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Gonzalez.matthew

  1. 1. Planning and Conducting an Integrated Baseline Review (IBR) Matthew T. Gonzales, Project Business Manager Jet Propulsion Laboratory 818-354-3629Used with Permission Pg 1
  2. 2. Communication– Early– Frequent– Inclusive Pg 2
  3. 3. Organization‘If you cant describe what you are doing as a process, you dont know what youre doing.’ W. Edward Deming Pg 3
  4. 4. IBR as a Process Pre-Phase A emphasizes the Phase A emphasizes the EV Phase B emphasizes the Phase C emphasizes use of EVM Phase D emphasizes use of EVMcontractors and projects readiness Process and Initial Baseline validity of baseline to complete and the validity of EAC to and the validity of EAC to for EVM Plan work complete work complete work Formulation Implementation Pre-Phase A Phase A Phase B Phase C Phase D Project Emphasis: Project Emphasis: Project Emphasis: Project Emphasis: Project Emphasis: - System Definition - Complete System Definition - Project Requirements - Complete Flight and Ground - Integration of Flight HW - Identify potential contractors - Establish Requirements Baselined Designs and SW and teammates - Select Contractors - Preliminary Design - Conduct component and SS - Integrate Payload and - Identify contractors above - Award Contracts with EVM Established CDRs Launch Vehicle $20M DRDs - LL Procurements Let - Build BB and EMs - Initiate Acceptance Test Program for Flight HW EVM Emphasis: EVM Emphasis: EVM Emphasis: EVM Emphasis: EVM Emphasis: - EVM implementation team - Contractor teams develop - EV System is mature - Implement EV - Implement EV defined initial project cost and schedule - Reports Submitted - Project Office conducts IBR with - Project Office conducts IBR with - Contractors develop EVM baseline - Logs Established emphasis on Risk to Reserves emphasis on Risk to Reserves plan - Contractors submit EV reports - Change Control Exercised - Does Project Plan support - Does Project Plan support I&T - Progress Assessment Visit per DRDs - Project Office conducts IBR with detail design Program (PAV); Contractor presents - Project Office conducts IBR emphasis on Risk to Reserves - Is EV data reliable as a - Is EV data reliable as a predictor EVM plan with emphasis on Process - Project Plan content predictor - Quality of VARs - EVM team evaluates - Compliance to EV Process - Completeness of Planning - Quality of VARs - Is the project using EVM data to - If Validation Review is - Data Quality - Change control process - Is the project using EVM data manage required, EVM teams works - CAM Knowledge - Basis of Estimate for Cost and to manage - Test EAC process with local DCMA - Change Control Schedule - Test EAC process - Quality BOEs - Conduct follow-up PAV - Validity of Baseline relative - Can design be built with - Quality BOEs - Can I&T be completed for - Support KDP A to Scope of Work planned resources - Can HW be built for estimated cost - Support KDP B - Overall robustness of EVM estimated cost - Is there sufficient schedule system - Is there sufficient schedule - Are Risks known and mitigated - Reconciliation to Phase A - Are Risks known and - Reliable reporting Baseline mitigated - Support KDP E - Support KDP C - Reliable reporting - Support KDP D Pg 4
  5. 5. Key to Success– Communication– Organization Pg 5
  6. 6. IBR StepsImpetusPlanningConductingCaucus and reviewOut-briefFinal Report Pg 6
  7. 7. ImpetusImpetus for an Integrated Baseline Review  Comply with customer requirements (7120.5d)  Significant change to system design  New Launch Date  ‘Grass roots’ EAC Developed  Over Target Baseline incorporated Pg 7
