Ewan Glen looked at the role of Integrated Baseline Reviews, (IBR), as a tool in assurance. The aim of an IBR is to assure both the customer and supplier’s PM team that they have a common understanding of what is to be delivered and how.
IMP & WBS - Getting Both Right is ParamountGlen Alleman
WBS is the starting point for program success. It tells us what DONE looks like in terms of deliverables.
Integrated Master Plan (IMP) tells us how the increasing maturity of the deliverables will be assessed at each Program Event.
Integrated Master Schedule (IMS) tells us the order of the Work Packages needed to produce this increasing maturity.
Control Account Plan (CAP) defines the authorized scope, budget, and period of performance for the work that produces the deliverables defined in the WBS, assessed in the IMP, and sequenced in the IMS.
IMP & WBS - Getting Both Right is ParamountGlen Alleman
WBS is the starting point for program success. It tells us what DONE looks like in terms of deliverables.
Integrated Master Plan (IMP) tells us how the increasing maturity of the deliverables will be assessed at each Program Event.
Integrated Master Schedule (IMS) tells us the order of the Work Packages needed to produce this increasing maturity.
Control Account Plan (CAP) defines the authorized scope, budget, and period of performance for the work that produces the deliverables defined in the WBS, assessed in the IMP, and sequenced in the IMS.
Chapter 07 of ICt Project Management based on IOE Engineering syllabus. This chapter covers the knowledge on development of project charters, direct and manage project execution, monitor and control project work and more.Provided by Project Management Sir of KU.
Project risk analysis methodology and how RiskyProject software can be used for quantitative project risk analysis.
For more information how to perform schedule risk analysis using RiskyProject software please visit Intaver Institute web site: http://www.intaver.com.
About Intaver Institute.
Intaver Institute Inc. develops project risk management and project risk analysis software. Intaver's flagship product is RiskyProject: project risk management software. RiskyProject integrates with Microsoft Project, Oracle Primavera, other project management software or can run standalone. RiskyProject comes in three configurations: RiskyProject Lite, RiskyProject Professional, and RiskyProject Enterprise.
Episode 25 : Project Risk Management
Understand what risk is and the importance of good project risk management.
Discuss the elements involved in risk management planning and the contents of a risk management plan.
List common sources of risks in engineering and information technology projects.
Describe the risk identification process, tools, and techniques to help identify project risks, and the main output of risk identification, a risk register.
SAJJAD KHUDHUR ABBAS
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
Earned value management with Examples | Control Cost | PMBOK | PMPJustAcademy
Earned Value Management topic from Control Cost – Cost Management
What is Earned Value Management
Explained EVM with examples
Cost Variances (CV )
Cost Performance Index(CPI)
Schedule Variances(SV)
Schedule Performance Index(SPI)
Cost Overrun and Project Slip
PMP Training in USA,PMP Training in California,PMP Training in Qatar,PMP training in Saudi Arabia,PMP training in India,PMP training in Mumbai,PMP Training in Hyderbad,
PMP Training in Chennai,PMP Training in Canada
Mark Woodhouse explained the history of TfL which started in 2000 with the first Mayor for London who had a vision to bring responsibility for all modes of transport together to keep London moving.
Adrian discussed agile project management and the challenges of assurance. Adrian kicked off with a challenge to the audience that there is no such thing as agile project management, rather that agile is about a state of mind and behaviours.
Chapter 07 of ICt Project Management based on IOE Engineering syllabus. This chapter covers the knowledge on development of project charters, direct and manage project execution, monitor and control project work and more.Provided by Project Management Sir of KU.
Project risk analysis methodology and how RiskyProject software can be used for quantitative project risk analysis.
For more information how to perform schedule risk analysis using RiskyProject software please visit Intaver Institute web site: http://www.intaver.com.
About Intaver Institute.
Intaver Institute Inc. develops project risk management and project risk analysis software. Intaver's flagship product is RiskyProject: project risk management software. RiskyProject integrates with Microsoft Project, Oracle Primavera, other project management software or can run standalone. RiskyProject comes in three configurations: RiskyProject Lite, RiskyProject Professional, and RiskyProject Enterprise.
Episode 25 : Project Risk Management
Understand what risk is and the importance of good project risk management.
Discuss the elements involved in risk management planning and the contents of a risk management plan.
List common sources of risks in engineering and information technology projects.
Describe the risk identification process, tools, and techniques to help identify project risks, and the main output of risk identification, a risk register.
