Program Startup Workshop--A Program Transition Assist--                Jess Stewart     Defense Acquisition University (DA...
Program Startup Workshop (PSW):                       “WHY”• Many DoD programs struggled or have failed  due to Lack of : ...
Background• NDIA/DUSD (A&T) Program for 2008 Emphasis• The Workshop is intended to better start new or  programs in transi...
What We Have Found• Preparing for a Workshop after Contract  Award is Very Difficult  – Neither the Government or Contract...
The “What” of a New Program     Startup Workshop
Workshop ObjectivesProgram• Produce key program startup products  • Improved Roadmap to Integrated Baseline Review    (IBR...
Planning Timeline: Earlier is Better!DFARClauseModel Post    Event + 1 Wk          Event + 2 Wks        Event + 4-6 Wks  E...
What NPSW IS                          What NPSW Isn’t                    Participants• Alignment of Gov’t & Industry      ...
Observations!
Some Observations• Noted!  –   I didn’t plan for a workshop  –   This looks like work  –   If I wanted a workshop I would ...
Rest of the Story• Change of Program phase (All Milestones/Nunn-  McCurdy) Planning often Immature  – Workshop helps model...
Rest of the Story (Cont.)• Independent third party facilitization an asset for  PMs—less program or contractor spin• Corpo...
What Should You Consider          for    Your Workshop?
Thoughts for Best Results• Program Managers Must be on Message  – Have Agenda/Strategic Objectives• Model Processes to Imp...
Workshop Mechanics• Pre RFP planning and training best approach   – Include Clause in RFP for Workshop• Pre-meeting betwee...
Pre-Workshop Planning• PMs “One on One” for Personal Alignment• Both Program Managers Participation in     Workshop Planni...
Detailed schedule for a 2.5 day workshop      Event           Briefer               Event                  Briefer        ...
Notional Post MS B Workshop Module                Module Title:                              Workshop Products Captured:Mo...
Post MS B Workshop Modules (Cont.)                                        Workshop Products         Module Title:         ...
Examples
Joint Tactical Radio Airborne, Maritime, Fixed                                    (JTRS AMF)Key Benefits1. Unlike Contract...
Additional JTRS (AMF) Observations• Perfect Timing   – Strong Team Building and Perspective Exchange   – Both Sides Noted ...
C-5 RERPProgram Start-Up Workshop (PSW) Summary                8 Sep 2008
Bottom-Line Up Front• PSW was worth the work—forum for joint discussion  of relevant and time-sensitive issues  –   Lesson...
Purpose of C 5 RERP PSW• Lay groundwork for successful LRIP IBR• Focus on LRIP/Production and associated cultural  changes...
The “New” Program Startup Workshop—A Program Transition Assist!   - Practical Program Alignment                 Tool-     ...
Additional Slides
Workshop “Mechanics”• Facilitators present workshop process early in workshop   – Get a feeling from the participants on s...
Workshop Feedback“Our evolved agenda, which allowed the User and Resource Sponsorto express their viewpoints, was CRITICAL...
Example Program Startup Workshop--                          Typical Modules for Tailoring          Day 1                  ...
Workshop FlowWorkshop Introduction (Challenges & Vision)   -Executives, PMs, Sponsors and/or Users/Facilitator      Topic ...
Workshop Participants –   More Attendees are Program Socialization!Prime Program Team            15 - 25Subcontractors    ...
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Stewart.jess

  1. 1. Program Startup Workshop--A Program Transition Assist-- Jess Stewart Defense Acquisition University (DAU) Fort Belvoir, Virginia February 24-25, 2009
  2. 2. Program Startup Workshop (PSW): “WHY”• Many DoD programs struggled or have failed due to Lack of : – Common vision & plan for success – Understanding of performance measurement baseline including program risks• Importance of working together to start new programs underestimated DOD & Industry: Finding a Better Approach Together
  3. 3. Background• NDIA/DUSD (A&T) Program for 2008 Emphasis• The Workshop is intended to better start new or programs in transition and: – Held soon (3-6 weeks) after contract award – Jointly conducted with government and contractor teams It’s the Culture
  4. 4. What We Have Found• Preparing for a Workshop after Contract Award is Very Difficult – Neither the Government or Contractor are Typically Well Prepared to Align Processes and Teams – Need RFP to Contain Requirement for Workshop – Government Must Model Behaviors Prior to Source Selection & Communicate Expectations A New Contract is a Cultural Change!
