Integrated Baseline

Reviews – Establishing a Common

Approach

Ewan Glen Bristol 26 February 2015

Presentation Agenda

Introduction

Integrated Baseline Review (IBR)

– Why? – Purpose, Objectives

– When? – What stage in a project

– Who? – Does it fit for you?

Approach to an IBR

– Overview of process

– The role of the PMO

• Before the review

• During the review

• After the review

– Benefits of the process

• For the project, PMO and customer

Link to Wider Assurance Activities

– Relationship to assurance organisation

– Maximising & sustaining benefit

Developing APM IBR Guide

– Who, what, when?

Summary

Questions

Integrated Baseline Review Experience

• Does anyone have experience of IBRs?

• Keep hand up if you were on the review team

Integrated Baseline Review – Why? Purpose

• The purpose of an Integrated Baseline Review is to achieve and/or maintain a project

and customer understanding of the content of the Performance Measurement Baseline

(PMB), the risks inherent in the PMB, and the management control processes that will

operate during it’s execution.

• It should confirm that:

– The PMB incorporates the entire scope of the project;

– The work is scheduled to meet the projects objectives;

– Risks are identified and are being managed;

– An appropriate amount and mix of resources have been assigned to accomplish all

requirements;

– Suitable management control processes are being implemented.

• This should provide both the project and its customer the assurance that valid and timely

performance data will be provided throughout the execution of the project.

Integrated Baseline Review – Why? The Performance Measurement Baseline

Time

Standard EVM Terminology

BCWS (PV) Budgeted Cost of Work Scheduled

(How much work should have been done)

BCWP (EV) Budgeted Cost of Work Performed

(How much work has actually been done)

ACWP (AC) Actual Cost of Work Performed

(How much the actual work done has cost)

SV Schedule Variance

= BCWP – BCWS

(A measure of project effectiveness)

CV Cost Variance

= BCWP – ACWP

(A measure of project efficiency)

£

ACWP

BCWP

PMB

SV

CV

BCWS

Time Now

Integrated Baseline Review – Why? Objectives

• Assumptions underlying the plan are

reasonable and documented.

• Project requirements have been

translated into appropriate breakdown

structures and authorised through

documents such as work breakdown

structure (WBS) and statement of work

(e.g. SOW).

• Project schedule key milestones are

identified and reflect a logical flow to

accomplish technical work scope

• The project organisation is identified and

a clear responsibility link to the WBS is

shown e.g. Responsibility Assignment

Matrix (RAM).

• The planned use of resources (budgets,

facilities, personnel, skills, etc.) reflects

availability and is sufficient to accomplish

the technical scope of work within

schedule constraints over the entire

performance period.

• Sub-contract effort and performance

reporting is integrated to the level that is

effective for project control.

• Earned Value Measurement techniques

applied are appropriate to the scope of

work being undertaken in order that

Project Performance data will reflect

project achievement during the entire

performance period.

Integrated Baseline Review - When? Project Control Reviews

Concept Preferred

Supplier(s) Development Delivery In Service

Down

Select

Contract

Award Acceptance

System

Review

Integrated

Baseline

Review

Demonstration

Review Provide customer

assurance that the

contractor has the

capability (process,

people, toolset) to meet

the requirements of

EVM reporting

Provide customer assurance that

the contractor’s Performance

Measurement Baseline (PMB) is

appropriate and well constructed

with sensible resources and

timescales

Provide customer assurance

and confirm that the

contractor’s Earned Value

Management System

(EVMS) is working correctly.

MoD – Acquisition Operating Framework

Integrated Baseline Review – Who? Who may benefit from an IBR?

Pro

ject

Du

rati

on

Project Cost

High

complexity

& risk Low

complexity

& risk

Low

complexity

& risk

High

complexity

& risk

Low

complexity

& risk

High

complexity

& risk

Low

complexity

& risk

Historically seen as

applicable to

projects of greater

complexity, risk, cost

and duration

BUT

The intent of the

review is applicable

to all projects

(Including where

EVM is not being

applied)

The portfolio benefits

from the improvements

delivered by the process

Integrated Baseline Review – Who? Applicability across Projects, Programmes & the Portfolio

Projects

Programmes

Can be broadened to

projects making up the

programme (with review

of programme layer)

