The document outlines a framework for successfully managing enterprise IT and software-intensive systems, emphasizing the importance of defining what 'done' looks like and the integration of various management disciplines. It details seven core capabilities essential for program success, including performance-based project management, risk management, and earned value management systems (EVMS). Additionally, it highlights the need for compliance with government contract regulations and the establishment of robust internal controls to prevent waste and fraud.

1. ©
2015
Niwot
Ridge
Consulting,
L.L.C.,
4347
Pebble
Beach
Drive,
Longmont,
Colorado
303.241.9633,
glen.alleman@niwotridge.com
Niwot
Ridge,
L.L.C.
IN CREASIN G
TH E
PRO BA BILITY
O F
PRO G RA M
SU CCESS
Successful
execution
of
Enterprise
IT,
Aerospace,
Defense,
and
Government
Software
Intensive
Systems
(SIS)
requires
management
discipline
to
identify
what
“Done”
looks
like,
provide
measures
of
progress
toward
“Done,”
identify
and
remove
risks
and
impediments
to
reaching
“Done,”
and
assure
timely
corrective
actions
to
maintain
the
planned
progress
towards
“Done.”
Performance–Based
Project
Management®
assures
people,
processes,
and
tools
are
integrated
to
be
capable
of
successfully
delivering
the
program
success
using
seven
core
capabilities.
Capability
Beneficial
Outcome
➊
Integrated
Master
Plan
&
Integrated
Master
Schedule
Starting
with
the
Concept
of
Operations,
the
Capabilities
Based
Plan,
and
other
program
mission
documents,
informs
the
Integrated
Master
Plan
(IMP)
and
a
DI-­‐MGMT-­‐81861
compliant
risk
adjusted,
resource
loaded,
Integrated
Master
Schedule
(IMS)
with
Work
Packages
(WP)
showing
the
credible
path
to
success.
➋
Earned
Value
Management
Systems
(EVMS)
EVM
requirements
elicitation,
EVMS
product
selection,
management
of
installation
and
startup,
and
integration
with
Accounting
and
Procurement
systems.
Develop
the
System
Description
(SD),
Work
Instructions
(WI),
training
and
mentoring
needed
for
a
successful
deployment
of
the
EVMS
and
its
application
to
program
and
compliance
with
ANSI-­‐748-­‐C.
➌
Programmatic
and
Technical
Risk
Management
Cost,
schedule,
and
technical
risk
management
integrated
with
the
Performance
Measurement
Baseline
establishes
the
credible
Estimate
At
Completion
(EAC)
and
Management
Reserve
(MR).
➍
Proposal
Management
for
management
volume
Starting
with
proposal
“win
themes,”
develop
the
Integrated
Master
Plan
for
deliverables
and
the
supporting
Integrated
Master
Schedule,
Technical
Performance
Measures,
Risk
Handling
strategies,
Measures
of
Effectiveness,
and
Measures
of
Performance
to
assure
proposal
is
credible
and
winning.
➎
Six
Business
System
Rule
Integration
Enterprise
system
integration
capabilities
connects
business
Accounting,
Procurement,
and
Earned
Value
Management
Systems
for
Cost
Plus
or
Fix
Price
Incentive
contracts
valued
at
$20M
or
more,
in
accordance
with
DFARS
§234.201(1)(iii)
and
(iv).
➏ Agile
Software
Development
As
the
US
Government
moves
toward
agile
development
processes
to
software
intensive
systems,
integrating
agile
with
Earned
Value
Management
is
needed.
Assures
DCMA
compliance
while
applying
the
best
of
agile
development
methods
in
ERP
and
software
intensive
systems.
➐
DCMA/DCAA
Validation
and
Surveillance
For
contract
awards
greater
than
$20M,
planning,
development,
deployment,
training,
and
support
activities
for
the
EVMS,
start
with
contract
award,
and
continue
through
Integrated
Baseline
Review
(IBR),
then
onto
program
execution.