SAJJAD KHUDHUR ABBAS
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
Earned value management with Examples | Control Cost | PMBOK | PMPJustAcademy
Earned Value Management topic from Control Cost – Cost Management
What is Earned Value Management
Explained EVM with examples
Cost Variances (CV )
Cost Performance Index(CPI)
Schedule Variances(SV)
Schedule Performance Index(SPI)
Cost Overrun and Project Slip
PMP Training in USA,PMP Training in California,PMP Training in Qatar,PMP training in Saudi Arabia,PMP training in India,PMP training in Mumbai,PMP Training in Hyderbad,
PMP Training in Chennai,PMP Training in Canada
Mark Woodhouse explained the history of TfL which started in 2000 with the first Mayor for London who had a vision to bring responsibility for all modes of transport together to keep London moving.
Adrian discussed agile project management and the challenges of assurance. Adrian kicked off with a challenge to the audience that there is no such thing as agile project management, rather that agile is about a state of mind and behaviours.
Chris gave a presetentation on the brief history of the development of the PMO concept, which started in the 1970’s with more of a technical focus, up to the present day with distinctions between portfolio, programme and project management offices
Roy’s presentation looked at assurance, what it is and is not and some latest thinking. Roy explained that there are many definitions of assurance, but the essence is about providing confidence that a project will deliver. He quoted Demming: ‘in God we trust, all others bring data!’ Decision makers need quality information to aid decision making.
A journey of change: Delivering transformation at Transport for London presented at their head office in London
Tuesday 24th March 2015
Organised by Association for Project Management - Enabling Change Specific Interest Group
Programme Management in the transport sector - a TfL case study webinar
Tuesday 19th July 2016
presented by Arnab Banerjee
APM Programme Management SIG webinar
Mitigation And Performance Recovery Using Earned ValueChris Carson
This paper discusses the practical use of Earned Value metrics and calculations in monitoring and controlling schedule slippage, and, more importantly, in identifying appropriate mitigation plans to regain time.
An introduction to an effective earned value management system (EVMS) webinar series part 3
Tuesday 24 November 2020
presented by
Scot Butcher and Martin Eveleigh
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/an-introduction-to-an-effective-earned-value-management-system-evms-webinar-series-part-3/
3rd Forum on Construction Project Management Theory VS Practice (Project Cost) :-
1. PMBOK - Project Management Knowledge Areas and Process Group
2. Project Life-cycle
3. Project Cost
4. Project Appraisals
5. Financial Analysis
6. Total Cost of Ownership (TCO)
Help my project is in trouble. I have put this together to give project managers a guideline on how to move your project back into a successful journey
APM webinar hosted by the Scotland Network on 14 May 2024.
Speakers: Chris Drysdale and Peter Huggett
An interactive session discussing how Project Managers can identify mental health symptoms, provide tools to help themselves and others, plus also increase the capabilities of the Project Management function. This webinar was held on 14 May 2024.
The covid-19 pandemic led to concerns about a worsening of mental health & wellbeing across the world and increased awareness in both society and the workplace. This webinar looks to advise the benefits of having a Mental Health First Aid function in the workplace whilst also providing tools and techniques that can be readily used and applied to yourself and colleagues. Additionally, there are wider benefits to Project Management which will be proposed and discussed.
Making communications land - Are they received and understood as intended? webinar
Thursday 2 May 2024
A joint webinar created by the APM Enabling Change and APM People Interest Networks, this is the third of our three part series on Making Communications Land.
presented by
Ian Cribbes, Director, IMC&T Ltd
@cribbesheet
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/making-communications-land-are-they-received-and-understood-as-intended-webinar/
Content description:
How do we ensure that what we have communicated was received and understood as we intended and how do we course correct if it has not.
