integrated program & project management – a strategic...

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Gordon M. Kranz, President, Enlightened Integrated Program Management2017 Project Management Symposium

INTEGRATED PROGRAM & PROJECT MANAGEMENT A STRATEGIC APPROACH

Agenda

IPM Overview Managing to Business Objectives Hierarchical Decomposition of Work Measuring for Success A Few Examples

5/4/2017 2017 Enlightened Integrated Program Management, LLC All Rights Reserved 2

Integrated Project Management

Integrated Program Management (IPM) A disciplined approach for boosting project and program

performance. IPM integrates all stakeholder perspectives into a joint execution plan

providing cross functional situational awareness of a projects health and status

Key Characteristics Integrated Program Management is an environment of collaboration Structured communications plan clearly understood by all

stakeholders


The Process

5/4/2017 Integrated PM Training Slide 4 2017 Enlightened Integrated Program Management, LLC All Rights Reserved

Integrated Program Management


Managing to Business Objectives

Business Strategy and Objectives Drive the Work Success Matures / Changes the Objectives

Chief Engineer Example


Business Objectives Become the Premier Avionics Supplier for commercial and military applicationsCommercial Avionics Portfolio Maintain and grow commercial avionics business overseas

Gulfstream AvionicsDesign, build, test and install GulfStream Control and Displays, Navigation, Communications System

Airbus Avionics Peform technolgy resfresh on Airbus Navigation and Digital Map SystemsOther Commercial Aircraft

Military Avionics Portfolio Grow US military Avionics Business

C-17 AvionicsPerform Technology refresh of C-17 Navigation System to leverage latest GPS Satellite capabilities

JSF Avionics Design, Build, Test, and Install JSF C4ISR Computer

Simple ExampleBusiness

ObjectivesPortfolio

Portfolio

Projects

Projects


Key Components of IPM Business to Project Traceability

Hierarchical work decomposition Flow of technical objectives to task completion in the

Schedule Integrated Analysis of cost, schedule, technical, and risk


Disciplined project planning and execution ensure project and business objectives are met

Risk & Risk Assessment- Level of Detail- Program Oversight

level of detail

Technical- TPMs

- Specifications- Design docs

- Performance char.

Earned Value Cost and Schedule Status

WBSScheduleIMP / IMS

Traceability Centers around the Work Breakdown Structure (WBS)

5/4/2017 Integrated PM Training Slide 9

WBS is the common language between all project domains

2017 Enlightened Integrated Program Management, LLC All Rights Reserved

Program WBS Considerations


Interesting Observations / Considerations- Static model of the system

- Operational and Schedule Interdependencies are not shown

- Decomposed to Manageable Segments:- Software Development at Separate WBS Levels

(Supports Agile SW Development)- Considerations

- Cost, Schedule, Resources- Is Configuration Item?- Is sub-contracted?- Risk element that PM team needs visibility.

B.3 Work Breakdown Structure Levels Electronic SystemsWBS # Level Title WBS Dictionary

1 WBS Mission Computer SystemDesign, Build, and Test Ruggedized Mission Computer

1.1 WBS Mission Computer/ProcessingDesign, Build and Test Processing for C4ISR applicatio

1.1.1 WBS Mission Computer General Purpose Procure, test, and integrate off the shelf ruggedized processor. 2Ghz, 256G, etc

1.1.2 WBS Mission Computer Mass StorageDevelop embedded mass storage solid state drive 1 Terabyte

1.1.3 WBS Mission Computer Nework I/O Procure and integrated off the shelf ethernet

1.1.4 WBS Mission Computer Software Release Integrated Linux red hat, develop Built in Test, develop middleware network services.

1.1.5 WBS Mission Computer Integration, Asse Integrate and perform environmental testing

1.2 WBS Platform IntegrationSupport integration of the Mission Computer on to the Air Vehicle

1.3 WBS Systems EngineeringDevelop Specifications, Perform Requirements Traceability, Cnduct Technical Reviews

1.4 WBS Program ManagementConduct Monthly PMRs, Establish Risk Mgt Process, Develop Program Mgt Plan

1.5 WBS System Test and Evaluation1.6 WBS Training1.7 WBS Data1.8 WBS Peculiar Support Equipment1.9 WBS Common Support Equipment1.1 WBS Operational/Site Activation1.11 WBS Industrial Facilities1.12 WBS Initial Spares and Repair Parts


Time Phased PlanningTypical DoD Approach


Requirements

Design

Build

Test

Production

Event Based Planning Allows for Top Down Incremental Program Planning and Execution

SOW, WBS, Specifications

(Ref DAU)


Example Integrated Master Plan-> Integrated Master Schedule


Incremental IMS Maturity


Establishing Incremental Objective Criteria

SOW/Spec RAM IMP IMS

Contractor Shall Conduct Technical Reviews

Conduct SFR, PDR, CDR, TRR

Entrance and exit criteria for each event put into IMP (i.e. Specs baselined, etc.) Acceptance Criteria defined

Tasks associated with each Acceptant criteria defined with objective completion criteria associated with AC.