Hands-­‐on
Control
Account
Manager
(CAM)
training
and
mentoring
process
assures
staff
prepared
for
a
successful
DCMA
validation
process.

2. ©
2015
Niwot
Ridge
Consulting,
L.L.C.,
4347
Pebble
Beach
Drive,
Longmont,
Colorado
303.241.9633,
glen.alleman@niwotridge.com
❶
–
IN TEG RATED
MA STER
PLA N
/
IN TEG RATED
MA STER
SCHED U LE
PROJECT
SUCCESS
REQUIRES
A
CLEAR
AND
CONCISE
DESCRIPTION
OF
“DONE”
Hands–on
approach
constructs,
baselines,
reviews,
and
executes,
with
full
client
participation,
the
program
using
the
Integrated
Master
Plan
and
Integrated
Master
Schedule
(IMP/IMS).
The
IMP/IMS
progress
is
defined
through
risk
adjusted
physical
percent
complete
rather
than
measuring
the
passage
of
time
and
consumption
of
resources.
This
approach
starts
with
Vertically
planning
each
Program
Event
(PE),
through
Significant
Accomplishments
(SA),
to
Accomplishment
Criteria
(AC),
to
Work
Packages,
to
provide
visibility
to
the
increasing
maturity
of
all
project
deliverables.
Only
then,
does
planning
take
place
Horizontally
for
the
dependencies
between
the
Work
Packages
and
Planning
Packages.
Program
Events
are
more
than
milestones,
they
are
maturity
assessment
points
in
the
program,
where
pre-­‐defined
deliverables
are
assessed
to
assure
Technical
Performance
is
being
met
against
pre-­‐defined
metrics.
As
well,
pre-­‐defined
levels
of
risk
are
being
retired
or
mitigated
as
planned.
Event
based
planning
and
scheduling
provides
an
alternative
approach
with
several
important
benefits:
§ Measures
of
increasing
maturity
of
products
and
services
produced
by
work
efforts
are
directly
connected
to
the
value
produced
by
the
program
for
the
customer.
This
is
the
foundation
of
Capabilities
Based
Planning.
The
program
plan
states
what
capabilities
will
be
available
at
what
time,
how
these
capabilities
are
described
and
assessed,
and
how
the
Measures
of
Effectiveness
and
Performance
of
a
capability
are
made
visible
in
the
plans
and
schedules.
§ By
isolating
all
work
to
Accomplishment
Criteria
“containers,”
the
measurements
of
progress
is
described
through
the
Exit
Criteria
for
this
collection
of
work.
This
provides
direct
visibility
to
progress
through
measures
of
Physical
Percent
Complete.

3. ©
2015
Niwot
Ridge
Consulting,
L.L.C.,
4347
Pebble
Beach
Drive,
Longmont,
Colorado
303.241.9633,
glen.alleman@niwotridge.com
❷
–
EA RN ED
VA LU E
MA N A G EM EN T
SYSTEM
(EVMS)
EARNED
VALUE
MANAGEMENT
IS
THE
‘BEST
TOOL’
FOR
MANAGING
LARGE,
COMPLEX
ACQUISITION
PROGRAMS
–
DR.
ASHTON
CARTER
(USD,
AT&L)
26
NOVEMBER
2009
Earned
Value
Management
consulting
and
compliance
practice
starts
with
program
management,
process
development,
and
EVM
engine
selection.
With
the
Earned
Value
Management
System
(EVMS)
defined,
the
Program
Manager,
Control
Account
Managers,
Accounting
staff,
and
Business
Management
staff
are
trained
and
mentored
to
assure
they
are
prepared
for
the
application
of
EVM.
The
System
Description
and
Work
Instructions
are
developed
and
tailored
to
fit
the
business
processes.
The
DCMA
self-­‐assessment
and
system
validation
review
is
then
started
to
complete
the
compliance
process.
For
contract
awards
greater
than
$20M,
an
Earned
Value
Management
system
is
required
for
contract
execution
and
for
awards
greater
than
$50M,
a
Validated
Earned
Value
Management
System
is
required.
