IPMW th International Integrated Program Management Workshop Workshops

Transcription

1 IPMW th International Integrated Program Management Workshop Workshops Workshops are forums to introduce and develop new and emerging practices and techniques to improve program management using project performance management. Objectives are to identify potential solutions. The Workshops are not intended to provide training or instruction but to encourage an open discussion on the Workshop topic. WS 01 Beyond Measuring Quantity, Forecasting Program Performance Using Technical Measures Glen Alleman, Niwot Ridge, L.L.C. David Walden, ESEP, Sysnovation, LLC Gordon M. Kranz, OSD PARCA WS 02 IPMR Tailoring: Data You Can Count on Gordon Kranz, OSD, PARCA Karen Kostelnik David Nelson WS 03 Signs of Data Integrity Concerns Robert Loop, CPA, EVP, PSP, DOE WS 04 DCMA s Qualitative Analysis Methodology of EVM Systems David Kester, Defense Contract Management Agency WS 05 An Investigation into the cost premium of Govt EVM req. Ivan Bembers, NRO, Earned Management Center of Excellence Michelle Jones, NRO, Earned Management Center of Excellence Jeff Traczyk, NRO, Earned Management Center of Excellence Ed Knox, NRO, Earned Management Center of Excellence WS 06 NDIA-IPMD Prime/Sub Contract Management Working Group Dan Lynch, Raytheon Missile Systems Sung Soon Stultz, Rockwell Collins WS 01 - Beyond Measuring Quantity, Forecasting Program Performance Using Technical Measures Participants in the workshop will learn how to inform BCWP in the IMS, through Technical Performance Measures (TPM) of quality and technical content of the deliverables. Using DI-

2 MGMT-81861, the Systems Engineering Management Plan (SEMP) defines the quality and technical content of key deliverables. By connecting the dots, between Earned Value and Systems Engineering, the program manager is provided with leading indicators of program performance. EAI-748-C asks to objectively assess accomplishments at the work performance level. As well 748-C 3.8 tells us Earned value is a direct measurement of the quantity of work accomplished. The quality and technical content of work performed is controlled by other processes. In the absence of technical and quality measures, CPI and SPI provide little in the way to assure the resulting product will actually perform as needed. Starting with the Statement of Work (SOW), an Integrated Master Plan (IMP) that defines the increasing maturity of the deliverables and their Measures of Effectiveness (MOE) and Measures of Performance (MOP), the Integrated Master Schedule (IMS) shows all the worked show in the Work Breakdowns Structure (WBS) to deliver program outcomes on time and on budget. Glen B. Alleman, Niwot Ridge, L.L.C. Phone glen.alleman@niwotridge.com Glen B. Alleman leads the Program Planning and Controls practice for Niwot Ridge, LLC. In this position, Glen s brings his 25 years experience in program management, systems engineering, software development, and general management to bear on the problems of performance based program management. David Walden, ESEP, Sysnovation, LLC David D. Walden, ESEP, is co-owner and principal consultant for Sysnovation, LLC, a Systems Engineering consulting and training firm. Previously, Mr. Walden was with General Dynamics Advanced Information Systems and McDonnell Aircraft Company. He has M.S. degrees in Management of Technology, Electrical Engineering, and Computer Science and a B.S. degree in Electrical Engineering. Mr. Walden is a member of INCOSE and a Senior Member of the IEEE. He is co-editor of the INCOSE SE Handbook. Gordon M. Kranz, OSD PARCA Mr. Gordon M. Kranz is the Deputy Director for Earned Value Management Performance Assessments and Root Cause Analyses in the Office of the Assistant Secretary of Defense for Acquisition. Mr. Kranz's office serves as the Department of Defense focal point for all policy, guidance, and competency relating to Earned Value Management. WS 02 - IPMR Tailoring: Data You Can Count On The Integrated Program Management Report (IPMR) is the primary means of communicating program cost and schedule information between the prime contractor and the Government. The

