The document discusses principles and practices of performance-based project management. It introduces five principles of project success related to defining objectives, planning the work, ensuring adequate resources, anticipating impediments, and measuring progress. It then presents five practices for identifying capabilities needed, establishing requirements, setting a performance measurement baseline, executing the baseline, and performing continuous risk management. The document provides details on processes within each practice area and emphasizes the importance of defining measurable outcomes and progress.

1. V5.0
Performance-Based Project Management®
In A Nutshell
Principles, Practices, and Processes that
Increase Your Probability of Project Success
Performance Based Management(sm), Copyright ® Glen B. Alleman, 2012

2. Why Performance-Based Project Management®?
 All successful projects
must deliver capabilities:
 Not the work efforts,
 Not the cost expenditures,
 Not the documentation,
test results, or the
processes.
Performance-Based Project Management®
Principles, Practices, and Processes for
Increasing the Probability of Project
Success†
† Program Success Probability, John Higbee, Defense Acquisition
University, 9 May 2005
Performance Based Management(sm), Copyright ® Glen B. Alleman, 2012
 All successful projects
must deliver tangible
beneficial outcomes,
measured in units
meaningful to the
decision makers.
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3. 5 Principles of Project Success . . .
1. What Does DONE Look
Like?
2. What is the path to
DONE?
3. Do We Have Enough
Time, Resources, And
Money To Get To DONE?
4. What Impediments Will
We Encounter Along The
Way To DONE?
5. How Do We Know We
Are Making Progress
Toward DONE?
5 Immutable Principles of Project Management, Copyright ©, Glen B. Alleman, 2012
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4. Identify
Needed
Capabilities
Indentify
Baseline
Requirements
Establish
Performance
Measurement
Baseline
Execute
Performance
Measurement
Baseline
Perform Continuous Risk Management (CRM)
 Define Capabilities
 Define ConOps
 Assess Needs, Cost, and
Risk Impacts
 Define Balanced and
Feasible Alternatives
 Decompose Scope
 Assign Accountability
 Arrange Work
 Develop BCWS
 Assign Performance
Define the Measurable
Capabilities of each
Project Outcome
4
 Fact Finding
 Gather And Classify
 Evaluate And
Rationalize
 Prioritize Requirements
 Integrate And Validate
Assure All Requirements
Provided In Support of
Capabilities
Define Measures of
Performance and
Effectiveness
Performance Based Management(sm), Copyright ® Glen B. Alleman, 2012
 Perform Work
 Accumulate
Performance Measures
 Analyze Performance
 Take Corrective Action
Ensure Cost, Schedule,
and Technical
Performance Compliance

5. Define the Work Breakdown
Structure(WBS).
 Identify the Organizational
Breakdown Structure (OBS).
 Integrate the WBS and OBS.

Schedule the work.
 Identify the Products and
Milestones.
 Set the time phased budget.

Record direct costs.
Performance Analysis
 Determine variances.
 Sum Data and variances.
 Manage action plans.


Incorporate Changes.
† These 11 processes are a subset of the 32 Criteria of ANSI–748B Earned Value Management. While not all
projects can make use ANSI EVM, these process are the basis of all project management success.
Performance Based Management(sm), Copyright ® Glen B. Alleman, 2012
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6. 6
Kavli Institute at Cornell for Nanoscale Science

7. Principles and Practices of Performance-Based Project Management ®
5 Practices
5 Principles
Identify
Capabilities
What does
ConOps, SOO,
done look like?
SOW
What is the
path to Done?
What resource
do we need
along the way?
Integrated
Master Plan
(IMP)
What
impediments
will we
encounter along
the way?
4 Levels of
Uncertainty
Assessment
How do we
measure
progress?
Measures of
Effectiveness
(MoE)
Define
Requirements
Performance
Measurement
Baseline (PMB)
Execute the
PMB
Continuous Risk
Management
Technical and
Operational
Based Plan
Incremental
Maturity
Assessment
Physical Percent
Complete
Risk
Identification
Iterative and
Incremental
Delivery
Risk
Analysis
Future
Performance
Forecasting
Risk
Planning
Risk adjusted
Performance
Measurement
Baseline
Risk
Tracking
Earned Value
Management
Risk
Control
Work
Breakdown
Structure
Resource
Management
Plan
Integrated
Master
Schedule (IMS)
Technical and
Risk adjustments
Programmatic
to cost and
Risks assigned
schedule
to all WBS
measures
deliverables
Measures of
Performance
(MoP)
Technical
Performance
Measures