  5. 5. The “What” of a New Program Startup Workshop
  6. 6. Workshop ObjectivesProgram• Produce key program startup products • Improved Roadmap to Integrated Baseline Review (IBR) • Integrated Product Team (IPT) Tasks, Charters and Sustainment ProcessPeople• Build an environment of trust, collaboration, teamwork and communication• Align Teams
  7. 7. Planning Timeline: Earlier is Better!DFARClauseModel Post Event + 1 Wk Event + 2 Wks Event + 4-6 Wks EventRFP Pre-Workshop planning meeting Review/tailor workshop modules Contract Award Establish administrative responsibilities Conduct workshop Workshop planning scheduled (move earlier if Facilitator confirmed DFAR Clause used
  8. 8. What NPSW IS What NPSW Isn’t Participants• Alignment of Gov’t & Industry • Program Oversight • Program Managers• Clarifications & Emphasis: • Training • Deputy PMs - Transparency • Integrated Baseline Review • PCO/Contracting Head - Communications Plans • Grading Program Managers • Baseline audit • Chief Financial Mgrs - Key Contract Requirements • Negotiation of Contract • EVM/IBR Leads - Baseline Management Changes • Chief Engineers - - Mgt. Reserve / Incentives • Post Award Orientation or • Chief Logisticians - IMP/IMS Conference (unless - Change Management • Significant IPT Leads integrated by government into - Data/Workflow Management workshop) • DCMA PI /ACO/EV• IBR Execution Plan • PMs of Major Subs Sponsor/User Rep• PMR Process Including Metrics Not just for New Facilitation Team• Risk Management• IPT Charters, Responsibilities, Starts!etc• Other Topics Selected By PMs Early Alignment & Mutual Commitment To Program Success
  9. 9. Observations!
  10. 10. Some Observations• Noted! – I didn’t plan for a workshop – This looks like work – If I wanted a workshop I would have done one – Why would I invite OSD in—to help? (I’m already helped) – You don’t work for me – The contractor didn’t bid it – Corporate—we never let them in the door – My people are too busy doing work (and we know what we are doing) or I’m too busy ; or – Every Program Should Have One But Here is the Rest of The Story!
  11. 11. Rest of the Story• Change of Program phase (All Milestones/Nunn- McCurdy) Planning often Immature – Workshop helps model government and contractor team interaction for new phase (best to do early)• Workshop focuses on team management—how & what the teams do – Sets clearer expectations on team roles – Team roles, responsibilities and reporting often not clearly defined – EVM use and pre IBR planning not Fleshed Out Transition Challenge
  12. 12. Rest of the Story (Cont.)• Independent third party facilitization an asset for PMs—less program or contractor spin• Corporate Participation focuses Contractor Program Managers Objectives• PMs Understanding of Each Other Often Superficial• Workshop is Basic Program Management – Helps to Prepare Team
  13. 13. What Should You Consider for Your Workshop?
  14. 14. Thoughts for Best Results• Program Managers Must be on Message – Have Agenda/Strategic Objectives• Model Processes to Implement Strategy – Teams need Processes and Leadership• Transition Assist Visits Useful – Internal Alignment Prior to Contract Award – Peer and/or Non-Advocate Reviews Leadership Meets Management
  15. 15. Workshop Mechanics• Pre RFP planning and training best approach – Include Clause in RFP for Workshop• Pre-meeting between Govt. and Contractor PMs to tailor Workshop agenda – Potentially multi-meeting expanded post award conference and workshop – Principals required to set tone for workshop• Facilitator role agreed to by PMs and Facilitator Team Lead• Facilitators work with IPT leads in reviewing presentations-- --Coaching
  16. 16. Pre-Workshop Planning• PMs “One on One” for Personal Alignment• Both Program Managers Participation in Workshop Planning is Key• Program/Project Leadership and Facilitators Review Workshop Detailed Objectives; i.e. Weekly metrics/EVM data• Tailor workshop agenda
