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Successful execution of Aerospace, Defense, and Federal ...

Successful execution of Aerospace, Defense, and Federal
Government programs requires management discipline to
identify what “Done” looks like, provide measures of
progress toward “Done,” identifies risks and impediments to
reaching “Done,” and assures timely corrective action to maintain the planned progress toward “Done.”

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    Niwot Ridge LLC Capabilities Niwot Ridge LLC Capabilities Document Transcript

    • ©  2011,  2012,  2013,  2014  Niwot  Ridge  Consulting,  L.L.C.,  4347  Pebble  Beach  Drive,  Longmont,  Colorado  303.241.9633,  glen.alleman@niwotridge.com   Niwot  Ridge  Consulting,  L.L.C.   Increasing  the  Probability  of  Program  Success   Successful   execution   of   Enterprise   IT,   Aerospace,   Defense,   and   Federal   Government  programs  requires  management  discipline  to  identify  what  “Done”   looks   like,   provide   measures   of   progress   toward   “Done,”   identify   risks   and   impediments   to   reaching   “Done,”   and   assures   timely   corrective   action   to   maintain  the  planned  progress  toward  “Done.”   Performance–Based   Project   Management®   assures   the   people,   processes,   and   tools   successfully  deliver  the  program  using  six  core  capabilities.   Our  Capabilities   Beneficial  Outcome  to  Our  Clients   ❶   Integrated   Master  Plan  &   Integrated   Master  Schedule   Starting  with  the  Concept  of  Operations,  a  Capabilities  Based  Plan,  and  other   program  mission  documents,  develop  an  Integrated  Master  Plan  (IMP)  and  a   DI-­‐MGMT-­‐81861  compliant  risk  adjusted,  resource  loaded,  Integrated  Master   Schedule  (IMS)  with  Work  Packages  (WP)  showing  a  credible  path  to  success.   ❷   Earned  Value   Management   Systems  (EVMS)   Lead   EVMS   requirements   elicitation,   product   selection,   management   of   installation   and   startup,   and   integration   with   Accounting   and   Procurement   systems.  Develop  the  System  Description  (SD),  Work  Instructions  (WI),  training   and   mentoring   needed   for   a   successful   deployment   of   the   EVMS   and   its   application  to  program  and  compliance  with  ANSI-­‐748-­‐C.   ❸   Programmatic   and  Technical   Risk   Management   Cost,   schedule,   and   technical   risk   management   integrated   with   the   Performance   Measurement   Baseline   establishing   a   credible   Estimate   At   Completion  (EAC)  and  Management  Reserve  (MR)  impact  analysis.   ❹   Business  System   Rule  Integration   Enterprise   system   integration   capabilities   connect   business   Accounting,   Procurement,  and  Earned  Value  Management  Systems  for  Cost  Plus  or  Fix  Price   Incentive   contracts   valued   at   $20M   or   more,   in   accordance   with   DFARS   §234.201(1)(iii)  and  (iv).     ❺   DCMA/DCAA   Validation  and   Surveillance   With  contract  awards  greater  than  $20M,  planning,  development,  deployment,   training,   and   support   activities   for   an   EVMS,   start   with   contract   award,   and   continue   through   Integrated   Baseline   Review   (IBR),   then   onto   program   execution.  Hands-­‐on  Control  Account  Manager  (CAM)  training  and  mentoring   process  assures  staff  is  prepared  for  a  successful  DCMA  validation  process.   ❻   Proposal   Management   for  management   volume   Using   proposal   “win   themes,”   develop   an   Integrated   Master   Plan   for   the   deliverables   and   the   supporting   Integrated   Master   Schedule,   Technical   Performance   Measures,   Risk   Handling   strategies,   Measures   of   Effectiveness   and  Measures  of  Performance  to  assure  proposal  is  credible  and  winning.        
