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Integrated Program Performance Management

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Integrated Program Performance Management

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Integrated Program Performance Management elements are organization planning schedule applied to increase the probability of program success on traditional and agile programs.

Integrated Program Performance Management elements are organization planning schedule applied to increase the probability of program success on traditional and agile programs.

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Integrated Program Performance Management

  1. 1. + Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016 Integrated Program Performance Management Our Integrated Program Performance Management elements are organization, planning, scheduling and budgeting, accounting, analysis & management and revisions & data maintenance.These are applied to increase the probability of program success on traditional and agile programs. 1
  2. 2. + Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016 Every Business’s Motivation Expansion Protection Sell what ya got Get more to sell 2
  3. 3. + Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016 Obvious Motivations for Integrated Solution n Revenue – more services for existing customers. n Customer Base – more customers for different services. n Visibility – access to more listeners. n Capabilities – broader response to need. n Credibility – demonstrate more understanding of Program Performance Management and the demands of federal procurement accountability. n Move beyond single “best of breed” solution. n Broaden installed base opportunities with more services. n Anchor customers through additional services. n Be Identified with new and innovative offerings based on strong foundation. n Establish image as “market leader.” n Parity with head to head competitors. Expansion Protection 3
  4. 4. + Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016 The Integrated Solution n Tools n Integrated Risk adjusted Planning and Scheduling n Software development platform for Agile and Traditional methods n Earned Value Management complaint with FAR 34.2 and DFARS 252.34 n Processes n Agile development n CMMI development n IMP/IMS develop IAW DoD 5000.02 n People n Proposal support for Program Planning and Controls, Earned Value Management, Programmatic and Technical Risk Management n Systems installation, startup, management and operations 4
  5. 5. + Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016 Integrating the Solution 5 Integrated Solution Earned Value Engine MSFT Team Foundation Server MSFT Project Server ❶ ❻❺ ❹ ❸❷
  6. 6. + Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016 Integrated Program Management Offerings 6 ❶ Physical Percent Complete shared between SW Development and the IMS ❷ Physical Percent Complete to Plan used to produce EV (BCWP) Earned Value Management Systems ❸ PV (Planned Value) in development engine connected to PMB in EV Engine ❹ Daily visibility to EV, ETC, and EAC ❺ Progress to Plan at Work Package level ❻ Resource utilization, progress to plan at Task Level, Risk Management
  7. 7. + Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016 Elements of Program Success Using the Integrated Solution 7 Risk Management SOO ConOps SOW Techncial and Operational Requirements CWBS & CWBS Dictionary Integrated Master Plan (IMP) Integrated Master Schedule (IMS) Earned Value Management System Objective Status and Essential Views to support the proactive management processes needed to keep the program GREEN Performance Measurement Baseline Measures of Effectiveness Measures of Performance TPMs and QBDs Key Performance Parameters Program Specific Key Performance Parameters Technical Performance Measures WBS CWBS
  8. 8. + Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016 Integrated Program Management Offerings 8 ❶ Integrated Master Plan / Integrated Master Schedule starting at proposal ❷ Earned Value Management System development and operation ❸ Programmatic and Technical Risk Management ❹ Proposal Development – Program Controls, Risk Management, IMP/IMS sections ❺ Six Business Systems Rule complaince ❻ Agile and Traditional Software Development Integration ❼ DCMA/DCAA Validation and Surveillance
  9. 9. + Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016 Integrated Master Plan Integrated Master Schedule The Integrated Master Plan describes what DONE looks like in units of measure meaningful to the decision makers. Increasing Measures of Effectiveness and Measures of Performance defined in the for each Program Event.Techncial Performance Measures defined as exit criteria for Each Work Package that fulfills the Accomplishment Criteria 9 1
  10. 10. + Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016 The IMP/IMS Structure 10 IMS IMP Describes how program capabilities will be delivered and how these capabilities will be recognized as ready for delivery Supplemental Schedules (CAM Notebook) Work Packages and Tasks Criteria Accomplishment Events or Milestones
  11. 11. + Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016 Experience with IMP/IMS n Extensive experience in development IMP in variety of domains n Spacecraft, Aircraft, Ship Building n Environmental Remediation, heavy Construction n BioPharma, Pulp / Paper, Petro chemical n Software Intensive Systems n Enterprise IT (ERP) n Offering n IMP/IMS develop in accordance with DOD IMP/IMS Guidance n IMP/IMS applied in other domains n DOE (Card Memo) n All Federal contracting 11
  12. 12. + Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016 7 Quick Steps to Credible IMP/IMS 12 ❶ Identify Program Events (PE) ❷ Identify Significant Accomplishments (SA) ❸ Programmatic and Technical Risk Management ❹ Identify Accomplishment Criteria (AC) ❺ Identify Work Packages (WP) needed to complete the Accomplishment Criteria ❻ Sequence the Work Packages (WP), Planning Packages (PP), Summary Level Planning Packages (SLPP) in a logical network. ❼ Adjust the sequence of WPs, PPs, & SLPPs to mitigate major risks.