  17. 17. Detailed schedule for a 2.5 day workshop Event Briefer Event Briefer Event Briefer 0730-0745 PMs/DAU 0730-0745 PMs/DAU Recap Recap 0745-0830 Users 0745-1130 IPT Leads User Viewpoint/Reporting IPT Working Reqts Sessions 0830-0915 DAU 1130-1200 Program Startup (IBR) Cont./Gov. Overview Working Lunch 0915-0930 Break 1200-1500 IPT Leads 0930-1130 DAU IPT Status (Co-Brief) Contract Baseline, Incentives, Cont./Gov. – Charter Update & Change Mgmt – Responsibility Facilitator 1130-1200 – Accountability (Moderator) Working Lunch – Problem Resolution 1200-1245 DAU – Risk Register Program Metrics/ Contractor – IBR Planning Best Practices Government – IMP/IMS Issues – Comms Plan 1245-1345 DAU – Near Term Risk & Opportunity Mgmt / Cont./Gov. Deliveries IMP/IMS – GFE Review1400-1415 DAU 1345-1415 DAUWorkshop Comm./Collaborative Workflow Cont./Gov.Overview Problem/Conflict Resolution1415-1430 Govt./Cont. 1415-1430 BreakIntroductions Executives 1430-1730 IPT Leads 1500-1630 PMs1430-1515 DAU IPT Working Sessions PM ReviewProgram Strengths/ – Path to IBR FacilitatorBarriers to Success – Action Items (Moderator)1515-1630 PMs 1730-2030 – Team ChallengesPM Values & Vision Dinner & Social
  18. 18. Notional Post MS B Workshop Module Module Title: Workshop Products Captured:Module 1: Workshop Orientation Program Vision, Values, Mission, Goals List of Program Success Factors and Potential Problem Areas (Force Field Analysis)Module 2: Program Startup Plan to Validated IBR Roadmap (Startup Plan) Integrated Baseline Review (IBR) IMS/IMP/Critical Path Analysis List of Action Items and POCs (Potential Side meeting on processes)Module 3: Contract Baseline Common Contract Framework Understanding Change/Scope Management Incentives/CPAR Application Subcontractor Management Contract Point of Contacts List List of Issues That Need Clarification/ResolutionModule 4: Govt. and Industry Key Practices Practices Applicable to Program – Govt. & ContractorModule 5: Integrated Product Team (IPT) Structuring IPT Charters, Integrated Master Sched., IPT & Chartering Responsibilities Team inputs to IBR Preparation, CDRLs, Communications Plan & Risk/Opportunity ManagementModule 6: Communications Planning/Collaborative Communications Content and Scheduling Workflow Collaborative Work Processes Problem/Conflict Resolution
  19. 19. Post MS B Workshop Modules (Cont.) Workshop Products Module Title: Captured:Module 7: Risk and Opportunity Documented Risk and Opportunity Mgt. Management Process Actions for Joint Risk ProcessModule 8: Program Metrics Program Metrics-PoPS/Ps/Industry Best Practice Metrics/Detailed Program MetricsModule 9: PMs’ Wrap-up PMs and Team Commitment to Work Together to Achieve Program Goals Agreed Actions Item List
  20. 20. Examples
  21. 21. Joint Tactical Radio Airborne, Maritime, Fixed (JTRS AMF)Key Benefits1. Unlike Contract “Kick-Off” Meeting, Teams had Objective Tasks Assigned Prior that Focused on IBR and Beyond Success – Lesson Learned from Program’s with Successful IBR, but Subsequent Struggles2. Getting the Team Together Early with Focused Tasks Resulted in – Opening / Re-Opening Lines of Communications – Exposing Blind-Spots Early – Closure Oriented Actions3. Realigned the Government and LM Team from a Restrictive Pre- Milestone B Dual Competition Environment to a Collaborative IPT Operating Model – Joint Development of IPT Charter to be Applied to all IPTs4. Established the Need for Future Meetings to Continue Success to CDR and Beyond – Partnership and Collaboration is not a One-Time Event
  22. 22. Additional JTRS (AMF) Observations• Perfect Timing – Strong Team Building and Perspective Exchange – Both Sides Noted Excellent Setting of Tone – No Negative Energy• Successful Blending of DAU and LM Corporate Wisdom – Leveraged Lessons from Past/Present Programs – Positioned for Continuity for Follow-Up Engagement(s)• Excellent Information Sharing on New/Updated Customer Organization – Lexicon & Roles/Responsibility Exchange Supports Integration• Bottom Line - Successful – Lowered Risk to IBR – Key Sync Points Made (e.g. LM PM added to Government CCB) – No Major Issues Identified • Confidence Builder through Sharing of Existing Processes/Procedures and Plans • Adjustments and Forward Actions will make us Stronger – Joint Program Processes – Requirements (DOORS), Risk/Opportunity, Metrics “ One Program Team” Better Enabled to Execute IBR & Beyond “ One Program Team” Better Enabled to Execute IBR & Beyond
