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A Guide to Conducting
Integrated Baseline Reviews
Agenda
 Introduction
 Origins of the Guide
 Who may benefit from an IBR?
 Who should use an IBR?
 The purpose of an I...
Introduction
 Alan Bye
 Ewan Glen
 Breda Ryan
 Stephen Jones
Origins of the Guide
2002
2005
2009
2012
2016
Defence focussed guide -
Developed by Defence Earned
Value Management Intere...
Integrated Baseline Review – Who?
Who may benefit from an IBR?
ProjectDuration
Project Cost
High
complexity
& risk
Low
com...
Integrated Baseline Review – Who?
Applicability across Projects, Programmes and the
Portfolio
The portfolio benefits
from ...
The Purpose of an IBR
 An IBR aims to find out if a project’s Performance
Measurement Baseline can be delivered, given th...
IBR Vs Audit
 An IBR is not an audit
 An audit looks for compliance to set standards
and procedures
 An IBR checks for ...
Who should use IBRs & why?
 Applies to clients and contractors in any
sector on any size project or programme
 Clients –...
Tailoring the IBR
 Size
 Complexity
 Risk exposure
 Business Priorities
When to conduct an IBR
 IBRs are usually initiated by the client post contract
award or as a result of a significant chan...
The IBR Process
The IBR Process
The IBR Process
Using Supporting Information
Application Lessons
Get buy-in and commitment from
key stakeholders in the client and
supplier organisation
Understand tea...
Application Lessons
Good planning supports a good
review
Before the review, train the team
conducting the review and consi...
 The Review team may not be familiar with your project or your
organisation
 We can quite easily misinterpret words, eve...
Questions
This presentation was delivered
at an APM event
To find out more about
upcoming events please visit our
website www.apm.or...
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A guide to conducting Integrated Baseline Reviews, Webinar, 24 May 2016 Slide 1 A guide to conducting Integrated Baseline Reviews, Webinar, 24 May 2016 Slide 2 A guide to conducting Integrated Baseline Reviews, Webinar, 24 May 2016 Slide 3 A guide to conducting Integrated Baseline Reviews, Webinar, 24 May 2016 Slide 4 A guide to conducting Integrated Baseline Reviews, Webinar, 24 May 2016 Slide 5 A guide to conducting Integrated Baseline Reviews, Webinar, 24 May 2016 Slide 6 A guide to conducting Integrated Baseline Reviews, Webinar, 24 May 2016 Slide 7 A guide to conducting Integrated Baseline Reviews, Webinar, 24 May 2016 Slide 8 A guide to conducting Integrated Baseline Reviews, Webinar, 24 May 2016 Slide 9 A guide to conducting Integrated Baseline Reviews, Webinar, 24 May 2016 Slide 10 A guide to conducting Integrated Baseline Reviews, Webinar, 24 May 2016 Slide 11 A guide to conducting Integrated Baseline Reviews, Webinar, 24 May 2016 Slide 12 A guide to conducting Integrated Baseline Reviews, Webinar, 24 May 2016 Slide 13 A guide to conducting Integrated Baseline Reviews, Webinar, 24 May 2016 Slide 14 A guide to conducting Integrated Baseline Reviews, Webinar, 24 May 2016 Slide 15 A guide to conducting Integrated Baseline Reviews, Webinar, 24 May 2016 Slide 16 A guide to conducting Integrated Baseline Reviews, Webinar, 24 May 2016 Slide 17 A guide to conducting Integrated Baseline Reviews, Webinar, 24 May 2016 Slide 18 A guide to conducting Integrated Baseline Reviews, Webinar, 24 May 2016 Slide 19 A guide to conducting Integrated Baseline Reviews, Webinar, 24 May 2016 Slide 20
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A guide to conducting Integrated Baseline Reviews, Webinar, 24 May 2016

A guide to conducting Integrated Baseline Reviews,
APM Planning, Monitoring and Control Specific Interest Group
Webinar, 24 May 2016
Stephen Jones
Alan Bye
Ewan Glen
Breda Ryan

