successful program execution.
NAVAIR Integrated Master Schedule Guide guide
NAVAIR Integrated Master Schedule Guide guide
Glen 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
Building a Credible Performance Measurement Baseline
Building a Credible Performance Measurement Baseline
Glen Alleman
This report described the methodology for the developing an Integrated Master Plan (IMP)
Integrated master plan methodology (v2)
Integrated master plan methodology (v2)
Glen Alleman
Building the Integrated Master Plan (IMP) and Integrated Master Schedule (IMS) from Proposal to Successful Execution
IMP / IMS Step by Step
IMP / IMS Step by Step
Glen Alleman
Determining the size of system functionality and measuring the performance of project teams is the basis of successful projects
DHS - Using functions points to estimate agile development programs (v2)
DHS - Using functions points to estimate agile development programs (v2)
Glen Alleman
Applying Heliotropic Abundance for creating Program and Project Management Processes to Increase the Probability of Success
Making the impossible possible
Making the impossible possible
Glen Alleman
The key to project success is connecting Leadership Behaviours with Project Management Principles, Processes, and Practices
Heliotropic Abundance
Heliotropic Abundance
Glen Alleman
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
Capabilities based planning
Capabilities based planning
Glen Alleman
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.
Process Flow and Narrative for Agile
Process Flow and Narrative for Agile
Glen Alleman
The Performance Measurement Baseline (PMB) is a time–phased plan for accomplishing work, against which contract performance is measured.
Building the Performance Measurement Baseline
Building the Performance Measurement Baseline
Glen 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.
Program Management Office Lean Software Development and Six Sigma
Program Management Office Lean Software Development and Six Sigma
Glen Alleman
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.
Policy and Procedure Rollout
Policy and Procedure Rollout
Glen Alleman
Building the IMP as the basis for the Integrated Master Schedule
Integrated Master Plan Development
Integrated Master Plan Development
Glen Alleman
Traditional project management methods are based on scientific principles considered “normal science,” but lack a theoretical basis for this approach.
Project Management Theory
Project Management Theory
Glen Alleman
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Increasing the Probability of Project Success
Increasing the Probability of Project Success
Process Flow and Narrative for Agile+PPM
Process Flow and Narrative for Agile+PPM
Practices of risk management
Practices of risk management
Principles of Risk Management
Principles of Risk Management
Deliverables Based Planning, PMBOK® and 5 Immutable Principles of Project Suc...
Deliverables Based Planning, PMBOK® and 5 Immutable Principles of Project Suc...
From Principles to Strategies for Systems Engineering
From Principles to Strategies for Systems Engineering
NAVAIR Integrated Master Schedule Guide guide
NAVAIR Integrated Master Schedule Guide guide
Building a Credible Performance Measurement Baseline
Building a Credible Performance Measurement Baseline
Integrated master plan methodology (v2)
Integrated master plan methodology (v2)
IMP / IMS Step by Step
IMP / IMS Step by Step
DHS - Using functions points to estimate agile development programs (v2)
DHS - Using functions points to estimate agile development programs (v2)
Making the impossible possible
Making the impossible possible
Heliotropic Abundance
Heliotropic Abundance
Capabilities based planning
Capabilities based planning
Process Flow and Narrative for Agile
Process Flow and Narrative for Agile
Building the Performance Measurement Baseline
Building the Performance Measurement Baseline
Program Management Office Lean Software Development and Six Sigma
Program Management Office Lean Software Development and Six Sigma
Policy and Procedure Rollout
Policy and Procedure Rollout
Integrated Master Plan Development
Integrated Master Plan Development
Project Management Theory
Project Management Theory
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