  23. 23. C-5 RERPProgram Start-Up Workshop (PSW) Summary 8 Sep 2008
  24. 24. Bottom-Line Up Front• PSW was worth the work—forum for joint discussion of relevant and time-sensitive issues – Lessons learned applied: conducted extensive pre-work – Aggressive agenda, but all topics addressed – Key focus on LRIP IBR planning and tracking to plan – DAU and LM Corporate facilitation team kept the team on track• 54 Action Items assigned – No show-stoppers, but some substantial topics – Part of normal business flow • Will be worked by IPTs 24 • Will be statused in RERP team meetings
  25. 25. Purpose of C 5 RERP PSW• Lay groundwork for successful LRIP IBR• Focus on LRIP/Production and associated cultural changes with a fixed price environment• Engage all stakeholders to: – Reinforce effective communications – Ensure clarity of expectations – Identify specific actions for a clear way ahead 25
  26. 26. The “New” Program Startup Workshop—A Program Transition Assist! - Practical Program Alignment Tool- -Driving Cultural Change- Questions?
  27. 27. Additional Slides
  28. 28. Workshop “Mechanics”• Facilitators present workshop process early in workshop – Get a feeling from the participants on success factors/program barriers• PMs/Corporate/PEOs provide facilitators their areas of concern for emphasis• Mapping of IPTs before workshop is expected• Workshop briefings are initially given from the perspective of the government’s and contractor’s team leads – DAU or other presentation provided on request• Recommend PMs brief PEO/corporate VP on workshop action items
  29. 29. Workshop Feedback“Our evolved agenda, which allowed the User and Resource Sponsorto express their viewpoints, was CRITICAL for contractor awarenessand understanding of the warfighter “big picture.”“We did deliver products: face-to-face meetings to establish“running rules”, the way ahead, program issues, and formulation ofjoint team charters.”“The key accomplishment was to have Government and Contractorteam lead counterparts sit down with one another in a relaxed forumto discuss broad-based and team-focused challenges.”“Some people questioned why DAU was involved, thoughtContractor/Government could have done it on their own. I disagree,DAU was the forcing function, we would not have done this on ourown.”
  30. 30. Example Program Startup Workshop-- Typical Modules for Tailoring Day 1 Day 2 Day 3 Day 4 Day 58am 15 min morning kick-off 15 min morning kick-off 15 min morning kick-off 15 min morning kick-off 9 6 Plan for Post Program9am Communications Start-up Review 1 Affirm Schedule, Program Startup 2A Planning 5(cont.) immediate priorities, &10am Workshop Program Contract & Collaborative IPT Structuring Parking lot Baseline Workflow & Chartering Orientation PM’s Wrap-up11am 4 Key Practices12pm Lunch Lunch Lunch Working Lunch1pm 8 IPT Structuring Workshop2pm 2B Program Metrics & Chartering Tailorable from 2.5 to 3 Contract Change Mgt. & 73pm Roadmap to IBR Program Risk IPT Report-out 4.5 days Subcontractor Mgt. and Opportunity4pm 15 min wrap-up/next day 15 min wrap-up/next day 5 IPT Chartering IPT Time5pm No Host Social 15 min wrap-up/next day Event No Host Evening Event6 pm
  31. 31. Workshop FlowWorkshop Introduction (Challenges & Vision) -Executives, PMs, Sponsors and/or Users/Facilitator Topic Introduction -DAU/Corporate Facilitator—Areas for Module Discussion -Govt. and Contractor Present their Baseline Process/Progress for Module IPT Chartering Session -IPTs Work Through Each Module -IPT Cont./Govt. Co-Leads brief Joint Charter, Issues & Actions PMs Establish Workshop Action Items
  32. 32. Workshop Participants – More Attendees are Program Socialization!Prime Program Team 15 - 25Subcontractors 2 - 6Govt. Program Team 10 - 15Resource Sponsor 1 - 3DCMA 1 - 2DAU & Corporate 4 - 6Total 33 - 57 Key Leadership Team Members

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