Performance–Based Project Management?

A PowerPoint briefing to accompany the book

This briefing has Ten Chapters and an Appendix showing how Performance–Based Project Management? integrates Principles, Processes, and Practices to provide decision-makers with actionable information and increase the Probability of Program Success.

This information provides performance to plan, risk reduction, measures of Effectiveness and Performance of the delivered products and services, estimates to complete, and estimates at completion.

• Chapter 0 - Performance-Based Project Management
• Chapter I - Principles and Processes of Performance-Based Project Management
• Chapter II - The 10 Principles of Performance-Based Project Management?
• Chapter III - Deploying Performance–Based Project Management?
• Chapter IV - Process 1.0 – Identify Needed Systems Capabilities
• Chapter V - Process 2.0 – Establish the Requirements Baseline
• Chapter VI - Process 3.0 – Establish the Performance Measurement Baseline
• Chapter VII - Process 4.0 – Execute the Performance Measurement Baseline
• Chapter VIII - Process 5.0 – Continuous Risk Management
• Chapter IX - Graded Application of Performance–Based Project Management?
• Chapter X - Tools and Artifacts Used in Performance–Based Project Management?
• Appendix A - References for each Chapter

Connecting All The Processes

Performance–Based Project Management? integrates Principles, Processes, and Practices to provide decision-makers with actionable information and increase the Probability of Program Success.

This information provides performance to plan, risk reduction, measures of Effectiveness and Performance of the delivered products and services, estimates to complete, and estimates at completion.

5 Principles of Program Success

The five immutable principles of project management are:

1. Know where you are going by defining “done” at some point in the future. This point may be far in the future – months or years from now. Or closer in the future days or weeks from now.
2. Have some kind of plan to get to where you are going. This plan can be simple or it can be complex. The fidelity of the plan depends on the tolerance for risk by the users of the plan.
3. Understand the resources needed to execute the plan. How much time and money is needed to reach the destination. This can be fixed or it can be variable.
4. Identify the impediments to progress along the way to the destination. Have some means of removing, avoiding, or ignoring these impediments.
5. Have some way to measure your planned progress, not just your progress. Progress to Plan must be measured in units of physical percent complete.