SlideShare una empresa de Scribd logo
1 de 1
Descargar para leer sin conexión
4	
  Root	
  Causes	
  of	
  ACAT1	
  Program	
  
Performance	
  Shoralls	
  

Unrealis)c	
  Cost	
  and	
  Schedule	
  es/mates	
  
based	
  on	
  inadequate	
  risk	
  adjusted	
  growth	
  
models.	
  
Inadequate	
  assessment	
  of	
  risk	
  and	
  
unmi/gated	
  exposure	
  to	
  these	
  risks	
  
without	
  proper	
  handling	
  plans.	
  
Unan)cipated	
  technical	
  issues	
  without	
  
alterna/ve	
  plans	
  and	
  solu/ons	
  to	
  maintain	
  
effec/veness.	
  

The	
  Lens	
  of	
  the	
  Performance	
  
Assessment	
  

Unrealis)c	
  Performance	
  Expecta/ons,	
  
missing	
  Measures	
  of	
  Effec/veness	
  (MoE),	
  
and	
  Measures	
  of	
  Performance	
  (MoP)	
  

IPMR	
  is	
  our	
  lens	
  to	
  reveal	
  early	
  
unan/cipated	
  growth	
  in	
  Cost	
  and	
  
Schedule	
  through	
  early	
  assessment	
  
of	
  physical	
  percent	
  complete,	
  .e.g.	
  
Technical	
  Performance	
  Measures	
  

Unan/cipated	
  
Cost	
  and	
  
Schedule	
  
Growth	
  

“Borrowed”	
  with	
  permission	
  from	
  Gary	
  Bliss,	
  Director,	
  
Performance	
  Assessments	
  and	
  Root	
  Cause	
  Analyses	
  
(PARCA),	
  Office	
  of	
  Assistant	
  Secretary	
  of	
  Defense	
  for	
  
Acquisi/on.	
  Originally	
  Observa/ons	
  from	
  AT&L/PARCA's	
  
Root	
  Cause	
  Analyses	
  February	
  16th,	
  2011	
  

1	
  

Más contenido relacionado

La actualidad más candente

Applying risk radar (v2)
Applying risk radar (v2)Applying risk radar (v2)
Applying risk radar (v2)Glen Alleman
 
Probabilistic Cost, Schedule, and Risk management
Probabilistic Cost, Schedule, and Risk managementProbabilistic Cost, Schedule, and Risk management
Probabilistic Cost, Schedule, and Risk managementGlen Alleman
 
What Does Done Look Like?
What Does Done Look Like?What Does Done Look Like?
What Does Done Look Like?Glen Alleman
 
Increasing the Probability of Success with Continuous Risk Management
Increasing the Probability of Success with Continuous Risk ManagementIncreasing the Probability of Success with Continuous Risk Management
Increasing the Probability of Success with Continuous Risk ManagementGlen Alleman
 
Project examples for sampling and the law of large numbers
Project examples for sampling and the law of large numbersProject examples for sampling and the law of large numbers
Project examples for sampling and the law of large numbersJohn Goodpasture
 
Risk management(software engineering)
Risk management(software engineering)Risk management(software engineering)
Risk management(software engineering)Priya Tomar
 
Programmatic risk management workshop (slides)
Programmatic risk management workshop (slides)Programmatic risk management workshop (slides)
Programmatic risk management workshop (slides)Glen Alleman
 
Unit 8-risk manaegement (1) -
Unit 8-risk manaegement (1) - Unit 8-risk manaegement (1) -
Unit 8-risk manaegement (1) - Shashi Kumar
 
Risk management (final review)
Risk management (final review)Risk management (final review)
Risk management (final review)Glen Alleman
 
Risk analysis and management
Risk analysis and managementRisk analysis and management
Risk analysis and managementgnitu
 
Bertrand's Individual Essay
Bertrand's Individual EssayBertrand's Individual Essay
Bertrand's Individual EssayPrince Bertrand
 
Risk management using risk+ (v5)
Risk management using risk+ (v5)Risk management using risk+ (v5)
Risk management using risk+ (v5)Glen Alleman
 