  13. 13. + Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016 Value Proposition for IMP/IMS 13 Activity Outcome Benefit Develop Program Events From proposal and added PE’s showing increase maturity of all deliverables Tangible units of measures of progress toward Done Develop Significant Accomplishments What must be accomplished to meet defined PE maturity? System engineering measures of progress to plan Develop Accomplishment Criteria What are the exit criteria for the Work Packages that deliver outcomes? Measures of Physical Percent Complete using QBD’s assure EVM represents actual progress IMS development for each Program Event Work packages and Tasks linked horizontally and traceable to IMP maturity assessment Objectively assess accomplishments at the work performance level. EIA–748–C Measures of Effectiveness and Performance for each Program Event Systems Engineering approach to program performance management Deliverables performance measured in units meas Vertically and Horizontally traceable IMP/IMS Complaint with DI–MGMT–81861 §3.7.1.3 Line of sight visibility to progress toward Done
  14. 14. + Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016 Earned Value Management System (EVMS) EVMS deployment based on DCMA guidance. Project Management Plan (PMP) defines the detailed step-by-step activities to deploy the EVMS, Establish the PMB,Train the CAMs, prepare and conduct the IBR, perform the four steps of DCMA Validation, and operate the EVMS on the program. 14 2
  15. 15. + Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016 Elements of an Integrated Progam Management System 15
  16. 16. + Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016 Programmatic and Technical Risk Management Risk management is how adults manage projects – Tim Lister Integrated risk management is a critical success factor to all programs. 2 of the 4 primary root causes of poor program performance 16 3
  17. 17. + Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016 Performance Indicators ... 17
  18. 18. + Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016 Taxonomy of Uncertainty creates Irreducible and Reducible Risk 18 Uncertainty Irreducible (Aleatory) Reducible (Epistemic) Natural Variability Ambiguity Ontological Uncertainty Probabilistic Events Probabilistic Impacts Periods of Exposure
  19. 19. + Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016 Proposal Development IMP, IMS, Programmatic, and Technical Risk are critical success factors for any winning proposal. The proposal must answer: What are we going to build,how are we going to build it,what are impediments to success,and how are we going to mitigate them? 19 4
  20. 20. + Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016 Program Controls Proposal Section 20 Orals and BAFO Strategy through all phases Process Training Burst DRFP Proposal Outline Compliance Matrix Annotated Outline Module Specification Story Maps Annotated Mockups Pink Team Draft Text Red Team Final Draft Final Production Print/Check Ship Post Submittal Activities Client Wins Proposal Kickoff Management Reviews Final Review And Sign-off Draft RFP Final RFPStory Conference Reviews (Daily) BAFO Orals CFs,DRs,ENs Continuous Updates Continuous Updates PTW, “The Deal” and Final Offer Proposal Planning Phase Proposal Development Phase Ÿ Win Strategy Ÿ Black Hat Ÿ Price-to-Win Ÿ Elevator Speech Ÿ Approved Baselines Opportunity Capture Win Strategy/ Competitive Assessment First Drafts Evaluation Phase
  21. 21. + Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016 PMB’s Role in a Winning Proposal Execute as we propose 21 Program ExecutionPMB for IBRProposal SubmittalDRFP & RFP Performance Measurement Baseline Tasks (T) BOE % Complete Statement of Work Program Deliverables IMP Accomplishments (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 Decreasing technical and programmatic risk using Risk Management Methods IMS Physical % Complete Continuity and consistency from DRFP through Program Execution WBS
  22. 22. + Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016 Six Business Systems PGI 240.70 defines the six business systems that must be integrated.These include EVM, Procurement, and Accounting. These are the sweet spot for Integrated Program Management 22 5
  23. 23. + Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016 Six Integrated Business Systems 23
  24. 24. + Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016 Core systems for Program Management Success 24
  25. 25. + Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016 The Six Business Systems Rule IAW PGI 240.70 25 System Guidance Accounting DFARS 252.242–7006 Estimating DFARS 252.215–7002 FAR 15.407.5 Earned Value Management DFARS 252.234–7002 FAR 34.2 DFARS 234.2 Material Management Accounting DFARS 252.242–7004(a)(1) Property Management DFARS 252.245–7003 FAR 52.245–1 Purchasing DFARS 252.244–7001
  26. 26. Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016 26 Engineering Design SystemsProject Performance Management System Enterprise Program Management Systems Project Procurement Program Document Management Project Document Management Change Management Project Cost Forecasting Program Planning and Budgeting Project Reporting Program Level Financial Reporting Time and Expense Program Contracts Project Contracts Engineering Design Systems Project Scheduling Material Tracking Project Cost Management Program Accounting 1 2 4 56 7 8 9 1011 13 14 Procurement 12 3 15
  27. 27. + Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016 EVM and Agile Software Development Integrating Agile Software Development with Earned Value Management is straight forward when separation of concerns is the focus of the work. We deploy an above the line (PMB) and below the line Sprints and Stories architecture 27 6
  28. 28. + Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016 NDIA Agile and EVM Integration Model 28 n Starting with Releases, Capabilities are flowed to the PMB n Capabilities produce the value from each Release n Control Accounts and Work Packages are on baseline in the PMB n Work Packages contain Features produced in each Release by Sprints n Release Planning baseline for period of performance and PV Cadence Release 1 Cadence Release n Feature 1,2,3 Feature 4, .. ,8 Feature 9, …,12 Release 2 PP’s WP PP SLPP in IMS CA Sprints Time Now Performance Measurement Baseline Agile Software Development Lifecycle Feature n’s The Bright Line Milestones Data Items Releases Capabilities in a Release Agile Development Control Account Task Task Task Task Task Task Task Task Task … n Feature ACP % = Completed / Planned n Feature hours = Bottom Up from Task Estimate n Feature remaining hours = TO DO hours in agile tool for Tasks, to Stories, to Features
  29. 29. + Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016 DCMA Validation and Surveillance Starting with contract award, a Project Management Plan, defines the deployment and Validation of the EVMS. 29 7
  30. 30. + Performance–Based Project Management®, Copyright © Glen B. Alleman, 2002 ― 2016 Top Level Activities for achieving DCMA Validation of the EVMS 30

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