11th Annual Rocky Mountain Project Management Symposium
Roadmap to the Future: Leadership Strategies for Local to Global S...
What are the Primary
Measures of Success for a
       Program?


     Are We Done?
  When will we be Done?
   What will it...
Why Are
Deliverables
  the Best
Measure of
 Progress?
Because the
  customer          We need the
 contracted      capabil...
We all know the train wreck starts when there is…
 Inattention to                Lack of predictive
  budgetary         ...
The Starting Point for Programmatic Success is to
   Define with the needed mission or system capabilities




           ...
Four Core Processes of Deliverables Based Planningsm

1. Identify Needed Systems Capabilities – Define the set of capabili...
Four Critical Process Areas for Successfully
                                                                 Managing Pro...
The Five Process Areas of Deliverables Based
             Planningsm
1                   Define the set of capabilities ne...
These principles have specific relationships

                                     Assess the capabilities being provided ...
Here are some of the tools involved in building a
  description of the increasing maturity of the program

Product Develop...
Making deliverables based plan is interactive, not a
static production of a unreadable specification




                 ...
Capabilities And Their Enabling Requirements Are
Flowed Down To A Work Breakdown Structure As
Deliverables Produced By Wor...
All of this comes together in the Integrated Master
           Schedule, that produces the deliverables that delivers
    ...
What does a Deliverables Based Plan look like from
                  30,000 feet?
 Deliverables Based Planningsm describe...
Critical Success Factors for Applying
Deliverables Based Planningsm to A Program


Concept Of                  Each       ...
11th Annual Rocky Mountain Project Management Symposium
Roadmap to the Future: Leadership Strategies for Local to Global S...
Any Program Planning and Controls method must
            measure Physical Percent Complete

Here’s how it is done at Ball...
EVM and Schedule Past Issues

 Ability to take credit for all work accomplished
 How to defend what work was earned
 Id...
Quantifiable Backup Data (QBD)

 QBD is a detailed listing of tasks necessary to complete all scope in
  a work package d...
Quantifiable Backup Data (QBD)

 Most program CAMs build detail working schedules to manage the
  day to day work.
 The ...
Relationship between the IMS the Detail Schedule and
                  the Quantifiable Backup Data (QBD)

               ...
Earned Value Status

 The QBD list is the basis for calculating work package earned value.
 Project physical percent com...
Schedule Improvements Result from Applying the
                DBP Approach

 Deliverables Based Planning used in develop...
Top-level MRP Prerequisite: Aligned Program Data


     IMS Project
                                                      ...
QBD Measures Earned Value Performance in units of
                     Physical Percent Complete

                        ...
Next Steps in the Deployment of QBD

 Integrate all levels of schedules into common database – Project
  Server
 Automat...
27
Glen B. Alleman                        Ronald Powell, PSP
VP, Program Planning and Controls    Manager, Program Planning a...
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Denver PMI Symposium 2009

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Deliverables Based Planning(sm) applied at Ball Aerospace and Technology Company