Building Risk Tolerance into the Program Plan and Schedule
Building Risk Tolerance into the Program Plan and ScheduleBuilding Risk Tolerance into the Program Plan and Schedule
Building Risk Tolerance into the Program Plan and ScheduleGlen Alleman
 
Software Engineering Risk Management Software Application
Software Engineering Risk Management   Software ApplicationSoftware Engineering Risk Management   Software Application
Software Engineering Risk Management Software Applicationguestfea9c55
 
Managing Risk in Agile Development: It Isn’t Magic
Managing Risk in Agile Development: It Isn’t MagicManaging Risk in Agile Development: It Isn’t Magic
Managing Risk in Agile Development: It Isn’t MagicTechWell
 
Monte Carlo Simulation for Agile Development
Monte Carlo Simulation for Agile DevelopmentMonte Carlo Simulation for Agile Development
Monte Carlo Simulation for Agile DevelopmentGlen Alleman
 
12.0 risk management agile+evm (v10.2)
12.0 risk management agile+evm (v10.2)12.0 risk management agile+evm (v10.2)
12.0 risk management agile+evm (v10.2)Glen Alleman
 

La actualidad más candente (20)

Applying risk radar (v2)
Applying risk radar (v2)Applying risk radar (v2)
Applying risk radar (v2)
 
Probabilistic Cost, Schedule, and Risk management
Probabilistic Cost, Schedule, and Risk managementProbabilistic Cost, Schedule, and Risk management
Probabilistic Cost, Schedule, and Risk management
 
What Does Done Look Like?
What Does Done Look Like?What Does Done Look Like?
What Does Done Look Like?
 
Increasing the Probability of Success with Continuous Risk Management
Increasing the Probability of Success with Continuous Risk ManagementIncreasing the Probability of Success with Continuous Risk Management
Increasing the Probability of Success with Continuous Risk Management
 
Project examples for sampling and the law of large numbers
Project examples for sampling and the law of large numbersProject examples for sampling and the law of large numbers
Project examples for sampling and the law of large numbers
 
Risk management(software engineering)
Risk management(software engineering)Risk management(software engineering)
Risk management(software engineering)
 
Risk assesment
Risk assesmentRisk assesment
Risk assesment
 
Programmatic risk management workshop (slides)
Programmatic risk management workshop (slides)Programmatic risk management workshop (slides)
Programmatic risk management workshop (slides)
 
Unit 8-risk manaegement (1) -
Unit 8-risk manaegement (1) - Unit 8-risk manaegement (1) -
Unit 8-risk manaegement (1) -
 
Risk management (final review)
Risk management (final review)Risk management (final review)
Risk management (final review)
 
Risk analysis and management
Risk analysis and managementRisk analysis and management
Risk analysis and management
 
Risk Management by Roger Pressman
Risk Management by Roger PressmanRisk Management by Roger Pressman
Risk Management by Roger Pressman
 
Risk analysis
Risk analysis Risk analysis
Risk analysis
 
Bertrand's Individual Essay
Bertrand's Individual EssayBertrand's Individual Essay
Bertrand's Individual Essay
 
Risk management using risk+ (v5)
Risk management using risk+ (v5)Risk management using risk+ (v5)
Risk management using risk+ (v5)
 
Building Risk Tolerance into the Program Plan and Schedule
Building Risk Tolerance into the Program Plan and ScheduleBuilding Risk Tolerance into the Program Plan and Schedule
Building Risk Tolerance into the Program Plan and Schedule
 
Software Engineering Risk Management Software Application
Software Engineering Risk Management   Software ApplicationSoftware Engineering Risk Management   Software Application
Software Engineering Risk Management Software Application
 
Managing Risk in Agile Development: It Isn’t Magic
Managing Risk in Agile Development: It Isn’t MagicManaging Risk in Agile Development: It Isn’t Magic
Managing Risk in Agile Development: It Isn’t Magic
 