    • ©  2011,  2012,  2013,  2014  Niwot  Ridge  Consulting,  L.L.C.,  4347  Pebble  Beach  Drive,  Longmont,  Colorado  303.241.9633,  glen.alleman@niwotridge.com   ❶  –  IN TEG RATED  MA STER  PLA N  /  IN TEG RATED  MA STER  SCHED U LE   PROJECT  SUCCESS  REQUIRES  A  CLEAR  AND  CONCISE  DESCRIPTION  OF  “DONE”     Hands–on   approach   constructs,   baselines,   and   executes,   with   client   full   participation,   the   program   using   the   Integrated   Master   Plan   and   Integrated   Master   Schedule   (IMP/IMS).   The   IMP/IMS   progress   is   defined   through   risk   adjusted   physical   percent   complete   rather   than   measuring  the  passage  of  time  and  consumption  of  resources.   This   approach   starts   with   planning   Vertically   for   each   Program   Event   (PE),   through   Work   Packages  to  the  Accomplishment  Criteria  (AC),  to  the  Significant  Accomplishments  (SA),  to  the   Program  Events  (PE)  to  provide  visibility  to  the  increasing  maturity  of  all  project  deliverables.   Only   then,   does   planning   take   place   Horizontally   for   the   dependencies   between   the   Work   Packages,  ACs,  SAs,  and  Project  Events.     Program  Events  are  more  than  milestones,  they  are  maturity  assessment  points  in  the  program,   where   pre-­‐defined   deliverables   are   assessed   to   assure   Technical   Performance   is   being   met   against  pre-­‐defined  metrics.  As  well,  pre-­‐defined  levels  of  risk  are  being  retired  or  mitigated  as   planned.  Event  based  planning  and  scheduling  provides  an  alternative  approach  with  several   benefits:   ! Measures   of   increasing   maturity   of   products   and   services   produced   by   work   effort   are   directly   connected   to   the   value   produced   by   the   program   for   the   customer.   This   is   the   foundation  of  Capabilities  Based  Planning.  The  program  plan  states  what  capabilities  will  be   available   at   what   time,   how   these   capabilities   are   described   and   assessed,   and   how   the   Measures  of  Effectiveness  and  Performance  of  a  capability  are  made  visible  in  the  plans  and   schedules.   ! By  isolating  all  work  to  Accomplishment  Criteria  “containers,”  the  measurement  of  progress   is   described   by   through   the   Exit   Criteria   for   this   collection   of   work.   This   provides   direct   visibility  to  progress  through  measures  of  Physical  Percent  Complete.      
    • ©  2011,  2012,  2013,  2014  Niwot  Ridge  Consulting,  L.L.C.,  4347  Pebble  Beach  Drive,  Longmont,  Colorado  303.241.9633,  glen.alleman@niwotridge.com   ❷  –  EA RN ED  VA LU E  MA N A G EM EN T  SYSTEM  (EVMS)   EARNED  VALUE  MANAGEMENT  IS  THE  ‘BEST  TOOL’  FOR  MANAGING  LARGE,  COMPLEX   ACQUISITION  PROGRAMS  –  DR.  ASHTON  CARTER  (USD,  AT&L)  26  NOVEMBER  2009   For  government  contract  awards  greater  than  $20M,  an  Earned  Value  Management  system  is   required  for  contract  execution  and  for  awards  greater  than  $50M,  a  Validated  Earned  Value   Management   System   is   required.   