# Presentation: 372359

## Program/Project ManagementGovernment Specific Course II 

- 	Government Specific Course II

- Program/Project ManagementGovernment Specific Course II

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- Module 2 – Core Management Skills and Processes

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- Topic 1- Introduction/Objectives

## Planning Methodology 

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- Planning Methodology

- The best practice is to follow an established planning methodology
- Produce planning documentation that conforms to a standard.
- Each organization should tailor the planning methodology and documentation to their needs and the demands of the project.

## Learning Objectives

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- At the end of this module, you will be able to:

- Discuss the process used for planning for total life cycle system management (Integrated Master Plan).
- Define phased inputs and outputs.

## Learning Objectives (cont.)

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- You will also be able to:

- Explain how internal and external program/project technical reviews are used.
- Describe the process that is used to develop a Work Breakdown structure.

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## Acquisition Strategy 

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- Acquisition Strategy

- The Acquisition Strategy** **is a comprehensive, integrated plan that identifies the acquisition approach, and describes the business, technical, and support strategies that management will follow to manage program risks and meet program objectives.

- It will define the relationship between the acquisition phases and work efforts, and key program events such as decision points, reviews, contract awards, test activities, production lot/delivery quantities, and operational deployment objectives.

## Acquisition Strategy (cont.)

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- It will include a Program Structure (or Master Program Schedule) that depicts these relationships and events.
- The Program Manager may also choose to include a more detailed Integrated Master Plan (IMP) and Integrated Master Schedules (IMS) as part of the planning process.

## Integrated Master Plan 

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- Integrated Master Plan

- The Integrated Master Plan is an** **event-based plan that identifies the work that must be accomplished to complete the key program activities and events.

- An effective top level program planning tool for both the government and the contractor.
- Provides the basis for subsequent detailed program planning, execution, and control.
- A useful resource on the IMP is:  _[http://www.fas.org/spp/military/program/imint/98b030.pdf](http://www.fas.org/spp/military/program/imint/98b030.pdf)_

## Event-Driven Scheduling 

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- Event-Driven Scheduling

- The key principle of Integrated Product and Process Development (IPPD)
- Relates program events to their accomplishments and accomplishment criteria.
- An event is only considered complete when the accomplishments associated with it have met the prescribed criteria.
- IMP is the tool that identifies these key events, accomplishments, and criteria

## Events, Accomplishments, and Criteria

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**Events**
- Transition points between the major program activities where it is necessary to demonstrate progress or maturity before proceeding to the next activity or effort.
**Accomplishments**
- Represent the desired results at an event
**Criteria**
- Measurable indicators that demonstrate the achievement of the required progress or maturity in an accomplishment

## Organizational Structure for IMP

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- The common, organizational structure for the  entire IMP:

- Section 1 – Introduction,
- Section 2 – IMP (Events, Accomplishments, and Criteria),
- Section 3 – IMP Narratives (if required), and
- Section 4 – Glossary.

## Technical Reviews 

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- Technical Reviews

**Technical Reviews** are an example of events that must be listed in the IMP.
- They are:

- Used to demonstrate progress, ensure issues have been resolved, verify the expected maturity of solutions and confirm that risks are acceptable
- Require up-front planning, since they are event-driven, not held on a certain date

## Technical Reviews  (cont.)

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- Scheduling must account for the uncertainty in completion of all entry criteria as well as for potential conflicts across events with common needs
- Planned, formalized Incremental reviews should be used as a means to evaluate progress and resolve technical issues without reliance on:
- Technical interchange meetings
- Organizationally-oriented reviews
- Program management reviews

## Technical Reviews  (cont.)

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- Meetings of any kind should have well defined objectives, a multidisciplinary approach, and a formalized format that documents proceedings
- It is necessary  to assure that any requirement/design change recommendations resulting from these meetings have been examined across all the functionality of the people, products, and processes being impacted
- Major reviews should not be viewed as a single point in time event

## Technical Reviews  (cont.)

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- Should culminate a period of careful, disciplined technical effort, marking progress toward the end objective
- Each major review has required accomplishments and measurable criteria to determine if each accomplishment is done

## Technical Reviews  (cont.)

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- These accomplishment and criteria are contained in the event-based IMP
- Provides focus and objectives for the in-between smaller reviews and meetings
- Formal reviews focus on demonstrating and confirming progress
- A review is not complete until all its IMP accomplishments are done

## Integrated Master Schedule 

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- Integrated Master Schedule

- Definition: A networked, multilayered schedule directly traceable to the IMP and other documentation

- The event-based IMP is expanded in the time-based IMS to show all the detailed tasks required to accomplish the work effort contained in IMP

- Level of detail will depend on the risk involved
- Ties the tasks together with the events, accomplishments and criteria
- IMS becomes the primary tracking tool for schedule status

## IMP/IMS Development Process 

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- IMP/IMS Development Process

- Will vary from service to service, and even from program to program
- The government program team may prepare an initial planning IMP and IMS as part of the pre-solicitation activities.
- Can be used to help scope the contractual effort and provide the basis for initial cost and schedule estimates.
- Each contractor develops IMP/IMS in response to the Request for Proposal (RFP)

## IMP/IMS Development Process (cont.) 

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- IMP/IMS Development Process (cont.)

