NDIA - ICPM Program Planning and Scheduling Subcommittee

Program Planning and Scheduling

Subcommittee (PPSS) Initiative

Presented by:Ms Lil Vayhinger and Ms Rebecca Davies

4 February 2010

Today’s Discussion

• National Defense Industrial Association (NDIA) Industrial Committee for Program Management (ICPM) overview

• The Program Planning and Scheduling Subcommittee (PPSS)

• PPSS charter

• Recent PPSS focus

• Generally Accepted Scheduling Principles (GASP)

• Scheduling Guide

• Summary

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PPSSPPSS

PPSS Established through the NDIA-ICPM

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• The NDIA-ICPM was established as a collaborative Industry and Government forum whose purpose is to address common program related issues

• NDIA-ICPM membership includes senior leadership from Industry, OSD and the Services

• The PPSS was established in response to a need recognized by the NDIA-ICPM that program planning and scheduling processes need to be consistently defined, standardized and improved across/between Industry and Government

PPSSPPSS

PPSS Charter

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Purpose • Define, develop and implement solutions to improve program

planning and execution practices throughout Industry and DoD. – Proper planning is vital to any program’s success and requires a

systematic process that captures projects requirements in an integrated master plan that is tied to an achievable schedule.

• The initial focus of the PPSS will be to develop products that improve the consistency, predictability and usefulness of program schedules.

PPSSPPSS

PPSS Charter

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Membership•Membership in the NDIA ICPM PPSS is by invitation.

•Industry participation will consist of a subset of represented ICPM corporate member executives. The NDIA PMSC Schedule Working Group is also represented. DoD participation will consist of a subset of the ICPM designated senior acquisition leaders.

•The Management Team will be led by Industry and includes DoD advisors. Those who are not members of the Management Team will serve on the Technical Team and are appointed at the discretion of the Management Team. The Technical Team will consist of Industry representatives and DoD advisors drawn from stakeholder organizations.

PPSSPPSS

PPSS Charter

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Name (First) Name (Last) Service/CompanyManagement TeamBecky Davies (Co-Chair) AF Director, Program Mgmt & Acquisition ExcellenceLil Vayhinger (Co-Chair) VP, Raytheon Missiles, Program Mgt ExcellenceCarol Boser VP, Lockheed Martin, Program PerformanceDave Burgess Director, NAVAIR Air 4.2Technical GroupGovernment:

Ivan Bembers NGA - Intelligence AgencyJoe Chang DAULuis Contreras AzTech in support of SAF/AQDonna Holden DCMADave Kester DCMAFred Meyer SAF/AQChris Mushrush NAVAIR - Deputy, 4.2 Cost DepartmentRob Pratt DAUDave Rutter AzTech in support of SAF/AQKeith Samuels Army - Branch Chief, AcquisitionJohn Scaparro NAVAIRJesse Stewart DAUBeau Willis Navy - Director, ASN-RDA (EVMS)Industry:

Ray Ferrarin BAE Systems NA, Master Planning Manager (Electronics)Mark Goumas Sikorsky Military Systems - Director, Business MgmtJim Lonsdale Pratt & Whitney, DirectorTim McLaughlin Boeing, Director - Integrated SchedulingSteve Palmer Northrop Grumman, Corp Director, Program PerformanceYancy Qualls Bell Helicopter, Manager, Integrated Program SchedulingSung Soon Stultz Rockwell Collins, Director Government SystemsDavid Treacy NDIA, PMSC Schedule Working GroupPete Wynne Lockheed Martin, Director Program Performance

Membership

PPSSPPSS

PPSS Charter

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Operations

•The Products of the PPSS are targeted for completion and implementation within two years.

•The PPSS will normally meet six times annually, at the discretion of the Management Team. The PPSS will out brief the NDIA ICPM following each subcommittee meeting.

•It may be necessary to enlist non-NDIA ICPM participants with unique experiences or talents to assist subcommittee efforts.

•The Industry leads shall maintain a listing of open action items. These items will be reviewed and updated at each subcommittee meeting.

PPSSPPSS

PPSS Charter

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Functions ProductsA. Examine existing planning and scheduling practices in

order to develop clear and consistent Industry and DoD definitions, guidance and processes for schedule planning, construction and use; schedule health analysis and metrics; and Schedule Risk Assessments.

Develop a joint Industry and DoD schedule management implementation guide to standardize key elements of schedule planning, construction and use.

B. Identify training gaps to develop and deploy consistent schedule training for all acquisition stakeholders, including Industry and DoD Executive Leadership and Industry and DoD Program Management Teams.

Develop a joint training curriculum for all levels of Industry and DoD management and maximize opportunities for joint training.