Monte Carlo Simulation for Agile Development
Monte Carlo Simulation for Agile DevelopmentMonte Carlo Simulation for Agile Development
Monte Carlo Simulation for Agile Development
 
12.0 risk management agile+evm (v10.2)
12.0 risk management agile+evm (v10.2)12.0 risk management agile+evm (v10.2)
12.0 risk management agile+evm (v10.2)
 

Destacado

ERP System Process and Data Flow in Gane & Sarson Notation
ERP System Process and Data Flow in Gane & Sarson NotationERP System Process and Data Flow in Gane & Sarson Notation
ERP System Process and Data Flow in Gane & Sarson NotationGlen Alleman
 
Probabilistic networks and monte carlo
Probabilistic networks and monte carloProbabilistic networks and monte carlo
Probabilistic networks and monte carloGlen Alleman
 
Measurement uncertainty
Measurement uncertaintyMeasurement uncertainty
Measurement uncertaintyGlen Alleman
 
Parametric project metrics
Parametric project metricsParametric project metrics
Parametric project metricsGlen Alleman
 
Pseudo–science and the art of software methods
Pseudo–science and the art of software methodsPseudo–science and the art of software methods
Pseudo–science and the art of software methodsGlen Alleman
 
Measures of Effectiveness, Measures of Performance, Technical Performance Mea...
Measures of Effectiveness, Measures of Performance, Technical Performance Mea...Measures of Effectiveness, Measures of Performance, Technical Performance Mea...
Measures of Effectiveness, Measures of Performance, Technical Performance Mea...Glen Alleman
 

Destacado (7)

ERP System Process and Data Flow in Gane & Sarson Notation
ERP System Process and Data Flow in Gane & Sarson NotationERP System Process and Data Flow in Gane & Sarson Notation
ERP System Process and Data Flow in Gane & Sarson Notation
 
Probabilistic networks and monte carlo
Probabilistic networks and monte carloProbabilistic networks and monte carlo
Probabilistic networks and monte carlo
 
Clarity Module Slide
Clarity Module SlideClarity Module Slide
Clarity Module Slide
 
Measurement uncertainty
Measurement uncertaintyMeasurement uncertainty
Measurement uncertainty
 
Parametric project metrics
Parametric project metricsParametric project metrics
Parametric project metrics
 
Pseudo–science and the art of software methods
Pseudo–science and the art of software methodsPseudo–science and the art of software methods
Pseudo–science and the art of software methods
 
Measures of Effectiveness, Measures of Performance, Technical Performance Mea...
Measures of Effectiveness, Measures of Performance, Technical Performance Mea...Measures of Effectiveness, Measures of Performance, Technical Performance Mea...
Measures of Effectiveness, Measures of Performance, Technical Performance Mea...
 

Similar a Root causes

Practices of risk management
Practices of risk managementPractices of risk management
Practices of risk managementGlen Alleman
 
LCGA Alignment Report 2015
LCGA Alignment Report 2015LCGA Alignment Report 2015
LCGA Alignment Report 2015Leslie Danjou
 
Getting to Done and Some Issues Along the Way
Getting to Done and Some Issues Along the WayGetting to Done and Some Issues Along the Way
Getting to Done and Some Issues Along the WayGlen Alleman
 
Risk managementslides
Risk managementslidesRisk managementslides
Risk managementslidesAbhilash Jha
 
Immutable Principles of Project Management (Toronto PMI)
Immutable Principles of Project Management (Toronto PMI)Immutable Principles of Project Management (Toronto PMI)
Immutable Principles of Project Management (Toronto PMI)Glen Alleman
 
Lean Six Sigma Course Training Part 16
Lean Six Sigma Course Training Part 16Lean Six Sigma Course Training Part 16
Lean Six Sigma Course Training Part 16Lean Insight
 
DISUSSION-1RE Chapter 15 Embedding ERM into Strategic Planning.docx
DISUSSION-1RE Chapter 15 Embedding ERM into Strategic Planning.docxDISUSSION-1RE Chapter 15 Embedding ERM into Strategic Planning.docx
DISUSSION-1RE Chapter 15 Embedding ERM into Strategic Planning.docxmadlynplamondon
 