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A guide to conducting Integrated Baseline Reviews, Webinar, 24 May 2016

  1. 1. A Guide to Conducting Integrated Baseline Reviews
  2. 2. Agenda  Introduction  Origins of the Guide  Who may benefit from an IBR?  Who should use an IBR?  The purpose of an IBR  The benefits of an IBR  IBR Vs Audit  The IBR Process  Using supporting information  Application lessons  Questions  Close
  3. 3. Introduction  Alan Bye  Ewan Glen  Breda Ryan  Stephen Jones
  4. 4. Origins of the Guide 2002 2005 2009 2012 2016 Defence focussed guide - Developed by Defence Earned Value Management Interest Group (DEVMIG), • comprising MoD and key industry organisations Task to update and refresh guide taken on by PMC SIG • Aim to make the guidance applicable to all sectors Guide available via APM, free to members
  5. 5. Integrated Baseline Review – Who? Who may benefit from an IBR? ProjectDuration Project Cost High complexity & risk Low complexity & risk Low complexity & risk High complexity & risk Low complexity & risk High complexity & risk Low complexity & risk Historically seen as applicable to projects of greater complexity, risk, cost and duration BUT The intent of the review is applicable to all projects (Including where EVM is not being applied)
  6. 6. Integrated Baseline Review – Who? Applicability across Projects, Programmes and the Portfolio The portfolio benefits from the improvements delivered by the process Projects Programmes Can be broadened to projects making up the programme (with review of programme layer) IBRs have typically focussed on projects Portfolio
  7. 7. The Purpose of an IBR  An IBR aims to find out if a project’s Performance Measurement Baseline can be delivered, given the project constraints  It checks if the project team understand the risks inherent in the baseline and the control processes to be used to deliver the scope  An IBR gives the PMO a standard approach to identifying baseline risks to successful delivery
  8. 8. IBR Vs Audit  An IBR is not an audit  An audit looks for compliance to set standards and procedures  An IBR checks for 3 key things – That the baseline is robust – That the whole process works – That you are in control of your project
  9. 9. Who should use IBRs & why?  Applies to clients and contractors in any sector on any size project or programme  Clients – check that their projects with multiple supplier inputs and interfaces still allow for full scope delivery  Contractors/Suppliers - check if the contract baseline is robust, scheduled, resourced and costed appropriately to make the expected profit
  10. 10. Tailoring the IBR  Size  Complexity  Risk exposure  Business Priorities
  11. 11. When to conduct an IBR  IBRs are usually initiated by the client post contract award or as a result of a significant change  Suppliers are generally obligated to conduct an IBR and this is typically within 3 months post contract award  Suppliers may also conduct their own IBRs to verify their own delivery capability and risk exposure  Some clients run annual or bi-annual IBRs to to check the robustness of, and risk exposure to, their overall capital investment programme baseline
  12. 12. The IBR Process
  13. 13. The IBR Process
  14. 14. The IBR Process
  15. 15. Using Supporting Information
  16. 16. Application Lessons Get buy-in and commitment from key stakeholders in the client and supplier organisation Understand team behaviours and dynamics. Expect scale from resistance to cooperation Document the follow-up actions and check they are completed Be prepared for the impact of the sponsor’s decisions. Projects may be stopped or team re-staffed
  17. 17. Application Lessons Good planning supports a good review Before the review, train the team conducting the review and consider training the team under review Don’t be afraid to arrange discussions with senior managers involved in the project to understand their views A well constructed in-brief allows the review team to decide what it should and should not focus upon
  18. 18.  The Review team may not be familiar with your project or your organisation  We can quite easily misinterpret words, even between English and American  Talk a technical language Application Lessons A few tips for the CAM during discussions
  19. 19. Questions
  20. 20. This presentation was delivered at an APM event To find out more about upcoming events please visit our website www.apm.org.uk/events
  • AntoniosKounavos

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A guide to conducting Integrated Baseline Reviews, APM Planning, Monitoring and Control Specific Interest Group Webinar, 24 May 2016 Stephen Jones Alan Bye Ewan Glen Breda Ryan

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