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Establishing the Performance Measurement Baseline (PMB) The Performance Measurement Baseline is a time–phased schedule of all the work to be performed, the budgeted cost for this work, and the organizational elements that produce the deliverables from this work.  Glen B. Alleman Vice President, Strategy and Performance Management Lewis & Fowler 8310 South Valley Highway Suite 300 Englewood, Colorado 80112 www.lewisandfowler.com [email_address]
The Processes Surrounding the Performance Measurement Baseline PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. Identify Needed Business Capabilities Establish a Performance Measurement Baseline Execute the Performance Measurement Baseline Capabilities Based Plan Business Value Stream Earned Value Performance Technical Performance Measures Business Value Stream Technical Requirements Establish a Requirements Baseline Technical Performance Measures PMB
There are 3 PMBs on Every Project ,[object Object],[object Object],PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. Establish Cost Baseline Establish Schedule Baseline Establish Technical Baseline Perform Functional Analysis Determine Scope and Approach Develop Technical Logic Develop Technical Baseline Develop WBS Define Activities Estimate Time Durations Sequence Activities Finalize Schedule Identify Apportioned Milestones Determine Resource Requirements Prepare Cost Estimate Resource Load Schedule Finalize Apportioned Milestones Determine Funding Constraints Approve PMB
The Six Steps to Build the Performance Measurement Baseline PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. Decompose the Project Scope into a product based Work Breakdown Structure and then into Work Packages which describe the production of all deliverables Decompose Scope Assign Responsibility for Work Packages to named owners who are accountable for the management of resource allocation and cost baseline, and technical performance Assign Responsibility Arrange the Work Packages in a well formed network with explicitly defined deliverables, milestones and internal and external dependencies Arrange Work Packages Develop Time–Phased Budget (BCWS) from labor spreads in each Work Package and balance these BCWS spreads across the Project. Develop BCWS Assign Objective Performance Measures for each Work Package and summarize these for the Project as a whole. Use the 0%/100% measurement of complete whenever possible. Assign Performance Measures Establish a Performance Measurement Baseline to be used forecasting Work Package and Project ongoing and completion metrics. Set Performance Baseline
These Definitions Will Help Clarify What We’re Talking About ,[object Object],[object Object],[object Object],[object Object],PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc.
Critical Success Factors For The Performance Measurement Baseline ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc.
Success Of The PMB Depends On Identifying Measureable Results PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. What gets measured gets done 1 If you don’t measure results, you can’t tell success from failure 2 If you can’t see success, you can’t reward it 3 If you can’t reward success, you’re probably rewarding failure 4 If you can demonstrate results, you can remain credible 7 If you can’t see success, you can’t learn from it 5 If you can’t see failure, you can’t correct it 6
Decompose The Scope Into A Proper “Tree” PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. Business Capability Process Invoices for Top Tier Suppliers 1 st  Level Electronic Invoice Submittal  1 st  Level Routing to Payables Department 2 nd  Level Payables Account Verification  2nd Level Payment Scheduling  2 nd  Level Material receipt verification 2nd Level “ On hand” balance Updates
Use This “Tree” To Decompose The  Project Scope Into Work Packages ,[object Object],[object Object],[object Object],PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc.
What Does A Good Work Package  “NOT” Look Like? PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. What NOT to do Instead Think About It’s NOT a laundry list of work to be done It’s a decomposition of the products, services, and data generated by those It’s NOT a functional decomposition That’s the role of the Organizational Breakdown Structure (OBS) It’s NOT a direct map of the requirements Requirements produce products and services, but are not one for one with the WBS It’s NOT a reflection of the underlying product or service partitioning This is done later in the program strategy It’s NOT the first structure you might think of… Build the WBS several times, assess its usefulness in describing the products and services
What Is “NOT” In A Work Package? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc.
Some Attributes Of A Good Work Package ,[object Object],[object Object],[object Object],[object Object],PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc.