- This provide insight on how each contractor will fulfill requirements
- After contract award, IMP/IMS should be finalized and become part of the formal program baseline.
- The IMP may be a contractually binding document, with changes controlled through the formal contract change process
- IMS dates are usually not contractually binding except for any CLIN delivery dates that may be specifically included.

## Cost and Schedule 

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- Cost and Schedule

- In all programs, there are tradeoffs between cost, schedule, and performance.

**Cost** = all resources = people, money, equipment and facilities
**Schedule** = the timeline of events and activities required to design, test, produce, and field the product

## Performance 

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- Performance

**Performance** = the ability of the product to operate in its intended environment as specified in appropriate program documents
- The best schedule supports the best trade-off between these competing demands
- Preparation of program schedules should be done within a formal structure.
- Should include:  software applications to be used; the formats for displays; the type of symbols to be used.
- Clear lines of authority and responsibility should be established.

## Preparing Program Schedules

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- There are five different steps/processes for preparing program schedules:

- Identify the Tasks
- Sequence the Tasks
- Estimate the Task Durations
- Construct the Schedule
- Implement Schedule Control

## Identify the Tasks

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- Common method is to break the product elements into smaller, more discrete components
- Clearly define the specific tasks to accomplish, how to accomplish them, and who is responsible for each
- Work Breakdown Structure:  a hierarchical structure of the product and its component parts that depicts the relationships of the parts to each other and the tasks that must be completed to deliver the end product

## Identify the Tasks (cont.)

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- Subject Matter Experts (SMEs) can use historical information about similar work efforts as a starting point to identify the required tasks.
- End result is a list of all the tasks required to execute the program

## Task Relationships 

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- Task Relationships

- Tasks that must logically or naturally be started or completed before another activity can be started or completed
- A sequence dictated by program management office policy or procedures
- Relationships based on certain limitations external to the program

## Estimating the Task Durations

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- An inherent degree of inaccuracy makes estimating the time required to complete each task one of the most difficult aspects of schedule development.
- Experts differ on how to accomplish this step
- Some suggest assuming “ideal situation”:  assumes that you will have all resources required to complete the tasks
- Others suggest factoring in and resolving resource assignment conflicts during the estimating process.
- PERT (Program Evaluation and Review Technique)

## Schedulers 

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- Schedulers

- The amount of resources required to complete each task
- Records or knowledge of the time required for similar tasks on similar programs
- Fixed time activities
- The assumptions and constraints identified during the listing of the tasks

- In order to determine the estimated time required to complete each task, schedulers should know:

## Estimating Task Length 

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- Estimating Task Length

- Number of resources assigned usually shortens time needed to complete a task
- Sometimes it makes it so there will be more time needed:
- When too many people are assigned to a task, they may begin to get in each other’s way
- Some work might be duplicated, while some is left undone

## Estimating Task Length (cont.)

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- Other factors that effect the accuracy of these estimates:
- Knowledge and experience of the people performing tasks
- Capacities of equipment and facilities used
- Ability to effectively duplicate processes used in similar programs
- Impacts from outside events that cannot be controlled are generally not considered

## Constructing the Schedule

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- Involves meshing the outputs from the previous steps with the actual resources available, determining resource and time constraints, and applying start and finish dates for each task
- May require adjustments to the initial sequence, duration estimates, and resource assignments
- The output of this step is a set of schedules

## Acquisition Strategy Review 

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- Acquisition Strategy Review

- When a program is being initiated, the program office will begin development of the Acquisition Strategy to describe how the program will be executed
- Will include a program top level schedule that addresses the key phases, milestones, and events
- Program office may choose to develop a “Program” IMP/IMS”, or they may use another schedule format to address all the work efforts across the entire program

## Acquisition Strategy Review (cont.) 

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- Acquisition Strategy Review (cont.)

- Once contract is awarded, winning offeror will expand and finalize the set of schedules to meet the contract deliverable requirements
- Objective: to show a traceable path from the top level program activities to the detailed, work package activities, which provides vertical integration or traceability for the program
- Horizontal traceability shows the interrelationships between activities at schedules and other key program documents

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- Topic 3- Work Breakdown Structure (WBS)

## Work Breakdown Structure 

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- Work Breakdown Structure

- Definition- a deliverable or product-oriented grouping of project work elements shown in graphical display to organize and subdivide the total work scope of a project.
- Particularly important project tool
- Considerable thought and planning should be given to its development
- Major revisions require both substantial effort and resources
- MIL-HDBK-881 is the accepted standard on WBS
- ANSI/EIA 748

## Work Breakdown Structure (cont.) 

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- Work Breakdown Structure (cont.)