ANSI-­‐748-­‐C   defines   32   guidelines   for   EVM   compliance   as   stated  in  FAR  §34.2  and  DFARS  §234.001,  §252.234-­‐7002,  and  PGI  §234.201  (7)(iii)   The  Earned  Value  Management  consulting  and  compliance  practice  starts  with  program  management,   process  development,  and  EVM  engine  selection.  With  the  Earned  Value  Management  System  (EVMS)   defined,  the  Program  Manager,  Control  Account  Managers,  Accounting  staff,  and  Business  Management   staff   are   trained   and   mentored   to   assure   they   are   prepared   for   the   application   of   EVM.   The   System   Description  and  Work  Instructions  are  developed  and  tailored  to  fit  the  business  processes.  The  DCMA   self-­‐assessment  and  system  validation  review  is  then  started  to  complete  the  compliance  process.   This  integrated  management  system  allows  program  managers  to:  (1)  Quantify  and  measure   program  /  contract  performance;  (2)  Provide  an  early  warning  system  for  deviation  from  the   baseline;  (3)  Handle  risks  associated  with  cost  and  schedule  overruns;  and  (4)  Provide  forecasts   of  final  cost  and  schedule  outcomes.   These  services  develop  the  work  processes  needed  to  integrate  the  EVMS  with  the  accounting   system,  assure  the  program  staff  is  trained  and  capable  of  managing  the  contract  with  EVM,   and   ready   to   produce   the   monthly   reporting   required   by   DI-­‐MGMT-­‐81861.   Starting   with   11   critical  Guidelines  (shown  below)  to  establish  a  credible  program  controls  foundation,  before   moving  to  the  second  tier  of  compliance  Guidelines.   ORGANIZATION   PLANNING  AND  BUDGETING   ACCOUNTING   MANAGERIAL  ANALYSIS   REVISIONS   1.    Define  WBS   6.  Schedule  The  Work   16.  Record  Direct   Costs   22.  Periodically  Collect   Control  Account   Sums   28.  Incorporate   Changes   2.    Identify   Organizations   7.  Identify  Products  And   Milestones   17.  Summarize  Costs   In  The  Wbs   23.  Determine  Variance   29.  Reconcile  Budgets   3.    Integrate   Subsystems   8.  Set  Time  Phased  Budget   18.  Summarize  The   Cost  In  The  OBS   24.  Budget  And  Actual   Indirect  Costs   30.  Control  Retroactive   Changes   4.    Identify   Overhead   9.  Identify  Significant  Cost   Elements   19.  Record  Indirect   Costs   25.  Sum  Data  And   Variances   31.  Perform  Only   Authorized  Work   5.    Integrate  WBS   And  OBS   10.  Establish  Discrete  Work   Packages   20.  Identify   Equivalent  And   Lot  Costs   26.  Manage  Action   Plans   32.  Document  PMB   Changes     11.  Sum  Work  And  Planning   Packages   21.  Performance   Material   Accounting   27.  Revise  Estimate  At   Completion       12.  Identify  Level  Of  Effort   Work           13.  Set  Overhead  For   Organization           14.  Identify  Management   Reserve  And  Unallocated   Budget           15.  Identify  Target  Costs  And   Budgets         These  11  critical  success  Guidelines,  of  the  32  in  ANSI-­‐748-­‐C,  are  the  start  of  the  EVMS  deployment  process.  With  these  11,  your  program  performance   management  processes  are  in  place  to  increase  the  probability  of  project  success.  DCMA  validation  starts  with  16  critical  Guidelines  (1,  3,  6,  7,  8,  9,  10,   12,  16,  21,  23,  26,  27,  28,  30,  or  32).  These  are  considered  “show  stoppers”  if  they  are  not  met.    