APM Welcome
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Professor Adam Boddison OBE, Chief Executive Officer, APM
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
APM welcome from CEO
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Projecting for the Future: Harmonising Energy and Environment
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Graham Winch, Professor of Project Management, Alliance Manchester Business School
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
APM launched Projecting the Future in June 2019 to debate the challenges and opportunities for the profession, building on the 2017 Future of Project Management exercise conducted by Arup and University College London. This presentation provides the initial results from this third phase of reflection on the future of our profession.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
New to Nuclear - Transition into nuclear from other sectors
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Elaine Falconer, Head of Profession for Project Management, Jacobs
and
Karen Williams, Project Manager, Jacobs
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
In this session, Jacobs shared insights and learning from its ‘New to Nuclear’ programme designed to support mid-career and lateral entrants whose existing skills and expertise can be utilised in the nuclear sector.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Tell us what to do, not how to do it
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Alan Livingstone, Project Delivery Lead, UK&I Water Sector, Stantec
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
How the Stantec Project Management Framework provides our PMs with the flexibility to deliver projects of varying complexity, across a variety of different sectors, within a Global Organisation.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
The Future is Fractional
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Karen Frith, Founder & Managing Partner, Greenlight Partners
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
Discovering the transformational impact of working with fractional experts. Learning how businesses and professionals are embracing fractional roles and how they’re redefining work structures for optimal agility and efficiency.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Lessons learned across projects
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Barney Harle, Head of Major Projects, Manchester City Council
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
What are my key takeaways from working on a vast array of projects including the recent 30+ low carbon and decarbonisation schemes at Manchester City Council?
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Agile Adaptability: Navigating Project Management in a Dynamic World
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Nathan Lumb, Partners Project Manager, GEIC
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
This presentation delved into the vital role adaptability plays in modern project management.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Inclusive Practices in Project Management: Leveraging Digital Frameworks for Diverse Minds
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Caroline Keep, PhD researcher Digitization in Education Organisation, University of Central Lancaster
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
This talk aimed to provide actionable insights and strategies for embedding inclusivity into the fabric of project management, thereby unlocking the new dimensions of productivity and innovation in the digital sphere.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Leadership - the project professionals secret weapon
Wednesday 24 April 2024
APM East of England Network
Presented by:
Chris MacLeod
Keep up to date with the APM East of England Network:
https://www.apm.org.uk/community/east-of-england-network/
Content description:
“I’m a Project Manager”.
That’s often what we tell family, friends and peers when asked what we do. But is it really a fair description? It may well be our role title, but it probably doesn’t convey a lot of what we actually do.
This presentation and discussion is about going beyond the frameworks, processes and stereotypes associated with project management and exploring the leadership roles we all in fact perform.
“I provide leadership focused on delivering projects and change for organisations”
APM Project Management Awards - Hints and tips for a winning award entry webinar
Thursday 18 April 2024
The APM Awards overview and the resources of this webinar:
https://www.apm.org.uk/apm-awards/
Content description:
Ahead of the APM Awards 2024, find out from our expert panel what elements make a winning APM Award entry.
Learn how to choose the category best suited to you or your company.
Answers provided to those all-important questions:
-What importance does the criteria hold?
-What are the judging panel looking for?
-How should I structure my entry?
-What additional evidence is acceptable?
-What will give my entry an edge?
X hashtag: #APMawards
The Vyrnwy Aqueduct Modernisation Programme webinar
Wednesday 17 April 2024
APM North West Network
Presented by:
Katie Rowlands
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/the-vyrnwy-aqueduct-modernisation-programme-webinar/
Content description:
Spotlight on the Vyrnwy Aqueduct Modernisation Programme and the challenges facing a large project within Cheshire.
The Vyrnwy Aqueduct Modernisation Programme is one of United Utilities largest projects focused on the modernisation of three 42” aqueducts that carry clean drinking water across the North West.
This webinar covered the Vyrnwy project and an insight into the project challenges that face a live project within the Cheshire area.
APM event hosted by the London Network on 10 April 2024.
Speaker: Nick Fewings, MD of Ngagementworks
In March 2022, Nick Fewings, Ngagementworks, MD of Ngagementworks, published Team Lead Succeed, based on his 30+years of both leading operational and project teams, and subsequently facilitating team development around the world.
It has become a best seller, with a 96% 5-star review rating, and has been read on 5 of the 7 continents.
In this interactive session, Nick will share learning from Team Lead Succeed that can be applied immediately and make a positive difference to your teamwork.
Nick will share the importance of knowing both WHO is in your team and also HOW effective your teamwork is.
Only 10% of teams achieve high-performance, with 50% being average and 40% dysfunctional.
In this session, delivered by award-winning conference speaker Nick Fewings, and author of best-seller Team Lead Succeed, Nick will share his 30+ years of leading teams and facilitating team development.
Nick has profiled 1,000 of individuals and worked with 100s of teams.
Those attending will benefit from understanding;
Why many projects fail to achieve their goals.
Not relying on just measuring KPIs.