8. Practices and Processes of Performance-Based Project Management ®
5 Processes
Organize
5 Practices
Identify
Capabilities
Plan, Schedule,
Budget
Project mission, Value stream of
vision, and
increasing
deliverables
maturity
Define
Requirements
Resource
Management
Plan
Analyze
Variances
Top level
budget for
capabilities
Measures of
Effectiveness
Requirements
traced to
capabilities
Performance
Measurement
Baseline
Account for all
costs
Measures of
Performance
Work Packages
with budget
Labor and
material costs
Technical
Performance
Measures
Baseline change
request
Budgeted Cost
Work Package Physical Percent
Technical
for Work
Performance
Complete
change requests
Scheduled
Execute the
PMB
Continuous Risk
Management
Manage
Change
Risk Register
Risk impacts on
cost and
schedule
Risk adjustments
to PMB

9. Performance-Based Project Management®
Addresses The Critical Project Outcomes†
The
Situation
 By their very nature, project are risky.
 Successful project management is risk management.
 Program management must be about avoiding surprises.
The
Problem
 Traditional program management assumes technical and
program processes drive outcomes.
 Focusing on process alone has failed in the past.
The Need
 Program management is about avoiding surprises.
 Measures of physical percent complete are mandatory.
The
Context
 Organizations execute projects.
 Adapting the organization culture to the project paradigm
increases the probability of success.
The
Solution
 Technical Performance of deliverables is a measure of
increasing probability of success.
 Earned Value Management reveals surprises.
† Project Management Case Study, Pierre Bonnal, CNAM IIM MBA Program, June 2004
Performance Based Management(sm), Copyright ® Glen B. Alleman, 2012
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10. Practices produce Project Outcomes
 The Outcome does not need to be the end product.
 The Outcome is the result of Work Packages that increase
the measureable maturity of the product or service.
Outcomes incrementally increase a capability’s maturity
 Outcomes are specified and measureable.
 Design complete and verifiable.
 Development complete and testable.
 Testing complete and validated.
 Installation and deployment complete and operational.
Outcomes result from “units of work” – the Work Package
 Work Packages consume time and resources.
 Work Packages are owned by a single accountable person.
 Work Packages produce outcomes.
Project Management Case Study, Pierre Bonnal, CNAM IIM MBA Program, June 2004
Performance Based Management(sm), Copyright ® Glen B. Alleman, 2012
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11. Five Practices Of Performance-Based Project Management®

What capabilities are needed to fulfill the project goal, mission, or outcome?
Identify
Needed
Capabilities