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Denver PMI Symposium 2009

  1. 1. 11th Annual Rocky Mountain Project Management Symposium Roadmap to the Future: Leadership Strategies for Local to Global Success Deliverables Based Planningsm Providing Actionable Information To The Program Manager Ronald Powell, PSP Glen B. Alleman VP, Program Planning and Controls Manager, Program Planning and Controls Lewis & Fowler Ball Aerospace & Technologies Corporation www.lewisandfowler.com www.ballaerospace.com 1
  2. 2. What are the Primary Measures of Success for a Program? Are We Done? When will we be Done? What will it cost to be Done?  What does Done look like for the customer?  How can we recognize Done when it arrives?  How can we be sure we can get to from here to Done?  What are the impediments to getting to done? 2
  3. 3. Why Are Deliverables the Best Measure of Progress? Because the customer We need the contracted capability to fly to for a LOE, with 4 on “Capability” board, dock at ISS, stay for 90 days, and return home safely3
  4. 4. We all know the train wreck starts when there is…  Inattention to  Lack of predictive budgetary variance analysis  Untimely and unrealistic responsibilities  Work authorizations Latest Revised Estimates that are not always (LRE)  Progress not monitored followed  Issues with budget and in a regular and data reconciliation consistent manner  Lack of an integrated  Lack of vertical and management system horizontal traceability of  Baseline fluctuations cost and schedule data and frequent replanning for corrective action  Current period and  Lack of internal retroactive changes surveillance and  Improper use of controls  Managerial actions not management reserve Mary K. Evans Picture Library  EV techniques that do demonstrated using not reflect actual Earned Value performance So how can we address these issues in a cohesive way? 4
  5. 5. The Starting Point for Programmatic Success is to Define with the needed mission or system capabilities based planning and measuring of increasing maturity are the basis of a program management method that provides a clear and concise definition of Done in units of measure meaningful to the customer. 5
  6. 6. Four Core Processes of Deliverables Based Planningsm 1. Identify Needed Systems Capabilities – Define the set of capabilities needed to achieve the program objectives or a particular end state for a specific scenario. 2. Establish the Requirements Baseline – Define the technical, organizational, and operational requirements that must be in place for the system capabilities to be fulfilled. Define these requirements in terms isolated from the implementation details. Only then, bound the requirements with technology alternatives. 3. Establish the Performance Measurement Baseline (PMB) – Build a time– phased network of scheduled activities describing the work to be performed, the budgeted cost for this work and the organizational elements that produce the deliverables. Define the technical performance measures showing how this work proceeds according to the technical and programmatic plan. 4. Execute the Performance Measurement Baseline – Execute the Performance Management Baseline Work Packages, while assuring that all performance assessments represent measures of Physical Percent Complete. Execute the risk mitigation or retirement activities. 6
  7. 7. Four Critical Process Areas for Successfully Managing Progress Through the Deliverables 1 Identify System 1 Why Capabilities 10 Organizing Principles of Deliverables Based Planningsm Operational Needs Capabilities Based Plan System 2 Value 2 Identify Stream 3 Requirements What 4 Baseline Technical Technical Performance Requirements 5 Measures 3 Establish a Performance 6 PMB Measurement Baseline 7 Technical 8 Performance How Earned Value Measures Where 9 Performance 4 When Execute the 0% /100% 10 Who Performance Measurement Baseline Changes to Changes to Changes to strategy requirements program plan Continuous Risk Management Process 7
