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- 1. Integrated Predictive Performance Management What? Why? How? NASA’s Project Management Challenge 2009 February 2009 Richie Law Program Planning & Control Manager Exploration Technology Development Program richard.c.law@nasa.gov
- 2. Good Project Management Presented at NASA’s Project Management Challenge February 2009 Richie Law
- 3. Integrated Predictive Performance Management 3
- 4. The Words… Effective Management System • Project management is the discipline of planning, organizing and managing resources to bring about the successful completion of specific project goals and objectives. • A project is a finite endeavor (having specific start and completion dates) undertaken to create a unique product or service which brings about beneficial change or added value. • A project is a carefully defined set of activities that use resources (money, people, materials, energy, space, provisions, communication, motivation, etc.) to achieve the project goals and objectives. Wikipedia- http://en.wikipedia.org/wiki/Project_management 4
- 5. The Words… Effective Management System Integrated- Considering all elements of performance. “Integration, in the context of managing a project, is making choices about where to concentrate resources and effort on any given day, anticipating potential issues, dealing with these issues before they become critical, and coordinating work for the overall project good.” PMBOK Guide Third Edition Predictive- Looking forward towards the goals of the project Performance- Successful Completion of Goals Management- Making Decisions, Taking Action, Enabling Success 5
- 6. What is GPM? Good Project Management A method which measures project performance by comparing work completed against work planned at a given date in the project schedule and using this knowledge to predict future performance with the intent of predicting a projects ability to make deliverables in time to take actions that positively affect the outcome. 6
- 7. Integrated Predictive Performance Management Not just a software package… Not just a set of procedures… Not just an accounting system… Not just a scheduling tool… It is the way we plan… It is the way we document… It is the way we measure… It is the way we communicate… 7
- 8. Baseline Development 8
- 9. Life Without Integrated Baselines Only true measure is at the end… Budget Schedule Continual Risk Management 9 Process
- 10. Benefits of Integrated Predictive Performance Management • Provides a means to have an integrated Technical, Cost, and Schedule measure of a project • Adds a disciplined methodology for planning, execution, and performance measure • Provides the ability to predict outcomes early enough to affect them • Availability of metrics which show real variances from plan in order to generate necessary corrective actions • Better Visibility into Program Performance • Reduced Cycle Time to Deliver a Product • Fosters Accountability • Reduced Risk 10
- 11. Baseline Development 11
- 12. Baseline Development • Plan all work scope for the project to completion. • Break down the project work scope into finite pieces that can be assigned to a responsible person or organization for control of technical schedule and cost objectives. • Integrate project work scope, schedule, and cost objectives into a performance measurement baseline plan against which accomplishments may be measured. Control changes to the baseline. • Use actual costs incurred and recorded in accomplishing the work performed. • Objectively assess accomplishments at the work performance level. • Analyze significant variances from the plan, forecast impacts, and prepare an estimate at completion based on performance to date and work to be performed. • Incorporate Earned Value Management in the project decision- making and review processes. 12
- 13. Baseline Development 13
- 14. Baseline Development Define the work & organize the teams Schedule the work Allocate the budget (other resources) Task CAM $ FTE WYE Task 1 George 3.256 5 14 Subtask 1.1 Elroy 2.000 2 7 Subtask 1.2 Astro .256 1 5 Subtask 1.3 1.000 2 2 Task 2 Jane 7.890 6 6 Task 3 Judy 3.879 7 9 Subtask 3.1 Mr. Spacley 1.975 3 2 14
- 15. Baseline Development $ Workforce Materials Facilities Risks 15
- 16. Baseline Maintenance Represents projects technical scope, schedule, budget and risks for getting the job done… • Detailed Plans… • Task level, accountable plans • Built at working level, Owned by working level • Change control is key… • Integrity in the plan • Documentation • Baseline to be shared… • Task owners know where they fit in • Understand task relationships • Re-baselining only done for “Major Change”… • Change in content 16
- 17. How Exploration Technology Development Program works • Projects own their baseline… • Project Managers must own and manage by this plan • Baseline must go at least one level below reporting level • Baselines are configuration controlled… • Project keeps baseline up to date • Changes are clearly documented & communicated… • Document slips, advances, approved changes in scope, etc • Baseline is shared with the program… • ETDPO managing program level baseline • ETDPO needs insight into projects current status in order report • ETDPO wishes to gain insight with minimal burden 17
- 18. Baseline Reporting Reporting based on… • Sharing project baseline • Statusing cost, schedule, technical and risk • Calculations done when tasks are completed/ monthly • Cumulative performance of tasks helps predict performance towards meeting goals • Action not taken on performance indices alone •Trust required • Predicting performance towards goals • Telling the story • People required to answer the off plan indicators- the system does not give answers 18
- 19. Performance Management Roles Project Task Managers • Define Scope, Cost, Schedule, & Risks- Build the Baseline • Work by the Plan- Status the Plan • Make Decisions • Communicate Project Managers • Identify the WBS • Intimately Know the Baseline • Ask the Right Questions • Make Decisions • Communicate 19
- 20. Performance Management Roles Program • Generally Know the Baseline • Ask the Right Questions • Make Decisions • Communicate Directorate/Centers • Audit the Baseline • Ask the Right Questions • Make Decisions • Communicate 20
- 21. Baseline Development 21
- 22. Making It Work… Bottom Line- • Projects take ownership of project baseline… • Baseline represents plans to the degree possible… • Baseline enables shared expectations for project members… • Baseline kept up to date and shared… • Statusing and Reporting are timely… • Statusing and reporting based on best available data… • Deltas are explained and managed… • Baseline management is part of the regular business of managing projects… • The integrity added by this level planning and improved communication based on a shared baseline is the power… 22
- 23. Making It Work… Simple Approach to make this work- • Know and Trust the Baseline • Make the Project Demonstrate It • Use it as the Basis for everything • Learn to Read the Indicators • Don’t have to be Content Expert • Red isn’t Bad- It’s Off Plan- Could be a Bad Plan • Green isn’t Good- It’s On Plan- Could be a Bad Plan • Ask the Right Questions • Cost, Content, Schedule & Risk are Related • Should Never Discuss Just One Element of Performance • Understand historical performance, but only to improve 23 future outcomes!
- 24. Making It Work… Consistent Dedication Learn & Adapt Embrace the Challenges 24