    • ©  2011,  2012,  2013,  2014  Niwot  Ridge  Consulting,  L.L.C.,  4347  Pebble  Beach  Drive,  Longmont,  Colorado  303.241.9633,  glen.alleman@niwotridge.com     ❸  –  PROGRAMMATIC  AND  TECHNICAL  RISK  MANAGEMENT   ‘RISK  MANAGEMENT  IS  HOW  ADULTS  MANAGE  PROJECTS’  –  TIM  LISTER,  IBM  FELLOW   Risk  Management  is  a  critical  success  factor  for  all    programs.   Even  more  so,  when  executing  government  funded  programs   that  produce  mission  critical  outcomes.   Continuous  risk  management  process  is  based  on  industry  standard   approaches  to  integrating  risk,  cost,  schedule,  and  technical   performance  measures  into  a  credible  Performance  Measurement   Baseline.   The  application  of  Continuous  Risk  Management  (CRM)  process   assures  the  program  has  made  the  proper  adjustments  to  the  Performance  Measurement  Baseline  to   include  risk  handling  and  development  of  a  credible  Management  Reserve  for  handling  of  event  baased   risks  that  occur  during  the  life  of  the  program.     This  includes:   1. Identifying  Risks  –  before  risks  can  be  managed,  they  must  be  identified.  Identification  surfaces   risks   before   they   become   problems   that   adversely   affect   a   project.   The   Software   Engineering   Institute  (SEI)  has  developed  techniques  for  surfacing  risks  by  the  application  of  a  disciplined  and   systematic  process  that  encourages  project  personnel  to  raise  concerns  and  issues  for  subsequent   analysis.  SEI  paradigm  can  be  applied  all  project  domains,  not  just  software  development.     2. Analyzing  Risks  –  through  the  conversion  of  risk  data  into  risk  decision‒making  information.  This   provides  the  basis  for  the  project  manager  to  work  on  the  “right”  risks.  This  analysis  examines  the   risks  in  detail  to  determine  the  extent  of  the  risks,  how  they  relate  to  each  other,  and  which  ones   are  the  most  important.     3. Planning  Risk  Handling  Strategies  –  by  turning  risk  information  into  decisions  and  actions  (both   present   and   future).   Planning   involves   developing   actions   to   address   individual   risks,   prioritizing   risk  actions,  and  creating  an  integrated  risk  management  plan.  This  planning  effort  decides  what  if   anything  should  be  done  with  the  risk.  Planning  produces  risk  actions  for  individual  or  sets  of  risks.   Risks  are  planned  by  the  people  who  have  the  knowledge,  expertise,  background,  and  resources  to   effectively  deal  with  the  risks.   4. Tracking   the   Status   of   Risk-­‐handling   Strategies   –   by   monitoring   the   status   of   risks   and   actions   taken   to   ameliorate   them.   Appropriate   risk   metrics   are   identified   and   monitored   to   enable   the   evaluation   of   the   status   of   risks   themselves   and   of   risk   mitigation   plans.   Tracking   serves   as   the   “watch  dog”  function  of  risk  management.   5. Making  Decisions  Based  on  the  Performance  of  the  Risk-­‐Handling  Activities  –  using  the  Tracking   status  reports  produced  in  the  fourth  step  and  deciding  what  to  do  with  the  risks,  based  on  the   reported  data.  The  person  accountable  for  a  risk  normally  makes  the  control  decisions  for  that  risk.     6. Communicating  the  Risk  Information  –  takes  place  across  with  all  levels  within  the  project  and   organization,  within  the  customer  organization,  and  most  especially,  across  that  threshold  between   the   development   organization,   the   customer,   and,   where   different,   the   user.   Because   communication   is   pervasive,   the   approach   addresses   it   as   integral   to   every   risk   management   activity  and  not  as  something  performed  outside  of,  and  as  a  supplement  to,  other  activities.  
