NDIA - ICPM Program Planning and Scheduling Subcommittee Program Planning and Scheduling Subcommittee (PPSS) Update Presented by: Ms Lil Vayhinger and Ms Rebecca Davies 13 January.
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NDIA - ICPM Program Planning and Scheduling Subcommittee Program Planning and Scheduling Subcommittee (PPSS) Update Presented by: Ms Lil Vayhinger and Ms Rebecca Davies 13 January 2010 PPSS Near Term Focus Areas PPSS • A key PPSS deliverable is a joint industry and DoD schedule management implementation guide DRAFT Guide Purpose/Usage: PURPOSE: The purpose of this guidebook is to provide a cohesive awareness of the project planning and scheduling environment in which major acquisition programs operate. It also provides an understanding of the requirements and expectations of those in the program planning and scheduling competency USAGE: This guide provides the new or experienced master planner with the concept of operations (CONOPS) for Planning and Scheduling. It also identifies knowledge, awareness, processes, and tools expectations that enable the user to achieve reasonable consistency and a standardized approach to project planning and scheduling. This guide assumes positive intent by the user to adequately and appropriately implement project planning and scheduling on his/her program(s). 2 Schedule Management Implementation Guide Status PPSS • Guide outline co-developed by Government/Industry – Feedback from PPSS members incorporated – Guide framework completed (e.g. expectations, formatting, writing guidance, references defined) – Outline assignments/schedule for release will be reviewed at today’s PPSS meeting Great Collaboration by DoD and Industry 3 Generally Accepted Scheduling Principles (GASP) Status PPSS • GASP narratives finalized – Collaborative product developed by joint Industry/Government team – GASP now includes an essential statement and a detailed narrative – AF PM&AE has used GASP as framework for quick-look schedule assessments – Concise product that is easily understood – Initial feedback has been positive Simple and Effective Management Tool 4 Summary PPSS • The PPSS is making good progress thanks to the Government/Industry focus and collaboration • PPSS products are targeted for completion and implemented within two years (Q3/4 2011) • Operating framework now in use (Generally Accepted Scheduling Principles) 5 PPSS Back-Up 6 PPSS PPSS Governance and Membership The PPSS is governed by a Management Team, led by Industry and DoD Co-Chairs Name (First) Name (Last) Management Team Becky Davies (Co-Chair) Lil Vayhinger (Co-Chair) Carol Boser Dave Burgess Technical Group Government: Ivan Joe Luis Donna Dave Fred Chris Rob Dave Keith John Jesse Beau Industry: Ray Mark Jim Tim Steve Yancy Sung Soon David Pete Service/Company AF Director, Program Mgmt & Acquisition Excellence VP, Raytheon Missiles, Program Mgt Excellence VP, Lockheed Martin, Program Performance NAVAIR, Director Air 4.2 Bembers Chang Contreras Holden Kester Meyer Mushrush Pratt Rutter Samuels Scaparro Stewart Willis NGA - Intelligence Agency Ferrarin Goumas Lonsdale McLaughlin Palmer Qualls Stultz Treacy Wynne BAE Systems NA, Master Planning Manager (Electronics) DAU AzTech in support of SAF/AQ DCMA DCMA SAF/AQ NAVAIR - Deputy, 4.2 Cost Department DAU AzTech in support of SAF/AQ Army - Branch Chief, Acquisition NAVAIR DAU Navy - Director, ASN-RDA (EVMS) Sikorsky Military Systems - Director, Business Mgmt Pratt & Whitney, Director Boeing, Director - Integrated Scheduling Northrop Grumman, Corp Director, Program Performance Bell Helicopter, Manager, Integrated Program Scheduling Rockwell Collins, Director Government Systems NDIA, PMSC Schedule Working Group Lockheed Martin, Director Program Performance Phone Email 703-253-1333 [email protected] 520-794-2824 [email protected] 407-342-4182 [email protected] [email protected] [email protected] 703-805-2537 [email protected] 949-842-1193 [email protected] [email protected] [email protected] [email protected] 301-342-2396 [email protected] 703-805-4482 [email protected] 717-418-5849 [email protected] 703-604-7439 [email protected] [email protected] 703-805-4616 [email protected] 703-418-1960 [email protected] 603-885-3414 203-386-3751 860-557-0214 314-777-9280 858-592-3438 [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] 319-295-3849 [email protected] 703-623-4534 [email protected] 817-308-5585 [email protected] 7 PPSS PPSS CHARTER SUMMARY 8 PPSS Charter Summary PPSS • The