A Deliverables Focused Work Breakdown Structure (WBS) ,[object Object],[object Object],[object Object],[object Object],PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc.
The Work Breakdown Structure  Connections With The Work Packages ,[object Object],[object Object],[object Object],[object Object],PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. The WBS becomes the framework for Cost, Schedule, and Technical Performance Measurement. The WBS is the organizational structure for the Work Packages
Connect The WBS To Work Packages And Then Define The Tasks To Produce The Deliverables PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. Deliverables WBS Tasks and Schedule Business Need Process Invoices for Top Tier Suppliers 1 st  Level Electronic Invoice Submittal  1 st  Level Routing to Payables Department 2 nd  Level Payables Account Verification  2nd Level Payment Scheduling  2 nd  Level Material receipt verification 2nd Level “ On hand” balance Updates Work  Package 1 2 3 4 6 5 A B Deliverables defined in WP Terminal Node in the WBS defines the products or services of the project Terminal node of the WBS defined by a Work Package Tasks within the Work Package produce the Deliverables 100% Completion of deliverables is the measure of performance for the Work Package Management of the Work Package Tasks is the responsibility of the WP Manager. These are not held in the master plan A decomposition of the work needed to fulfill the business requirements
Steps In Building The Work Packages ,[object Object],[object Object],[object Object],[object Object],[object Object],PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc.
Decompose Business Capabilities Into Deliverables, Then Work Packages, Then Measurable Outcomes PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. Business Capabilities Capability Number 1 Capability Number 2 Deliverable Number 1.1 Deliverable Number 1.2 Deliverable Number 1.3 Deliverable Number 1.4 Work Package Number 1 Work Package Number 2 Work Package Number 3 50% Milestone 50% Milestone 100% Milestone 100% Milestone Deliverable Number 2.1 Work Package Number 4 100% Milestone Deliverable Number 2.1 Deliverable Number 2.1 Work Package Number 5 25% Milestone 75% Milestone Increasing Detail of the Planning Outcomes Increasing Value to the Customer
Step 1: Define The Deliverables And Their Apportioned Value PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. Description Deliverable(s) Apportioned Milestones Transaction processing integration test complete ,[object Object],[object Object],[object Object],Define integration testing environment ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Business processes defined and approved ,[object Object],[object Object],User acceptance testing defined ,[object Object],[object Object],User Acceptance Testing Conducted ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Step 2: Define The Effort, Duration, And Confidence Intervals PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc.
Baseline Contents of a Work Package ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. In theory there is no difference between theory and practice. In practice there is.
Use Word Or Excel, It Doesn’t Matter  Just Capture The Contents In One Place PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. No matter what  form  is used, the  function  of the Work Package must communicate to the participants the baseline information described in the Table of Contents of the previous page.
Naming Work Packages May Seem Simple –  But What’s In A Name? ,[object Object],[object Object],PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. Maturity Action Product Product State Adjective Verb Noun Verb Demonstrates Maturity A step in the process End Item Final Status Preliminary Design Processes Complete Preliminary design of transaction processes complete
Work Package Description ,[object Object],[object Object],[object Object],PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. If you can’t tell the story between the lobby and the 9 th  floor, then you haven't got a clear picture of what “done” looks like.
Assumptions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. Assumptions are repulsive, especially to gravity.
Earned Value Method ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. Earned Value is how physical progress is measured in the Performance Measurement Baseline. Only delivered value to the customer is important.
Responsibilities ,[object Object],[object Object],PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. WBS OBS The Work Packages are where the work and the people come together
Assign The Responsibilities And Make A Single Person Accountable PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc.
Arrange The Work Packages Into A “Well Formed” Network PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. 2 nd  Level Payables Account Verification 2 nd  Level Payment Scheduling 2 nd  Level Material receipt verification 2 nd  Level “ On hand” balance Updates
A “Well Formed” Network Has Specific Attributes ,[object Object],[object Object],[object Object],[object Object],PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc.