    • ©  2011,  2012,  2013,  2014  Niwot  Ridge  Consulting,  L.L.C.,  4347  Pebble  Beach  Drive,  Longmont,  Colorado  303.241.9633,  glen.alleman@niwotridge.com   Program ExecutionPMB for IBRProposal SubmittalDRFP & RFP Performance Measurement Baseline Tasks (T) BOE % Complete Statement of Work Program Deliverables IMP Accomplishmen ts (A) Criteria (C) EVMS Events (E) Budget Spreads by CA & WPCAIV Capabilities Based Requirements X BCWS = Probabilistic Risk Analysis = Time keeping and ODC = Technical Performance Measure BCWP ACWP Cost & Schedule Risk Model BCWS De cr e a sin g t e ch n ica l a n d p r o g r a mma t ic r isk u sin g Risk Ma n a g e me n t Me t h o d s IMS Physical % Complete Continuity and consistency from DRFP through Program Execution ❹  –  PRO PO SA L  MA N A G EM EN T   THE  KEY  TO  PROGRAM  SUCCESS  IS  TO  “EXECUTE  AS  YOU  PROPOSE”   Success   of   any   proposal   and   resulting   contract   award   starts   with   a   credible   description   of   how   the   contractor  is  going  to  deliver  on  the  needed  capabilities,  the   technical  and  operational  requirements   that  fulfill  these  capabilities,  how  risks  associated  with  the  deliverables  are  managed,  and  how  measures   of  progress  to  plan  are  used  to  stay  on  budget,  stay  on  schedule,  and  deliver  technical  compliance.   Performance–Based  Project  Management®  assures  highest  probability  of  project  success,  starting  with   the  proposal,  continuing  through  Integrated  Baseline  Review  (IBR),  and  onto  program  execution.   1. During   the   Draft   RFP   and   Final   RFP   stage,   confirm   all   deliverables   are   clear   and   concise   with   Measures   of   Effectiveness   (MOE)   and   Performance   (MOP)   for   those   deliverables.   This   approach   assures  the  contractor  has  a  clear  and  concise  understanding  of  what  Done  looks  like  during  the   proposal  phase.  Without  this  clarity,  corrective  actions  must  be  taken  to  improve  the  integrity  of  the   proposal.  This  is  done  by  decomposing  the  Statement  of  Work  (SOW),  identifying  the  deliverables,   connecting   these   with   the   needed   capabilities,   and   establishing   the   Technical   Performance   Measures.   2. Proposal  development  and  submittal  is  based  on  the  Integrated  Master  Plan  /  Integrated  Master   Schedule  (IMP/IMS),  a  resource  loaded  Performance  Measurement  Baseline,  risk  adjusted  durations   and   cost   basis,   Event–Based   risk   handling   strategies   with   Management   Reserve   (MR),   and   an   integrated  technical,  operational,  cost,  and  schedule  performance  measurement  process.   3. Once  awarded,  the  Performance  Measurement  Baseline  is  established  at  the  Work  Package  level   using  Earned  Value’s  Budgeted  Cost  for  Work  Scheduled  (BCWS).  Technical  Performance  Measures   (TPM)   are   established   for   each   deliverable   to   assure   actionable   information   is   provided   to   the   decision  makers  in  meaningful  units  of  measure.   4. During  execution,  fine–grained  assessments  of  performance  to  plan  are  made  to  assure  progress  is   made   against   the   Performance   Measurement   Baseline.   The   Integrated   Master   Schedule   (IMS)   provides  guidance  for  the  sequence  of  work  and  measures  of  technical  progress,  while  adhering  to   cost  and  schedule.  The  result  is  a  risk  adjusted  Estimate  At  Completion  (EAC)  using  the  Earned  Value   Management  data,  based  on  Monte  Carlo  Simulation  and  Event–Based  Risk  modeling.   Performance-­‐Based  Project  Management®  provides  end-­‐to-­‐end  visibility  to  assure  program  success  