Mission Computer Shall Weight no more than 50lbs

Develop system component architecture. 50lbs allocated to each sub-system.

Each sub-system weight allocations estimated monthly. GPP = 3lbs

Perform trade studies, analysis on latest designProcure GPP to meet functionality and weights 3 lbs

Mission computer shall be able to support C4ISR Processing in a tactical environment

Develop System Functional Design

Develop sub-system specification

Complete Draft SpecReviewUpdateBaseline


Agile Traceability Example

NDIA An Industry Practice Guide for Agile on Earned Value Management Programs v1.1 March 31, 2017

- Roadmap Identifies Key Events (Releases)

- Establishes Backlog Priority

EPIC B EPIC E

EPIC IEPIC F

EPICS C,H

EPICS D, G

Feature A1

A2EPIC A

Product Backlog


Work Flows from Prioritized Backlog into Sprints

Program Status and Health are determined by cross functional analysis

Lets take a look at three domains Cost Schedule Risk Technical Performance Measures

Integrated Analysis


WBS

OBS

IMSBAC

BCWS

Technical Planning, Scheduling and Cost Estimation

Distribution of technical task create the time phased budget

Progress on tasks must relate to cost baseline

Accumulation of the estimates for each chunk of work

Planning and Estimation

Building the Time Phased Plan


Time Phased Risk Burn Down Plan

25

20

15

10

5

02016 Qtr1

2016 Qtr2

2016 Qtr3

2016 Qtr4

2017 Qtr1

2017 Qtr2

2017 Qtr3

2017 Qtr4

2018 Qtr1

2018 Qtr2

2018 Qtr3

2018 Qtr4

2019 Qtr1

2019 Qtr2

2019 Qtr3

Step #1234

1-Jun-1715-Nov-17 1-Jul-18

DescriptionEstablish Root CauseEvaluate Alternative ResolutionsSelect AlternativeImplement alternative

Start Date Stop Date15-May-16 20-Aug-1620-Aug-16 31-Jan-17

InprocessPendingPendingPending

31-Jan-17

Risk Burn Down

Risk

Sco

re

Status

1

2

3

4


Sheet1

Risk Burn Down

Risk Score

25

20

15

10

5

0

2016 Qtr1 2016 Qtr22016 Qtr32016 Qtr42017 Qtr12017 Qtr22017 Qtr32017 Qtr42018 Qtr12018 Qtr22018 Qtr32018 Qtr42019 Qtr12019 Qtr22019 Qtr3

Step #DescriptionStatusStart DateStop Date

1Establish Root CauseInprocess15-May-1620-Aug-16

2Evaluate Alternative ResolutionsPending20-Aug-1631-Jan-17

3Select AlternativePending31-Jan-171-Jun-17

4Implement alternativePending15-Nov-171-Jul-18

1

2

3

4

Time Phased TPM Estimates

Within Plan

Outside of Plan

Technical Tasks Defined in the Schedule are related to maturing design


Integrated Analysis Examples

25

20

15

10

5

02016 Qtr1

2016 Qtr2

2016 Qtr3

2016 Qtr4

2017 Qtr1

2017 Qtr2

2017 Qtr3

2017 Qtr4

2018 Qtr1

2018 Qtr2

2018 Qtr3

2018 Qtr4

2019 Qtr1

2019 Qtr2

2019 Qtr3

Step #1234

1-Jun-1715-Nov-17 1-Jul-18

DescriptionEstablish Root CauseEvaluate Alternative ResolutionsSelect AlternativeImplement alternative

Start Date Stop Date15-May-16 20-Aug-1620-Aug-16 31-Jan-17

InprocessPendingPendingPending

31-Jan-17

Risk Burn Down

Risk

Sco

re

Status

1

2

3

4

Risk

TechnicalCo

stSchedule


Business objectives establish direction and motivation. Disciplined IPM and integrated analysis provides insight to

health and status of the program. Health and Status of the Program informs business objectives.

Conclusion


QUESTIONS?

Gordon M. KranzEnlightened Integrated Program [email protected]@agileforgovernment.com


mailto:[email protected]:[email protected]

Integrated Program & Project Management A Strategic ApproachAgendaIntegrated Project ManagementThe ProcessIntegrated Program ManagementManaging to Business ObjectivesSimple ExampleKey Components of IPM Business to Project TraceabilityTraceability Centers around the Work Breakdown Structure (WBS)Program WBS ConsiderationsTime Phased PlanningTypical DoD ApproachExample Integrated Master Plan-> Integrated Master ScheduleIncremental IMS MaturityEstablishing Incremental Objective CriteriaAgile Traceability ExampleIntegrated AnalysisBuilding the Time Phased PlanTime Phased Risk Burn Down PlanTime Phased TPM EstimatesIntegrated Analysis ExamplesConclusionQuestions?

integrated program & project management – a strategic...

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