ANSI-­‐748-­‐C
defines
32
guidelines
for
EVM
compliance
as
stated
in
FAR
§34.2
and
DFARS
§234.001,
§252.234-­‐7002,
and
PGI
§234.201
(7)(iii)
This
integrated
management
system
allows
program
managers
to:
(1)
Quantify
and
measure
program
/
contract
performance;
(2)
Provide
an
early
warning
system
for
deviation
from
baseline;
(3)
Handle
risks
associated
with
cost
and
schedule
overruns;
and
(4)
Provide
forecasts
of
final
cost
and
schedule
dates.
These
services
develop
work
processes
needed
to
integrate
the
EVMS
with
the
accounting
system,
assure
the
program
staff
is
trained
and
capable
of
managing
the
contract
with
EVM,
and
ready
to
produce
the
monthly
reporting
required
by
DI-­‐MGMT-­‐81861.
Starting
with
11
critical
Guidelines
(colored
shown
below)
to
establish
a
credible
program
controls
foundation,
before
moving
to
the
second
tier
of
compliance
Guidelines.
ORGANIZATION
PLANNING
AND
BUDGETING
ACCOUNTING
MANAGERIAL
ANALYSIS
REVISIONS
1.
Define
WBS
6.
Schedule
The
Work
16.
Record
Direct
Costs
22.
Periodically
Collect
Control
Account
Sums
28.
Incorporate
Changes
2.
Identify
Organizations
7.
Identify
Products
And
Milestones
17.
Summarize
Costs
In
The
Wbs
23.
Determine
Variance
29.
Reconcile
Budgets
3.
Integrate
Subsystems
8.
Set
Time
Phased
Budget
18.
Summarize
The
Cost
In
The
OBS
24.
Budget
And
Actual
Indirect
Costs
30.
Control
Retroactive
Changes
4.
Identify
Overhead
9.
Identify
Significant
Cost
Elements
19.
Record
Indirect
Costs
25.
Sum
Data
And
Variances
31.
Perform
Only
Authorized
Work
5.
Integrate
WBS
And
OBS
10.
Establish
Discrete
Work
Packages
20.
Identify
Equivalent
And
Lot
Costs
26.
Manage
Action
Plans
32.
Document
PMB
Changes
11.
Sum
Work
And
Planning
Packages
21.
Performance
Material
Accounting
27.
Revise
Estimate
At
Completion
12.
Identify
Level
Of
Effort
Work
13.
Set
Overhead
For
Organization
14.
Identify
Management
Reserve
And
Unallocated
Budget
15.
Identify
Target
Costs
And
Budgets
These
11
critical
success
Guidelines,
of
the
32
in
ANSI-­‐748-­‐C,
are
the
start
of
the
EVMS
deployment
process.
With
these
11,
program
performance
management
processes
are
in
place
to
increase
the
probability
of
project
success.
DCMA
validation
starts
with
16
critical
Guidelines
(1,
3,
6,
7,
8,
9,
10,
12,
16,
21,
23,
26,
27,
28,
30,
or
32).
These
are
considered
“show
stoppers”
if
they
are
not
met.

4. ©
2015
Niwot
Ridge
Consulting,
L.L.C.,
4347
Pebble
Beach
Drive,
Longmont,
Colorado
303.241.9633,
glen.alleman@niwotridge.com
❸
–
PROGRAMMATIC
AND
TECHNICAL
RISK
MANAGEMENT
“RISK
MANAGEMENT
IS
HOW
ADULTS
MANAGE
PROJECTS”
–
TIM
LISTER,
IBM
FELLOW
Continuous
risk
management
process
is
based
on
industry
standard
approaches
to
integrating
risk,
cost,
schedule,
and
technical
performance
measures
into
a
credible
Performance
Measurement
Baseline.
Risk
Management
is
the
critical
success
factor
for
all
programs.
Even
more
so,
when
executing
government
funded
programs
that
produce
mission
critical
outcomes.