    • ©  2011,  2012,  2013,  2014  Niwot  Ridge  Consulting,  L.L.C.,  4347  Pebble  Beach  Drive,  Longmont,  Colorado  303.241.9633,  glen.alleman@niwotridge.com   Under  the  Business  System  Rule,  the   DCMA   contracting   officer   …   must   determine   the   acceptability   of   the   contractor’s   systems,   approve   or   disapprove   the   system,   and   pursue   correction  of  any  deficiencies.   ❺  –  BU SIN ESS  SYSTEM  RU LE   ‘CONTRACTOR  BUSINESS  SYSTEMS  AND  INTERNAL  CONTROLS  ARE  THE  FIRST  LINE  OF  DEFENSE  AGAINST  WASTE,   FRAUD,  AND  ABUSE.  WEAK  CONTROL  SYSTEMS  INCREASE  THE  RISK  OF  UNALLOWABLE  AND  UNREASONABLE   COSTS  ON  GOVERNMENT  CONTRACTS’  –  DEFENCE  CONTRACT  MANAGEMENT  AGENCY   DFARS  252.242-­‐7005,  12  Feb  2012     Business  System   Guidance   Accounting   DFARS  §242.75,  §252.242-­‐7006,  PGI  242.7502   Cost  Estimating   DFARS  §215.407-­‐5-­‐70,  §252.215-­‐7002,  PGI,  215.407-­‐5-­‐70(e)(3)   Procurement   DFARS  §244.1,  §252.244-­‐7001,  PGI  244.305-­‐70   Material   Management  and   Accounting   DFARS  §242.72,  §252.242-­‐7004,  PGI  242.7203   Property  Control   DFARS  §245,  §252.245-­‐7003,  PGI  245.105   Earned  Value   Management   DFARS  §234.001,  §252.234-­‐  7002,  PGI  234.201  (7)(iii)   These  six  business  systems  apply  to  contracts,  awarded  after   May,   2011.   Circumstances   where   these   individual   clauses   are  required  vary.  A  contractor  can  expect  to  encounter  one   or   more   of   the   clauses   on   negotiated,   cost—based   DOD   contracts  in  excess  of  $700,000.  The  Business  System  rule  is   applicable  to  accounting  systems  with  Cost-­‐reimbursement,   incentive   type,   time-­‐and-­‐materials,   or   labor-­‐hour   contracts;   and   Contracts   with   progress   payments  made  on  the  basis  of  costs  incurred  by  the  contractor  or  on  a  percentage  or  stage  of   completion.   As   well,   Earned   Value   Management   is   applicable   on   cost   or   incentive   contracts   valued   at   $20,000,000   or   more,   and   for   other   contracts   for   which   EVMS   will   be   applied   in   accordance  with  DFARS  §234.201(1)(iii)  and  (iv).   This   core   competency   provides   integration   of   the   Earned   Value   Management,   Procurement,   and   Accounting   system   capabilities   needed   to   deliver   program   performance   visibility   to   the   decision  makers.     This  integration  starts  with  program’s  Performance  Measurement  Baseline  (PMB)  established  in   the  Earned  Value  Management  System,  integrated  with  a  DCAA  validated  accounting  system,   and  a  CPSR  compliant  procurement  system,  to  produce  the  Integrated  Program  Management   Report  (IPMR),  per  DI-­‐MGMT-­‐81861  for  monthly  submittal  to  the  government.   Contracts  are  guided  through  Self-­‐Assessment  and  Validation  Review  based  on  the  19  DCAA   guidelines  and  the  32  DCMA  guidelines.  The  focus  is  on  Earned  Value  and  its  integration  with   the  Accounting  and  Procurement  systems  and  processes  in  compliance  with  Memorandum  for   Regional   Directors,   DCAA,   April   24,   2012;   Audit   Guidance   on   Auditing   Contractor   Business   Systems   and   Contractor   Compliance   with   DFARS   252.242-­‐7006,   Accounting   System   Administration.      