Establish
Requirements
Baseline

Establish
the Performance
Measurement
Baseline

Execute
the Performance
Measurement
Baseline

Perform
Continuous Risk
Management
Define the set of capabilities needed to achieve the project objectives or the particular end
state for a specific scenario. Using the Concept of Operations (ConOps), define the details of
who, where, and how this capability is to be accomplished, employed, and executed.
What technical & operational requirements are needed to produce the capabilities?
Define the technical and operational requirements for the system capabilities to be fulfilled.
First, define these requirements in terms isolated from any implementation details. Only then
bind the requirements with technology.
What is the schedule to deliver products or services to produce the requirements?
Build a time–phased network of work activities describing the work to be performed, the
budgeted cost for this work, the organizational elements that produce the outcomes, and the
Performance measures showing this work is proceeding according to plan.
What are the periodic measures of physical percent complete?
Execute work activities, while assuring all Performance assessment represent 100%
completion before proceeding. This means – No rework, no forward transfer of activities to the
future. Assure all requirements are traceable to work & all work is traceable to requirements.
What are the impediments to success and how are they being handled?
Apply the processes of Continuous Risk Management for each Performance Based
Management(sm) process area to: Identify, Analyze, Plan, Track, Control, and
Communicate projectmatic and technical risk.
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12. 
Identify Needed
Capabilities
Define the capabilities needed to achieve the desired objectives or a particular end state for a
specific scenario. Define the details of who, where, and how these capabilities are to be
accomplished, employed, and executed.
What capabilities are needed to fulfill the Business Case or project Mission?
1.1
Define
Capabilities as
Operational
Concepts
Define
Capabilities
through
Scenarios or Use
Cases
 Partition system capabilities into classes of service within operational scenarios.
 Connect the capabilities to system requirements using some visual modeling notation.
 Define Measures of Effectiveness (MoE) and Measures of Performance (MoP).
 Define the delivery schedule for each measure of Performance and effectiveness.
1.2
 Define scenarios for each system capability.
 Connect these scenarios to a Value Stream Map of the increasing maturity of the project.
 Assess value flow through the map for each needed capability.
 Identify capability mismatches and make corrections to improve overall value flow.
1.3
 Assign costs to each system element using a value flow model.
 Assure risk, probabilistic cost and benefit Performance attributes are defined.
 Use cost, schedule and technical Performance probabilistic models to forecast
potential risks to project performance.
Assess Needs,
Costs, and Risks
of the Capability
Simultaneously
1.4
Define
Explicit,
Balanced, and
Feasible
Alternatives
 Make tradeoffs that connect cost, schedule, and technical Performance in a single
location that compares the tradeoffs and their impacts.
 Use Measures of Effectiveness (MoE) and Measures of Performance (MoP) for these
alternative tradeoffs.
Performance Based Management(sm), Copyright ® Glen B. Alleman, 2012
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13. 
What Does A Capability “Sound” Like?
 We need the capability to pre‒process insurance claims at $0.07
per transaction rather than the current $0.11 per transaction.
 We need the capability to remove 1½ hours from the retail
ordering process once the merger is complete.
 We need the capability to change the Wide Field Camera and the
internal nickel hydride batteries, while doing no harm to the
telescope.
 We need the capability to fly 4 astronauts to the International
Space Station, dock, stay 6 months, and return safely.
 We need the capability to control the Hell Fire Missile with a new
touch panel while maintaining existing navigation and guidance
capabilities in the helicopter.
 We need the capability to comply with FAR Part 15 using the
current ERP system and its supporting work processes.
Performance Based Management(sm), Copyright ® Glen B. Alleman, 2012
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14. 
Establish
Technical and
Operational
Requirements
Baseline
2.1
Perform Fact
Finding
2.2
Gather
and Classify
Requirements
2.3
Evaluate
and Rationalize
Requirements
2.4
Prioritize
Requirements
2.5
Integrate
and Validate
Requirements
Define the technical and operational requirements that must be present for the system
capabilities to be delivered. Define these requirements in terms isolated from any technology
or implementation. Assure each requirement is connected to a need system capability.
What Technical and Operational Requirements are Needed to Produce the Capabilities?
 Produce an overall statement of the customer need in the operational context.
 Develop the overall operational and technical objectives of the system that meets the need.
 Defined the boundaries and interfaces of the system.
 Gather required system capabilities, functional, nonfunctional and environmental
requirements, and design constraints.
 Build the Top Down capabilities and functional decomposition of the requirements in a
Requirements Management System.
 Answer the question “why do I need this?” in terms of operational capabilities.
 Build a cost / benefit model using probabilistic assessment of all variables, their
dependencies, and impacts.
 For all requirements, perform a risk assessment to cost and schedule.
 Determine criticality for the functions of the system.