  8. 8. PlanningIn preparing for battle Ihave always found thatplans are useless, butplanning is indispensable.Dwight D. Eisenhower Pg 8
  9. 9. Planning Process FlowTimeline Events Process Project IMS restructured for Project IMS resources Project Plan approved Re-plan new launch date and estimated and loaded by SMD PMC. design change into Turbo for pricing Authorized to Proceed. EV Turbo estimates MS Project milestones Project integrated Database imported into MPM. imported in MPM. baseline complete. Complete PMB established. Weight applied. EV Set ‘Over Target Jul ‘06 Plan Set Baseline’ 1st Schedule updated on Update to MPM Generate and submit Month weekly cadence. database. CPR Format 1 in EV update Weekly metrics ACWP and BCWP for support of customer cycle implemented. July month end MMR Review EV metrics Corrective actions Changes to S/C and & analysis reveals assigned/reviewed. Mtl plans and EVAug ‘06 Analysis planning Implementation approved methods complete anomalies. by PO and implemented prior to Aug close. Pg 9
  10. 10. Planning Process FlowTimeline Events Process 2nd Submit CPR Format 1. Corrective actions IBR date negotiated Month Planning changes closed. EV and VARs with all affected EV update incorporated. EV reviewed at project parties. Set for Nov. cycle metrics improve. MMRSep ‘06 Project office IBR scope, Contractor, HQ/DPO Project generates and briefs schedule and team and project team CDR IBR information membership briefed on IBR plan package. finalized. Oct ‘06 IBR Coordination Day 1 -IBR In-Brief Update to MPM Day 2 – Data Review meeting with Review JPL database. Project Office Review team audits Team week before BATC EV Surveillance ACWP and BCWP for CAM notebooks. Project review BATC Project end July month Office Team caucus. IBR EV metrics Day 3 – CAM Interviews Day 4 – Data Review/ analysis reveals Project Technical Lead Informal Out-brief FormalNov ‘06 planning conducts interview. All team Review Survey Results Out-brief anomalies. members complete survey 3-4 slide contractor feedback Pg 10
  11. 11. PlanningPlan for your review  Anticipated KDP  Project Phase  Working with contractorsDefine IBR as early as possible  Scope, Goals, Purpose  Team membership with roles and responsibilities  Required documents for review  Work with contractor on logisticsCommunicate  3 briefings in preparation for review  Need to train interviewers as well as interviewees  Provide contractor with questions ahead of time Pg 11
  12. 12. The In-Brief Preamble Pg 12
  13. 13. John Wooden: A Coaching LegendUCLAs basketball program has the international reputation of being No. 1. There is a major reasonfor that his name is John Robert Wooden, who announced his retirement after the 1974-75 season(his 27th campaign) as the Bruins head coach with the winningest record in all of the sportshistory. Wooden celebrated his 92nd birthday on Oct. 14, 2002.Wooden concluded his 40 years as a head coach that season and his 885-203 overall career win-loss record (a percentage of .813) is unequaled. A large part of that success was at UCLA. In 27years as Bruin coach, his teams registered 620 wins, and only 147 losses while earning far morenational honors than any other university.Under Wooden, UCLA won an unprecedented 10 NCAA championships, including sevenconsecutive (1966-73). Included in the string is one of the most amazing win streaks in all ofsports, 38 straight NCAA tournament victories.In addition, there is the all-time NCAA consecutive winning-streak record of 88 games over fourseasons, which included consecutive 30-0 seasons in 1971-72 and 1972-73. UCLA also won 149of 151 games in Pauley Pavilion during his Bruin tenure.John Wooden is the only coach to compile four undefeated seasons of 30-0 and his Bruin teamscaptured 19 conference championships (the record of which Wooden is most proud).Coach Wooden is the first person to be inducted into the National Basketball Hall of Fame asboth a player and coach Pg 13