purpose of the PPSS is to define, develop and implement solutions to improve the program planning and execution practices throughout Industry and DoD – The initial focus will be on gaining consistency, predictability and usefulness of program schedules • Specific deliverable products have been indentified as part of the charter: – Develop a joint Industry and DoD schedule management implementation guide – Develop a joint training curriculum for all levels of Industry and DoD management – Develop approach to favorably influence recruiting, training and retention of planning talent – Sponsor an Industry Day for DoD consultants and software tool vendors – Develop a joint cultural change management plan to be implemented across Industry and DoD 9 PPSS GASP NARRATIVES 10 GASP Narratives PPSS The GASP can be Summarized into these Essential Statements 1. Complete: The schedule captures the entire discrete, authorized project effort from start through completion. 2. Traceable: The schedule logic is horizontally and vertically integrated with crossreferences to key documents and tools. 3. Transparent: The schedule provides visibility to assure it is complete, traceable, has documented assumptions, & provides full disclosure of program status and forecast. 4. Statused: The schedule has accurate progress through the status date. 5. Predictive: The schedule provides meaningful critical paths and accurate forecasts for remaining work through program completion. 6. Usable: The schedule is an indispensable tool for timely and effective management decisions and actions. 7. Resourced: The schedule aligns with actual and projected resource availability. 8. Controlled: The schedule is built, baselined, and maintained using a stable, repeatable, and documented process. 11 GASP as a Schedule Assessment Tool PPSS EXECUTIVE SUMMARY Quick Look Conclusion: The IMS received from the XXXXX Program (Status Date: September 25th, 2009) represents considerable effort on behalf of the scheduling team and program management. After assessing the IMS, there are numerous opportunities to improve the IMS validity and effectiveness. Using the PM&AE IMS Quick Look 1 Assessment following the Generally Accepted Scheduling Principles (GASP) , the conclusion is that this schedule is inadequate in six of the eight scheduling principles with two principles requiring additional data to assess. Thus, the IMS data is insufficient to enable critical path analysis or a Schedule Risk Assessment (SRA). To improve the schedule would entail significant effort by the program team to produce meaningful IMS progress and predictive capability. Note: The PM&AE team received one XXX schedule file. This assessment was made without benefit of more details on the schedule architecture, methods, tools used and key documents (e.g. a contract, SOW, Integrated Master Plan [IMP]). Next Steps for Achieving a Valid and Effective IMS: 1. 2. 1 The following table summarizes the key pros, cons, and necessary actions to achieve a viable IMS. Upon review of this table, please contact the PM&AE team (Fred Meyer, [email protected]) to conduct a webinar with the program team to review the findings and recommended actions. GASP dated 11/17/2009. 12 GASP as a Schedule Assessment Tool PPSS Generally Accepted Scheduling Principle (GASP) Complete Schedules represent authorized discrete effort for the entire contract, with essential subcontracted or other external work or milestones integrated yet distinguishable from internal work. Traceable Schedules reflect realistic & meaningful network logic that horizontally & vertically integrates the likely sequence for program execution. Schedules are coded to relate tasks or milestones to source or dependent documents, tools, & responsible organizations. Pros The IMS contains nearly 6,000 tasks. Pros Cons Actions The IMS has no apparent SOW, IMP, or other references to confirm completeness. Furthermore, 171 (17%) of the incomplete tasks have durations of greater than 60 days. The highest task duration (UNID 4469) is 1,184 working days. 33 incomplete "On Hold" tasks exist without explanation. Cons 399 (27%) of the incomplete tasks & milestones are missing logic (predecessors & successors). Add SOW, IMP, Earned Value Methods. Assure that the IMS is aligned to the SOW. Indicate planning packages vs. discrete work & assure tasks are sufficiently detailplanned. Properly status or remove "On Hold" tasks. Actions Determine appropriate predecessors or successors for tasks missing logic 13