 Determine trade off relationships for all requirements to be used when option decisions
must be made.
 For all technical items, prioritize their cost and dependency.
 Address the completeness of requirements by removing all “TBD” items.
 Validate that the requirements are traceable to system capabilities, goals, and mission.
 Resolve any requirements inconsistencies and conflicts.
Performance Based Management(sm), Copyright ® Glen B. Alleman, 2012
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15. 
What Is a Requirement?
A Requirement is …”A statement identifying a capability, a
physical characteristic, or a quality factor that bounds a
product or process need for which a solution will be
pursued.”
— IEEE Standard 1220–2005
The hardest single part of building a system is deciding
what to build …
... No other part of the work so cripples the resulting
system if done wrong. No other part is more difficult to
rectify later.
– Fred Brooks “No Silver Bullet,” 1987
Performance Based Management(sm), Copyright ® Glen B. Alleman, 2012
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16. 
Establish
Performance
Measurement
Baseline
3.1
Decompose
Scope into Work
Packages
Build a time–phased network of activities describing the work to be performed, the budgeted
cost for this work, the organizational elements that produce the outcomes from this work, and
the Performance measures showing this work is proceeding according to plan.
A Baselined Schedule that Produces the Products or Services that Meet The Requirements
Decompose the outcomes into a product based Work Breakdown Structure (WBS), then
further into Work Packages that produce these outcomes all traceable to the requirements,
and to the needed capabilities.
3.2
Assign responsibility to Work Packages (the groupings of outcomes) to a named owner,
accountable for the management of the resource allocations, cost and schedule baseline,
and technical delivery of all element in the Work Breakdown Structure.
3.3
Arrange the Work Packages in a logical network with defined outcomes, milestones,
internal and external dependencies, with credible schedule, cost, and technical
Performance margins.
3.4
Develop the Time–Phased Budgeted Cost for Work Scheduled (BCWS) for the labor and
material costs in each Work Package and the Project as a whole. Assure proper resource
allocations can be met and budget profiles match expectations of the project sponsor
Assign
Responsibility
for outcomes
Arrange
Work Packages
in Logical Order
Develop
BCWS for Work
Packages
3.5
Assign WP
Measures of
Performance
Assign objective Measures of Performance (MoP) and Measures of Effectiveness (MoE) for
each Work Package and summarize these for the Project as a whole.
3.6
Set
Performance
Measurement
Baseline
Establish a Performance Measurement Baseline (PMB) used to forecast the Work
Package and Project ongoing and completion cost and schedule Performance metrics.
Performance Based Management(sm), Copyright ® Glen B. Alleman, 2012
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17. 
What Does a Credible Plan and
Schedule Look Like?
 The Plan is the strategy to successfully complete the
project, described through Significant Accomplishments
and their Accomplishment Criteria.
 The Schedule is the sequence of the work activities
measured by the Accomplishment Criteria, that follow
the Plan of the Significant Accomplishments.
 A credible Plan and Schedule means there is a
statistical model of cost, schedule, and technical
Performance of outcomes as the foundation of the
credibility of the project’s probability of success.
Performance Based Management(sm), Copyright ® Glen B. Alleman, 2012
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18. 
Execute
the Performance
Measurement
Baseline
Execute the planned work, assuring all work is 100% complete before proceeding to the
next planned work package. No rework, no forward transfer of activities or features.
Assure every requirement is traceable to work and all work is traceable to requirements.
How long are you willing to wait before you find out you’re late?
4.1
 Using the Work Package sequencing, release work to be performed as planned.
 With the responsibility assignments, identify the accountable delivery manager to guide the
development of the products or services for each Work Package.
4.2 Accumulate
 Using Physical Percent Complete or Apportioned Milestones, capture measures of
progress to plan for each Work Package.
 Report this Physical Percent Complete in a centralized database for each Work Package
and the project as a whole.
Perform
the Authorized
Work
and Report Work
Package
Performance
4.3
Analyze
Work Package
Performance
4.4
Take
Corrective
Management
Action
4.5
Maintain
the Performance
Baseline
 Compare the Physical Percent Complete against the Planned Percent Complete for each
period of performance.
 Construct cost and schedule Performance indices from this information and the Physical
Percent complete measures.
 With Cost and Schedule Performance indices, construct a forecast of future
Performance of cost, schedule, and technical Performance compliance.
 Take management actions for any Work Packages not performing as planned.
 Record past Performance based on Work Package completion criteria.
 Record past future forecast Performance estimates in a historical database.
 Forecast next future Performance estimate against the Performance Measurement Baseline.
 Report this next future Performance estimate to the project stakeholders.
Performance Based Management(sm), Copyright ® Glen B. Alleman, 2012
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19. 
How Do We Know We Are Achieving
Our Planned Progress?
 The Only measure of progress is the assessment of
physical percent complete.
 This measurement Must be in units meaningful to the
customer.
 These units can be:




