�ݺ�ߣshows by User: galleman

�ݺ�ߣshows by User: galleman / http://www.slideshare.net/images/logo.gif �ݺ�ߣshows by User: galleman / Sun, 24 Oct 2021 15:21:26 GMT �ݺ�ߣShare feed for �ݺ�ߣshows by User: galleman Managing risk with deliverables planning /slideshow/managing-risk-with-deliverables-planning/250515716 managingriskwithdeliverablesplanning-211024152127
Without metrics, you're just another guy with an opinion - Stephan Leeschka, Hewlett Packard]]>
Without metrics, you're just another guy with an opinion - Stephan Leeschka, Hewlett Packard]]> Sun, 24 Oct 2021 15:21:26 GMT /slideshow/managing-risk-with-deliverables-planning/250515716 galleman@slideshare.net(galleman) Managing risk with deliverables planning galleman Without metrics, you're just another guy with an opinion - Stephan Leeschka, Hewlett Packard <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/managingriskwithdeliverablesplanning-211024152127-thumbnail.jpg?width=120&height=120&fit=bounds" /> Without metrics, you're just another guy with an opinion - Stephan Leeschka, Hewlett Packard

Managing risk with deliverables planning from Glen Alleman

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0 A Gentle Introduction to the IMP/IMS /slideshow/a-gentle-introduction-to-the-impims/250495344 integratedmasterplannotes-211021215223
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.]]>
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.]]> Thu, 21 Oct 2021 21:52:23 GMT /slideshow/a-gentle-introduction-to-the-impims/250495344 galleman@slideshare.net(galleman) A Gentle Introduction to the IMP/IMS galleman 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. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/integratedmasterplannotes-211021215223-thumbnail.jpg?width=120&height=120&fit=bounds" /> 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 from Glen Alleman

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0 Increasing the Probability of Project Success /slideshow/increasing-the-probability-of-project-success/250478688 riskmanagementchapter-211019205748
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 ]]>
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 ]]> Tue, 19 Oct 2021 20:57:48 GMT /slideshow/increasing-the-probability-of-project-success/250478688 galleman@slideshare.net(galleman) Increasing the Probability of Project Success galleman 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 <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/riskmanagementchapter-211019205748-thumbnail.jpg?width=120&height=120&fit=bounds" /> 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 from Glen Alleman

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0 Process Flow and Narrative for Agile+PPM /slideshow/process-flow-and-narrative-for-agileppm/250352752 processflowandnarrativeforagileppm29-211002035017
Providing actionable information to the Decision Maker using Earned Value Management integrated with Agile Software Development performed in Rally]]>
Providing actionable information to the Decision Maker using Earned Value Management integrated with Agile Software Development performed in Rally]]> Sat, 02 Oct 2021 03:50:16 GMT /slideshow/process-flow-and-narrative-for-agileppm/250352752 galleman@slideshare.net(galleman) Process Flow and Narrative for Agile+PPM galleman Providing actionable information to the Decision Maker using Earned Value Management integrated with Agile Software Development performed in Rally <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/processflowandnarrativeforagileppm29-211002035017-thumbnail.jpg?width=120&height=120&fit=bounds" /> 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 from Glen Alleman

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0 Practices of risk management /slideshow/practices-of-risk-management/249996111 practicesofriskmanagement-210817141240
With the Principles of Risk Management in place, we now need Practices and Processes ]]>
With the Principles of Risk Management in place, we now need Practices and Processes ]]> Tue, 17 Aug 2021 14:12:40 GMT /slideshow/practices-of-risk-management/249996111 galleman@slideshare.net(galleman) Practices of risk management galleman With the Principles of Risk Management in place, we now need Practices and Processes <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/practicesofriskmanagement-210817141240-thumbnail.jpg?width=120&height=120&fit=bounds" /> With the Principles of Risk Management in place, we now need Practices and Processes

Practices of risk management from Glen Alleman

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0 Principles of Risk Management /slideshow/principles-of-risk-management-249996105/249996105 principlesofriskmanagement-210817141038
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]]>
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]]> Tue, 17 Aug 2021 14:10:37 GMT /slideshow/principles-of-risk-management-249996105/249996105 galleman@slideshare.net(galleman) Principles of Risk Management galleman 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 <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/principlesofriskmanagement-210817141038-thumbnail.jpg?width=120&height=120&fit=bounds" /> 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 from Glen Alleman