“ Arranging” the Work Packages Is Iterative And Incremental PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. In the example above, the Work Package Managers collectively come to an agreement on how the sequence of how the work will be performed.  The result is a collective ownership of the outcome. This ownership comes from the collective development of the project plan. This process is a Product Development Kaizen (PDK)
Develop A Time–Phased Budget PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. 2 nd  Level System Payables Account Verification 2 nd  Level System Payment Scheduling 2 nd  Level System Material receipt verification 2 nd  Level System “ On hand” balance Updates Duration of the Work Package BCWS Duration of the Work Package BCWS Duration of the Work Package BCWS Duration of the Work Package BCWS
Balance All The Work Across The Project Before Setting The Baseline PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc.
Identify Objective Measures Of Performance For Each Work Package ,[object Object],[object Object],PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc.
Set The Performance Baseline ,[object Object],[object Object],PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. There are two phases of any complex project …  Too early to tell and too late to stop
Build The Apportioned Milestones And Assign Physical Percent Complete ,[object Object],[object Object],[object Object],[object Object],PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. 1 mile = 1,000 (mille) paces  = 1,640 yards .  Introduced to Britain by the Romans The passage of a milestone meant progress to the destination. But it is critical to pre-assign value to each milestone and record this value as the milestone is passed
Assemble The Work Packages Into A Credible Schedule ,[object Object],[object Object],[object Object],[object Object],[object Object],PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. Henry Laurence Gantt, A.B., M.E 1861–1919
Project Maturity Flow Is The Incremental Delivery Of Business Capabilities  PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. Pilot Data Enrollment Integrators Quality Monitor Internal Router External Interfaces Finance Loss Data Store Lookup Data Warehouse Data Marts Data Marts Portals and others Billing Resale's Emulations Demo conversion process, member reconciliation Shared group matrix reports and interfaces Shared member crosswalk and members to ERP Integrators in ERP converted to inventory Status and trigger conversions Data in Marts for ERP Material Master Converted from legacy External Vendors converted to ERP TBD Vendors from legacy Material converted end–to–end
Analyzing And Assessing The Network Of Work Packages Requires Understanding ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. A credible schedule cannot be just a list of activities. It must be an accurate model of the project strategy and execution that can be analyzed, assessed, and used to answer risk based questions.
A “Very” Simple Risk Management Process Is Needed To Establish Credibility PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. Planning Identification Analysis Handling Communication and  Tracking ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],“ Risk Analysis Techniques, Schedule, Cost and Other Aspects, INCOSE Heartland Chapter October 24, 2001, Futon Corporation
Integrating Cost, Schedule, And Technical Performance PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. Cost, Schedule, Technical Model † WBS Task 100 Task 101 Task 102 Task 103 Task 104 Task 105 Task 106 † This is a Key concept. This is the part of the process that integrates the cost and schedule risk impacts to provide the basis of a credible schedule. Probability Density Function ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Monte Carlo Simulation Tool is Mandatory 1.0 .8 .6 .4 .2 0 Days, Facilities, Parts, People Cumulative Distribution Function Days, Facilities, Parts and People
There Is Technical And Programmatic Risk – Both Must Be Addressed ,[object Object],[object Object],[object Object],PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. So much for our strategy of winning through technical dominance
Wrap Up PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. A good plan, violently executed now is better than a perfect plan executed next week –  General George S. Patton
In The End Its All About The Schedule ,[object Object],[object Object],[object Object],[object Object],[object Object],PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc.
Troubled Projects Always Have A Common Set Of Attributes ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],PMI  College of  Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. A ship on the beach is a lighthouse to the sea – Dutch Proverb

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Establishing the Performance Measurement Baseline

  • 1. Establishing the Performance Measurement Baseline (PMB) The Performance Measurement Baseline is a time–phased schedule of all the work to be performed, the budgeted cost for this work, and the organizational elements that produce the deliverables from this work. Glen B. Alleman Vice President, Strategy and Performance Management Lewis & Fowler 8310 South Valley Highway Suite 300 Englewood, Colorado 80112 www.lewisandfowler.com [email_address]
  • 2. The Processes Surrounding the Performance Measurement Baseline PMI College of Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. Identify Needed Business Capabilities Establish a Performance Measurement Baseline Execute the Performance Measurement Baseline Capabilities Based Plan Business Value Stream Earned Value Performance Technical Performance Measures Business Value Stream Technical Requirements Establish a Requirements Baseline Technical Performance Measures PMB
  • 3.