Planned capabilities,
Planned capacities,
Planned features and functions,
Planned quantities.
 Done is evidenced by the production of outcomes, on
the planned date, for the planned cost, with the planned
technical performance.
Performance Based Management(sm), Copyright ® Glen B. Alleman, 2012
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20. 
Apply
Continuous Risk
Management at
Every Step
5.1
Identify Risks
5.2
Analyze Risks
5.3
Plan Risk
Response
5.4
Track the
Risk
Management
Activities
5.5
Control or
Accept the Risks
Continuous Risk Management starts the underlying principles, concepts, and functions of
risk management and provides guidance on how to implement risk management as a
continuous practice in projects and the organizations that management projects.
What are the impediments to success and what are their mitigations?
 Identify and classify risks in a Risk Register.
 Manage this Risk Register through a Risk Management Board.
 Connect these risks and their handling in the Master Schedule.
 Convert risk data into risk decision‒making information.
 Use this analysis information as the decision basis for the project manager to work on the
“right” risks.
 Turn risk information into decisions and actions (both present and future).
 Develop actions to address individual risks, prioritize risk actions, and create an integrated
risk management plan.
 Monitor the status of risks and actions taken to ameliorate risks.
 Identify and monitor risks to enable the evaluation of the status of risks themselves and
of risk mitigation plans.
 Risk communication lies at the center of the model to emphasize both its pervasiveness and
its criticality.
 Without effective communication, no risk management approach can be viable.
Performance Based Management(sm), Copyright ® Glen B. Alleman, 2012
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21. 
Continuous Risk Management†
For Each Risk…
Subproject and partner
data/constraints, hazard
analysis, FMEA, FTA, etc.
Risk data: test data,
expert opinion, hazard
analysis, FMEA, FTA,
lessons learned,
technical analysis
Resources
Replan Mitigation
Identify
Identify Risks, Issues, and
Concerns
Analyze
Risk classification, Likelihood
Consequence, Timeframe
Risk prioritization
Evaluate, classify, and
prioritize risks
Plan
Decide what should be done
about each risk
Program/project data
(metrics information)
Statement of risk
Tr a c k
Research, Watch (tracking
requirements)
Acceptance Rationale,
Mitigation Plans
Risk status reports on:
Risks
Risk Mitigation Plans
Monitor risk metrics and
verify/validate mitigations
Control
Close or Accept Risks
Invoke contingency plans
Continue to track
Make risk decisions
† Continuous Risk Management, Audrey J. Dorofee, Software Engineering Institute, Carnegie Mellon University, 1996
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22. How is Performance-Based Project
Management® different from traditional
approaches to project management?
 All work activities are traceable to and from the needed
business or mission capabilities†.
 All activities are focused on Outcomes rather than Output.
 Performance is measured as Physical Percent Complete,
not the consumption of resources and the passage of time.
 All planning and measurement is risk adjusted.
 Performance-Based Project Management ® never
confuses effort with results – the customer only bought
results.
† A Metric Framework for Capability Definition, Engineering and Management, Seventeenth Annual International
Symposium of the International Council On Systems Engineering (INCOSE) 24 - 28 July 2007
Performance Based Management(sm), Copyright ® Glen B. Alleman, 2012
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23. How is Performance-Based Project
