Improving project performance presentation
Download as PPTX, PDF2 likes951 views
The document summarizes a presentation given in Phoenix, Arizona from February 26 to March 1, 2012 about improving Department of Energy project performance using the Department of Defense Integrated Master Plan. It discusses the five principles of successful project management, past performance issues at DOE, and how the Integrated Master Plan approach outlines milestones, accomplishments, and criteria to measure progress towards completion. The Integrated Master Plan provides a structured way to define what success looks like, how to achieve it, and how to measure progress through the project lifecycle.
![Past performance is less than
stellar
• GAO–07–336 Major Construction Projects Need
a Consistent Approach for Assessing
Technology Readiness to Avoid Cost Increases
and Delays [4]
• GAO–09–406 Contract and Project Management
Concerns at NNSA and Office of EM [5]
• GAO–08–1081 Nuclear Waste: Action Needed
to Improve Accountability and Management of
DOE’s Major Cleanup Projects [6]
3](https://image.slidesharecdn.com/12481final-130204115427-phpapp01/85/Improving-project-performance-presentation-3-320.jpg)
Improving project performance presentation
- 1. February 26 – March 1, 2012 Phoenix, Arizona Improving DOE Project Performance Using the DOD Integrated Master Plan 12481 Glen B. Alleman and Michael R. Nosbisch, Project Time & Cost
- 2. Five Immutable Principles of Successful Project Management • What does Done look like? • How do we get to Done? • Do we have enough time, money, and resources to reach Done? • What impediment will we encounter along the way to Done? • How can we measure progress to Done? 2
- 3. Past performance is less than stellar • GAO–07–336 Major Construction Projects Need a Consistent Approach for Assessing Technology Readiness to Avoid Cost Increases and Delays [4] • GAO–09–406 Contract and Project Management Concerns at NNSA and Office of EM [5] • GAO–08–1081 Nuclear Waste: Action Needed to Improve Accountability and Management of DOE’s Major Cleanup Projects [6] 3
- 4. The Solution Was In Hand in 2003 • Bob Card’s memo proposed the use of the Integrated Master Plan • 6.5.1 of this memo called out measures needed to answer the critical question: How long are we willing to wait before we find out we are late? 4
- 5. The Department of Defense Guidance • Step by step guidance for constructing and using the Integrated Master Plan (IMP) • DoD applies the IMP to major acquisitions that involve multiple Integrated Product Teams (IPTs) with high risk and high reward outcomes 5
- 6. What is an IMP? • A contractually binding strategy for the successful completion of the program • The IMP describes the logical progression of the program through accomplishments and their criteria – Measured through increasing maturity of deliverables as they progress through a disciplined systems engineering process • These deliverables have units of measure meaningful to the decision makers 6
- 7. What Does The IMP Tell Us? • What does DONE look like? – Outcomes rather than effort • How do we get to DONE? – Tangible evidence of progress toward a capability or an outcome • What are the units of measure of progress to DONE? – Technical Performance Measures (TPMs) – Significant Accomplishments 7
- 8. What Does the IMP Look Like? • Program Events – Periodic assessments of the program’s maturity through reviews or physical demonstration • Initial Production Completed (IPC) • Significant Accomplishments – Exit Criteria for Program Events • Version 1 Kit Production and Delivery Completed • Accomplishment Criteria – Entry/exit criteria needed to produce the Significant Accomplishments • Version 1 Assembly/Integration/Test Completed 8
- 9. The Topology of the IMP/IMS • The IMP dictates the strategy for success • The IMS describes how to reach this success IMP Describes how the Major program milestones or assessment events that substantiate system capabilities will be maturity (initial, progress, or final). These milestones or assessment events delivered and Events deliver the specific capabilities for the system on planned dates. how these Milestones capabilities will be recognized Specified result, substantiating a Milestone or Event, that indicates Accomplishment maturity or progress for each product or process Definitive measures substantiating the Accomplishment maturity Criteria level. Completion of specific work that ensures closure of a specified Accomplishment IMS Work activities performed to produce the deliverables that Work Packages and Tasks fulfill the requirements that enable the capabilities Supplemental Schedules 9
- 10. The outcome of each Work Package is a tangible measureable The structure of a item, service, or product. Technical Performance Measures Integrated Master Plan (TPM) define the needed Measure of Performance (MoP). The TPM and MoP are the basis for fulfilling the Measure of Program Events Define the availability Effectiveness (MoE) for the customer. of a Capability at a point in The Accomplishments define the capabilities needed to fulfill time. the Mission Needs for the specific point in time of the project. • The maturity of these capabilities increase as the project progresses from left to right. Accomplishments Represent requirements that enable Capabilities. Criteria Represent Work Packages that deliver the Requirements. Work Work Work Package Package Package Work Work Work Package Package Package Work Work package Package
- 11. The Traceable Flow of Information about increasing maturity
- 12. 12
- 13. Relationships between the IMP Parts Measures the progress to plan using Physical & Complete at the Accomplishment Criteria (AC) and CWBS level Program Statement of CWBS Events Work Completed SA’s are Work structure entry criteria for aligned to Aligned Program Events SOW Significant Accomplishments Completed Work Packages are exit Defines Aligned Aligned criteria for Tasks Accomplishment CDRLs and Tasks Contained Criteria Aligned Deliverables Aligned in Work Packages Describes increasing Documents the product Work necessary to product maturity as 0/100 or maturity that is aligned with mature products EVMS SD guidance SOW and CWBS grouped by CWBS
- 14. Putting the IMP to Work? • Start with the WBS, SOW, SOO • Define incremental measures of increasing maturity of the deliverables – Technical performance measures – Retirement of risk – Alternative strategies through assessment of increasing maturity 14
- 15. The IMP within an IMS 15