PMAG's Program Startup Assistance

Transcription

1 SMC/PI Program Management and Integration Program Management Assistance Group (PMAG) PMAG's Program Startup Assistance 5/6/2009 Col Mun Kwon Director, PMAG 1

2 Agenda Introduction What is PMAG Background, mission, organization, projects USAF, SAF/AQ and OSD AT&L senior leaders expectations PMAG Value Adds Credible Integrated Program Management and Control (IPMC) assistance Program start up assistance to Wings and contractors Program executability and sufficiency assessment assistance Corporate Memory and Lessons Learned Enhance organic IPMC capabilities Way Forward How you can collaborate with PMAG 2 2

3 PMAG BACKGROUND PMAG originated from USAF Systems Command (AFSC) in 1975 Internal program management consultant group Ad hoc review teams with a temporary life Led by general officers Assess and report Lack formal mechanism to transfer Lessons Learned between programs No sustainable Corporate Memory Disbanded after acquisition reform PMAG recreated in July 2007 by SMC/CC, with specific focus on: Fixing IPMC deficiencies Connect IPA assessment findings to PMAG projects to Wings Strengthen organic IPMC capabilities Changing status quo culture toward technical content based Integrated Program Management and Control culture 3 3

4 PMAG Fundamental Tenets Value added supplement to the acquisition program managers One team approach Military, civilians, FFRDC, SETA, Industry Technical content based analyses and assessments Application focus Hands-on assistance Enhance organic IPMC capabilities via training and mentoring 4 4

5 PMAG Missions Provide credible IPMC assistance Supplement, not replacement Integrated life-cycle approach Provide program executability and sufficiency assessment assistance Provide program start up assistance Assist Wing s program management team in planning and execution of Performance Measurement Baseline (PMB) review Collaborate with and assist Prime and Major Sub contractors program start-up assist teams Provide Corporate Memory and Lessons Learned Develop reusable life cycle based integrated program risk objects Enhance and build robust organic acquisition IPMC capabilities Mentoring and training Hands-on demonstration Propagate PMAG methodology to the rest of the USAF and OSD 5 5

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8 PMAG Projects Accomplishments: SBSS: IBR, APB, Acq Strategy Document, Clinger Cohen Document, PM & Control Metrics, IMS Analysis GPS: OCX IBR, OCX Baseline Risk Formulation, GPS III: GPS III Application Oriented IBR Training, GPS III Program Start Up Assistance (Tech Baseline Review, IMS Content Deep Dive), Mock-Up CAM Notebook Evaluation, CAM Notebook Evaluation, CAM Interviews, GPS III Schedule Traceability, Program Executability Assessment SBIRS: EMD Executability Assessment, FSS Design Review, Generate Fact Finding Questions, Follow-on Production Buy Proposal Evaluation, IMP Generation, SFP Program Start Up Kick-Off, SFP SRR/SDR, Mock-Up CAM Interviews, SFP SRR/SDR Exit Criteria Formulation, EMD IBR Risk Formulation, SFP IMP formulation, SFP RFP Program Planning Requirement Formulation XR: 3rdGenIR Acquisition Strategy Development and Risk Formulation, Space Based Radar Program Strategy Eglin SLEP: Program Planning, IBR AFSO 21: Enterprise Acquisition Strategy Process Redesign On-Going: SBIRS: PDR, Technical Content Based Schedule Analysis, SFP Proposal Evaluation GPS IIIA: Preliminary Design Reviews AEHF: OTB BOE, IBR Expeditionary Combat Support Systems: IMS Reviews requested by SAF/AQ DAU, DCMA, and Industry Collaborations 8 8

9 Senior Leaders Expectations AFSPC/CC and SMC/CC Continuous improvements toward the Acquisition Excellence Asst. Sec. of USAF Ms. Sue Payton PMAG efforts have made huge impacts already in raising the level of performance and integrated program management and control experience across many programs. I want to proliferate PMAG to the rest of the Air Force. Deputy Under Sec. of Defense Dr. Jim Finley PMAG efforts have made positive impacts in raising the level of performance at SMC with integrated program management and control processes. I have confidence these processes will help our DoD and Air Force acquisition excellence initiatives. HQ AFMC/CC Gen Hoffman PMAG is a national asset. 1. Propagating PMAG Methodology to rest of AF and DoD 2. Collaborate with DAU to provide PMAG training 9 9