Management® the same as traditional
approaches to project management?
 Founding principles based on US DoD program
management processes, PMBOK®, and Agile project
management methods.
 Planning assures incremental progress measured in units
meaningful to the buyer.
 All project participants integrated with each activity
providing full visibility into progress to plan.
 Continuous risk management embedded in each detailed
process step.
Performance Based Management(sm), Copyright ® Glen B. Alleman, 2012
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24. 1. Identify Needed Systems Capabilities – Define the Measures of Effectiveness (MoE) for each Capability
D E F I N E O P E R A T IONA L C O N C E P TS T H R O U GH S C EN ARIOS O R U S E C A S E S
Partition system capabilities into classes of service within operational scenarios
Connect capabilities to system requirements using sysML
Define Measures of Effectiveness (MoE) for these capabilities in units meaningful to the customer
Define in the master schedule the achievement of measure of Technical Performance
D E F I N E C A PA B I L I TIES N E EDED T O I M PL EMENT T H E O PE RATION AL C O N C E PTS
Define scenarios for each system capability
Connect these scenarios to the Value Stream map
Assess value flow through the map for each needed capability
Identify capability mismatches and make corrections to improve overall value flow
A S S E SS N E EDS , C O S T , A N D R I S K S I M U L TANEOUSLY
Assign costs to each system element using a value process model
Assure risk, probabilistic cost and benefit performance attributes are defined
Use cost, schedule, and technical performance probabilistic models to forecast potential risks to project performance
D E F I N E E X P L I C I T , B A L A N CED , A N D F E A S IBLE A L T E RN ATIVES
Make tradeoffs that connect cost, schedule, and technical performance in a single “trade space” model
Measures of Effectiveness and Measures of Performance are the raw materials for these tradeoffs
2. Establish Requirements Baseline – Define Measures Of Performance (MoP) for each requirement delivering a Capability
P E R FORM F A C T F I N D I N G
Produce an overall statement of the problem in the operational context
Develop the overall operational and technical; objectives of the target system through Measures of Performance (MoP) for the requirements
Define the boundaries and interfaces of the target system
G A T H E R A N D C L A S S IFY THE R EQUI REMENTS
Gather required operational capabilities, functional, nonfunctional, and environment requirements and design constraints
Build a Top Down Capabilities and Functional decomposition of the requirements in a flow down tree using a requirements tool
E V A L U A TE A ND R A T I ONALI ZE T H E R E Q UI REMENTS
Answer the question “why do we need this?” in terms of operational benefits
Build a cost / benefit model using probabilistic assessments of all variables and dependencies
For technical requirements, perform a risk assessment to the cost and schedule
P R I O RITIZE T H E R E Q U IREMEN TS
Determine the criticality for the functions for the system’s mission
Determine tradeoff relations for all requirements to be used when option decision are made
For technical items, prioritize the cost and dependencies
I N T E G R ATE A N D V A L I D ATE T H E R E Q U IREMEN TS
Address completeness of requirements by removing all TBD items
Validate the requirements agree and are traceable to capabilities, goals, and the mission
Resolve any requirement inconsistencies and conflicts
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Performance-Base Project Management (sm)
Chapter I