IBRs have typically

focussed on projects

Portfolio

Benefits of IBR Process Project – PMO – Customer

Project

• Independent

confirmation that

baseline plans are

robust

• Opportunity to

identify gaps, areas

where improvements

could be achieved

PMO /

Organisation

• Early identification

of improvement

areas for projects

• Confirmation that a

project has the

requisite skills and is

in control

• Ability to share

learning with other

projects to benefit

wider programme

Customer

• Greater confidence

in delivery

• Greater

understanding of

project delivery

strategy and

organisation

Approach to an IBR Standards & Guidance

IBR Standards

• ANSI/EIA 748A – Earned Value Management Systems

• Earned Value Management: APM Guide for the UK

IBR Guidance

• ANSI/EIA-748A – Earned Value Management Systems Intent Guide

• DCMA SSOM – DoD, Defense Contract Management Agency, EVMS

Standard Surveillance Operating Manual

• A Guide to Conducting Integrated Baseline Reviews (MOD AOF guide)

Approach to an IBR Process Overview

Preparation

• Liaison with the project organisation

• IBR Handbook

• IBR Team training

• Project Self-assessment

Project In-brief

• Presentation on the project control system and PMB

•Story Board

Data Trace

• Desktop review of the project control information

Discussion preps

• IBR interview schedule

• Further data trace if required

IBR Discussions

• Interviews with CAMs and key project control stakeholders

IBR Out-brief

• IBR Team presentation on the findings of the IBR

• IBR Report

IBR Team Responsibility

• Should start 1-2 months before the review

• Should be collaborative

• Should include training of the IBR Team

• Outputs: IBR Handbook Project Team Responsibility

• Should provide the IBR Team with a good understanding of

the Project Control System

• Outputs: Presentation and Storyboard

Approach to an IBR Process

IBR Team Responsibility

• Can be 1 week to ½ day activity

• Desk top review of project control data

• Outputs: Issues to cover during discussions IBR Team Responsibility

• Staff chosen for discussions may be selected based

on data trace and In-brief findings

• Outputs: Discussion schedule and questions IBR Team Responsibility

• Can take 2 – 10 days

• The main element of the on-site review

• Outputs: Issues raised against review criteria IBR Team Responsibility

• The final element of the on-site review

• Issues are consolidated against review groupings

• Issues are characterised into CARs or Observations

• Outputs: Out-brief presentation and final report/CARs

Preparation

Project In-Brief

Data Trace

Discussion Preps

IBR Discussions

IBR Out-brief

Documentation review and data traces may start before the on-site review and

are likely to continue following the (on-site) in-brief.

Str

uctu

res

• Work Breakdown Structure

• Organisation Breakdown Structure

• Responsibility Assignment Matrix

• WBS Dictionary

Contr

ol A

ccount D

ocum

ents

• Work Authorisation Documents

• Control Account Plans

• Control Account Schedules / Supplier Schedules

• Terms of Reference

• Work Package Descriptions

Report

s

• EV Performance Reports

• Cost Performance Reports

• CPR1 – by WBS

• CPR2 – by OBS

• CPR3 – Baseline Change

• CPR4 – Resource

• CPR5 – Variance Analysis

• Trend Analysis

Pla

ns

• Project Management Plan

• EVM / Project Control Management Plan

• Plan on a Page

• Risk & Opportunity Management Plan

• Quality Management Plan

• Requirements Management Plan

• Subcontract Management Plan

• Configuration Management Plan

Oth

er

PC

S D

ocum

ents

• Project Control System Description or equivalent

• Contract (& any modifications)

• Contract Statement of Work

• Programme Master Schedule

• Baseline Change Documentation (Contractual or internal)

• Description of Product

• List of Major Subcontractors and Vendors

• Value of subcontracts/ purchase orders

Approach to an IBR Documentation Requirements

Approach to an IBR Scope

Typically against the APM EVM Guide or ANSI 748 Standard

Reciprocity agreement between them

Organisation

Scheduling/resourcing

Budget/Work Auth’n

Management Materials

Risk Management

Change Management

Managerial Analysis

Accounting

APM EVM

Guide / ANSI

748

IBR

DR

Approach to an IBR Level of Confusion

In-brief

Data traces

Project Staff

Discussions

Final Discussions

Write Up

Le

ve

l o

f C

on

fusio

n

Time

Also need to

consider the

forming, storming,

norming team

dynamic

Approach to an IBR Consolidation of Issues

Major Corrective Actions

Minor Corrective Actions

Observations

The Role of the PMO Before the review

Two

primary

roles

Supporting review

preparations

Supporting or conducting

the self-assessments

The Role of the PMO Before the review – Self Assessment & why to do it

The quality of the IBR In-

brief is highly variable

Need for greater intrusion

and investigation during

discussions

Risk of sub-optimal IBR

outcomes and CARs

Less

efficiency

Less

effectiveness

Preparation

Project In-Brief

Data Trace

Discussion Preps

IBR Discussions

IBR Out-brief

The Role of the PMO Before the review – Self Assessment requirement

A structured EVM

Assessment Tool

Enable Project Control Teams to assess their

EVM performance in

a structured manner

The EVM Compass

Need a

method to

support a

structured

approach to

the In-brief

……a shared

assessment

….. a more

collaborative

approach …

The Role of the PMO Before the review – The EVM Compass

The EVM Compass provides a mechanism to:

• Assess the current level of operational maturity

– Using a structured approach that is applicable across projects

– Provides a reference point for future improvement

• Establish a target performance level

– allowing the prioritisation of improvement actions to areas that will

provide the greatest short term return

The EVM Compass aims to measure

current performance with a view to

Improving Performance

The Role of the PMO Before the review – Benefits of PMO supported

self assessment

More collaborative activity during IBR Preparation

• Project Team Self Assessment against the Compass in

parallel with IBR Team preps

• Supporting the development of a more open In-brief

discussion

More focussed approach to data trace and IBR

discussions

• Data trace and discussion activities are focussed on

verification of Self-Assessment strengths and weaknesses

Less intrusive IBR discussions

• A need for fewer and less time consuming IBR discussions

to objectively verify Self Assessment strengths and

weaknesses against review criteria

More focussed IBR Outputs

• Self-assessment has already created the consolidation of

project control issues leading to more focussed and useful

outputs

Preparation

Project In-Brief

Data Trace

Discussion Preps

IBR Discussions

IBR Out-brief

The Role of the PMO During the review

Key question: Is the PMO within scope of

review or (supporting) conducting the review?

Review focus on People,

Process and Toolsets

Who owns them?

Independence from the

project(s) under review?

Generally PMO should be reviewed

… so where IBRs are driven by internal process

must consider how to manage this

The Role of the PMO After the review

Complete Actions

• Consider the intent of the action

• Seek sustainable solutions

• Perform root cause analysis

Share Lessons

• Ensure organisation learns from issues

• Pass the benefit to related projects

Sustain

• Embed changes in how the organisation operates

• Educate future PMs

Link to Wider Assurance Activities Relationship of IBR to assurance organisation

Within Projects-Programmes-Portfolios you equip people with the tools to do

their job and establish the environment in which they can deliver

• Assurance is the confirmation that they are using what you’ve given them

• Integrated Baseline Reviews ensure that what you’ve given them is right to deliver the

desired outcomes and can drive improvements across People, Process and Toolsets

Clearly written and

communicated processes

Access to tools to

enable delivery

Understanding of

the expected values

Understanding of the

expected behaviours

Trained and

empowered staff

Clear ownership

of assurance

Clear assurance

process Tracking

corrective actions

Consistent

enforcement

Continuous

improvement

Robust baseline(s)

Link to Wider Assurance Activities Maximising & sustaining the benefit

The IBR is part of the wider assurance suite that can be applied to a project

Following the IBR, organisations

should:

• Ensure process is updated to reflect

the change resulting from the review

findings

• Communicate process changes and

learning to other projects

• Continue to perform assurance

activities against the revised

processes

Developing APM IBR Guide

MOD IBR Guide

(DEVMIG origins, with

updates)

Experience of APM

Planning, Monitoring &

Control Specific Interest

Group

A Guide to

Integrated Baseline

Reviews (IBR)

Oct 15

Guidance has previously been Defence-centric

IBRs – establishing a common

approach

Increased confidence in successful delivery

Across Business

(via assurance)

Across Projects

(via PMO)

To IBRs (via

common guidance)

Common approach

to IBRs, across

organisations and

sectors

Common approach

across projects,

supported by a

PMO Common approach

to projects within an

organisation,

building on learning

from reviews

Presentation Agenda

Introduction

Integrated Baseline Review (IBR)

– Why? – Purpose, Objectives

– When? – What stage in a project

– Who? – Does it fit for you?

Approach to an IBR

– Overview of process

– The role of the PMO

• Before the review

• During the review

• After the review

– Benefits of the process

• For the project, PMO and customer

Link to Wider Assurance Activities

– Relationship to assurance organisation

– Maximising & sustaining benefit

Developing APM IBR Guide

– Who, what, when?

Summary

Questions

Thank you

Ewan Glen

Principal Consultant, Capability Manager

BMT Hi-Q Sigma Ltd

Mobile: 07747 011 703

Email: ewan.glen@bmt-hqs.com