Jeff Sestokas November 10, 2009 ARA Project Manager Course Introduction Project Management for ARA...
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Transcript of Jeff Sestokas November 10, 2009 ARA Project Manager Course Introduction Project Management for ARA...
Jeff SestokasNovember 10, 2009
ARA Project Manager ARA Project Manager Course IntroductionCourse Introduction
Project Management for ARA Engineers and Scientists
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OverviewOverview Administrative Information Desired Learning Objectives (DLOs) for the PM Course Why do we Need a Program Manger’s Course? PM Course Overview “Cradle to Grave” Roadmap of a Successful Program Introduction of Instructors
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Administrative InfoAdministrative Info
Meals (breakfast and lunch) and Thursday “Graduation” Dinner
Logistics and locations How to access wireless, supplies, etc. Other details wrt to logistics and
activities outside of class Workbooks/Handouts, CD of course
materials, other resources provided
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PM Course Desired Learning ObjectivesPM Course Desired Learning Objectives
Train qualified Project Managers and Principal Investigators Instill the ARA culture for excellence in Project Management,
Technical Performance and Marketing Learn applicable tools/processes and best practices that can
be adapted for any project, regardless of size, duration and complexity
Provide team building opportunities and interactions
Have Fun!Have Fun!
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Why Do We Need an ARA Project Why Do We Need an ARA Project Manager’s Course?Manager’s Course?
The Current Environment – the competition is tough! • ARA is now a large business competing with SAIC, Northrop
Grumman, Lockheed Martin, etc.
• ARA is seeking larger prime contracts
ARA’s PM is the Key to our Success• ARA continues to lean on the PM as we grow
• Share tools and success experience with new PMs
• Formal PM training provides mechanism to share proven approaches
The 30 Years of ARA’s Reputation is in YOUR Hands!The 30 Years of ARA’s Reputation is in YOUR Hands!
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Why Do We Need an ARA Project Why Do We Need an ARA Project Manager’s Course?Manager’s Course?
Our Customers are Requiring Best Practice Management Approaches• Integrated Master Plans, integrated
Master Schedules, tailored Earned Value Management, etc. for middle and large programs
• Proven Best Practices influence award decisions
• Past Performance Evaluations: significant influence on new award decisions
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Industry Best Practices Expected for S/W Industry Best Practices Expected for S/W Development -- CMMI Development -- CMMI
ARA has developed a standard Project Life-Cycle – CMMI Level 3• Phases have standardized set of work products• Milestones ensure phases are complete• Flexible to match up with customer needs
Scoping &Planning
DesignAnalysisImplementation
& IntegrationAcceptance& Release
Testing
ProjectAward
SoftwareRequirements
Review
Prelim.DesignReview
CriticalDesignReview
TestReadiness
Review
AcceptanceTest
Release
Phases
Milestones
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Project Planning Management Process Project Planning Management Process Required for CMMIRequired for CMMI
Project Objectives/Goals Requirements Project Organization Task Definition Schedule Cost Resource Requirements For Projects with a Significant
Software Element:• Software Processes• Software Standards• Software Development/Test
Environment
• Software Licenses
For Projects with a Significant Hardware Element:
• Laboratory Processes• Safety Procedures• Hardware Test
Development/Environment
• Production/Inspection Processes
Documentation Risk Analysis and Reduction Training Project Constraints Product QA and Process QA Configuration Management Security
This PM course will show how to link the Master Plan, the This PM course will show how to link the Master Plan, the Master Schedule and the Program ControlMaster Schedule and the Program Control
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Five Elements for Program ManagementFive Elements for Program Management1. Organization: Define contractual effort and assign responsibility for work.