  • 4. The Six Steps to Build the Performance Measurement Baseline PMI College of Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. Decompose the Project Scope into a product based Work Breakdown Structure and then into Work Packages which describe the production of all deliverables Decompose Scope Assign Responsibility for Work Packages to named owners who are accountable for the management of resource allocation and cost baseline, and technical performance Assign Responsibility Arrange the Work Packages in a well formed network with explicitly defined deliverables, milestones and internal and external dependencies Arrange Work Packages Develop Time–Phased Budget (BCWS) from labor spreads in each Work Package and balance these BCWS spreads across the Project. Develop BCWS Assign Objective Performance Measures for each Work Package and summarize these for the Project as a whole. Use the 0%/100% measurement of complete whenever possible. Assign Performance Measures Establish a Performance Measurement Baseline to be used forecasting Work Package and Project ongoing and completion metrics. Set Performance Baseline
  • 5.
  • 6.
  • 7. Success Of The PMB Depends On Identifying Measureable Results PMI College of Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. What gets measured gets done 1 If you don’t measure results, you can’t tell success from failure 2 If you can’t see success, you can’t reward it 3 If you can’t reward success, you’re probably rewarding failure 4 If you can demonstrate results, you can remain credible 7 If you can’t see success, you can’t learn from it 5 If you can’t see failure, you can’t correct it 6
  • 8. Decompose The Scope Into A Proper “Tree” PMI College of Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. Business Capability Process Invoices for Top Tier Suppliers 1 st Level Electronic Invoice Submittal 1 st Level Routing to Payables Department 2 nd Level Payables Account Verification 2nd Level Payment Scheduling 2 nd Level Material receipt verification 2nd Level “ On hand” balance Updates
  • 9.
  • 10. What Does A Good Work Package “NOT” Look Like? PMI College of Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. What NOT to do Instead Think About It’s NOT a laundry list of work to be done It’s a decomposition of the products, services, and data generated by those It’s NOT a functional decomposition That’s the role of the Organizational Breakdown Structure (OBS) It’s NOT a direct map of the requirements Requirements produce products and services, but are not one for one with the WBS It’s NOT a reflection of the underlying product or service partitioning This is done later in the program strategy It’s NOT the first structure you might think of… Build the WBS several times, assess its usefulness in describing the products and services
  • 11.
  • 12.
  • 13.
  • 14.
  • 15. Connect The WBS To Work Packages And Then Define The Tasks To Produce The Deliverables PMI College of Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. Deliverables WBS Tasks and Schedule Business Need Process Invoices for Top Tier Suppliers 1 st Level Electronic Invoice Submittal 1 st Level Routing to Payables Department 2 nd Level Payables Account Verification 2nd Level Payment Scheduling 2 nd Level Material receipt verification 2nd Level “ On hand” balance Updates Work Package 1 2 3 4 6 5 A B Deliverables defined in WP Terminal Node in the WBS defines the products or services of the project Terminal node of the WBS defined by a Work Package Tasks within the Work Package produce the Deliverables 100% Completion of deliverables is the measure of performance for the Work Package Management of the Work Package Tasks is the responsibility of the WP Manager. These are not held in the master plan A decomposition of the work needed to fulfill the business requirements
  • 16.