Continuous Risk Management
Continuous Risk ManagementContinuous Risk Management
Continuous Risk ManagementGlen Alleman
 
Immutable principles of project management
Immutable principles of project managementImmutable principles of project management
Immutable principles of project managementGlen Alleman
 
CIS Audit Lecture # 1
CIS Audit Lecture # 1CIS Audit Lecture # 1
CIS Audit Lecture # 1Cheng Olayvar
 
Probabilistic Schedule and Cost Analysis
Probabilistic Schedule and Cost AnalysisProbabilistic Schedule and Cost Analysis
Probabilistic Schedule and Cost AnalysisGlen Alleman
 
Capacity Development For Monitoring And Evaluation
Capacity Development For Monitoring And EvaluationCapacity Development For Monitoring And Evaluation
Capacity Development For Monitoring And EvaluationKnowledge Management Center
 
22462134 the-tows-matrix-a-tool-for-situational-analysis
22462134 the-tows-matrix-a-tool-for-situational-analysis22462134 the-tows-matrix-a-tool-for-situational-analysis
22462134 the-tows-matrix-a-tool-for-situational-analysisSantosh Pathak
 
Assignment 4 Database Modeling and Normalization Imagine that.docx
Assignment 4 Database Modeling and Normalization Imagine that.docxAssignment 4 Database Modeling and Normalization Imagine that.docx
Assignment 4 Database Modeling and Normalization Imagine that.docxbraycarissa250
 
Operational Risk Management & Strategic Planning
Operational Risk Management & Strategic PlanningOperational Risk Management & Strategic Planning
Operational Risk Management & Strategic PlanningEneni Oduwole
 

Similar a Root causes (20)

Practices of risk management
Practices of risk managementPractices of risk management
Practices of risk management
 
LCGA Alignment Report 2015
LCGA Alignment Report 2015LCGA Alignment Report 2015
LCGA Alignment Report 2015
 
Getting to Done and Some Issues Along the Way
Getting to Done and Some Issues Along the WayGetting to Done and Some Issues Along the Way
Getting to Done and Some Issues Along the Way
 
Risk managementslides
Risk managementslidesRisk managementslides
Risk managementslides
 
Effective safety plans
Effective safety plansEffective safety plans
Effective safety plans
 
Immutable Principles of Project Management (Toronto PMI)
Immutable Principles of Project Management (Toronto PMI)Immutable Principles of Project Management (Toronto PMI)
Immutable Principles of Project Management (Toronto PMI)
 
Lean Six Sigma Course Training Part 16
Lean Six Sigma Course Training Part 16Lean Six Sigma Course Training Part 16
Lean Six Sigma Course Training Part 16
 
DISUSSION-1RE Chapter 15 Embedding ERM into Strategic Planning.docx
DISUSSION-1RE Chapter 15 Embedding ERM into Strategic Planning.docxDISUSSION-1RE Chapter 15 Embedding ERM into Strategic Planning.docx
DISUSSION-1RE Chapter 15 Embedding ERM into Strategic Planning.docx
 
Continuous Risk Management
Continuous Risk ManagementContinuous Risk Management
Continuous Risk Management
 
Immutable principles of project management
Immutable principles of project managementImmutable principles of project management
Immutable principles of project management
 
Erm talking points
Erm talking pointsErm talking points
Erm talking points
 
Deloitte_Risk Sensing
Deloitte_Risk SensingDeloitte_Risk Sensing
Deloitte_Risk Sensing
 
CIS Audit Lecture # 1
CIS Audit Lecture # 1CIS Audit Lecture # 1
CIS Audit Lecture # 1
 
reliability plan.pdf
reliability plan.pdfreliability plan.pdf
reliability plan.pdf
 
What is risk?
What is risk?What is risk?
What is risk?
 