The
application
of
Continuous
Risk
Management
(CRM)
processes
assures
the
program
has
made
the
proper
adjustments
to
the
Performance
Measurement
Baseline
to
include
risk
handling
and
development
of
a
credible
Management
Reserve
for
handling
of
event
based
risks
that
occur
during
the
life
of
the
program.
This
includes:
1. Identifying
Risks
–
before
risks
can
be
managed,
they
must
be
identified.
Identification
surfaces
risks
before
they
become
problems
that
adversely
affect
a
project.
The
Software
Engineering
Institute
(SEI)
has
developed
techniques
for
surfacing
risks
by
the
application
of
a
disciplined
and
systematic
process
that
encourages
project
personnel
to
raise
concerns
and
issues
for
subsequent
analysis.
SEI
paradigm
can
be
applied
all
project
domains,
not
just
software
development.
2. Analyzing
Risks
–
through
the
conversion
of
risk
data
into
risk
decision‒making
information.
This
provides
the
basis
for
the
project
manager
to
work
on
the
“right”
risks.
This
analysis
examines
the
risks
in
detail
to
determine
the
extent
of
the
risks,
how
they
relate
to
each
other,
and
which
ones
are
the
most
important.
3. Planning
Risk
Handling
Strategies
–
by
turning
risk
information
into
decisions
and
actions
(both
present
and
future).
Planning
involves
developing
actions
to
address
individual
risks,
prioritizing
risk
actions,
and
creating
an
integrated
risk
management
plan.
This
planning
effort
decides
what
if
anything
should
be
done
with
the
risk.
Planning
produces
risk
actions
for
individual
or
sets
of
risks.
Risks
are
planned
by
the
people
who
have
the
knowledge,
expertise,
background,
and
resources
to
effectively
deal
with
the
risks.
4. Tracking
the
Status
of
Risk-­‐handling
Strategies
–
by
monitoring
the
status
of
risks
and
actions
taken
to
ameliorate
them.
Appropriate
risk
metrics
are
identified
and
monitored
to
enable
the
evaluation
of
the
status
of
risks
themselves
and
of
risk
mitigation
plans.
Tracking
serves
as
the
“watch
dog”
function
of
risk
management.
5. Making
Decisions
Based
on
the
Performance
of
the
Risk-­‐Handling
Activities
–
using
the
Tracking
status
reports
produced
in
the
fourth
step
and
deciding
what
to
do
with
the
risks,
based
on
the
reported
data.
The
person
accountable
for
a
risk
normally
makes
the
control
decisions
for
that
risk.
6. Communicating
the
Risk
Information
–
takes
place
across
with
all
levels
within
the
project
and
organization,
within
the
customer
organization,
and
most
especially,
across
that
threshold
between
the
development
organization,
the
customer,
and,
where
different,
the
user.
Because
communication
is
pervasive,
the
approach
addresses
it
as
integral
to
every
risk
management
activity
and
not
as
something
performed
outside
of,
and
as
a
supplement
to,
other
activities.

5. ©
2015
Niwot
Ridge
Consulting,
L.L.C.,
4347
Pebble
Beach
Drive,
Longmont,
Colorado
303.241.9633,
glen.alleman@niwotridge.com
Program ExecutionPMB for IBRProposal SubmittalDRFP & RFP
Performance Measurement Baseline
Tasks (T)
BOE
% Complete
Statement of Work
Program Deliverables
IMP
Accomplishmen ts (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
De cr e a sin g t e ch n ica l a n d p r o g r a mma t ic r isk u sin g Risk Ma n a g e me n t Me t h o d s
IMS
Physical % Complete
Continuity and consistency from DRFP through Program Execution
❹
–
PRO PO SA L
MA N A G EM EN T
THE
KEY
TO
PROGRAM
SUCCESS
IS
TO
“EXECUTE
AS
YOU
PROPOSE”
Performance–Based
Project
Management®
assures
highest
probability
of
project
success,
starting
with
the
proposal,
continuing
through
Integrated
Baseline
Review
(IBR),
and
onto
program
execution.