    • ©  2011,  2012,  2013,  2014  Niwot  Ridge  Consulting,  L.L.C.,  4347  Pebble  Beach  Drive,  Longmont,  Colorado  303.241.9633,  glen.alleman@niwotridge.com   ❻  –  DCMA/DCAA  VA LID A TIO N  A N D  SU RVEILLAN CE   RECEIPT  OF  A  $20M  OR  GREATER  COST  REIMBURSEMENT  CONTRACT  IS  SUBJECT  TO  FAR  §34.2  AND  THE   REQUIREMENT  FOR  SELF-­‐ASSESSMENT  (SA)  OR  A  FULL  EVMS  VALIDATION  REVIEW  INCLUDING  THE  SA   The  Self-­‐Assessment,  Validation,  and  Surveillance  process  determines  if  the  contractors:   ! Processes,  procedures,  and  methods  are  compliant  with  the  32  Guidelines  of  ANSI-­‐748-­‐C.   ! Descriptive   documents   containing   the   contractor’s   policies   and   procedures   are   used   in   actual   management  activities  on  the  program.   ! Earned  Value  data  generated  by  the  Earned  Value  Management  System  is  evidenced  in  use  for  the   management  of  the  program.   ! Management  knowledge  of  the  EVMS  roles  and  responsibilities  of  it  operating  personnel  are  capable   of  maintaining  compliance  with  ANSI-­‐748-­‐C.   These  work  processes  assure  four  phases  on  the  path  to  Validation  are  successfully  completed   with  minimal  disruption  to  the  contractor’s  daily  routine.     These  four  phases  are:   1. Data  Item  List  Package  (DILP)  submittal  –  this  occurs  when  there  is  2  months  of  clean   data  available  from  the  Earned  Value  Management  System.   2. EVMS  Self–Assessment  (SA)  Package  submittal  –  usually  4  to  5  weeks  after  submittal  of   the  DILP.   3. Readiness  Assessment  (RA)  –  usually  30  days  after  submittal  of  DILP.   4. Compliance  Review  (CR)  –  usually  six  months  after  submittal  of  DILP.   The  primary  role  in  guiding  our  clients  through  each  of  these  Assessment  and  Review  stages,   using  our  step-­‐by-­‐step  process  to  assure  the  client  reaches  success,  includes:   Major  Phase   Detailed  Work  Activities  During  Each  Phase   Risk   Assessment   ! Program  phase  dependent  risk  assessment  of  processes,  tools,  and  procedures.   ! Discrepancy  Report  and  Corrective  Action  Report,  cost,  schedule,  and  technical  performance  variance   assessment.   System   Description  and   Earned  Value   Management   System   ! Confirm  all  sections  are  present  and  cover  the  ANSI-­‐748-­‐C  topics.   ! Assure  all  data  items  can  be  traced  to  sections  of  the  System  Description.   ! Confirm  Work  Instructions  definitize  the  guidance  in  the  System  Description.   ! Document  compliance  at  the  level  of  application  for  all  data  and  processes.   ! Programmatic  procedures  for  common  processes,  flexibility,  and  unique  instances.   ! Collect  actual  data  generated  by  program  to  support  compliance  with  EVMS  and  SD.   ! Assemble  all  data,  processes,  and  access  procedures  in  a  single  Story  Board  Process.   Training   ! Use  of  System  Description  confirmed.   ! Control  Account  Manager  (CAM)  interview  questions  for  all  ANSI-­‐748-­‐C  sections.   ! Document  review  requirements  and  CAM  training  for  document  usage.   ! First  round  mock  interviews  for  CAMs  with  SD,  WI,  and  live  data.   Self  Assessment   ! Verification  of  process  implementation  using  Story  Boards  and  data  traces.   ! Document  trace  of  system  compliance  with  ANSI-­‐748-­‐C  Guidelines.   ! Conduct  Cross  Reference  Checklist  for  EVMS.   ! Documentation  of  proper  system  implementation.   ! Follow  up  discrepancies  with  corrective  actions.   ! Mock  Control  Account  Manager  Interviews.   ! Complete  Interview  Findings  Form  (IFF)  for  PM,  CAMs,  Accounting,  Business  Management,  and  Risk.   ! Re-­‐verification  of  closed  discrepancies.   Data  Trace,   Collection,   Verification,   Storage,  and   Access   Procedures   ! Data  collection  for  validation  review.   ! Review  for  accuracy,  integration,  and  consistency  with  the  EVMS.   ! CAM  focus  on  documents  –  WAD,  Planning  and  Budgeting,  IMS,  VAR,  EAC,  revisions.   ! Focus  on  GL’s  assigned  –  all  budget  and  change  logs  traceable  to  Performance  Measurement  Baseline.   ! Focus  on  data  reference  integrity  and  traceability  to  IPMR  and  all  change  control  logs.   ! Verify  9  EVM  processes  and  32  Guideline  review  processes  before  final  validation.  
    • ©  2011,  2012,  2013,  2014  Niwot  Ridge  Consulting,  L.L.C.,  4347  Pebble  Beach  Drive,  Longmont,  Colorado  303.241.9633,  glen.alleman@niwotridge.com