  8. 8. The Five Process Areas of Deliverables Based Planningsm 1 Define the set of capabilities needed to achieve the program objectives or the particular end Identify Needed state for a specific scenario. Using the ConOps, define the details of who, where, and how it System is to be accomplished, employed and executed. Capabilities What capabilities are needed to fulfill the ConOps and System Requirements? Define the technical and operational requirements that must be in place for the system 2 capabilities to be fulfilled. First, define these requirements in terms that are isolated from any Establish the Requirements implementation technical products. Only then bound the requirements with technology. Baseline What technical and operational requirements are needed to fulfill these capabilities? Build a time–phased network of schedule activities describing the work to be performed, the 3 Establish the budgeted cost for this work, the organizational elements that produce the deliverables, and Performance the performance measures showing this work is proceeding according to plan. Measurement Baseline What is the schedule that delivers product or services that meet the requirements? Execute work packages, while assuring all performance assessment are 0%/152% 4 Execute the complete before proceeding. No rework, no forward transfer of activities to the future. Performance Assure every requirement is traceable to work and all work is traceable to requirements. Measurement Baseline What are the periodic measures of physical percent complete? Perform the 6 process areas of Continuous Risk Management for each Deliverables 5 Based Planningsm process area to Identify, Analyze, Plan, Track, Control, and Performance Continuous Risk Communicate programmatic and technical risk Management What risk will be impediments to success and what are the mitigations ? 8/152 8
  9. 9. These principles have specific relationships Assess the capabilities being provided through the deliverables Capabilities Drive Requirements 1 Requirements are Capabilities Fulfill the requirements through effort held in the Work Packages topology 9 Fulfilled by Work defines Packages requirements 10 2 flow down Use Past Produce deliverables WP’s contain from Work Packages Work Packages Performance to deliverables that fulfill Define Deliverables Forecast Future requirements 3 Performance 5 4 Measure Physical WP flow must describe PMB Describes the increasing maturity of Percent Complete of 9 Work Sequence the product or service Each WP 7 Producing the deliverables in the Perform Only Earned Value planned sequence maintains the Authorized Work Defines Progress value stream to the customer 6 8 Adjust EV for Technical Performance Planned BCWS Measure Physical % Complete 9
  10. 10. Here are some of the tools involved in building a description of the increasing maturity of the program Product Development Kaizen’s Sticky’s A Mind Map™ of the Sticky’s PERT Chart Expert™ on the Wall of Truth MS Project™ export of the Mind Map 10
  11. 11. Making deliverables based plan is interactive, not a static production of a unreadable specification 11
  12. 12. Capabilities And Their Enabling Requirements Are Flowed Down To A Work Breakdown Structure As Deliverables Produced By Work Packages WBS Business Need A decomposition of the work needed Process Invoices for Top Tier Suppliers to fulfill the business requirements 1st Level 1st Level Electronic Invoice Submittal Routing to Payables Department 2nd Level 2nd Level Material receipt verification Payables Account Verification Terminal Node in the WBS defines 2nd Level 2nd Level the products or services of the “On hand” balance Updates Payment Scheduling project Work Terminal node of the WBS Deliverables defined in WP Package defined by a Work Package Tasks and Schedule Deliverables Tasks within the Work Package produce the 1 2 5 A Deliverables 3 6 B 4 Management of the Work Package Tasks is the responsibility of the WP 100% Completion of deliverables is the Manager. These are not measure of performance for the Work held in the master plan Package 12
  13. 13. All of this comes together in the Integrated Master Schedule, that produces the deliverables that delivers the requirements that enables the capabilities Cost, Schedule, Technical Model†  Understand the Processes  Find Past Performances  Ask in depth Questions  Analyze the Results Days, Facilities, Parts and People WBS  What can go wrong? Probability Density  How likely is it to go wrong? Function Task 100  What is the cause?  What is the consequence? Task 101 Task 102 Task 103 Monte Carlo Simulation Tool is Mandatory Task 104 Cumulative Distribution Function Task 105 1.0 .8 .6 Task 106 .4 .2 0 † This is a Key concept. This is the part of the process that integrates the Days, Facilities, Parts, People cost and schedule risk impacts to provide the basis of a credible schedule. 13