Success
of
any
proposal
and
resulting
contract
award
starts
with
a
credible
description
of
how
the
contractor
is
going
to
deliver
on
the
needed
capabilities,
the
technical
and
operational
requirements
that
fulfill
these
capabilities,
how
risks
associated
with
the
deliverables
are
managed,
and
how
measures
of
progress
to
plan
are
used
to
stay
on
budget,
stay
on
schedule,
and
deliver
technical
compliance.
1. During
the
Draft
RFP
and
Final
RFP
stage,
confirm
all
deliverables
are
clear
and
concise
with
Measures
of
Effectiveness
(MOE)
and
Performance
(MOP)
for
those
deliverables.
This
approach
assures
the
contractor
has
a
clear
and
concise
understanding
of
what
Done
looks
like
during
the
proposal
phase.
Without
this
clarity,
corrective
actions
must
be
taken
to
improve
the
integrity
of
the
proposal.
This
is
done
by
decomposing
the
Statement
of
Work
(SOW),
identifying
the
deliverables,
connecting
these
with
the
needed
capabilities,
and
establishing
the
Technical
Performance
Measures.
2. Proposal
development
and
submittal
is
based
on
the
Integrated
Master
Plan
/
Integrated
Master
Schedule
(IMP/IMS),
a
resource
loaded
Performance
Measurement
Baseline,
risk
adjusted
durations
and
cost
basis,
Event–Based
risk
handling
strategies
with
Management
Reserve
(MR),
and
an
integrated
technical,
operational,
cost,
and
schedule
performance
measurement
process.
3. Once
awarded,
the
Performance
Measurement
Baseline
is
established
at
the
Work
Package
level
using
Earned
Value’s
Budgeted
Cost
for
Work
Scheduled
(BCWS).
Technical
Performance
Measures
(TPM)
are
established
for
each
deliverable
to
assure
actionable
information
is
provided
to
the
decision
makers
in
meaningful
units
of
measure.
4. During
execution,
fine–grained
assessments
of
performance
to
plan
are
made
to
assure
progress
is
made
against
the
Performance
Measurement
Baseline.
The
Integrated
Master
Schedule
(IMS)
provides
guidance
for
the
sequence
of
work
and
measures
of
technical
progress,
while
adhering
to
cost
and
schedule.
The
result
is
a
risk
adjusted
Estimate
At
Completion
(EAC)
using
the
Earned
Value
Management
data,
based
on
Monte
Carlo
Simulation
and
Event–Based
Risk
modeling.
Performance-­‐Based
Project
Management®
provides
end-­‐to-­‐end
visibility
to
assure
program
success

6. ©
2015
Niwot
Ridge
Consulting,
L.L.C.,
4347
Pebble
Beach
Drive,
Longmont,
Colorado
303.241.9633,
glen.alleman@niwotridge.com
Under
the
Business
System
Rule,
the
DCMA
contracting
officer
…
must
determine
the
acceptability
of
the
contractor’s
systems,
approve
or
disapprove
the
system,
and
pursue
correction
of
any
deficiencies.
❺
–
SIX
BU SIN ESS
SYSTEM
RU LE
‘CONTRACTOR
BUSINESS
SYSTEMS
AND
INTERNAL
CONTROLS
ARE
THE
FIRST
LINE
OF
DEFENSE
AGAINST
WASTE,
FRAUD,
AND
ABUSE.
WEAK
CONTROL
SYSTEMS
INCREASE
THE
RISK
OF
UNALLOWABLE
AND
UNREASONABLE
COSTS
ON
GOVERNMENT
CONTRACTS’
–
DEFENCE
CONTRACT
MANAGEMENT
AGENCY
Provide
integration
of
the
Earned
Value
Management,
Procurement,
and
Accounting
system
capabilities
needed
to
deliver
program
performance
visibility
to
the
decision
makers.
