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Intergrated baseline reviews as a tool in assurance

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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.

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Intergrated baseline reviews as a tool in assurance

  1. 1. Integrated Baseline Reviews – Establishing a Common Approach Ewan Glen Bristol 26 February 2015
  2. 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
  3. 3. Integrated Baseline Review Experience • Does anyone have experience of IBRs? • Keep hand up if you were on the review team
  4. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 17. Approach to an IBR Consolidation of Issues Major Corrective Actions Minor Corrective Actions Observations
  18. 18. The Role of the PMO Before the review Two primary roles Supporting review preparations Supporting or conducting the self-assessments
  19. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 30. Thank you Ewan Glen Principal Consultant, Capability Manager BMT Hi-Q Sigma Ltd Mobile: 07747 011 703 Email: ewan.glen@bmt-hqs.com

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