  14. 14. John Wooden Quotes“It’s the little details that are vital. Little things make big things happen”“If you don’t have time to do it right, when will you have the time to do it over”“Winning takes talent, to repeat it takes character”“It is what we learn after we know it all that really counts”“Be prepared and be honest”“Things turn out best for the people who make the best of the way things turnout” Pg 14
  15. 15. Use your review In-brief as a time to Inspire Pg 15
  16. 16. The In-BriefProject OverviewGoalsSuccess CriteriaProcess OverviewDocumentsLogistics/ScheduleGeneral Comments Pg 16
  17. 17. Data Review - Wed, Nov. 15th 8am – 5pm• Control Account Managers Notebooks – Turbo reports • Reviewing for completeness – Schedules , by WBS element and by IPT and consistency in the plans. – Control Account Plans to Work Package level • Is the work fully accounted for of detail and Earned Value Milestone Report and plan appropriately. – Current WBS and WBS Dictionary • Are all resources planned and available when required. – Estimating methodology and documentation to enable assessment of the basis of the • Is the time phasing of cost and estimates schedule consistent. – Work Authorization Documents for authorized • Is EV planned in a way to yield control accounts. accurate results. – Performance Measurement Reports (CPR • Are analysis tools available Format 1) and utilized. – Budget Change Requests (if applicable) • Are changes tracked and managed – Approved liens and KVRs and recovery plans • Are they adhering to the BATC• Other Ball documentation required for the IBR: way of planning and managing – Current Contract SOW projects. – BATC System Description, Kepler EVM Plan Supplement Pg 17
  18. 18. Conducting Interviews Pg 18
  19. 19. Conducting InterviewsSelect WBS elements for review  Risk driven (technical and/or programmatic)  Phase specificSelect appropriate questions  Phase specific  Basis of Estimate  Discern risk  Communicate earlyDevelop interview teams  Led by technical representative  Small teams  Provide training on questionsDiscussions/Interviews  Conversational  ~ 2 hours  Document results Pg 19
  20. 20. CAM Interviews – Nov. 16th 8am – 5pm IBR CAM Interview Schedule DRAFT WBS WBS Description Day Interview Time 6.1.1 FS Management Thurs 08:00 – 10:00 5.2.6 Attitude Control Thurs 08:00 – 10:00 5.2.8 Communications Thurs 08:00 – 10:00 6.1.3 FS Mission Assurance Thurs 10:00 – 12:00 6.3.2 FPAA Thurs 10:00 – 12:00 6.3.3 Electrical Thurs 10:00 – 12:00 6.3.4 Telescope Thurs 1:00 – 3:00 5.2.3 Mechanical Subsystem Thurs 1:00 – 3:00 6.3.5 Photo Integration Test Thurs 3:00 – 5:00 5.2.11 Spacecraft I&T Thurs 3:00 – 5:00 5.3 System ATLO IBR CAM Interview Schedule Technical Leads NASA Reps Discovery Program Office Support Peg Leslie Jim Sarah Michael Renee Pam Jack Steve Nate John Robert Dan Maura Bill Tim Cal JoeWBS WBS Description Frerking Livesay Fanson Gavit Moore Leck Marcum Graham McClard Porter Keidel Bitten Graham Fujieh Epping Clark Cambers Fischetti6.1.1 FS Management 1 1 1 15.2.6 Attitude Control 1 1 1 15.2.8 Communications 1 1 1 16.1.3 FS Mission Assurance 1 1 1 16.3.2 FPAA 1 1 1 16.3.3 Electrical 1 1 1 16.3.4 Telescope 1 1 1 15.2.3 Mechanical Subsystem 1 1 1 16.3.5 Photo Integration Test 1 1 1 15.2.11 Spacecraft I&T 1 1 1 15.3 System ATLO Pg 20