The importance of knowing WHO is in your team, both from a behavioural and technical skills aspect.
The 16 areas of high-performance teamwork, and their importance.
https://www.apm.org.uk/news/team-lead-succeed-helping-you-and-your-team-achieve-high-performance-teamwork-2/
Currently Knowledge Transfer Subject Matter Expert (Commercial) in the UKDT PMO on the Peru Reconstruction Plan. Stuart has more than 25 years’ track record of commercial and contract management experience working across both public and private sector projects, as well as more than 20 years’ experience in the development and delivery of professional training. As well as working for Gleeds in the UK and Peru, Stuart has also worked in China for Gleeds and has supported people development in Gleeds’ offices in Egypt and Poland. Stuart has been well placed to support the adoption of the NEC and UK Cost Management best practice in Peru – he was Chair of the RICS New Rules of Measurement (NRM) initiative and was heavily involved in the creation of the RICS Black Book Guidance (best practice in cost management).
APM event hosted by the Midlands Network on 11 April 2024.
Speaker: Carole Osterweil
Data is power. AI changes everything.
If the claims about both are true, how can we ensure we use data and AI well? And what does it mean for the very things which make us human - our feelings?
In this workshop Carole will draw on material from her ground-breaking book, Neuroscience for Project Success: why people behave as they do to answer both questions.
“We like to think our decision making is completely rational. However, once there's an element of uncertainty, conscious assessments are only part of the story. Two other inputs, both subconscious and driven by our innate need to survive, have a big impact.
One, automatic reactions driven by cognitive biases, gets plenty of airtime.
The other input, our raw visceral emotions might be scary to talk about and less understood - but that’s not a reason to pretend they don’t exist!”
This interactive workshop will draw on material from Carole’s book, Neuroscience for Project Success: why people behave as they do, published by APM in 2022.
You’ll come away with:
a clear understanding of how the human brain works.
a framework that:
explains ‘why people behave as they do’.
makes it easier to talk about feelings in a matter-of-fact way (so that they become part of your conscious data set)
new insights into yourself and your projects in a world that’s often characterised by stress and disorder.
Act on these insights and you’ll see the impact - on your teams and stakeholders, your decisions about how to use data and AI, and ultimately your project outcomes.
AI in the project profession: examples of current use and roadmaps to adoption webinar
Wednesday 27 March 2024
Association for Project Management
Speaker panel:
Andy Murray, James White, James Garner, Karina Singh and Alex Robertson
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/ai-in-the-project-profession-examples-of-current-use-and-roadmaps-to-adoption-webinar/
Content description:
Disruptive technology and accelerating change is the now the norm within business. Advancements that feel relatively recent are already becoming embedded into business-as-usual activity. AI is one such advancement; it is already being used and having real-world impacts across the project profession.
To help P3M professionals understand the implications of this change, APM invited representatives from organisations that have introduced or are preparing to introduce AI into their project workstreams, to explain their approach and share their insight with fellow professionals.
This webinar on explored how AI is currently being used in project and programme management, and how organisations are gearing up for its adoption.
Katharine works for WRAP which is a climate action NGO working in more than 40 countries around the globe to tackle the causes of the climate crisis and give the planet a sustainable future. In this session, you will learn about WRAP’s plastics programme and how sustainability has been incorporated as a core value in delivery of the programme, with the aim of inspiring the audience to take action in their own work.
Kai-Fu Lee predicted that AI would change the world more than anything in the history of humanity – even electricity. It would disrupt how we live and work, how we operate our businesses, the core products and services on offer and the way in which we build technology.
However, in 2024 the impact of AI can no longer be discussed in future tense. With Microsoft copilot now publicly available, the change is already upon us. There is no consultation period or ‘unsubscribe’ button.
Project management professionals are likely to be asked to manage AI projects - and we are expected to skilfully use AI in our daily work lives. While overwhelming, this is not the first time we’ve had to adapt.
Sarah helps her audience sharpen their cutting-edge skills by answering:
What do I need to know about AI right now?
If I’m asked to work on an AI project, what techniques do I need to be successful?
Where do I start my own learning journey to upskill and prepare?
Sarah’s expertise in advanced agile and experience in highly regulated Finance environments give her a unique perspective into balancing governance with technical innovation. She uses her own experience building an AI solution in 2023 to share practical, widely applicable concepts in an “AI for project managers” 101 style session.