Integration
starts
with
program’s
Performance
Measurement
Baseline
(PMB)
established
in
the
Earned
Value
Management
System,
integrated
with
a
DCAA
validated
accounting
system,
and
a
CPSR
compliant
procurement
system,
to
produce
the
Integrated
Program
Management
Report
(IPMR),
per
DI-­‐MGMT-­‐81861
for
monthly
submittal
to
the
government.
DFARS
252.242-­‐7005,
12
Feb
2012
Business
System
Guidance
Accounting
DFARS
§242.75,
§252.242-­‐7006,
PGI
242.7502
Cost
Estimating
DFARS
§215.407-­‐5-­‐70,
§252.215-­‐7002,
PGI,
215.407-­‐5-­‐70(e)(3)
Procurement
DFARS
§244.1,
§252.244-­‐7001,
PGI
244.305-­‐70
Material
Management
and
Accounting
DFARS
§242.72,
§252.242-­‐7004,
PGI
242.7203
Property
Control
DFARS
§245,
§252.245-­‐7003,
PGI
245.105
Earned
Value
Management
DFARS
§234.001,
§252.234-­‐
7002,
PGI
234.201
(7)(iii)
The
six
business
systems
apply
to
contracts,
awarded
after
May
2011.
Circumstances
where
these
individual
clauses
are
required
vary.
A
contractor
can
expect
to
encounter
one
or
more
of
the
clauses
on
negotiated,
cost—based
DOD
contracts
in
excess
of
$700,000.
The
Business
System
rule
is
applicable
to
accounting
systems
with
Cost-­‐reimbursement,
incentive
type,
time-­‐and-­‐materials,
or
labor-­‐hour
contracts;
and
Contracts
with
progress
payments
made
on
the
basis
of
costs
incurred
by
the
contractor
or
on
a
percentage
or
stage
of
completion.
As
well,
Earned
Value
Management
is
applicable
on
cost
or
incentive
contracts
valued
at
$20,000,000
or
more,
and
for
other
contracts
for
which
EVMS
will
be
applied
in
accordance
with
DFARS
§234.201(1)(iii)
and
(iv).
Contracts
are
guided
through
Self-­‐Assessment
and
Validation
Review
based
on
the
19
DCAA
guidelines
and
the
32
DCMA
guidelines.
The
focus
is
on
Earned
Value
and
its
integration
with
the
Accounting
and
Procurement
systems
and
processes
in
compliance
with
Memorandum
for
Regional
Directors,
DCAA,
April
24,
2012;
Audit
Guidance
on
Auditing
Contractor
Business
Systems
and
Contractor
Compliance
with
DFARS
252.242-­‐7006,
Accounting
System
Administration.

7. ©
2015
Niwot
Ridge
Consulting,
L.L.C.,
4347
Pebble
Beach
Drive,
Longmont,
Colorado
303.241.9633,
glen.alleman@niwotridge.com
❻
–
AG ILE
DEVELO PM EN T
IN
EN TERPRISE
IT
A N D
FED ERAL
GO VERN M EN T
THE
NATIONAL
DEFENSE
AUTHORIZATION
ACT,
2010,
§804
HAS
BROAD
IMPLICATIONS
FOR
DOD
PROGRAMS
ACROSS
THE
IT
ACQUISITION
LIFECYCLE
DESCRIBING
HOW
TO
FOSTER
CONTINUOUS
USER
INVOLVEMENT,
MULTIPLE
AND
RAPID
EXECUTION
INCREMENTS,
SUCCESSIVE
PROTOTYPING
AND
MODULAR
OPEN-­‐SYSTEMS
Agile
Means
…“Being
able
to
turn
inside
the
loop
of
unfolding
events.”
1
Delivering
Department
of
Defense
Software
Intensive
Systems
(SIS)
on
time,
within
budget
and
with
the
required
functionality
with
traditional
systems
processes
has
been
problematic.
This
problem
increases
as
the
complexity
of
these
systems
grows
and
more
functionality
within
systems
is
relegated
to
software.
