In Part 1 of Prorgam Performance Management Using Essential View, the question of Why Do So Many Program Overspend and Overrun? was asked and the 5 Principles, 5 Practices presented and the 25 Essential Views of Program Success summarized in,
- Essential Views of the Integrated Program Management Reports,?when contractually required, DOD acquisition contractors must submit the IPMR's electronically IAW DID 81861. This data is necessary but not sufficient for successfully managing a program. This presentation is an overview of the Essential Views needed for success.
This 3-day workshop focuses on the?Essential Views of program performance data needed to increase the probability of program success.
- 0. Table of Contents - a three-day workshop on the Essential Views needed for program success.
- 1. Introduction - This briefing presents the activities needed to develop the Essential Views that provide visibility to program performance. With a credible Integrated Master Plan / Integrated Master Schedule (IMP/IMS), Measures of Effectiveness (MoE) and Performance (MoP) can be defined for Significant Accomplishments (SA) and Accomplishments (AC). With these measures, Key Performance Parameters (KPPs), Technical Performance Measures (TPMs), and risk-adjusted IMS can be developed, defining Earned Value Management data needed for the Integrated Performance Management Report (IPMR). These Essential Views provide the Government Program Manager the insight into program performance needed to increase the Probability of Program Success (PoPS).
- 2. Concept of the Essential Views - the motivation for the Essential Views is to increase the probability of program success through the data provided to the Integrated Program Management Report (IPMR), through Leading and Lagging Indicators, and other elements of the Performance Measurement Baseline. “Lagging Indicators” are data contained in the IPMR. This data must be verified for its credibility before any “leading indicators” can be used. “Leading Indicators” provide credible forecasts of cost and schedule, using the “Lagging Indicators” and other measures of effectiveness and performance.
- 3. TSAS WBS, The Work Breakdown Structure is the starting point for developing all other elements needed for the Performance Measurement Baseline. The TSAS WBS is defined using the MIL-STD?881C Appendix H for the UAV. From this, the details of the avionics subsystems will be used to develop the Integrated Master Plan and Integrated Master Schedule.
- 4. System of Systems, Complexity of Systems, and Cross-Cutting Functionality
- 5. Integrated Master Plan and Integrated Master Schedule, Complexity of the Integrated Master Plan
- 6. Build a Credible IMP - Building the IMP is a Systems Engineering activity. The Integrated Master Plan is the Program Architecture in the same way the hardware and software are the Product Architecture. Poor, weak, or unstructured Programmatic Architecture reduces the visibility to the Product Architecture’s cost and schedule performance measures connected with Technical Performance Measures.
- 7. 6 Steps to IMP Development - This step-by-step process needs to be followed carefully. The IMP has constructed one Program Event at a time – Left to Right in time. To do otherwise allows confusion and disconnection between Program Events to occur and dilutes our focus on defining what Done looks like for each Program Event.
- 8. Nuances to These Steps - Building the Program Event, to Significant Accomplishment, to Accomplishment decomposition is straightforward. For each Program Event, identify what are the needed Significant Accomplishments for the entry and exit criteria and the Accomplishment Criteria for the Work Packages that produce the AC.
- 9. Connecting IMP to Performance Measures - Assembling the IMS from the IMP appears to be a straightforward process – details the tasks that support the Accomplishment Criteria. However, some critical steps must be done correctly to end up with a risk-tolerant IMS.
- 10. First Pass at Building the IMP - Many contractors have work processes to do this. These steps are the guidance for contractors new to this process. With the RFP, the contract should be capable of the following steps to create the Integrated Master Plan and Integrated Master Schedule. We’ll build the IMP/IMS for the Government to compare the contractor's IMP in the proposal.
- 11. Developing the IMS from the IMP - The Integrated Master Schedule (IMS) is derived directly from the Integrated Master Plan’s Accomplishment Criteria (AC). The IMS shows the order in which the Work Packages must be performed to ensure the Accomplishment Criteria are completed within the defined Measures of Performance, the Key Performance Parameters, and the Technical Performance Measures.
- 12. Scheduling Best Practices - Building a credible cost baseline is problematic. Technical problems, process problems, political problems. However, a credible cost baseline is needed for a Credible Performance Measurement Baseline. Developing the Basis of Estimate is the starting point.
- 13. Developing the Cost Baseline - A Monte Carlo Simulation tool can model the naturally occurring uncertainties (Aleatory) in cost, schedule, and technical performance. The Event-Based uncertainties (Epistemic) require capture, modeling of their impacts, defining handling strategies, modeling the effectiveness of these handling efforts, and the residual risks, and their impacts of both the original risk and the residual risk on the program.
- 14. Managing in the Presence of Uncertainty - The naturally occurring uncertainties (Aleatory) in cost, schedule, and technical performance can be modeled in a Monte Carlo Simulation tool. The Event-Based uncertainties (Epistemic) require capture, modeling of their impacts, defining handling strategies, modeling the effectiveness of these handling efforts, and the residual risks, and their impacts of both the original risk and the residual risk on the program. The management of Uncertainty in cost, schedule, and technical performance and the Event-Based uncertainty and the resulting risk are both critical success factors for the programs. Risk Management starts with capturing Event-Based Risks and their impacts, then with modeling the normal work's statistical uncertainty.
- 15. Connecting the PMB to the IPMR - All the program performance data in the DI?MGMT?81861 is historical. This past performance data – by itself – is like driving in the rearview mirror. What is needed is Leading Indicators that can be derived from this past performance data.
- 16. Earned Value Management - Earned Value Management is the ‘best tool’ for managing large, complex acquisition programs. – Ashton Carter (USD, AT&L) 26 November 2009.
- 17. Building the IMP for PDR - With the background information so far, let’s build the IMP for the TSAS program, along with the Risk Register of the MoEs, MoPs, KPPs, and TPMs that must be discovered during each stage of IMP building.
- 18. Avionics PDR - With this background, let’s get started with the PDR Significant Accomplishments and their Accomplishment Criteria. We’ll focus on the Flight Avionics Systems embedded in the TSAS UAV. This allows us to build a “real” IMP in our limited time without all the complexities of the total system.
- 19. Root Cause Analysis - PARCA – Performance Assessments and Root Cause Analysis. The natural variances of a program need to be separated from the uncontrolled or possibly uncontrollable variances.
- 20. Bibliography - Knowledge is of two kinds. We know a subject ourselves or where we can find information about it. — Samuel Johnson
- 21. Background - Here’s the background for how we got to where we are with this briefing.