25. 3. Establish Performance Measurement Ba seline – Define Technical Performance Measures (TPM)
D E C O M POSE R E Q U IREMENTS I N T O W ORK P A CKA GES A N D P L A N N IN G P A C K A G ES
Decompose the project scope into a product based Work Breakdown Structure (WBS)
Decompose the WBS into Work Packages describing the production of all outcomes and processes traceable to the requirements
A S S I G N A C C O U NTA BILITY F O R T H E O U T C OME F R OM E A C H W O R K P A C K A G E
Assign accountability for Work Packages to a named owner for the management of resource allocation, cost baseline, and technical delivery
ARRANGE WORK PACKAGES IN A LOGICAL ORDER
Arrange Work Packages in a network with defined outcomes, milestones, internal and external dependencies, appropriate schedule and cost margin
D E V E L OP T H E B U D G ETED C O ST F O R W O R K S C H E D ULED (BCWS) F O R E A C H W O R K P A C K A G E A N D P L A N N ING P A C K A GE
Develop a time‒phased Budgeted Cost for Work Scheduled (BCWS) for labor and material costs in each Work Package
Develop a time‒phased Budgeted Cost for Work Scheduled (BCWS) for the project as a whole
Assure proper resource allocations can be met and budget profiles match expectations of the project sponsor
A S S I G N W O R K P A C K A G E M E A S U RES O F P E R F ORMA NCE (M O P), K E Y P E R FORMAN CE P A R A METERS (KPP), A N D T E C H N I CAL P E R F ORMA NCE M E A S U RES (TPM)
Assign an objective Measure of Performance (MoP) for each critical Work Package outcomes
Trace critical outcomes to the Measure of Effectiveness (MoE) defined in the Capabilities baseline
Summarize these Measures of Performance (MoP) and Measures of Effectiveness (MoE) for the project as a whole
Assign measures of Physical Percent Complete for each Work Package
Assign measures of Physical Percent Complete for the program as a whole
S E T T H E P ERFORMA NCE M E A S U REMENT B A S E LINE (PMB)
Establish a Performance Measurement Baseline (PMB) used to forecast Work Package and Project ongoing and completion cost and schedule metrics
4. Execute the Performance Measurement Baseline (PMB) – Maintain Cost, Schedule, and Technical Performance
PER FORM A U T H ORI ZED W O R K I N T H E P L A N N ED S E Q U ENCE
Using the Work Package sequencing, release work to be performed as planned
With the RACI based RAM, the Accountable delivery manager guides the development of the products or service for each Work Package
A C C U M ULATE A N D R E P O RT W ORK P A CKA GE P H Y S I CAL P E R FORMAN CE
Using Physical Percent complete or Apportioned Milestones, capture the measures of “progress to plan” for each Work Package
Report the Physical Percent Complete in a centralized system for each Work Package and he program as a whole
A N A L Y ZE W O R K P A C K A G E P E R FORMAN CE
Compare the Actual Percent Complete against the Planned Percent Complete for each period of performance
Construct cost and schedule performance indices from this information and the Physical Percent Complete measures
T A K E C O R R E CTIV E M A N A G E MEN T A C T I ON FOR A N Y V A R I A NCE I N W O R K P A C K A GE P E R FORMAN CE
With the cost and schedule performance indices, construct a forecast of future performance of cost, schedule, and technical performance compliance
Take management actions for any Work Packages not performing as planned
M A I N T A IN P ERFORMANCE M E ASU REMENT B A S E LINE ’ S I N T E G R ITY
Record past performance based on Work Package completion criteria
Record previous future performance estimates in a historical database
Forecast future performance against the Performance Measurement Baseline
Report the future performance estimate to the program stakeholders
25
Performance-Base Project Management (sm)
Chapter I

26. 5 Principles of Project Success
What does done look like?
How do we get there?
Are there enough resources?
What are progress impediments?
How do we measure progress?
Performance Based Management(sm), Copyright ® Glen B. Alleman, 2012

27. 5 Practices Needed to Implement the
5 Principles
Identify Capabilities in units of
measure meaningful to the customer
Identify Technical & Operational
Requirements to deliver capabilities
Establish risk adjusted Technical, Cost,
and Schedule Baseline.
Execute baseline with measurements of
physical percent complete
Apply Continuous Risk Management
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Performance Based Management(sm), Copyright ® Glen B. Alleman, 2012

28. 5 Processes Needed the Implement the
5 Practices Guided by the 5 Principles
Organize the deliverables and staff
doing the work
Plan, Budget, and Schedule in the
Performance Measurement baseline
Account for direct and indirect costs
against planned costs
Analyze performance for cost,
schedule, and technical variance
Manage revisions to Performance
Measurement Baseline
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Performance Based Management(sm), Copyright ® Glen B. Alleman, 2012

29. Glen B. Alleman, Copyright © 2012
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