2. Presentation Agenda
Introduction
Integrated Baseline Review (IBR)
– Why? – Purpose, Objectives
– When? – What stage in a project
– Who? – Does it fit for you?
Approach to an IBR
– Overview of process
– The role of the PMO
• Before the review
• During the review
• After the review
– Benefits of the process
• For the project, PMO and customer
Link to Wider Assurance Activities
– Relationship to assurance organisation
– Maximising & sustaining benefit
Developing APM IBR Guide
– Who, what, when?
Summary
Questions
4. Integrated Baseline Review – Why?
Purpose
• The purpose of an Integrated Baseline Review is to achieve and/or maintain a project
and customer understanding of the content of the Performance Measurement Baseline
(PMB), the risks inherent in the PMB, and the management control processes that will
operate during it’s execution.
• It should confirm that:
– The PMB incorporates the entire scope of the project;
– The work is scheduled to meet the projects objectives;
– Risks are identified and are being managed;
– An appropriate amount and mix of resources have been assigned to accomplish all
requirements;
– Suitable management control processes are being implemented.
• This should provide both the project and its customer the assurance that valid and timely
performance data will be provided throughout the execution of the project.
5. Integrated Baseline Review – Why?
The Performance Measurement Baseline
Time
Standard EVM Terminology
BCWS (PV) Budgeted Cost of Work Scheduled
(How much work should have been done)
BCWP (EV) Budgeted Cost of Work Performed
(How much work has actually been done)
ACWP (AC) Actual Cost of Work Performed
(How much the actual work done has cost)
SV Schedule Variance
= BCWP – BCWS
(A measure of project effectiveness)
CV Cost Variance
= BCWP – ACWP
(A measure of project efficiency)
£
ACWP
BCWP
PMB
SV
CV
BCWS
Time Now
6. Integrated Baseline Review – Why?
Objectives
• Assumptions underlying the plan are
reasonable and documented.
• Project requirements have been
translated into appropriate breakdown
structures and authorised through
documents such as work breakdown
structure (WBS) and statement of work
(e.g. SOW).
• Project schedule key milestones are
identified and reflect a logical flow to
accomplish technical work scope
• The project organisation is identified and
a clear responsibility link to the WBS is
shown e.g. Responsibility Assignment
Matrix (RAM).
• The planned use of resources (budgets,
facilities, personnel, skills, etc.) reflects
availability and is sufficient to accomplish
the technical scope of work within
schedule constraints over the entire
performance period.
• Sub-contract effort and performance
reporting is integrated to the level that is
effective for project control.
• Earned Value Measurement techniques
applied are appropriate to the scope of
work being undertaken in order that
Project Performance data will reflect
project achievement during the entire
performance period.
7. Integrated Baseline Review - When?
Project Control Reviews
Concept
Preferred
Supplier(s)
Development Delivery In Service
Down
Select
Contract
Award Acceptance
System
Review
Integrated
Baseline
Review
Demonstration
ReviewProvide customer
assurance that the
contractor has the
capability (process,
people, toolset) to meet
the requirements of
EVM reporting
Provide customer assurance that
the contractor’s Performance
Measurement Baseline (PMB) is
appropriate and well constructed
with sensible resources and
timescales
Provide customer assurance
and confirm that the
contractor’s Earned Value
Management System
(EVMS) is working correctly.
MoD – Acquisition Operating Framework
8. 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)
9. The portfolio benefits
from the improvements
delivered by the process
Integrated Baseline Review – Who?