  • 17. Decompose Business Capabilities Into Deliverables, Then Work Packages, Then Measurable Outcomes PMI College of Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. Business Capabilities Capability Number 1 Capability Number 2 Deliverable Number 1.1 Deliverable Number 1.2 Deliverable Number 1.3 Deliverable Number 1.4 Work Package Number 1 Work Package Number 2 Work Package Number 3 50% Milestone 50% Milestone 100% Milestone 100% Milestone Deliverable Number 2.1 Work Package Number 4 100% Milestone Deliverable Number 2.1 Deliverable Number 2.1 Work Package Number 5 25% Milestone 75% Milestone Increasing Detail of the Planning Outcomes Increasing Value to the Customer
  • 18.
  • 19. Step 2: Define The Effort, Duration, And Confidence Intervals PMI College of Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc.
  • 20.
  • 21. Use Word Or Excel, It Doesn’t Matter Just Capture The Contents In One Place PMI College of Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. No matter what form is used, the function of the Work Package must communicate to the participants the baseline information described in the Table of Contents of the previous page.
  • 22.
  • 23.
  • 24.
  • 25.
  • 26.
  • 27. Assign The Responsibilities And Make A Single Person Accountable PMI College of Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc.
  • 28. Arrange The Work Packages Into A “Well Formed” Network PMI College of Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. 2 nd Level Payables Account Verification 2 nd Level Payment Scheduling 2 nd Level Material receipt verification 2 nd Level “ On hand” balance Updates
  • 29.
  • 30. “ Arranging” the Work Packages Is Iterative And Incremental PMI College of Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. In the example above, the Work Package Managers collectively come to an agreement on how the sequence of how the work will be performed. The result is a collective ownership of the outcome. This ownership comes from the collective development of the project plan. This process is a Product Development Kaizen (PDK)
  • 31. Develop A Time–Phased Budget PMI College of Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. 2 nd Level System Payables Account Verification 2 nd Level System Payment Scheduling 2 nd Level System Material receipt verification 2 nd Level System “ On hand” balance Updates Duration of the Work Package BCWS Duration of the Work Package BCWS Duration of the Work Package BCWS Duration of the Work Package BCWS
  • 32. Balance All The Work Across The Project Before Setting The Baseline PMI College of Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc.
  • 33.
  • 34.
  • 35.
  • 36.
  • 37. Project Maturity Flow Is The Incremental Delivery Of Business Capabilities PMI College of Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. Pilot Data Enrollment Integrators Quality Monitor Internal Router External Interfaces Finance Loss Data Store Lookup Data Warehouse Data Marts Data Marts Portals and others Billing Resale's Emulations Demo conversion process, member reconciliation Shared group matrix reports and interfaces Shared member crosswalk and members to ERP Integrators in ERP converted to inventory Status and trigger conversions Data in Marts for ERP Material Master Converted from legacy External Vendors converted to ERP TBD Vendors from legacy Material converted end–to–end
  • 38.
  • 39.
  • 40.
  • 41.
  • 42. Wrap Up PMI College of Scheduling “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. A good plan, violently executed now is better than a perfect plan executed next week – General George S. Patton
  • 43.
  • 44.

Editor's Notes

  1. Thank you for the invitation to speak today. The topic of a Performance Measurement Baseline may sound a bit arcane to some parts of the project management community. In the defense and aerospace community is contractually obligated to manage programs using the Performance Measurement Baseline. So how can we learn from experiences outside of defense and aerospace? This talk is a very quick tour of a larger problem found in all projects – “how do we know when we are done?” and “how can we tell we are actually making progress toward the ‘getting done’ part of the project?” In the 44 slides today we will cover the six steps in defining the performance measurement baseline and a description of what to do with the baseline once you have it. Our Learning Objectives today include: The development of the Performance Measurement Baseline (PMB) is a Practice based on Principles . The Principles come first, then the Practice . Without the Principles a PM might be able to produce a PMB, but with the Principles the PMB can produce a better PMB. The key to success in the Practice of PMB is to know the difference between doing something and doing something for the right reasons. The role of a Principle is to guide the development of Practice . With Principles the Practice becomes clear and can be generalized to broader situations, improved on to make the Practice better, while maintaining the core Principles.