  21. 21. CAM Questionnaire Questions Rating Low Med High1.What is the Manager’s scope of work? Does the Manager know what scope of work ishis/her responsibility? Cost 1 2 3 4 5–The Manager should be able to show the team a Statement of Work (SOW) paragraph, a WBS,PWBS, or CWBS narrative, and a Work Authorization Document that correlates to the task. Schedule 1 2 3 4 5Comments: Technical 1 2 3 4 52.How did the Manager plan the scope of work into control accounts? Cost 1 2 3 4 5–The SOW defines the effort. The WBS, PWBS, or CWBS provides specifics, such as workdefinition. The work authorization and change documentation should show information such as the Schedule 1 2 3 4 5dollars/hours, period of performance, and description of the scope of work and any changes.Comments: Technical 1 2 3 4 53.How did the Manager ensure that all elements of the scope of work were planned? Cost 1 2 3 4 5–The Manager should be able to show the team the work packages breaking down the scope ofwork, and the budget associated with each work package. The sum of the work packages should be Schedule 1 2 3 4 5the control account budget. Each control account should contain a specific scope of work.Comments: Technical 1 2 3 4 5 Pg 21
  22. 22. Caucus and Review Pg 22
  23. 23. Caucus and ReviewReview survey responses  By interview, by question  Look for outliers and discuss.  Opportunity to share thoughts and observations  Normalize metrics  Do metrics support subjective risk observations Pg 23
  24. 24. Caucus and Review Low Med High 12 36 60 Risk RatingWBS CAM Intvr No Questions Cost Sched Tech Total5.2.6 CS SG 1 1.What is the Manager’s scope of work? Does the Manager 1 2 3 6 know what scope of work is his/her responsibility?5.2.6 CS DG 1 1.What is the Manager’s scope of work? Does the Manager 1 1 2 4 know what scope of work is his/her responsibility?5.2.6 CS RB 1 1.What is the Manager’s scope of work? Does the Manager 1 1 1 3 know what scope of work is his/her responsibility?5.2.6 CS BE 1 1.What is the Manager’s scope of work? Does the Manager 1 1 1 3 know what scope of work is his/her responsibility? Totals 4 5 7 165.2.6 CS DG 2 2.How did the Manager plan the scope of work into control 1 1 1 3 accounts?5.2.6 CS SG 2 2.How did the Manager plan the scope of work into control 1 1 1 3 accounts?5.2.6 CS RB 2 2.How did the Manager plan the scope of work into control 1 1 1 3 accounts?5.2.6 CS BE 2 2.How did the Manager plan the scope of work into control 1 1 1 3 accounts? Totals 4 4 4 125.2.6 CS DG 3 3.How did the Manager ensure that all elements of the scope of 2 2 2 6 work were planned?5.2.6 CS SG 3 3.How did the Manager ensure that all elements of the scope of 1 1 1 3 work were planned?5.2.6 CS RB 3 3.How did the Manager ensure that all elements of the scope of 1 1 1 3 work were planned?5.2.6 CS BE 3 3.How did the Manager ensure that all elements of the scope of 1 1 1 3 work were planned? Totals 5 5 5 155.2.6 CS BE 4 4.How did the Manager obtain the resources for assigned work? 3 3 3 95.2.6 CS RB 4 4.How did the Manager obtain the resources for assigned work? 2 2 1 55.2.6 CS DG 4 4.How did the Manager obtain the resources for assigned work? 1 1 1 35.2.6 CS SG 4 4.How did the Manager obtain the resources for assigned work? 1 1 1 3 Pg 24
  25. 25. Survey Results…and the survey says… Pg 25