- The WBS is the cornerstone of effective project planning, execution, controlling, statusing, and reporting
- All work contained within WBS is to be identified, estimated, scheduled, and budgeted
- WBS is the structure and code that integrates and relates all project work
- WBS contains the project’s scope baseline necessary to achieve the technical objectives of the work described

## Work Breakdown Structure (cont.) 

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- Work Breakdown Structure (cont.)

- Used as a management tool throughout the life cycle to identify, assign, and track its total work scope.
- When initial project funding is received, the Project Director (PD) develops a WBS that identifies necessary funds according to the schedule and needs of the tasks in the WBS elements.
- The WBS is a multi-level framework that organizes and graphically displays elements representing work to be accomplished in logical relationships.

## WBS Development

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- _Defineable_:  can be described and easily understood by project participants.
- _Manageable_:  a meaningful unit of work where specific responsibility and authority can be assigned to a responsible individual
- _Estimateable_:  duration can be estimated in time required to complete, and cost can be estimated in resources required to complete
- _Independent_:  minimum interface with or dependence on other ongoing elements

- Project work should be structured into WBS elements that are:

## WBS Development (cont.)

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- _Integrateable_:  integrates with other project work elements and with higher level cost estimates and schedules to include the entire project
- _Measureable_:  can be used to measure progress; has start and completion dates and measurable interim milestones
- _Adaptable_:  sufficiently flexible so the addition/elimination of work scope can be readily accommodated in the WBS framework

- Project work should be structured into WBS elements that are: (continued)

## WBS Dictionary 

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- WBS Dictionary

- Relationships among WBS elements and detailed descriptions of each element are in the WBS dictionary
- WBS Dictionary is a key project definition tool that defines in-depth the scope for each work element
- Documents assumptions about the work
- Lists required resources and processes to accomplish the work
- Identifies a completion schedule, including measurable milestones
- Provides links to key technical design or engineering documents

## Project Summary WBS

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- Summarizes an entire project and usually consists of three levels of project and work definition
- May serve as a starting point for contractors to develop their own contract-specific WBS
- The responsibility of the integrated project team

- There are typically two types or levels of WBSs that are developed to correspond to different needs:  the Project Summary WBS and the Contractor WBS

## Contractor WBS 

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- Contractor WBS

- Developed by individual project contractors
- Based on the scope of the contract work
- Contractor is generally responsible for extending the Project Summary WBS elements to create the Contractor WBS for evaluation
- Built based on the scope and deliverables that are in the contract
- Not force-fitted to the Project Summary WBS

## Contractor WBS (cont.)

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- Should provide the basis for all management activities between the contractor and the appropriate Agency
- Should ensure agreement on scope, schedule, and cost
- Should serve as the basis for contractor accountability and reporting

## Specifics of a WBS

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- WBS hierarchical methodology includes all project phases, critical decision points, and other activities required
- A project WBS is to be deliverable oriented
- The best practice is to aim for a product-oriented WBS, as opposed to functional-oriented WBS.

## Other Items in a WBS

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- Elements that are not clearly a product.
- Program phases
- Rework, retesting and refurbishing information.
- The structure of the program office or the contractor’s organization.
- Costs for meetings, travel, computer support, etc.

- Other items that can be included in a WBS are:

## Creating a WBS 

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- Creating a WBS

- Use actual system names and nomenclature (as opposed to generic terms) that clearly indicate the character of the product to avoid semantic confusion.
- Treat tooling (e.g., special test equipment) as a functional cost.

- When creating a WBS, be sure to:

## Responsibilities of the WBS 

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- Responsibilities of the WBS

- WBS is a critical tool for:
- Organizing work
- Building realistic schedules and cost estimates
- Reporting/tracking/controlling
- It is developed and used for all projects and, in the Program Manager’s case, all programs
- The WBS should be designed with sufficient flexibility
- So that future activities, elimination of work scope, and addition of work scope can be easily accommodated

## Responsibilities of Staff 

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- Responsibilities of Staff

- Project team members should be involved in the design, review, comment, and approval of the WBS
- Should also be directly involved in creating the WBS dictionary
- Particularly those pages that describe their respective assigned scopes of work

- Responsibilities of those staff members involved with the WBS:

## Responsibilities of Staff (cont.) 

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- Responsibilities of Staff (cont.)

