Good governance asks and answers 5 questions for every project

1. Deliverables Based Planning Handbook for A&D, Copyright © 2008, 2009, Glen B. Alleman
Governing Department of Energy
Programs
Connecting Principles with Practice
Good governance asks and answers 5 questions for every project

2. Deliverables Based Planning Handbook for A&D, Copyright © 2008, 2009, Glen B. Alleman
To be successful, we must provide
credible answers to these questions …
1. Where Are We Going?
2. How Do We Get There?
3. Do We Have Enough Time,
Resources, And Money To Get
There?
4. What Impediments Will We
Encounter Along The Way?
5. How Do We Know We Are Making
Progress Against Our Plan?
The units of measure for each answer can only
be time, money, physical percent complete.

3. Deliverables Based Planning Handbook for A&D, Copyright © 2008, 2009, Glen B. Alleman
What does this mean in terms of our
behavior? We must know …
 what “done” looks like at all times in
units of physical percent complete,
 where we are on the budget “burn
rate,”
 If we have sufficient time and money
to get to “done,” and
 how we are handling all the risks.
 If we don’t know these, we can’t say
we’re managing the program.
 If we aren’t managing the program, we
are not in compliance with the DOE.

4. Deliverables Based Planning Handbook for A&D, Copyright © 2008, 2009, Glen B. Alleman
We must act in a credible way, or we’ll
have unwelcome visitors & outcomes
 Compliance is NOT an option. It
defined in the FAR.
 DOE finance will ask tough
questions about our ability to
manage our performance.
 Our performance will become an
“official government record,”
subject to surveillance by DOE and
the DCMA / DCAA.
DOE wants
to know
what we
did with
their
money

5. Deliverables Based Planning Handbook for A&D, Copyright © 2008, 2009, Glen B. Alleman
The 5 questions must be answered
for two audiences …
 Externally focused on …
– Interacting with the government client
– This is called “keeping the project sold”
 Internally focused on …
– Delivering the solution or outcome using
the government’s money
– This is called “project delivery”
 Both views are mandatory
 Both are made visible through the use
of Program Planning and Controls
(PP&C)

6. Deliverables Based Planning Handbook for A&D, Copyright © 2008, 2009, Glen B. Alleman
The Department of Energy provides guidance
managing Programs
 Project Management Guidelines Extramural Research,
Development and Demonstration, NETL
 DOE Acquisition and Financial Assistance Implementation Guide
for the American Recovery and Reinvestment Act of 2009,
Version 2.0, May 1, 2009
 Recovery Act Post-Award Resource Loaded Schedule (RLS)
Guidance, DOE, October 2009
 DOE Guide to Project Execution Plans, DOE G 413.3-15
 DOE Risk Management Guide, DOE G 413.3-7, 9-16-08
 Project Management Plan(s) templates from NETL

7. Deliverables Based Planning Handbook for A&D, Copyright © 2008, 2009, Glen B. Alleman
Project Governance Using
Governments Guidance
 Program Governance starts with
the Responsibility Assignment
Matrix (RAM) defined from the
GPMO-PG
 Project Governance starts with a
RAM for the government, project,
and the subcontracts defined from
the DOE 413 series and contract
award
The
Government
Program
Management
Office Process
Guide (PMO-
PG)

8. Deliverables Based Planning Handbook for A&D, Copyright © 2008, 2009, Glen B. Alleman
Evidence We Are Implementing The 5
Immutable Principles
Immutable Principle Evidence it is being performed on the program
Where are we going?
Statement of Project Objectives (SOPO), Concept of
Operations (CoOps), Project Execution Plan
How do we get there?
Integrated Master Schedule (IMS) with deliverables explicitly
identified
Do we have enough time,
resources, and money to
get there?
Performance Measurement Baseline (PMB) – a time-phased
budget plan for accomplishing work, against which contract
performance is measured. It includes the budgets assigned
to scheduled control accounts and the applicable indirect
budgets (DOE G 413.3-5)
What impediments will we
encounter along the way?
Risk Management Plan (RMP) and the supporting
processes embed the “risk handling” process in the IMS
(DOE 413.3-7)
How do we know we are
making progress against
our plan?
The only measure of progress is the measure of actual
physical percent complete against the planned physical
percent complete
This is called Earned Value Management (DOE 413.3-10)