  26. 26. Cost Risk Rating 5.00 4.00Risk Rating 3.00 2.00 1.00 0.00 SPACECRAFT/ATLO FPAA ASSURANCE MECHANICAL ELECTRICAL ATTITUDE PHOTOMETER I&T COMMUNICATIONS FLIGHT SEGMENT TELESCOPE CONTROL FS MISSION MANAGEMENT Cost Risk WBS No Questions Cost 6.1.3 FS MISSION ASSURANCE 2.77 6.3.2 FPAA 2.38 6.3.4 TELESCOPE 2.29 5.2.6 ATTITUDE CONTROL 1.84 6.3.5 PHOTOMETER I&T 1.75 6.3.3 ELECTRICAL 1.56 5.2.3 MECHANICAL 1.52 6.1.1 FLIGHT SEGMENT MANAGEMENT 1.44 5.2/5.3 SPACECRAFT/ATLO 1.39 5.2.8 COMMUNICATIONS 1.25 Pg 26
  27. 27. Schedule Risk Rating 5.00 4.00Risk Rating 3.00 2.00 1.00 0.00 SPACECRAFT/ATLO FPAA ASSURANCE MECHANICAL ELECTRICAL ATTITUDE PHOTOMETER I&T COMMUNICATIONS FLIGHT SEGMENT CONTROL TELESCOPE FS MISSION MANAGEMENT Schedule Risks WBS No Questions Sched 6.3.2 FPAA 2.39 6.3.4 TELESCOPE 2.28 6.1.3 FS MISSION ASSURANCE 2.06 5.2.6 ATTITUDE CONTROL 1.83 6.3.5 PHOTOMETER I&T 1.76 6.3.3 ELECTRICAL 1.65 5.2/5.3 SPACECRAFT/ATLO 1.52 5.2.3 MECHANICAL 1.52 5.2.8 COMMUNICATIONS 1.37 6.1.1 FLIGHT SEGMENT MANAGEMENT 1.36 Pg 27
  28. 28. Technical Risk Rating 5.00 4.00Risk Rating 3.00 2.00 1.00 0.00 SPACECRAFT/ATLO FPAA ASSURANCE MECHANICAL ELECTRICAL ATTITUDE PHOTOMETER I&T COMMUNICATIONS FLIGHT SEGMENT TELESCOPE CONTROL FS MISSION MANAGEMENT Technical Risks WBS No Questions Tech 6.3.2 FPAA 2.19 6.3.4 TELESCOPE 2.16 5.2.6 ATTITUDE CONTROL 1.64 6.3.5 PHOTOMETER I&T 1.59 6.3.3 ELECTRICAL 1.38 5.2/5.3 SPACECRAFT/ATLO 1.35 6.1.3 FS MISSION ASSURANCE 1.29 5.2.8 COMMUNICATIONS 1.24 5.2.3 MECHANICAL 1.24 6.1.1 FLIGHT SEGMENT MANAGEMENT 1.20 Pg 28
  29. 29. Risk Rating by WBS Risk RatingWBS No Questions Cost Sched Tech Total6.1.1 1 1.What is the Manager’s scope of work? Does the Manager know what 1.33 1.33 1.40 3.83 scope of work is his/her responsibility?6.1.1 2 2.How did the Manager plan the scope of work into control accounts? 1.17 1.33 1.20 3.506.1.1 3 3.How did the Manager ensure that all elements of the scope of work 1.20 1.40 1.20 3.17 were planned?6.1.1 4 4.How did the Manager obtain the resources for assigned work? 1.33 1.33 1.00 3.336.1.1 5 5.Ask the Manager to describe the resource development process. 1.40 1.17 1.00 3.006.1.1 6 6.How did the Manager come to an agreement of the scope, hours, 1.50 1.33 1.00 3.50 dollars and schedule?6.1.1 7 7.Ask the Manager to show the team the schedule milestones used in the planning of the control accounts. The Manager should discuss: 1.00 1.00 1.00 2.836.1.1 8 8.Ask the Manager how the work was time phased to achieve the 1.40 1.33 1.00 3.17 schedule.6.1.1 9 9.Ask the Manager to identify any known risks that may affect the plan. 1.67 1.17 1.20 3.836.1.1 10 10.Are the Managers resources adequately planned and correctly time phased to meet the plan? Progress of each plan should relate to earned 1.33 1.17 1.00 3.33 value6.1.1 11 11.Ask the Manager why he/she chose a particular type of earned value 1.33 1.33 1.40 3.83 method?6.1.1 12 12.Does the earned value method used make sense for the type of work being performed? Can you measure performance? Is the Manager using milestones to measure accomplishments? Does the Manager use the 1.20 1.00 1.00 2.50 LOE method; and is the LOE in support of measurable6.1.1 13 13.How does the Manager manage his/her plan? 1.50 1.50 1.20 4.006.1.1 14 14.How is the baseline maintained? 2.00 1.80 1.80 4.676.1.1 15 15.What is the project’s risk management process? How is risk 1.50 1.50 1.50 3.00 incorporated into the EAC?6.1.1 16 16.What is the process for reviewing and updating EACs? 2.00 1.75 1.50 3.506.1.1 17 17.How does the CAM update the schedule? How often are schedules 1.67 1.67 1.00 4.33 updated? FLIGHT SEGMENT MANAGEMENT Total Scores by WBS 1.44 1.36 1.20 3.49 Pg 29