Applicability across Projects, Programmes & the Portfolio
Projects
Programmes
Can be broadened to
projects making up the
programme (with review
of programme layer)
IBRs have typically
focussed on projects
Portfolio
10. Benefits of IBR Process
Project – PMO – Customer
Project
• Independent
confirmation that
baseline plans are
robust
• Opportunity to
identify gaps, areas
where improvements
could be achieved
PMO /
Organisation
• Early identification
of improvement
areas for projects
• Confirmation that a
project has the
requisite skills and is
in control
• Ability to share
learning with other
projects to benefit
wider programme
Customer
• Greater confidence
in delivery
• Greater
understanding of
project delivery
strategy and
organisation
11. Approach to an IBR
Standards & Guidance
IBR Standards
• ANSI/EIA 748A – Earned Value Management Systems
• Earned Value Management: APM Guide for the UK
IBR Guidance
• ANSI/EIA-748A – Earned Value Management Systems Intent Guide
• DCMA SSOM – DoD, Defense Contract Management Agency, EVMS
Standard Surveillance Operating Manual
• A Guide to Conducting Integrated Baseline Reviews (MOD AOF guide)
12. Approach to an IBR
Process Overview
Preparation
• Liaison with the
project
organisation
• IBR Handbook
• IBR Team
training
• Project Self-
assessment
Project In-
brief
• Presentation on
the project
control system
and PMB
•Story Board
Data Trace
• Desktop review
of the project
control
information
Discussion
preps
• IBR interview
schedule
• Further data
trace if required
IBR
Discussions
• Interviews with
CAMs and key
project control
stakeholders
IBR Out-brief
• IBR Team
presentation on
the findings of
the IBR
• IBR Report
13. IBR Team Responsibility
• Should start 1-2 months before the review
• Should be collaborative
• Should include training of the IBR Team
• Outputs: IBR Handbook
Project Team Responsibility
• Should provide the IBR Team with a good understanding of
the Project Control System
• Outputs: Presentation and Storyboard
Approach to an IBR
Process
IBR Team Responsibility
• Can be 1 week to ½ day activity
• Desk top review of project control data
• Outputs: Issues to cover during discussionsIBR Team Responsibility
• Staff chosen for discussions may be selected based
on data trace and In-brief findings
• Outputs: Discussion schedule and questionsIBR Team Responsibility
• Can take 2 – 10 days
• The main element of the on-site review
• Outputs: Issues raised against review criteria
IBR Team Responsibility
• The final element of the on-site review
• Issues are consolidated against review groupings
• Issues are characterised into CARs or Observations
• Outputs: Out-brief presentation and final report/CARs
Preparation
Project In-Brief
Data Trace
Discussion Preps
IBR Discussions
IBR Out-brief
14. Documentation review and data traces may start before the on-site review and
are likely to continue following the (on-site) in-brief.
Structures
• Work Breakdown
Structure
• Organisation
Breakdown
Structure
• Responsibility
Assignment Matrix
• WBS Dictionary
ControlAccountDocuments
• Work
Authorisation
Documents
• Control Account
Plans
• Control Account
Schedules /
Supplier
Schedules
• Terms of
Reference
• Work Package
Descriptions
Reports
• EV Performance
Reports
• Cost Performance
Reports
• CPR1 – by WBS
• CPR2 – by OBS
• CPR3 – Baseline
Change
• CPR4 – Resource
• CPR5 – Variance
Analysis
• Trend Analysis
Plans
• Project
Management Plan
• EVM / Project
Control
Management Plan
• Plan on a Page
• Risk &
Opportunity
Management Plan
• Quality
Management Plan
• Requirements
Management Plan
• Subcontract
Management Plan
• Configuration
Management Plan
OtherPCSDocuments
• Project Control
System
Description or
equivalent
• Contract (& any
modifications)
• Contract
Statement of
Work
• Programme
Master Schedule
• Baseline Change
Documentation
(Contractual or
internal)
• Description of
Product
• List of Major
Subcontractors
and Vendors
• Value of
subcontracts/
purchase orders
Approach to an IBR
Documentation Requirements
15. Approach to an IBR
Scope
Typically against the APM EVM Guide or ANSI 748 Standard
Reciprocity agreement between them
Organisation
Scheduling/resourcing
Budget/Work Auth’n
Management Materials
Risk Management
Change Management
Managerial Analysis
Accounting
APM EVM
Guide / ANSI
748
IBR
DR
16. Approach to an IBR
Level of Confusion
In-brief
Data traces
Project Staff
Discussions
Final Discussions
Write Up
LevelofConfusion
Time
Also need to
consider the
forming, storming,
norming team
dynamic
17. Approach to an IBR
Consolidation of Issues
Major Corrective
Actions
Minor Corrective
Actions
Observations
18. The Role of the PMO
Before the review
Two
primary
roles
Supporting review
preparations
Supporting or conducting
the self-assessments
19. The Role of the PMO
Before the review – Self Assessment & why to do it
The quality of the IBR In-
brief is highly variable
Need for greater intrusion
and investigation during
discussions
Risk of sub-optimal IBR
outcomes and CARs