  14. 14. What does a Deliverables Based Plan look like from 30,000 feet?  Deliverables Based Planningsm describes of the increasing maturing of a product or service The structure of a through Events or Milestones, Accomplishments, Criteria, and Work Packages. For those Deliverables Based Plan  Each Event or Milestone represents the availability of one or more capabilities.  The presence of these capabilities is measured by the Accomplishments and their Criteria. familiar with  Accomplishments are the pre–conditions for the maturity assessment of the product or Events / Milestones DoD’s Define the availability service at each Event or Milestone. of a Capability at a point in  This hierarchy decomposes the System Capabilities into Requirements, Work Packages, and time. IMP/IMS, the activities the produce the deliverables. This hierarchy also describes increasing program maturity resulting from the activities contained in the Work Packages. Deliverables  Performance of the work activities, Work Packages, Criteria, Accomplishments, and Events or Milestones is measured in units of “physical percent complete” by connecting Earned Based Value with Technical Performance Measures. Planning is the Accomplishments older brother. Represent requirements that enable Capabilities. Capabilities, Criteria Represent Work Packages that Requirements, fulfill Requirements. PMB, and Work Work Work Execution are Package Package Package all needed for Work Work Work success of the Package Package Package IMP/IMS. Work package Work Package 14
  15. 15. Critical Success Factors for Applying Deliverables Based Planningsm to A Program Concept Of Each Integrated Operations Requirement Master Plan Describes Traceable To Describes Mission Concept Of Increasing Success in Operations Maturity of Deliverable Outcome Deliverables Terms Risk Program Mitigation Performance And Measured Retirement With Risk Embedded In Adjusted The Master Earned Value Plan 15
  16. 16. 11th Annual Rocky Mountain Project Management Symposium Roadmap to the Future: Leadership Strategies for Local to Global Success Enough of the Principles Let’s Look at the Practice on a Real Program My Colleague Ron Powell will describe how Deliverables Based Planningsm principles are applied on programs at Ball Aerospace and Technology 16
  17. 17. Any Program Planning and Controls method must measure Physical Percent Complete Here’s how it is done at Ball  EVM and Schedule Past Issues  Recommended Solution  QBD Benefits  Tie Back to DBP  Next Steps 17 4/25/2009
  18. 18. EVM and Schedule Past Issues  Ability to take credit for all work accomplished  How to defend what work was earned  Identifying EV milestones in the schedule focused attention on those tasks so that maximum earned value could be taken  IMS was too detailed to manage the program  CAM’s used other means to manage and assess progress related to their work; i.e. detailed schedules  Detailed schedules did not reflect what was reported in IMS Solution – Quantifiable Backup Data (QBD) 18 4/25/2009
  19. 19. Quantifiable Backup Data (QBD)  QBD is a detailed listing of tasks necessary to complete all scope in a work package during the defined period of performance.  It is an approach used to objectively measure performance  Each task on the list is weighted – total weighting equals 100% of the work package BAC (weighting is important, should not be equal weighting on every task).  Upon completion of QBD development the QBD is placed under configuration control.  The CAM assesses physical percent complete of each QBD task.  The percent complete is calculated from the cumulative assessments.  The purpose of the QBD is to:  Help ensure and demonstrate that all contract work is accounted for;  Help ensure the schedule and budget are realistic and achievable;  Help to mitigate schedule and budget risks; and,  Provide a basis for objectively assessing progress for discretely measured work packages. 19 4/25/2009
  20. 20. Quantifiable Backup Data (QBD)  Most program CAMs build detail working schedules to manage the day to day work.  The QBD list, when developed from the detail working schedule, readily correlates each QBD item with a specific IMS activity.  QBD tasks may be one-to-one with the detail schedule activities, however, the QBD tasks may be further expanded if needed;  Dollars are used to weight each QBD task.  The QBD, when completed, is comprised of inch-step tasks that will support the development and completion of specific deliverable. 20 4/25/2009