10 Examples of PMAG Project Program start-up assistance Design reviews 10 10

11 Program Start-Up Assistance Assistance to Wing s program management team Planning and strategy formulation for Performance Measurement Baseline (PMB) reviews Technical, cost, schedule Training Hands-on participation in baseline reviews Collaboration / training prime and major subs PMAG work products Training courses Integrated program risks Technical risks Technical Content Based Cost risks Technical Content Based Schedule risks Management Control Processes risks Resource risks 11 11

12 Technical Baseline Review PMAG value add Details oriented focus (not just top level) Evaluate technical scope of work at individual control account and work packages level Evaluate technical specifications for 100% completion criteria Evaluate technical specification for work products handoff between IPTs and between prime and major subs PMAG findings Insufficient and inadequate technical scope definition for work packages Completion criteria are often missing or insufficient defined Disconnects between prime and subs on technical content of what will be delivered Inadequate technical content description for supplemental detailed IMS tasks/activities Programs are often not executable due to inadequate and non-specific definition of technical scope of work 12 12

13 Schedule Baseline Review PMAG value add Detailed oriented focus Down to IMS level 8 or 9, and supplemental IMS tasks/activities Technical content based analysis Technical scope and 100% completion definition Handoff criteria and schedule tied points between IPTs and between prime and major subs PMAG findings Inadequate scope definition Missing completion criteria Disconnects in handoff criteria and schedule tied points Faulty connectivity logics Critical path often can not be generated automatically 1. Inadequate/inaccurate insights on execution status 2. Schedule forecasts are often optimistic & not executable 13 13

14 Performance Measurement Baseline (PMB) Integrity Review PMAG value add PMB is primarily a technical exercise (Not a financial exercise) System to be delivered for every program System must satisfy technical specs derived from requirements Cost and schedule baselines are by-products of technical work to be performed Details oriented analysis at control accounts and work packages level Focus on technical scope of work derived from CSOW Perform technical content based schedule analysis Perform technical content based cost analysis Management control process evaluation Identify and document all disconnects between theory and practice Identify integrated program risks in technical, schedule, cost, management control processes, and resource PMB is often not executable due to inadequate definition of scope and completion criteria, and disconnects in handoffs criteria 14 14

15 PMAG Work Products Training courses Baseline reviews planning and execution CAM notebook evaluation CAM Interviews mock up Integrated program risk formulation Risk Set O Pre-identified risk set based on lessons learned and PMRs Risk Set 1 Augment Risk Set 0 with additional risk from technical baseline review Risk Set 2 Augment Risk Set 1 with additional risks from technical content based schedule analysis Risk Set 3 Augment Risk Set 2 with additional risks from PMB review 1. Enhance / build organic IPMC capabilities 2. Enhance Wing s insights on integrated program execution risks 15 15

16 Summary of PMAG Methodology One-team approach dedicated to enhance Wing s IPMC capabilities Military, civilians, FFRDC, SETA, Industry, DCMA, DAU Supplement, not replacement Details oriented, bottom-up analysis Focus on details at control accounts and work packages Technical content based approach Focus on technical scope of work, completion criteria, and handoff specifications Integrated life cycle approach Pre-award Post-award 16 16

17 Way Forward Collaboration between PMAG and other organizations Augmentation of PMAG team based on required capabilities Selection of Subject Matter Experts (SME) based on capabilities of SME and functional expertise needed to perform the PMAG missions What SME will provide Functional expertise needed by PMAG Participate in hands-on touch time production of PMAG work products and services PMAG provides 1. Hands-on learning and application of PMAG methodology 2. Greatly expanded breadth of knowledge and IPMC expertise to support program execution and executability assessment 17 17