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0 Deliverables Based Planning, PMBOK® and 5 Immutable Principles of Project Success /slideshow/deliverables-based-planning-pmbok-and-5-immutable-principles-of-project-success/249920304 frameworkfordbptraining-210804230326
The planning to produce the needed deliverables, on or before the need date, and at or below the planned cost starts with this framework]]>
The planning to produce the needed deliverables, on or before the need date, and at or below the planned cost starts with this framework]]> Wed, 04 Aug 2021 23:03:25 GMT /slideshow/deliverables-based-planning-pmbok-and-5-immutable-principles-of-project-success/249920304 galleman@slideshare.net(galleman) Deliverables Based Planning, PMBOK® and 5 Immutable Principles of Project Success galleman The planning to produce the needed deliverables, on or before the need date, and at or below the planned cost starts with this framework <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/frameworkfordbptraining-210804230326-thumbnail.jpg?width=120&height=120&fit=bounds" /> 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速 and 5 Immutable Principles of Project Success from Glen Alleman

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0 From Principles to Strategies for Systems Engineering /slideshow/from-principles-to-strategies-for-systems-engineering/249643454 setraining-210708003040
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 How to apply Principles, Practices, and Processes of Systems Engineering to solve complex technical, operational, and organizational problems]]> Thu, 08 Jul 2021 00:30:40 GMT /slideshow/from-principles-to-strategies-for-systems-engineering/249643454 galleman@slideshare.net(galleman) From Principles to Strategies for Systems Engineering galleman From Principles to Strategies How to apply Principles, Practices, and Processes of Systems Engineering to solve complex technical, operational, and organizational problems <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/setraining-210708003040-thumbnail.jpg?width=120&height=120&fit=bounds" /> 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 Glen Alleman

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0 NAVAIR Integrated Master Schedule Guide guide /slideshow/navair-integrated-master-schedule-guide-guide/249495107 navairimsguide-210626035131
The Integrated Master Schedule contains the networked, detailed tasks necessary to ensure successful program execution.]]>
The Integrated Master Schedule contains the networked, detailed tasks necessary to ensure successful program execution.]]> Sat, 26 Jun 2021 03:51:31 GMT /slideshow/navair-integrated-master-schedule-guide-guide/249495107 galleman@slideshare.net(galleman) NAVAIR Integrated Master Schedule Guide guide galleman The Integrated Master Schedule contains the networked, detailed tasks necessary to ensure successful program execution. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/navairimsguide-210626035131-thumbnail.jpg?width=120&height=120&fit=bounds" /> The Integrated Master Schedule contains the networked, detailed tasks necessary to ensure successful program execution.

NAVAIR Integrated Master Schedule Guide guide from Glen Alleman

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0 Building a Credible Performance Measurement Baseline /slideshow/building-a-credible-performance-measurement-baseline-249494928/249494928 measurable-news-issue-4-2014copy-210626034426
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]]>
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]]> Sat, 26 Jun 2021 03:44:26 GMT /slideshow/building-a-credible-performance-measurement-baseline-249494928/249494928 galleman@slideshare.net(galleman) Building a Credible Performance Measurement Baseline galleman 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 <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/measurable-news-issue-4-2014copy-210626034426-thumbnail.jpg?width=120&height=120&fit=bounds" /> 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 from Glen Alleman

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0 Integrated master plan methodology (v2) /slideshow/integrated-master-plan-methodology-v2-249384142/249384142 integratedmasterplanmethodologyv2-210616172618
This report described the methodology for the developing an Integrated Master Plan (IMP)]]>
This report described the methodology for the developing an Integrated Master Plan (IMP)]]> Wed, 16 Jun 2021 17:26:18 GMT /slideshow/integrated-master-plan-methodology-v2-249384142/249384142 galleman@slideshare.net(galleman) Integrated master plan methodology (v2) galleman This report described the methodology for the developing an Integrated Master Plan (IMP) <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/integratedmasterplanmethodologyv2-210616172618-thumbnail.jpg?width=120&height=120&fit=bounds" /> This report described the methodology for the developing an Integrated Master Plan (IMP)

