Establishing a Credible Performance Measurement Baseline (PMB)


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?”

The Learning Objectives 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.

About the Instructor:

Glen Alleman is Vice President, Program Planning and Controls for Lewis & Fowler, Denver Colorado. Glen defines, develops, deploys, and assures the benefits of Lewis & Fowler's defense and space program management and business process improvement offerings. These include Deliverables Based Planningsm, an Earned Value and Technical Performance Measure based program management method.

Glen’s background includes a formal education in Systems Management, experience in both commercial and aerospace & defense program management, and software development of embedded control systems.

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