Transcript No Slide Title

Program Independent
Assessment (PIA)
Joe Kusick
SAS Senior Manager, Program Independent Assessment
Chairman, Raytheon EVMS Council
November 18, 2002
Presented to the 14th Annual International Integrated Program
Management Conference
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Agenda
 Program Independent Assessment (PIA) Goals
 Objectives
 Benefits
 PIA Process
 Key Focus Areas
 Summary
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Goals
 Early identification of program execution problems
 Facilitation and completion of the program closure planning process
to mitigate program risk and meet and exceed program objectives
 Program execution that meets and exceeds customer and company
requirements in terms of schedule, cost and technical objectives
ensuring customer delight and program profitability that meets and
exceeds business expectations
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Objectives

Provide knowledge transfer that is both tacit
and explicit to the program leadership team so
that the IPDS process if followed

Provide leading indicators to the program
leadership and execution team to facilitate the
IPDS process

Improve the Raytheon Company financial
position by working with the program
execution team to identify those opportunities
and methodologies to reduce program cycle
time, improve efficiencies and reduce waste
through cost avoidance and recovery
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Benefits
 Program execution that is predictable to ensure that what is
promised to our customers, shareholders and employees is
delivered
 A program leadership team that
has the knowledge, both tacit
and explicit, to execute a program,
meet objectives, and grow the
business by delighting the customer
 Career growth fueled by knowledge
and performance and the
satisfaction that the leadership
team is succeeding
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PIA Process
 PIA Triggering Mechanisms
•
•
Strategic implications to the Enterprise
Significant customer or senior management issues or concerns
— “Show cause” letters, termination for
default, poor cost, schedule,
technical performance
•
Randomly selected reviews of the
business’s programs to assess the
health of the organization
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PIA Process (Cont.)
 PIAs shall be comprised of program independent experts from within
and external to Raytheon
• The PIA experts will be responsible to identify program issues and determine
•
root cause and corrective action in conjunction with the program leadership
team
The PIA experts will facilitate:
—
IPDS Gate Success Criteria
and Attributes
• Enter/Exit Criteria
• Graded Pass/Fail Criteria
—
Risk Planning
—
Closure Planning
—
Program “report out”
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PIA Process (Cont.)
 The PIA experts will facilitate:
•
•
Program closure planning “follow up”
Program Health Assessment
— “Look Ahead”
— Current Operations(Program Health Assessment)
 Most important, the PIA experts will facilitate
knowledge transfer for each major phase of
the program life cycle to the program
leadership team
• Tacit Knowledge
• Explicit Knowledge
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Key Focus Areas
Customer Issues
• Cost
• Schedule
• Technical
 Financial Status
• Funding
• Cash Flow
• Profitability
 People, Processes, and Tools
• Knowledge
• Software
• Hardware
• Resource Availability
• “Rice Bowl” Issue Resolution

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Key Focus Areas
 Contractual Issues
• Definitized/Undefinitized work
 Technical Requirements
 Adherence to IPDS
 Projected Performance
• Design to Unit Production Cost
• Profitablity
• Customer Satisfaction
• Overall Program Health
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Key Lessons Learned

Understand the mission, adequately
fund the contract, work to realistic
schedules, educate the
customer/contractor team

The probability of success of a
program is determined by the
realism by the customer and the
contractor during the proposal
phase; and the robustness of the
initial program plan after contract
award

Improve the discipline in utilizing the
IPDS process. Ensure that the IPDS
“Gates” are followed
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Recent Program Independent Assessment’s
 APEX Goleta “Go Live”
•
Government DCMA (Roger Christiansen) Stated that the “ PIA performed at
Goleta focused the Raytheon Government team on the critical items to achieve
program implementation success. The PIA made both Government and Raytheon
lead personnel aware of the program management tools available to deal with risk,
opportunity planning, the lines of communication, and a closed loop corrective
action process. The PIA was a valuable tool to facilitate the transfer of knowledge
that lead to successful program execution”.
 Space Imaging Contracts
•
Outcome: Refocusing of program execution teams on core program management
principles to meet reported EAC objectives
 Navy
•
Radar Contracts
Improved Performance to the Program Management Contractual Baseline,
avoided a Nunn-McCurdy Breach
 Other Programs where PIA’s enhanced the Program Execution Team’s
probability of success: DD(X), AN-TPQ 47 Firefinder, ADS, TFC,
CACS2, PAWS 2, AESA and several NRO programs.
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Summary
 PIA’s will ensure the probability that a Program Plan is
• Integrated
• Achievable
• Profitable
 The resulting program execution satisfies and delights
the customer facilitating Business growth
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