Less
efficiency
Less
effectiveness
Preparation
Project In-Brief
Data Trace
Discussion Preps
IBR Discussions
IBR Out-brief
20. The Role of the PMO
Before the review – Self Assessment requirement
A structured
EVM
Assessment
Tool
Enable Project
Control Teams
to assess their
EVM
performance in
a structured
manner
The EVM
Compass
Need a
method to
support a
structured
approach to
the In-brief
……a shared
assessment
….. a more
collaborative
approach …
21. The Role of the PMO
Before the review – The EVM Compass
The EVM Compass provides a mechanism to:
• Assess the current level of operational maturity
– Using a structured approach that is applicable across projects
– Provides a reference point for future improvement
• Establish a target performance level
– allowing the prioritisation of improvement actions to areas that will
provide the greatest short term return
The EVM Compass aims to measure
current performance with a view to
Improving Performance
22. The Role of the PMO
Before the review – Benefits of PMO supported
self assessment
More collaborative activity during IBR Preparation
• Project Team Self Assessment against the Compass in
parallel with IBR Team preps
• Supporting the development of a more open In-brief
discussion
More focussed approach to data trace and IBR
discussions
• Data trace and discussion activities are focussed on
verification of Self-Assessment strengths and weaknesses
Less intrusive IBR discussions
• A need for fewer and less time consuming IBR discussions
to objectively verify Self Assessment strengths and
weaknesses against review criteria
More focussed IBR Outputs
• Self-assessment has already created the consolidation of
project control issues leading to more focussed and useful
outputs
Preparation
Project In-Brief
Data Trace
Discussion Preps
IBR Discussions
IBR Out-brief
23. The Role of the PMO
During the review
Key question: Is the PMO within scope of
review or (supporting) conducting the review?
Review focus on People,
Process and Toolsets
Who owns them?
Independence from the
project(s) under review?
Generally PMO should be reviewed
… so where IBRs are driven by internal process
must consider how to manage this
24. The Role of the PMO
After the review
Complete
Actions
• Consider the intent
of the action
• Seek sustainable
solutions
• Perform root cause
analysis
Share
Lessons
• Ensure organisation
learns from issues
• Pass the benefit to
related projects
Sustain
• Embed changes in
how the organisation
operates
• Educate future PMs
25. Link to Wider Assurance Activities
Relationship of IBR to assurance organisation
Within Projects-Programmes-Portfolios you equip people with the tools to do
their job and establish the environment in which they can deliver
• Assurance is the confirmation that they are using what you’ve given them
• Integrated Baseline Reviews ensure that what you’ve given them is right to deliver the
desired outcomes and can drive improvements across People, Process and Toolsets
Clearly written and
communicated processes
Access to tools to
enable delivery
Understanding of
the expected values
Understanding of the
expected behaviours
Trained and
empowered staff
Clear ownership
of assurance
Clear assurance
process
Tracking
corrective actions
Consistent
enforcement
Continuous
improvement
Robust baseline(s)
26. Link to Wider Assurance Activities
Maximising & sustaining the benefit
The IBR is part of the wider assurance suite that can be applied to a project
Following the IBR, organisations
should:
• Ensure process is updated to reflect
the change resulting from the review
findings
• Communicate process changes and
learning to other projects
• Continue to perform assurance
activities against the revised
processes
27. Developing APM IBR Guide
MOD IBR Guide
(DEVMIG origins, with
updates)
Experience of APM
Planning, Monitoring &
Control Specific Interest
Group
A Guide to
Integrated Baseline
Reviews (IBR)
Oct 15
Guidance has previously been Defence-centric
28. IBRs – establishing a common
approach
Increased confidence in
successful delivery
Across
Business
(via
assurance)
Across
Projects
(via PMO)
To IBRs
(via
common
guidance)
Common approach
to IBRs, across
organisations and
sectors
Common approach
across projects,
supported by a
PMO
Common approach
to projects within an
organisation,
building on learning
from reviews
29. Presentation Agenda
Introduction
Integrated Baseline Review (IBR)
– Why? – Purpose, Objectives
– When? – What stage in a project
– Who? – Does it fit for you?
Approach to an IBR
– Overview of process
– The role of the PMO
• Before the review
• During the review
• After the review
– Benefits of the process
• For the project, PMO and customer
Link to Wider Assurance Activities
– Relationship to assurance organisation
– Maximising & sustaining benefit
Developing APM IBR Guide
– Who, what, when?
Summary
Questions
30. Thank you
Ewan Glen
Principal Consultant, Capability Manager
BMT Hi-Q Sigma Ltd
Mobile: 07747 011 703
Email: ewan.glen@bmt-hqs.com