  21. 21. Relationship between the IMS the Detail Schedule and the Quantifiable Backup Data (QBD) IMS Logic Network IMS IMS 1002 1001 IMS IMS IMS 1003 1004 1005 IMS IMS IMS 1008 1006 1007 IMS IMS 1009 1010 QBD Task List Act 101 IMS 1001 $$ Act 102 IMS 1002 $$ Detail Schedule Logic Network Act 103 IMS 1002 $$ Act 104 IMS 1002 $$ Act 201 IMS 1003 $$ Activity Activity Activity Activity 101 102 103 104 Act 202 IMS 1003 $$ Act 203 IMS 1004 $$ Act 204 IMS 1005 $$ Activity Activity Activity Activity Act 301 IMS 1006 $$ 201 202 203 204 Act 302 IMS 1007 $$ Act 303 IMS 1008 $$ Activity Activity Activity Activity Act 304 IMS 1008 $$ 301 302 303 304 Act 401 IMS 1009 $$ Act 402 IMS 1009 $$ Activity Activity Activity Activity Act 403 IMS 1009 SS 401 402 403 404 Act 404 IMS 1010 SS 21 4/25/2009
  22. 22. Earned Value Status  The QBD list is the basis for calculating work package earned value.  Project physical percent complete is derived from the earned value data! Earned Value Calculations Based on QBD Task Task Earned Schedule Budgeted Percent Value UID QBD Task List Value Complete Percent 101 Task Title 1 100 100 3.3 102 Task Title 2 200 100 6.7  Maintained by the CAM 103 Task Title 3 150 100 5.0 104 Task Title 4 300 85 8.5  Percent complete assessed 201 Task Title 5 100 75 2.5 202 Task Title 6 250 50 4.2 monthly 203 Task Title 7 225 25 1.9 204 Task Title 8 100 10 0.3  Cumulative earned value 301 Task Title 9 100 5 0.2 302 Task Title 10 125 0 0.0 provided to Business 303 Task Title 11 350 0 0.0 Management for input into 304 Task Title 12 200 0 0.0 401 Task Title 13 100 0 0.0 M*PM. 402 Task Title 14 125 0 0.0 403 Task Title 15 250 0 0.0 404 Task Title 16 325 0 0.0 Totals $3,000 32.5% 22 4/25/2009
  23. 23. Schedule Improvements Result from Applying the DBP Approach  Deliverables Based Planning used in development of the Product Structure.  Product Structure is used to build consistent level of detail in the IMS and in the detail working schedules.  IMS contains sub-assembly level of detail, working schedules contain component level detail.  Product Structure allows engineering, procurement, manufacturing, testing, and Scheduling to relate to each other.  IMS contains all givers / receivers from and to each IPT area  Becomes the integrated plan for the program  WBS is more aligned with Product Structure  Detail schedule tasks identified to an activity in the IMS and are aligned for consistent reporting  Resource load the IMS for development of work package budgets (BCWS) 23 4/25/2009
  24. 24. Top-level MRP Prerequisite: Aligned Program Data IMS Project MRP Schedule Data Costpoint WBS 302270-500 Customer Order / Demand L.T. = 46 days Qty Need Date 8 6/30/09 Demand Charge 302267-500 302249-501* Qty Start 303006-500 Need Dates Numbers L.T. = 54 days 8 2/11/09 4/25/09 L.T. = 46 days L.T. = 46 days Qty Per = 1 Qty Per = 1 Qty Per = 1 * 3 Levels Combined Qty Start Need Qty Start Need 8 2/21/09 4/25/09 8 - 30 in stock 302248-500 2000234-005 L.T. = 99 days Inv = 2 Inv = 2 L.T. = 46 days Qty Per = 1 Qty Start Need Qty Start Need Qty Per = 1 6 12/27/08 2/11/09 6 11/2/08 2/11/09 Detail Schedule Mfg. BOM Part Data Agile PDM QBD xxxxx xxxxx xxxxx xxxxx Product Collections & Product Structures 24 4/25/2009
  25. 25. QBD Measures Earned Value Performance in units of Physical Percent Complete Assess the capabilities being provided through the deliverables Capabilities Drive Requirements 1 Requirements are Capabilities Fulfill the requirements through effort held in the Work Packages 9 topology Fulfilled by Work defines Packages requirements 10 2 Use Past flow down Produce deliverables WP’s contain from Work Packages Work Packages Performance to deliverables that fulfill Define Deliverables Forecast Future requirements 3 Performance 5 QBD Task List 5 4 Measure Physical WP flow must describe PMB Describes Act 101 IMS 1001 $$ Percent Complete 9 the increasing maturity Act 102 IMS 1002 $$ Work Sequence of the product or service of Each WP Act 103 IMS 1002 $$ Act 104 IMS 1002 $$ 7 Act 201 IMS 1003 $$ Producing the deliverables in the Perform Only Earned Value Act 202 IMS 1003 $$ planned sequence maintains the Authorized Work Defines Progress Act 203 IMS 1004 $$ value stream to the customer 6 Act 204 IMS 1005 $$ Act 301 IMS 1006 $$ 8 Act 302 IMS 1007 $$ Adjust EV for Technical Act 303 IMS 1008 $$ Performance Act 304 IMS 1008 $$ Planned BCWS Measure Act 401 IMS 1009 $$ Physical % Complete Act 402 IMS 1009 $$ Act 403 IMS 1009 SS Act 404 IMS 1010 SS 25 4/25/2009
  26. 26. Next Steps in the Deployment of QBD  Integrate all levels of schedules into common database – Project Server  Automate the development and maintenance of QBD – SharePoint Services 26 4/25/2009
  27. 27. 27
  28. 28. Glen B. Alleman Ronald Powell, PSP VP, Program Planning and Controls Manager, Program Planning and Controls Lewis & Fowler Ball Aerospace & Technologies Corporation www.lewisandfowler.com www.ballaerospace.com 28

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