K.pagel.beene
- 1. Project Management Approach to Source Evaluation Boards Presented to: NASA Project Management Challenge February 26-27, 2008 K. Lee Pagel and Vanessa Beene 1
- 2. Purpose and Objectives • Discuss initiative at Johnson Space Center to align SEB processes to project management principles: – Sources of Feedback – Results of Feedback – The Project Cycle – Project Management Elements • Common Vocabulary • Teamwork • The Project Cycle • Requirements • Project Planning & Control • Discuss other source selection initiatives currently underway at JSC 2
- 3. Acknowledgement • The model for project management used in this presentation is taken from Visualizing Project Management, by Forsberg, Moog, and Cotterman. 3
- 4. Sources of Feedback • Receiving extensive feedback on Acquisition process: – Routine feedback sought from Industry at public events (Industry Day, Pre-proposal conferences) – Benchmarking activities with industry over the last year – Routine lessons learned gleaned from exiting SEB Chairs – Internal assessment from JSC Office of Analysis and Assessment (OAA) on Source Selection process and procurement processes – Included assessment by Booz Allen Hamilton, comparing JSC to other procuring organizations – Anonymous survey data from procurement employees • Still digesting this enormous volume of information. Some highlights: – Early requirements definition critical – Schedule management needs work – Review process needs examination • Knowledge capture initiative – Assign exiting COs after completion of source board to APAT for short period of time • Update templates, work instructions with latest experience • Assist in counseling incoming Chairs, COs on how-to info – Establishing lessons learned database – Considering ways to solicit lessons learned info real-time from Chairs and COs during SEB 4
- 5. Results of Feedback – Some Themes • SEB Chairs are schedule-focused, and process- frustrated – Process is unknown – Attempts to understand the process highlight the variations – Responsible for schedule, yet lacking control of stages of the process (like reviews) • They expressed a strong desire for – Consistency – Templates of standard products – Some semblance of control over external activities – Understanding of the full cycle 5
- 6. “What is to be done?” • Caveat – A lot of excellent work has already been done • Since most SEB Chairs come from Project Management: – Visualized the SEB Cycle as a project – Considered our team, Acquisition Planning Advisory Team, as managers of a group of project managers – Modeled our role as: • Facilitators of the “Project” (SEB) Cycle • Owners of certain scarce resources • Owners of certain mandatory processes (FAR, Center Procedures) • Provider of tools, training, logistics, and experience • Repackaged procedures and initiatives • Designing new activities where gaps are perceived 6
- 7. Common Vocabulary • Establish generic WBS for SEBs – Utilize in preparing generic master schedule template – Build a WBS dictionary over time, providing common definition for SEB-related terms • Provide starting point for common documents – Templates for PSM, Comp Range, Source Selection – Do not provide “cold” to SEBs, provide with advice – Emphasize that a template is a starting point, not the end • Build vocabulary through exposure – Common training, both basic SEB class and just-in-time training modules 7
- 8. Teamwork • In order to include reviewers (procurement and legal) in the “team,” need to consider imbedded reviewers – Dependent on reviewer resources – For JSC Acquisition Planning and Advisory Team (APAT), we are attempting to establish one person that is assigned to an SEB, but not imbedded • Well defined responsibilities enhances the growth of mutual respect – Activity underway to define the roles and responsibilities of reviewers in the JSC procurement process – Carefully define the standards for SEB products: Findings, Reports, Presentations • Good initial product reduces review time, increases respect on both sides of the review process • Tailor training packages and templates to emphasize product standards 8
- 9. The Project Cycle • Make Chairs aware of the SEB cycle – A Series of Gates – Accomplished through the master schedule template and WBS, which are major milestone- based – APAT counseling emphasizes both upcoming major milestone and how it fits into overall cycle • JSC has established new joint HQ/JSC concurrent review board for major SEB documents (Senior Advisory Review) 9
- 10. Requirements • For most source selections, the three most important things to remember are requirements, Requirements, REQUIREMENTS! • Requirement definition needs to begin earlier and demand more attention • Historically, the majority of schedule slips in SEBs occur at the beginning of the process, during requirements definition • Greater understanding of your need leads to – Better understanding of the contractor you want – Better definition of discriminators, that leads to better Section M – That leads to a focused, compact Section L and resulting proposals – Providing faster evaluation, review and selection. • To increase focus on this at JSC, we are establishing Requirements Development Teams (RDT) to address this critical issue earlier. • Using new Roadmap from SOMD/ESMD to assist in managing early stages of requirements planning • Considering training of procurement personnel in Systems Engineering basics to allow us to “sling the lingo” with our customers in this area 10
- 11. Multiplier Effect of Good Requirements Process Evaluation Results for that Requirement Proposal Evaluation Process for that Requirement Proposal Writing Process for that Requirement Section L Proposal Instruction for that Requirement Section M Selection Criteria for that Requirement Original Requirement 11
- 12. Project Planning and Control • Use master schedule template as starting point for new SEBs – APAT assists in customizing schedule for individual boards – Point out common bottlenecks on schedule • Common WBS provides resource planning for scarce resources (reviewers) • Routine reviews with Chairs maintain focus on current schedule performance and awareness of upcoming bottlenecks • This consistent approach to schedule will also yield detailed performance data for future analysis of the SEB process, permitting next wave of initiatives 12
- 13. Other SEB-related Initiatives at JSC • Blatantly “leveraging” from NASA best practices: – Utilizing Acquisition Evaluation Software (AES) developed at Goddard for evaluation tool (to replace FedSelect) – Utilizing Acquisition Planning Tool (APT) developed at Marshall to provide greater information earlier to industry planners • Increased staffing to APAT, emphasizing counseling and guidance role as a resource to SEB Chairs and COs • Established team web site to keep APAT activities consistent across SEBs • APAT calendar to assist reviewers in planning scarce resources • Strategic planning for logistics to SEB facilities – IT (printers, projectors, MS Project) – Upgrades to facilities (currently have 5 SEB buildings) – Applying consistent approach to logistics across all facilities • Integrate existing RBAM activities more closely to the project’s Risk management activities 13