- The WBS can be used as a framework for:
- defining and assigning work
- scheduling and estimating
- budgeting and costing
- reporting progress
- managing funds
- controlling changes
- WBS is useful and powerful project management tool because of its wide applicability, diversity, and flexibility

## Top-to-Bottom Approach 

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- Top-to-Bottom Approach

- The WBS can be developed from top-to-bottom or from bottom-to-top
- Begins with identifying only the major project deliverables, requirements or objectives, as opposed to starting with the most detailed, lowest level work elements in the bottom-to-top approach

- The WBS can be developed from top-to-bottom or from bottom-to-top

## Top-to-Bottom Approach (cont.)

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- Program Manager identifies and defines all major project requirements, tasks or deliverables
- Groups similar units
- Divides requirements into smaller, more defined elements until a work scope, schedule, and cost can be assigned to each element
- Number of levels depends on the project’s size and complexity, technical uncertainty, organizational constraints, and contractor management’s assessment of need.

## Top-to-Bottom Approach (cont.)

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- In all cases, the WBS is a living document that changes as a project’s scope and needs evolve

- “Top-down” WBS is organized:
- Project at the top
- Levels indicate dependence and interconnectedness
- Level 2 indicates the different processes associated with development
- Numbering system; tasks are further broken down into their parts

## WBS Development 

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- WBS Development

- Each element of the WBS is assigned its own numerical code to identify it throughout the life of the project.
- Coding system is hierarchical and represents the logical connection between an element and lower level subordinate elements (e.g., 1.0, 1.1, 1.1.1, 1.1.2, 1.2, etc.)

## WBS Dictionary 

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- WBS Dictionary

- Definition: A set of specific definitions that thoroughly describe the scope of each work element identified in the WBS
- Defines each WBS element down to the control account or work package level in terms of the content of the work to be performed.

## WBS Dictionary (cont.)

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- Comprised of two components:
- A tabular summary of the dictionary elements cross-referenced to the WBS indenture level, the WBS revision, the element title, the project contractor WBS code, the contractor’s accounting code
- A work element dictionary sheet that provides the title of the work element, the project contractor WBS and the contractor’s accounting codes, the budget and reporting number, and a detailed description of the work to be performed by this element

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- Topic 4- Review

## Key Points

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- Let’s review the learning objectives on Core Management Skills and Processes.

- Explain how internal and external program/project technical reviews are used.
- Define phased inputs and outputs.
- Discuss the process used for planning for total life cycle system management (Integrated Master Plan).

## Key Points (cont.)

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- Identify the congressional process for allocation of funds for government acquisitions.
- Describe the process that is used to develop a Work Breakdown structure.

- Let’s review the learning objectives on Core Management Skills and Processes. (continued)

## Key Points (cont.)

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- Acquisition Strategy** **is a comprehensive, integrated plan that identifies the acquisition approach, and describes the business, technical, and support strategies that management will follow to manage program risks and meet program objectives.

## Key Points (cont.)

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- The Integrated Master Plan (IMP), which is an event-based plan that identifies the work that must be accomplished to complete the key program activities and events.
- The key principle of Integrated Product and Process Development (IPPD) is Event-Driven Scheduling which relates program events to their accomplishments and accomplishment criteria.
- IMP is the tool that identifies these key events, accomplishments, and criteria.

## Key Points (cont.)

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- Section 1 – Introduction,
- Section 2 – IMP (Events, Accomplishments, and Criteria),
- Section 3 – IMP Narratives (if required), and
- Section 4 – Glossary.

- The most important sections of an IMP or organized as follows:

## Key Points (cont.)

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- Technical Reviews
- They are used to demonstrate progress, ensure issues have been resolved, verify the expected maturity of solutions and confirm that risks are acceptable.

## Key Points (cont.)

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- The Integrated Master Schedule
- A networked, multilayered schedule directly traceable to the IMP and other documentation (e.g., Work Breakdown Structure, Statement of Work).
- The event-based IMP is expanded in the time-based IMS to show all the detailed tasks required to accomplish the work effort contained in IMP

## Key Points (cont.)

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- In all programs, there are tradeoffs between cost, schedule, and performance.
- The best schedule supports the best trade-off between these competing demands, taking into account the risks and impact of each tradeoff.
- Should be specified to include such things as:  software applications to be used; the formats for displays; the type of symbols to be used.
- Clear lines of authority and responsibility should also be established.

## Key Points (cont.)

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- There are five different steps/processes for preparing program schedules:
- Identify the Tasks
- Sequence the Tasks
- Estimate the Task Durations
- Construct the Schedule
- Implement Schedule Control

## Key Points (cont.)

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- Project Work Breakdown Structure (WBS) is a deliverable or product-oriented grouping of project work elements shown in graphical display to organize and subdivide the total work scope of a project.
- It is also the cornerstone of effective project planning, execution, controlling, statusing, and reporting.
- It is used as a management tool throughout the life cycle to identify, assign, and track its total work scope.
- Two types or levels of WBSs that are developed to correspond to different needs:  the Project Summary WBS and the Contractor WBS.