Integrated master plan methodology (v2) from Glen Alleman

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0 IMP / IMS Step by Step /slideshow/imp-ims-step-by-step-248293574/248293574 imp-210511164151
Building the Integrated Master Plan (IMP) and Integrated Master Schedule (IMS) from Proposal to Successful Execution]]>
Building the Integrated Master Plan (IMP) and Integrated Master Schedule (IMS) from Proposal to Successful Execution]]> Tue, 11 May 2021 16:41:50 GMT /slideshow/imp-ims-step-by-step-248293574/248293574 galleman@slideshare.net(galleman) IMP / IMS Step by Step galleman Building the Integrated Master Plan (IMP) and Integrated Master Schedule (IMS) from Proposal to Successful Execution <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/imp-210511164151-thumbnail.jpg?width=120&height=120&fit=bounds" /> Building the Integrated Master Plan (IMP) and Integrated Master Schedule (IMS) from Proposal to Successful Execution

IMP / IMS Step by Step from Glen Alleman

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0 DHS - Using functions points to estimate agile development programs (v2) /slideshow/dhs-using-functions-points-to-estimate-agile-development-programs-v2/247284353 dhs-usingfunctionspointstoestimateagiledevelopmentprogramsv2-210429022150
Determining the size of system functionality and measuring the performance of project teams is the basis of successful projects]]>
Determining the size of system functionality and measuring the performance of project teams is the basis of successful projects]]> Thu, 29 Apr 2021 02:21:49 GMT /slideshow/dhs-using-functions-points-to-estimate-agile-development-programs-v2/247284353 galleman@slideshare.net(galleman) DHS - Using functions points to estimate agile development programs (v2) galleman Determining the size of system functionality and measuring the performance of project teams is the basis of successful projects <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/dhs-usingfunctionspointstoestimateagiledevelopmentprogramsv2-210429022150-thumbnail.jpg?width=120&height=120&fit=bounds" /> 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) from Glen Alleman

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0 Making the impossible possible /slideshow/making-the-impossible-possible-247077140/247077140 makingtheimpossiblepossible-210427005926
Applying Heliotropic Abundance for creating Program and Project Management Processes to Increase the Probability of Success]]>
Applying Heliotropic Abundance for creating Program and Project Management Processes to Increase the Probability of Success]]> Tue, 27 Apr 2021 00:59:26 GMT /slideshow/making-the-impossible-possible-247077140/247077140 galleman@slideshare.net(galleman) Making the impossible possible galleman Applying Heliotropic Abundance for creating Program and Project Management Processes to Increase the Probability of Success <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/makingtheimpossiblepossible-210427005926-thumbnail.jpg?width=120&height=120&fit=bounds" /> Applying Heliotropic Abundance for creating Program and Project Management Processes to Increase the Probability of Success

Making the impossible possible from Glen Alleman

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0 Heliotropic Abundance /slideshow/heliotropic-abundance/247077022 heliotropicabundance-210427005632
The key to project success is connecting Leadership Behaviours with Project Management Principles, Processes, and Practices]]>
The key to project success is connecting Leadership Behaviours with Project Management Principles, Processes, and Practices]]> Tue, 27 Apr 2021 00:56:32 GMT /slideshow/heliotropic-abundance/247077022 galleman@slideshare.net(galleman) Heliotropic Abundance galleman The key to project success is connecting Leadership Behaviours with Project Management Principles, Processes, and Practices <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/heliotropicabundance-210427005632-thumbnail.jpg?width=120&height=120&fit=bounds" /> The key to project success is connecting Leadership Behaviours with Project Management Principles, Processes, and Practices

Heliotropic Abundance from Glen Alleman

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0 Capabilities based planning /slideshow/capabilities-based-planning-247076934/247076934 capabilitiesbasedplanning-210427005322
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 the capabilities needed to accomplish a mission or fulfill a business strategy Only when capabilities are defined can we start with requirements elicitation ]]> Tue, 27 Apr 2021 00:53:21 GMT /slideshow/capabilities-based-planning-247076934/247076934 galleman@slideshare.net(galleman) Capabilities based planning galleman 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 <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/capabilitiesbasedplanning-210427005322-thumbnail.jpg?width=120&height=120&fit=bounds" /> 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 from Glen Alleman