2. Planning and Budgeting: Plan, schedule, budget and authorize work.
3. Cost Reporting: Accumulate cost of work and material.
4. Analysis: Compare planned and actual costs to performance and analyze variances. Develop estimates of final cost.
5. Close Out: Ensure within cost and schedule and market follow-on efforts.
Work Breakdown Structure (WBS)
Program Organization
Task Definition
SchedulesBudget (Resource Loaded Network)
Cost Reporting
Performance Measurement
Variance Analysis Reports (VAR)
Estimate at Completion (EAC)
Close Out
Performance Measurement
Close Out
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PM Course OverviewPM Course Overview PM Responsibilities Define the Program Structure
• Review SOW Scope• Design the Work Breakdown Structure (WBS) – Driven by SOW
Design the Team Organization• Driven by WBS or by Customer
(Integrated Product Team [IPT], Contract Requirements, etc.)
• Driven by Size of Project or Cost
Design the Plan and Schedule• Integrated Master Plan• Integrated Master Schedule
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PM Course OverviewPM Course Overview Estimate the Budget and Cost
• Identify the Staff and Resources• Estimating Methods to Develop Costs• Use WBS and Staffing to Budget and do a Pre-Cost Proposal – ROM
– Within Customer’s Bogey
Develop the “Real” Program Plan after Winning the Proposal Manage and Lead with Excellence
• Program Control and Performance Measurement• Cost and Schedule Variance Analysis
Simulation-Based Exercises for 35% and 65% Quality Reviews
Closing Out the Project
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Detailed Agenda in WorkbooksDetailed Agenda in Workbooks
Table of Contents/Agenda – Day ONE Day Time Chapt Description Desired Learning Objectives (DLO) K C Ap An S E ONE 0800 1 Introduction and Overview of Course PM Course DLOs
Train qualified project Managers and Principal Investigators
+
Instill the ARA Culture for Project Management, Technical Excellence and Marketing
+ +
Provide applicable tools and processes that can be adapted for any project regardless of size, time duration and complexity.
+ +
Overview; 1. Why an ARA PM Course?. 2. . Administrative details 3. Agenda 4.. Elements of Program Management 6. Course Roadmap; Designing the Program Structure, Schedule and Cost
Session DLOs Understand the complexity and
importance of the program manager role at ARA
Gain insight into how the various parts of the PM Course provide a foundation for ARA Project Managers.
Gain an appreciation for the critical responsibility that PM have on ARA’s reputation and future success.
+ + +
+ + +
0830 2 PM Responsibilities Introduction to PM Handbook (pre-requisite reading) + +
K – Knowledge
C – Comprehension
Ap – Application
An – Analysis
S – Synthesis
E - Evaluation
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Roadmap: “Cradle to Grave” of a ProgramRoadmap: “Cradle to Grave” of a ProgramRFP
ReceivedProposal Submitted
Contract Award
Draft IMP/IMS
IMP/IMS
Review SOW, Tech Reqmnts, CDRL
Reqmnts, etc.
Define WBS and Identify Team
Structure
Define Program Baseline (Draft IMP
and IMS)
Determine Staffing and Develop
Responsibility Assignment Matrix
Tailor/Document Program Processes
(i.e., Program Control, EVMS, etc.)
Identify Schedule/Cost/ Technical Risks
Develop Program Schedules
Establish Program/Metrics
IMP/IMS
Cost Proposal
Program Plan with Program Structure,
Schedule, Cost Estimates (update
as required)
Blue Team Review
Project Plan Approval
Q&A’s
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Roadmap: “Cradle to Grave” of a ProgramRoadmap: “Cradle to Grave” of a ProgramProject Plan Approved
Regular Staff Mtg.
35 and 65% Reviews
Customer Reviews
Final ReportClose out of Project
Customer Feedback
Celebrate!
Leadership of Management and Technical Effort
Execute Program Control, EVMS, Cost
Reporting, etc.
Manage Schedule/Cost/ Technical Risks
Update Program Schedules
Performance Measurements
Customer Feedback
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Intro and Bios of InstructorsIntro and Bios of Instructors Don Cole – 30+ years of project
management experience with 15 years specifically in the test and evaluation field with task order projects of $45 million over five year increments.
Felix Sanchez – 30+ years of project management and acquisition experience, with large program execution and large proposal experience. Certified Defense Acquisition PM Level III.
Kathy Daniels – 20+ years experience in the government contract field.
Seasoned InstructorsSeasoned Instructors Roman EngineeringTime tested experience