  30. 30. Risk Rating 0.00 1.00 2.00 3.00 4.00 5.00 6.00 7.00 8.00 9.Ask the Manager to identify any 9 known risks that may affect the plan. 15.What is the project’s risk 15 management process? How is 16.What is the process for 16 reviewing and updating EACs? 7.Ask the Manager to show the team 7 the schedule milestones used in 4.How did the Manager obtain the 4 resources for assigned work? 10.Are the Managers 10 resources adequately 6.How did the Manager come to 6 an agreement of the scope, hours, 13.How does the Manager manage 13 his/her plan? 5.Ask the Manager to describe the 5 resource development 12.Does the 12 earned value method used make sense for the type 14.How is the baseline 14 maintained? 8.Ask the Manager how the work was 8 time phased to achieve the Risk Rating by Question 2.How did the Manager plan the 2 scope of work into control accounts? 11.Ask the Manager why 11 he/she chose a particular type of 3.How did the Manager ensure 3 that all elements of the scope of work 1.What is the Manager’s scope 1 of work? Does the Manager knowPg 30 17.How does the CAM update the 17 schedule? How often are
  31. 31. Risk Rating by Question Risk RatingNo Questions Cost Sched Tech Total 9 9.Ask the Manager to identify any known risks that may affect the plan. 2.44 2.40 2.24 6.8615 15.What is the project’s risk management process? How is risk incorporated into the EAC? 2.43 2.45 2.24 6.6916 16.What is the process for reviewing and updating EACs? 2.20 2.07 1.75 5.78 7 7.Ask the Manager to show the team the schedule milestones used in the planning of the control 1.82 1.99 1.43 5.15 accounts. The Manager should discuss: 4 4.How did the Manager obtain the resources for assigned work? 1.83 1.90 1.43 5.1010 10.Are the Managers resources adequately planned and correctly time phased to meet the plan? 1.87 1.72 1.49 4.96 Progress of each plan should relate to earned value 6 6.How did the Manager come to an agreement of the scope, hours, dollars and schedule? 1.85 1.72 1.55 4.8813 13.How does the Manager manage his/her plan? 1.68 1.61 1.50 4.78 5 5.Ask the Manager to describe the resource development process. 1.72 1.66 1.42 4.5912 12.Does the earned value method used make sense for the type of work being performed? Can you measure performance? Is the Manager using milestones to measure accomplishments? Does the 1.76 1.61 1.30 4.58 Manager use the LOE method; and is the LOE in support of measurable14 14.How is the baseline maintained? 1.84 1.70 1.50 4.58 8 8.Ask the Manager how the work was time phased to achieve the schedule. 1.64 1.70 1.44 4.52 2 2.How did the Manager plan the scope of work into control accounts? 1.60 1.52 1.37 4.4811 11.Ask the Manager why he/she chose a particular type of earned value method? 1.64 1.54 1.30 4.44 3 3.How did the Manager ensure that all elements of the scope of work were planned? 1.57 1.59 1.38 4.42 1 1.What is the Manager’s scope of work? Does the Manager know what scope of work is his/her 1.45 1.38 1.30 4.08 responsibility?17 17.How does the CAM update the schedule? How often are schedules updated? 1.58 1.58 1.31 4.06 Pg 31
  32. 32. The Out-BriefGoalsSuccess CriteriaObservationsSurvey ResultsConcernsRequest for Actions (RFAs)ImprovementsGeneral Comments Pg 32
  33. 33. The Final ReportAuthor and submitreport to ProgramOffice, Project Officeand appropriate linemanagement Pg 33
  34. 34. Final Report Pg 34
  35. 35. Final Report Pg 35
  36. 36. Walk - off Pg 36

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