3 IPMR should be tailored to meet the needs of each individual program and should reflect how the contractor is implementing the seven formats as a program management tool to manage the contract s performance. Use the IPMR for any program to gain insights into program performance using integrated cost and schedule data. In this workshop participants will discuss different program scenarios and how the IPMR can be tailored to provide reliable data. Gordon M. Kranz, Deputy Director, Earned Value Management, PARCA Phone gordon.m.kranz.civ@mail.mil Mr. Gordon M. Kranz is the Deputy Director for Earned Value Management Performance Assessments and Root Cause Analyses in the Office of the Assistant Secretary of Defense for Acquisition. Mr. Kranz s office serves as the Department of Defense focal point for all policy, guidance, and competency relating to Earned Value Management. Earned Value Management (EVM) is one of DoD s and industry s most powerful integrated program management tools used by the government and industry program managers and their teams to support decision making as they navigate the day-to-day constraints and risks that all DoD programs face. Prior, Mr. Kranz held positions as the Executive Director, Engineering and Analysis, for the Defense Contract Management Agency (DCMA) and the Director, Systems and Software Engineering, in the Office of the Deputy Under Secretary of Defense (DUSD) for Acquisition and Technology (A&T). In these roles, Mr. Kranz provided policy, training, and tools required to perform systems engineering, software engineering, earned value management, manufacturing and production, quality, system assurance, risk management, and supply chain predictability. Mr. Kranz has 30 years of defense acquisition experience, including 16 years in private industry as a senior technical lead and program manager and 10 years as an acquisition program manager for the United States Air Force. Mr. Kranz received a Bachelor of Science degree in Electrical Engineering from North Dakota State University, a Master of Science degree in Electrical Engineering from the Air Force Institute of Technology, and is certified by the Project Management Institute as a Project Management Professional. WS 03 Signs of Data Integrity Concern s One of the intents of earned value is as a useful management tool to make informed decisions. Data credibility issues are the opposite of the intent. Some examples include: - Metrics such as BCWP>BAC, ACWP>EAC, TCPI - Frequent negative adjustments of BCWS, BCWP, ACWP - Frequent changes of open work packages - Excessive use of MR for questionable reasons and application in the current month - Positive schedule variance and behind schedule in the IMS

4 - Maintenance of a 1.0 performance These and other anomalies will be examined. This presentation is recommend for anyone wanting be able to recognize the concerns in an internal surveillance program. Robert Loop, CPA, EVP, PSP Phone rloop@gmail.com Robert Loop is a Program Analyst within DOE. In this role he supports policy, surveillance, and recommendations regarding DOE EVM. Previously Robert Loop supported the Navy Center for Earned Value Management (CEVM). He was a key player in the development, adjudication, and review of the recent DOD Integrated Program Management Report Data Item Description (IPMR DID). He has 30 years of experience working with EVM in practical ways, and authored presentations on a variety of EVM topics. Bob holds an M.S degree in Accounting from the University of Colorado and is a licensed CPA in the state of Maryland. Bob is also the Test Team Leader for the College of Performance Management (CPM). WS 04 - DCMA s Qualitative Analysis Methodology of EVM Systems During this workshop DCMA will discuss how it is rethinking its DFARS EVMS compliance mission focus on qualitative analysis of systems. The aim of this workshop is to discuss the methodologies and tools for the analysis and verification of system properties such as reliability (trustworthiness) and relevance (usefulness) of data. David Kester, Director of Earned Value Management Policy and Strategy, Defense Contract Management Agency (DCMA) Phone david.kester@dcma.mil David Kester is the Director of Earned Value Management Policy and Strategy within the Defense Contract Management Agency (DCMA). He serves as the Agency's focal point for deploying policies, assessment methods, and automated solutions to advance the oversight of contractor EVMS implementation. This function supports DFARS (S71) and DCMA s Contract Administration Office responsibilities for Earned Value Management Systems (EVMS), including the responsibility for reviewing supplier EVMS plans and verifying initial and continuing compliance with DoD EVMS criteria. Mr. Kester has over 24 years of program management, business and financial analysis experience in both public and private sectors. He holds a Bachelor of Science degree in Industrial Management from LeTourneau University, Longview, Texas and a Master of Science degree in International Management and Commerce from the University of Maryland, College Park, Maryland. Mr. Kester is a certified Acquisition Professional in the Business, Cost Estimating and Financial Management (BCF) career field.