In
commercial
software
development,
Agile
is
proposed
to
solve
some
problems
encountered
in
emerging
requirements
and
customer
feedback
that
are
the
root
cause
of
delays
in
delivery.
The
difficulty
in
applying
Agile
to
DOD
acquisition
is
the
existing
compliance
requirement
with
Earned
Value
Management
called
out
in
DFARS
§252.234-­‐7001
and
7002.
Our
approach
starts
with
establishing
Agile
processes
to
SIS
development
based
on
Earned
Value
Management
to
measure
physical
percent
complete
using
Measures
of
Effectiveness
(MOE),
Measures
of
Performance
(MOP),
Technical
Performance
Measures
(TPM),
and
Key
Performance
Parameters
(KPP),
applied
to
baselined
Rolling
Waves,
and
emergent
Planning
Packages
in
future
Rolling
Waves.
GL
#
EVM
Criteria
Agile
Approach
1
Define
the
Work
Breakdown
Structure
(WBS)
Features
and
Stories
define
tasks
in
the
backlog
2
Identify
Organization
Structures
(OBS)
Self
organizing
teams
5
Integrate
WBS
and
OBS
Teams
aligned
with
deliverables
in
sprints
6
Schedule
The
Work
in
a
Logical
Order
Iterations
and
Releases
produce
outcomes
7
Identify
Products
&
Milestones
Working
software
at
the
end
of
each
iteration
8
Set
time
phased
budget
for
planned
work
Fixed
length
iterations
and
releases
16
Record
direct
costs
for
work
performed
Fixed
staff
=
Level
of
Effort
=
Fixed
cost
23
Determine
variances
from
plan
Velocity
measures
missed
features
in
iteration
25
Sum
data
and
variance
data
for
analysis
Missed
features
moved
to
next
iteration
26
Manage
action
plans
based
on
analysis
Replan
missed
features,
adjust
velocity
28
Incorporate
changes
to
baseline
plans
Replan
missed
features,
adjust
velocity
Integrating
agile
into
formal
program
management
processes
is
starlight
forward
once
it
is
recognized
that
Agile’s
core
principle
is
the
delivery
of
working
software.
Earned
Value
management
principles
are
based
on
the
assessment
of
the
delivery
of
products
that
meet
the
planned
Capabilities,
accessed
through
Measures
of
Effectiveness,
Measures
of
Performance,
and
compliance
with
Technical
Performance
Measures.
Once
these
two
principles
are
connected,
Agile
and
more
formal
performance
management
process
can
then
share
the
same
goal
–
delivery
of
needed
Capabilities
at
the
needed
time
for
the
planned
budget.
2
1 Dr.
Ashton
Carter,
Under
Secretary
of
Defense
for
Acquisition,
Technology
and
Logistics,
Sep/Oct,
2010
Defense
AT&L.
2
Best
Practices
for
Implementing
Agile
Methods:
A
Guide
for
Department
of
Defense
Software
Developers,
IBM
Center
for
The
Business
of
2
Best
Practices
for
Implementing
Agile
Methods:
A
Guide
for
Department
of
Defense
Software
Developers,
IBM
Center
for
The
Business
of
Government.

8. ©
2015
Niwot
Ridge
Consulting,
L.L.C.,
4347
Pebble
Beach
Drive,
Longmont,
Colorado
303.241.9633,
glen.alleman@niwotridge.com
❼ –
DCMA
/
DCAA
VA LID A TIO N
A N D
SU RVEILLAN CE
RECEIPT
OF
A
$20M
OR
GREATER
COST
REIMBURSEMENT
CONTRACT
IS
SUBJECT
TO
FAR
§34.2
AND
THE
REQUIREMENT
FOR
SELF-­‐ASSESSMENT
(SA)
OR
A
FULL
EVMS
VALIDATION
REVIEW
INCLUDING
THE
SA
The
Self-­‐Assessment,
Validation,
and
Surveillance
process
determines
if
the
contractors:
§ Processes,
procedures,
and
methods
are
compliant
with
the
32
Guidelines
of
ANSI-­‐748-­‐C.