Probabilistic Schedule and Cost Analysis
Probabilistic Schedule and Cost AnalysisProbabilistic Schedule and Cost Analysis
Probabilistic Schedule and Cost Analysis
 
Capacity Development For Monitoring And Evaluation
Capacity Development For Monitoring And EvaluationCapacity Development For Monitoring And Evaluation
Capacity Development For Monitoring And Evaluation
 
22462134 the-tows-matrix-a-tool-for-situational-analysis
22462134 the-tows-matrix-a-tool-for-situational-analysis22462134 the-tows-matrix-a-tool-for-situational-analysis
22462134 the-tows-matrix-a-tool-for-situational-analysis
 
Assignment 4 Database Modeling and Normalization Imagine that.docx
Assignment 4 Database Modeling and Normalization Imagine that.docxAssignment 4 Database Modeling and Normalization Imagine that.docx
Assignment 4 Database Modeling and Normalization Imagine that.docx
 
Operational Risk Management & Strategic Planning
Operational Risk Management & Strategic PlanningOperational Risk Management & Strategic Planning
Operational Risk Management & Strategic Planning
 

Más de Glen Alleman

Managing risk with deliverables planning
Managing risk with deliverables planningManaging risk with deliverables planning
Managing risk with deliverables planningGlen Alleman
 
A Gentle Introduction to the IMP/IMS
A Gentle Introduction to the IMP/IMSA Gentle Introduction to the IMP/IMS
A Gentle Introduction to the IMP/IMSGlen Alleman
 
Process Flow and Narrative for Agile+PPM
Process Flow and Narrative for Agile+PPMProcess Flow and Narrative for Agile+PPM
Process Flow and Narrative for Agile+PPMGlen Alleman
 
Principles of Risk Management
Principles of Risk ManagementPrinciples of Risk Management
Principles of Risk ManagementGlen Alleman
 
Deliverables Based Planning, PMBOK® and 5 Immutable Principles of Project Suc...
Deliverables Based Planning, PMBOK® and 5 Immutable Principles of Project Suc...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 for Systems Engineering
From Principles to Strategies for Systems EngineeringFrom Principles to Strategies for Systems Engineering
From Principles to Strategies for Systems EngineeringGlen Alleman
 
NAVAIR Integrated Master Schedule Guide guide
NAVAIR Integrated Master Schedule Guide guideNAVAIR Integrated Master Schedule Guide guide
NAVAIR Integrated Master Schedule Guide guideGlen Alleman
 
Building a Credible Performance Measurement Baseline
Building a Credible Performance Measurement BaselineBuilding a Credible Performance Measurement Baseline
Building a Credible Performance Measurement BaselineGlen Alleman
 
Integrated master plan methodology (v2)
Integrated master plan methodology (v2)Integrated master plan methodology (v2)
Integrated master plan methodology (v2)Glen Alleman
 
IMP / IMS Step by Step
IMP / IMS Step by StepIMP / IMS Step by Step
IMP / IMS Step by StepGlen Alleman
 
DHS - Using functions points to estimate agile development programs (v2)
DHS - Using functions points to estimate agile development programs (v2)DHS - Using functions points to estimate agile development programs (v2)
DHS - Using functions points to estimate agile development programs (v2)Glen Alleman
 
Making the impossible possible
Making the impossible possibleMaking the impossible possible
Making the impossible possibleGlen Alleman
 
Heliotropic Abundance
Heliotropic AbundanceHeliotropic Abundance
Heliotropic AbundanceGlen Alleman
 
Capabilities based planning
Capabilities based planningCapabilities based planning
Capabilities based planningGlen Alleman
 
Process Flow and Narrative for Agile
Process Flow and Narrative for AgileProcess Flow and Narrative for Agile
Process Flow and Narrative for AgileGlen Alleman
 
Building the Performance Measurement Baseline
Building the Performance Measurement BaselineBuilding the Performance Measurement Baseline
Building the Performance Measurement BaselineGlen Alleman
 
Program Management Office Lean Software Development and Six Sigma
Program Management Office Lean Software Development and Six SigmaProgram Management Office Lean Software Development and Six Sigma
Program Management Office Lean Software Development and Six SigmaGlen Alleman
 
