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

1. A Guide to Conducting
Integrated Baseline Reviews

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. Introduction
 Alan Bye
 Ewan Glen
 Breda Ryan
 Stephen Jones

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. 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. 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. 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. 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. 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. Tailoring the IBR
 Size
 Complexity
 Risk exposure
 Business Priorities

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. The IBR Process

13. The IBR Process

14. The IBR Process

15. Using Supporting Information

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. 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.  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. Questions

20. This presentation was delivered
at an APM event
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