§ Descriptive
documents
containing
the
contractor’s
policies
and
procedures
are
used
in
actual
management
activities
on
the
program.
§ Earned
Value
data
generated
by
the
Earned
Value
Management
System
is
evidenced
in
use
for
the
management
of
the
program.
§ Management
knowledge
of
the
EVMS
roles
and
responsibilities
of
it
operating
personnel
are
capable
of
maintaining
compliance
with
ANSI-­‐748-­‐C.
These
work
processes
assure
four
phases
on
the
path
to
Validation
are
successfully
completed
with
minimal
disruption
to
the
contractor’s
daily
routine.
These
four
phases
are:
1. Data
Item
List
Package
(DILP)
submittal
–
this
occurs
when
there
is
2
months
of
clean
data
available
from
the
Earned
Value
Management
System.
2. EVMS
Self–Assessment
(SA)
Package
submittal
–
usually
4
to
5
weeks
after
submittal
of
the
DILP.
3. Readiness
Assessment
(RA)
–
usually
30
days
after
submittal
of
DILP.
4. Compliance
Review
(CR)
–
usually
six
months
after
submittal
of
DILP.
The
primary
role
in
guiding
our
clients
through
each
of
these
Assessment
and
Review
stages,
using
our
step-­‐by-­‐step
process
to
assure
the
client
reaches
success,
includes:
Major
Phase
Detailed
Work
Activities
During
Each
Phase
Risk
Assessment
§ Program
phase
dependent
risk
assessment
of
processes,
tools,
and
procedures.
§ Discrepancy
Report
and
Corrective
Action
Report,
cost,
schedule,
and
technical
performance
variance
assessment.
System
Description
and
Earned
Value
Management
System
§ Confirm
all
sections
are
present
and
cover
the
ANSI-­‐748-­‐C
topics.
§ Assure
all
data
items
can
be
traced
to
sections
of
the
System
Description.
§ Confirm
Work
Instructions
definitize
the
guidance
in
the
System
Description.
§ Document
compliance
at
the
level
of
application
for
all
data
and
processes.
§ Programmatic
procedures
for
common
processes,
flexibility,
and
unique
instances.
§ Collect
actual
data
generated
by
program
to
support
compliance
with
EVMS
and
SD.
§ Assemble
all
data,
processes,
and
access
procedures
in
a
single
Story
Board
Process.
Training
§ Use
of
System
Description
confirmed.
§ Control
Account
Manager
(CAM)
interview
questions
for
all
ANSI-­‐748-­‐C
sections.
§ Document
review
requirements
and
CAM
training
for
document
usage.
§ First
round
mock
interviews
for
CAMs
with
SD,
WI,
and
live
data.
Self
Assessment
§ Verification
of
process
implementation
using
Story
Boards
and
data
traces.
§ Document
trace
of
system
compliance
with
ANSI-­‐748-­‐C
Guidelines.
§ Conduct
Cross
Reference
Checklist
for
EVMS.
§ Documentation
of
proper
system
implementation.
§ Follow
up
discrepancies
with
corrective
actions.
§ Mock
Control
Account
Manager
Interviews.
§ Complete
Interview
Findings
Form
(IFF)
for
PM,
CAMs,
Accounting,
Business
Management,
and
Risk.
§ Re-­‐verification
of
closed
discrepancies.
Data
Trace,
Collection,
Verification,
Storage,
and
Access
Procedures
§ Data
collection
for
validation
review.
§ Review
for
accuracy,
integration,
and
consistency
with
the
EVMS.
§ CAM
focus
on
documents
–
WAD,
Planning
and
Budgeting,
IMS,
VAR,
EAC,
revisions.
§ Focus
on
GL’s
assigned
–
all
budget
and
change
logs
traceable
to
Performance
Measurement
Baseline.
§ Focus
on
data
reference
integrity
and
traceability
to
IPMR
and
all
change
control
logs.
§ Verify
9
EVM
Processes
and
32
Guidelines
before
final
validation.