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Project Challenge: A Guide to Conducting Integrated Baseline Reviews Slide 1 Project Challenge: A Guide to Conducting Integrated Baseline Reviews Slide 2 Project Challenge: A Guide to Conducting Integrated Baseline Reviews Slide 3 Project Challenge: A Guide to Conducting Integrated Baseline Reviews Slide 4 Project Challenge: A Guide to Conducting Integrated Baseline Reviews Slide 5 Project Challenge: A Guide to Conducting Integrated Baseline Reviews Slide 6 Project Challenge: A Guide to Conducting Integrated Baseline Reviews Slide 7 Project Challenge: A Guide to Conducting Integrated Baseline Reviews Slide 8 Project Challenge: A Guide to Conducting Integrated Baseline Reviews Slide 9 Project Challenge: A Guide to Conducting Integrated Baseline Reviews Slide 10 Project Challenge: A Guide to Conducting Integrated Baseline Reviews Slide 11 Project Challenge: A Guide to Conducting Integrated Baseline Reviews Slide 12 Project Challenge: A Guide to Conducting Integrated Baseline Reviews Slide 13 Project Challenge: A Guide to Conducting Integrated Baseline Reviews Slide 14 Project Challenge: A Guide to Conducting Integrated Baseline Reviews Slide 15 Project Challenge: A Guide to Conducting Integrated Baseline Reviews Slide 16 Project Challenge: A Guide to Conducting Integrated Baseline Reviews Slide 17 Project Challenge: A Guide to Conducting Integrated Baseline Reviews Slide 18 Project Challenge: A Guide to Conducting Integrated Baseline Reviews Slide 19
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Project Challenge: A Guide to Conducting Integrated Baseline Reviews

Breda Ryan and Ewan Glen's presentation on A Guide to Conducting Integrated Baseline Reviews at Project Challenge, London Olympia

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Project Challenge: A Guide to Conducting Integrated Baseline Reviews

  1. 1. A Guide to Conducting Integrated Baseline Reviews Project Challenge Expo 2016 Breda Ryan Ewan Glen
  2. 2. Introduction to the APM Planning, Monitoring and Control SIG • The Planning, Monitoring and Control SIG was formed in 2012 by combining the Planning and Earned Value SIGs. We are bound by a common vision to identify best practice and to share it with the membership of APM, and beyond. • pmcsig@apm.org.uk • Stand 140
  3. 3. Introduction to the IBR Guide • Launched on the 16th June 2016. • The guidance in this document supports both the client and supplier teams with all stages of the process from planning it, delivering it, and then closing out the actions. • We are fortunate to be joined by two of the guide’s authors: • Ewan Glen of BMT Hi-Q Sigma; and • Breda Ryan of Jacobs. • pmcsig@apm.org.uk
  4. 4. 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
  5. 5. Origins of the Guide 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
  6. 6. 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)
  7. 7. Integrated Baseline Review – Who? Applicability across Projects, Programmes and the Portfolio The portfolio benefits from the improvements delivered by the process 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) Can be broadened to projects making up the programme (with review of programme layer) IBRs have typically focussed on projects IBRs have typically focussed on projects Portfolio
  8. 8. 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
  9. 9. 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
  10. 10. 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
  11. 11. Tailoring the IBR  Size  Complexity  Risk exposure  Business Priorities
  12. 12. 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
  13. 13. The IBR Process
  14. 14. The IBR Process
  15. 15. The IBR Process
  16. 16. Using Supporting Information
  17. 17. 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
  18. 18. 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
  19. 19. Questions Guide available from the APM stand
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Breda Ryan and Ewan Glen's presentation on A Guide to Conducting Integrated Baseline Reviews at Project Challenge, London Olympia

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