5 WS 05 - An Investigation into the cost premium of Government EVM requirements Results and Recommendations The Joint Space Cost Council (JSCC), made up of government and industry partners in the space acquisition community, is sponsoring a Better EVM Implementation Study. The study surveyed 50 major space acquisition programs on the impact of 78 EVM cost areas. Study results identify areas with a delta implementation cost between EVM on commercial programs versus EVM on Government programs. The study also rebuts anecdotal evidence of a Government cost premium in certain areas by demonstrating the cost impact is not experienced across all, or a majority of, programs. This workshop will present final results from the Better EVM Implementation Study. Ivan Bembers, NRO, Earned Management Center of Excellence Ivan Bembers Mr. Bembers is the Chief of the National Reconnaissance Office (NRO) Earned Value Management Center of Excellence in the Cost and Acquisition Assessment Group (CAAG). He is responsible for EVM system acceptance and surveillance reviews, facilitating Integrated Baseline Reviews and supporting programs use of EVM across the enterprise. He is a founding member of the Intelligence Community EVM Council that was established in Prior to his current position, he served in the same function in in another defense intelligence agency and has worked on cross-functional teams across the IC. In 2011, Mr. Bembers was a recipient of the Director of National Intelligence Certificate of Distinction to the Intelligence Community s Earned Value Management System Team for meritorious service in developing and implementing evaluation and surveillance guidance and practices. Additionally, Mr. Bembers has supported various DoD agencies, worked in industry in corporate finance and contracts/procurement positions and served in the US Army. Michelle Jones, PMP, EVP, NRO, Earned Management Center of Excellence Phone Jones_Michelle@bah.com Ms. Jones is a Cost and Earned Value support contract lead supporting the NRO CAAG. She has experience as a Project Controls Analyst, and EVM Analyst supporting program assessment and cost estimates. She has presented at conferences including Integrated Program Management ( ), DoDCAS (2012), and PMI Australia s Inaugural Conference in Sydney, Australia (2013). Ms. Jones has been with Booz Allen Hamilton since Jeff Traczyk, PMP, NRO, Earned Management Center of Excellence Phone traczykj@nro.mil Mr. Traczyk supports the NRO Earned Value Center of Excellence, which is responsible for US Government oversight of industry earned value management systems (EVMS). Mr. Traczyk has developed and implemented business process models to provide a consistent and repeatable

6 methodology for performing EVMS oversight including policies and artifacts that implement Federal and National Defense Industry Association best practices. He participates in EVMS surveillance reviews and in the development of metrics to tack review effectiveness at enterprise, company and program levels. A former US Air Force officer, he has been with Welkin Associates, a CSC company, since Ed Knox, NRO, Earned Management Center of Excellence Mr. Knox also supports the NRO Earned Value Center of Excellence. He has been at the forefront of schedule analysis and has developed numerous analysis tools for the NRO including Schedule Wizard, BEI Assessment and Schedule Comparison. He has also contributed significantly to developing the process NRO uses in assessing risk on its Corrective Action Request database. Mr. Knox has been with Tecolote Research Inc. since WS 06 - NDIA-IPMD Prime/Sub Contract Management Working Group The National Defense Industrial Association Integrated Program Management Division (NDIA- IPMD) Board of Directors has recently suggested and approved the formation of a new working group in September 2014 to address the needs and challenges of both Prime Contractors and Subcontractors within the defense industry. This working group will address contractual and execution performance issues that may exist at the Prime Level and at the Subcontract Level. The working group is being co-chaired by Mr. Daniel Lynch, Raytheon Missile Systems and Ms. Sung Soon Stultz, Rockwell Collins. This workshop is intended to solicit interest and discussion with a focus on the relationship, management, and integration issues facing both parties. We welcome and encourage participation from a wide range of contractors who perform in either capacity to get a robust and open discussion initiated. Our primary objective is to gain additional insight into the areas that are most challenging in our industry. The workshop should then provide both the strategic and tactical plans for the NDIA-IPMD Prime/Sub Contract Management Working Group to establish a clear Charter for both its existence and to define any potential end products that result from its efforts. Dan Lynch, Raytheon Missile Systems Phone Daniel_L_Lynch@raytheon.com Mr. Lynch has over 35 years of Earned Value/Program Management experience in the defense industry ranging within the design, development, and production environments with Raytheon, BAE Systems, and RCA Corporation. Within that span, he also spent 10 years working as a self-employed consultant with clients such as CS Solutions, GEC-Marconi, Lockheed-Martin, and the DCMA. Currently, he is the EVMS Focal Point for Raytheon Missile Systems (RMS), a multi-billion dollar annual sales operation with an EVM System that was validated with a perfect score in His primary interests and focus is on the Implementation, Compliance, and Surveillance of RMS EVM System as well as bringing Integrated Program Management disciplines and practices to a wider range of defense efforts. Mr. Lynch was granted a BA with honors from Rowan University and is currently serving as the Vice-Chair within the NDIA-IPMD.

7 Sung Soon Stultz, Rockwell Collins Phone Ms. Stultz is the Director of Program Planning and Control (PP&C) for the Government Systems Business Unit of Rockwell Collins, Inc. Ms. Stultz is responsible for providing overall leadership and guidance to Government Systems in its Project Management policies and procedures, disciplines and evaluations on all Government Systems projects and programs. Ms. Stultz joined Rockwell Collins in 1979 and has served in various functions at Rockwell Collins including Industrial Engineering, Technical Director, Lean Director, Pricing Director and Business Systems Analysis with major focus on systems implementation to satisfy Earned Value Management Systems, Finance and Engineering. Ms. Stultz received a Bachelor of Science degree in Systems, Science and Mathematics from Washington University in St. Louis and a Master of Business Administration from University of Iowa.