1. Program Startup Workshop
--A Program Transition Assist--
Jess Stewart
Defense Acquisition University (DAU)
Fort Belvoir, Virginia
February 24-25, 2009

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. 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. 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. The “What” of a New Program
Startup Workshop

6. Workshop Objectives
Program
• Produce key program startup products
• Improved Roadmap to Integrated Baseline Review
(IBR)
• Integrated Product Team (IPT) Tasks, Charters and
Sustainment Process
People
• Build an environment of trust, collaboration,
teamwork and communication
• Align Teams

7. Planning Timeline: Earlier is Better!
DFAR
Clause
Model Post Event + 1 Wk Event + 2 Wks Event + 4-6 Wks
Event
RFP 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. 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. Observations!

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. 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. 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. What Should You Consider
for
Your Workshop?

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. 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. 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. 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 Review
1400-1415 DAU 1345-1415 DAU
Workshop Comm./Collaborative Workflow Cont./Gov.
Overview Problem/Conflict Resolution
1415-1430 Govt./Cont. 1415-1430 Break
Introductions Executives 1430-1730 IPT Leads 1500-1630 PMs
1430-1515 DAU IPT Working Sessions PM Review
Program Strengths/ – Path to IBR Facilitator
Barriers to Success – Action Items (Moderator)
1515-1630 PMs 1730-2030 – Team Challenges
PM Values & Vision Dinner & Social

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/Resolution
Module 4: Govt. and Industry Key Practices Practices Applicable to Program – Govt. & Contractor
Module 5: Integrated Product Team (IPT) Structuring IPT Charters, Integrated Master Sched., IPT
& Chartering Responsibilities
Team inputs to IBR Preparation, CDRLs, Communications
Plan & Risk/Opportunity Management
Module 6: Communications Planning/Collaborative Communications Content and Scheduling
Workflow Collaborative Work Processes
Problem/Conflict Resolution

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 Process
Module 8: Program Metrics Program Metrics-PoPS/Ps/Industry Best
Practice Metrics/Detailed Program Metrics
Module 9: PMs’ Wrap-up PMs and Team Commitment to Work
Together to Achieve
Program Goals
Agreed Actions Item List

20. Examples

21. Joint Tactical Radio Airborne, Maritime, Fixed
(JTRS AMF)Key Benefits
1. 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 Struggles
2. Getting the Team Together Early with Focused Tasks Resulted in
– Opening / Re-Opening Lines of Communications
– Exposing Blind-Spots Early
– Closure Oriented Actions
3. 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 IPTs
4. Established the Need for Future Meetings to Continue Success to CDR
and Beyond
– Partnership and Collaboration is not a One-Time Event

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. C-5 RERP
Program Start-Up Workshop (PSW) Summary
8 Sep 2008

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. 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. The “New” Program Startup Workshop
—A Program Transition Assist!
- Practical Program Alignment
Tool-
-Driving Cultural Change-
Questions?

27. Additional Slides

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. Workshop Feedback
“Our evolved agenda, which allowed the User and Resource Sponsor
to express their viewpoints, was CRITICAL for contractor awareness
and 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 of
joint team charters.”
“The key accomplishment was to have Government and Contractor
team lead counterparts sit down with one another in a relaxed forum
to discuss broad-based and team-focused challenges.”
“Some people questioned why DAU was involved, thought
Contractor/Government could have done it on their own. I disagree,
DAU was the forcing function, we would not have done this on our
own.”

30. Example Program Startup Workshop--
Typical Modules for Tailoring
Day 1 Day 2 Day 3 Day 4 Day 5
8am 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 Program
9am 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-up
11am
4
Key Practices
12pm
Lunch Lunch Lunch Working Lunch
1pm
8 IPT Structuring
Workshop
2pm 2B Program Metrics & Chartering Tailorable
from 2.5 to
3 Contract Change
Mgt. & 7
3pm Roadmap to IBR Program Risk IPT Report-out
4.5 days
Subcontractor Mgt.
and Opportunity
4pm
15 min wrap-up/next day 15 min wrap-up/next day 5
IPT Chartering IPT Time
5pm No Host Social 15 min wrap-up/next day
Event No Host Evening
Event
6 pm

31. Workshop Flow
Workshop 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. Workshop Participants –
More Attendees are Program Socialization!
Prime Program Team 15 - 25
Subcontractors 2 - 6
Govt. Program Team 10 - 15
Resource Sponsor 1 - 3
DCMA 1 - 2
DAU & Corporate 4 - 6
Total 33 - 57
Key Leadership Team Members