Herding Cats

The CIO's Contribution to Project Failure

IT project failure starts with demanding the project maintain its budget and delivery times in the absence of a Plan to go along with the Schedule of the work. Failure starts with the lack of an adequate description of what... Read more →

Modeling the Future is the Basis of Project Success

There's a notion going around that ... “I don’t believe you can make a model of a possible future.” This ignores the principles of predictive analytics, and the direct management actions taken to produce outcomes from those analytical models found... Read more →

Quote of the Day

No sensible decision can be made without taking into account not only the world as it is, but the world as it might be — Isaac Asimov To make sensible decisions, in the presence of uncertainty - reducible and irreducible... Read more →

Physical Percent Complete: Knowing When You Are Done

The goal of every program manager is to have a set of practices that connect all the programmatic planning, risk, and performance information in a single unified view needed to support the decisions that increase the probability of success of... Read more →

Integrated Master Plan - Revisited

Designing, building, testing, and deploying complex systems is fraught with risk. And as always risk comes from uncertainty. And uncertainty comes in two forms - reducible (Epistemic) and irreducible (Aleatory). Much has been written about the sources of risk and... Read more →

Building the "Perfect" Schedule

I'm working on a presentation and discussion for the Joint Space Cost Council that is happening in September. Our topic is about the integration of multiple IPT (Integrated Product Teams) and how to coordinate all the work into an Integrated... Read more →

From Mission Capabilities to Done

No matter the project domain or the technical development method, project success is dependent on knowing what Done looks like in units of measure meaningful to the decision maker. These measures are: Measures of Effectiveness (MOE) – are the operational... Read more →

An Incremental Paradigm

We were speaking at Homeland Security yesterday on Agile development in the Federal Government and there was a senior director who brought up a paradigm that resonated with me. The infrastructure for enterprise IT has a critical impact on the... Read more →

Principles of Project Success

Projects produce products, services, solutions. Projects deliver capabilities that fulfill Missions and Vision, Projects are a vehicle to accomplish and outcome. Projects collect nonrecurring costs in exchange for that produced value. Every project should have a goal, an objective, and... Read more →

Five Immutable Principles of Project Success

No matter the size of the project. No matter the project domain. No matter the engineering processes used to produce the outcomes from the project. There are Five Immutable Principles of project success. These principles are Immutable because they are... Read more →

Performance-Based Project Management®

Performance–Based Project Management® integrates five critical program management process areas with – Cost, Schedule, and Technical Performance Measures. The inclusion of Technical Performance Measures (TPM) separates this approach from conventional methods based solely on managing cost and schedule. In conventional... Read more →

How to Talk About Estimates

What is an estimate? An estimate as a noun is an approximate calculation or judgment of the value, number, quantity, or extent of something. An estimate as a verb is to roughly calculate or judge the value, number, quantity, or... Read more →

Planning before Scheduling

Planning is an unnatural process, it’s much more fun to get on with it. The real benefit of not planning is that failure comes as a complete surprise and is not preceded by months of worry. ‒ Sir John Harvey... Read more →

Connecting Five Principles, Processes, and Practices of Project Success

To increase the probability of project success, many things have to happen at the same time. Here's are Five principles and practices that can increase that probability of success Principles and Practices of Performance-Based Project Management® from Glen Alleman Related... Read more →

Agile for Large Scale Government Programs

It would seem counter intuitive to apply Agile (Scrum) to large Software Intensive System of Systems. But it's not. Here's how we do it with success. Agile in the government from Glen Alleman Related articles The Microeconomics of a Project... Read more →

Determining Schedule Margin with Monte Carlo Simulation

Constructing a credible Integrated Master Schedule (IMS) requires sufficient schedule margin be placed at specific locations to protect key deliverables. One approach to determining this margin is the use of a Monte Carlo simulation tool. This probabilistic margin analysis starts... Read more →

The Customer Bought a Capability

Customers buy capabilities to accomplish a business goal or successfully complete a mission. Deliverables are the foundation of the ability to provide this capability. Here's how to manage a project focused on Deliverables. Deliverables Based Planning from Glen Alleman These... Read more →

Build a Risk Adjusted Project Plan in 6 Steps

When we hear about project planning and scheduling, we think about tasks being planned, organized in the proper order, durations assigned to the work, resources committed to perform the work. This is all well and good, but without a risk... Read more →

Here, There Be Dragons

Jorion (2007) wrote that “Western Europe conquered the world because of a technological revolution that started from the attempts to measure the world.” In the same way, attempts to measure risk - (and its related project performance impacts) - more... Read more →

Building the Perfect Schedule

Plans are critical, a schedule to implement that plan comes next. With the Plan, the sequence of the work is needed to assure the value to the customer is delivered in the proper order. That order is an order because... Read more →