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0 Process Flow and Narrative for Agile /galleman/process-flow-and-narrative-for-agile processflowandnarrativeforagile-210414172459
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.]]>
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.]]> Wed, 14 Apr 2021 17:24:59 GMT /galleman/process-flow-and-narrative-for-agile galleman@slideshare.net(galleman) Process Flow and Narrative for Agile galleman 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. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/processflowandnarrativeforagile-210414172459-thumbnail.jpg?width=120&height=120&fit=bounds" /> 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 from Glen Alleman

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0 Building the Performance Measurement Baseline /slideshow/building-the-performance-measurement-baseline/245007414 buildingthepmbv5-210324183517
The Performance Measurement Baseline (PMB) is a time–phased plan for accomplishing work, against which contract performance is measured.]]>
The Performance Measurement Baseline (PMB) is a time–phased plan for accomplishing work, against which contract performance is measured.]]> Wed, 24 Mar 2021 18:35:17 GMT /slideshow/building-the-performance-measurement-baseline/245007414 galleman@slideshare.net(galleman) Building the Performance Measurement Baseline galleman The Performance Measurement Baseline (PMB) is a time–phased plan for accomplishing work, against which contract performance is measured. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/buildingthepmbv5-210324183517-thumbnail.jpg?width=120&height=120&fit=bounds" /> The Performance Measurement Baseline (PMB) is a time–phased plan for accomplishing work, against which contract performance is measured.

Building the Performance Measurement Baseline from Glen Alleman

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0 Program Management Office Lean Software Development and Six Sigma /slideshow/program-management-office-lean-software-development-and-six-sigma/245007162 programmanagementofficeagilelean-210324182217
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.]]>
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.]]> Wed, 24 Mar 2021 18:22:17 GMT /slideshow/program-management-office-lean-software-development-and-six-sigma/245007162 galleman@slideshare.net(galleman) Program Management Office Lean Software Development and Six Sigma galleman 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. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/programmanagementofficeagilelean-210324182217-thumbnail.jpg?width=120&height=120&fit=bounds" /> 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 from Glen Alleman

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0 Policy and Procedure Rollout /slideshow/policy-and-procedure-rollout/244329081 policiyandprocedurerolloutv9-210313062747
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.]]>
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.]]> Sat, 13 Mar 2021 06:27:46 GMT /slideshow/policy-and-procedure-rollout/244329081 galleman@slideshare.net(galleman) Policy and Procedure Rollout galleman 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. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/policiyandprocedurerolloutv9-210313062747-thumbnail.jpg?width=120&height=120&fit=bounds" /> 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 from Glen Alleman

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0 https://cdn.slidesharecdn.com/profile-photo-galleman-48x48.jpg?cb=1701102419 Deep Generalist with 30 years experience on Software Intensive System of Systems programs for ... ▪ Agile at Scale for mission critical programs ▪ Enterprise IT, Space, Defense, Industrial control systems ▪ BioPharma, Pulp and Paper, Petro-Chemicals ▪ Technical and Programmatic Risk Management ▪ Integrated Master Plan / Integrated Master Schedule (IMP/IMS) ▪ Program Performance Management using TPM, MOE, MOP, and KPP ▪ Proposal Development for Management, Cost, and IMP/IMS, volumes Broad technical capabilities providing processes and tools that increase the Probability of Program Success (PoPS) using Integrated Master Plan / Integrated Master Schedule, Earned Value Management, Programma... herdingcats.typepad.com https://cdn.slidesharecdn.com/ss_thumbnails/managingriskwithdeliverablesplanning-211024152127-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/managing-risk-with-deliverables-planning/250515716 Managing risk with del... https://cdn.slidesharecdn.com/ss_thumbnails/integratedmasterplannotes-211021215223-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/a-gentle-introduction-to-the-impims/250495344 A Gentle Introduction ... https://cdn.slidesharecdn.com/ss_thumbnails/riskmanagementchapter-211019205748-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/increasing-the-probability-of-project-success/250478688 Increasing the Probabi...