Policy and Procedure Rollout
Policy and Procedure RolloutPolicy and Procedure Rollout
Policy and Procedure RolloutGlen Alleman
 
Integrated Master Plan Development
Integrated Master Plan DevelopmentIntegrated Master Plan Development
Integrated Master Plan DevelopmentGlen Alleman
 
Project Management Theory
Project Management TheoryProject Management Theory
Project Management TheoryGlen Alleman
 

Más de Glen Alleman (20)

Managing risk with deliverables planning
Managing risk with deliverables planningManaging risk with deliverables planning
Managing risk with deliverables planning
 
A Gentle Introduction to the IMP/IMS
A Gentle Introduction to the IMP/IMSA Gentle Introduction to the IMP/IMS
A Gentle Introduction to the IMP/IMS
 
Process Flow and Narrative for Agile+PPM
Process Flow and Narrative for Agile+PPMProcess Flow and Narrative for Agile+PPM
Process Flow and Narrative for Agile+PPM
 
Principles of Risk Management
Principles of Risk ManagementPrinciples 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...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 EngineeringFrom Principles to Strategies for Systems Engineering
From Principles to Strategies for Systems Engineering
 
NAVAIR Integrated Master Schedule Guide guide
NAVAIR Integrated Master Schedule Guide guideNAVAIR Integrated Master Schedule Guide guide
NAVAIR Integrated Master Schedule Guide guide
 
Building a Credible Performance Measurement Baseline
Building a Credible Performance Measurement BaselineBuilding a Credible Performance Measurement Baseline
Building a Credible Performance Measurement Baseline
 
Integrated master plan methodology (v2)
Integrated master plan methodology (v2)Integrated master plan methodology (v2)
Integrated master plan methodology (v2)
 
IMP / IMS Step by Step
IMP / IMS Step by StepIMP / 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)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 possibleMaking the impossible possible
Making the impossible possible
 
Heliotropic Abundance
Heliotropic AbundanceHeliotropic Abundance
Heliotropic Abundance
 
Capabilities based planning
Capabilities based planningCapabilities based planning
Capabilities based planning
 
Process Flow and Narrative for Agile
Process Flow and Narrative for AgileProcess Flow and Narrative for Agile
Process Flow and Narrative for Agile
 
Building the Performance Measurement Baseline
Building the Performance Measurement BaselineBuilding 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 SigmaProgram Management Office Lean Software Development and Six Sigma
Program Management Office Lean Software Development and Six Sigma
 
Policy and Procedure Rollout
Policy and Procedure RolloutPolicy and Procedure Rollout
Policy and Procedure Rollout
 
Integrated Master Plan Development
Integrated Master Plan DevelopmentIntegrated Master Plan Development
Integrated Master Plan Development
 
Project Management Theory
Project Management TheoryProject Management Theory
Project Management Theory
 

Root causes

  • 1. 4  Root  Causes  of  ACAT1  Program   Performance  Shoralls   Unrealis)c  Cost  and  Schedule  es/mates   based  on  inadequate  risk  adjusted  growth   models.   Inadequate  assessment  of  risk  and   unmi/gated  exposure  to  these  risks   without  proper  handling  plans.   Unan)cipated  technical  issues  without   alterna/ve  plans  and  solu/ons  to  maintain   effec/veness.   The  Lens  of  the  Performance   Assessment   Unrealis)c  Performance  Expecta/ons,   missing  Measures  of  Effec/veness  (MoE),   and  Measures  of  Performance  (MoP)   IPMR  is  our  lens  to  reveal  early   unan/cipated  growth  in  Cost  and   Schedule  through  early  assessment   of  physical  percent  complete,  .e.g.   Technical  Performance  Measures   Unan/cipated   Cost  and   Schedule   Growth   “Borrowed”  with  permission  from  Gary  Bliss,  Director,   Performance  Assessments  and  Root  Cause  Analyses   (PARCA),  Office  of  Assistant  Secretary  of  Defense  for   Acquisi/on.  Originally  Observa/ons  from  AT&L/PARCA's   Root  Cause  Analyses  February  16th,  2011   1