C. Develop strategies to recruit, train and retain planning and scheduling professionals. Assess the need to re-establish a planning and scheduling career path.

TBD.

D. Inform DoD program management consultants and software tool vendors of desired scheduling capabilities to identify areas for collaboration and assistance.

Sponsor an Industry Day for DoD consultants and software tool vendors.

E. Develop strategies to create a culture in Industry and DoD where program management and senior leadership integrate schedules in program business rhythms and use the information in the decision making process.

Develop a joint cultural change management plan to be implemented across Industry and DoD.

PPSS Functions and Products

PPSSPPSS

PPSS Charter

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PPSS Governance

•The PPSS shall be governed by an industry-led Management Team that includes DoD advisors.

•PPSS members will remain open to exploring multiple scheduling approaches and practices, and will document preferred methods to ensure clarity and consistency in all guidance.

•To reach consensus on scheduling practices, the PPSS will define and use Generally Accepted Scheduling Principles (GASP) to benchmark proposed practices and as necessary, will: 1) address all pros and cons; 2) create examples for proposed practices; 3) examine impacts or compliance with GASP; and 4) identify ways to mitigate risks or impacts.

PPSSPPSS

GASP Essential Element Statements

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• A valid schedule provides reasonable & credible information based on realistic logic, durations, & dates:1. Complete: The schedule captures the entire discrete, authorized project

effort from start through completion.2. Traceable: The schedule logic is horizontally & vertically integrated with

cross-references to key documents & tools.3. Transparent: The schedule provides visibility to assure it is complete,

traceable, has documented assumptions, & provides full disclosure of program status & forecast.

4. Statused: The schedule has accurate progress through the status date.5. Predictive: The schedule provides meaningful critical paths & accurate

forecasts for remaining work through program completion.• An effective schedule is useful, helps align time-phased resources, & is built &

maintained using a controlled process:6. Usable: The schedule is an indispensable tool for timely & effective

management decisions & actions.7. Resourced: The schedule aligns with actual & projected resource

availability.8. Controlled: The schedule is built, baselined, & maintained using a stable,

repeatable, & documented process.

PPSSPPSS

Recent PPSS Focus – GASP

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• AF PM&AE has begun to use the GASP as a framework for developing quick-look integrated master schedule assessments

• Concise

• Easily understood

• Provides pros, cons and suggested improvements

• Assigns actions for program office and industry to work collaboratively

PPSSPPSS

Recent PPSS Focus – Scheduling Guide

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• Guide purpose: To provide the Program Manager and his/her team a cohesive awareness of the project planning and scheduling environment in which major acquisition programs operate. It also provides an understanding of the requirements and expectations of those in the program planning and scheduling competency.

• Guide usage: This guide provides the Program Management team, including new and experienced master planners with the concept of operations (CONOPS) for Planning and Scheduling. It also identifies knowledge, awareness, processes, and tools expectations that enable the user to achieve reasonable consistency and a standardized approach to project planning and scheduling

PPSSPPSS

Recent PPSS Focus – Scheduling Guide

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• Guide is being collaboratively developed

• Product leads

• Sheila Hoak – scheduling SME, NAVAIR

• Joshua Anderson – Chief Planning Engineer, RMS

• Outline is complete

• 18 Industry/Government teams are being formed to draft the Guide

• 54 total SMEs; 36 Industry and 18 Government

PPSSPPSS

Summary

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• Excellent collaboration between Industry and Government

• PPSS meetings have been collegial and productive• GASP developed collectively in a short timeframe

• Team members are enthusiastic and committed to the cause

PPSSPPSS

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BACK-UP

PPSSPPSS

GASP Narratives for Valid Schedule

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CompleteSchedules represent authorized discrete effort for the entire contract, with essential subcontracted or other external work or milestones integrated yet distinguishable from internal work.

Traceable

Schedules reflect realistic & meaningful network logic that horizontally & vertically integrates the likely sequence for program execution. Schedules are coded to relate tasks or milestones to source or dependent documents, tools, & responsible organizations.

Transparent

Schedules provide full disclosure of program status & forecast & include documented ground rules, assumptions, & methods for building & maintaining schedules. Documentation includes steps for analyzing the critical paths, incorporating risks & opportunities, & generating schedule health & performance metrics.

StatusedSchedules reflect consistent & regular updates of completed work, interim progress, achievable remaining durations relative to the status date, & accurately maintained logic relationships.

PredictiveSchedules accurately forecast the likely completion dates & impacts to the program baseline plan through valid network logic & achievable task durations from the status date through program completion.

PPSSPPSS

GASP Narratives for Effective Schedule

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Usable

Schedules produce meaningful metrics for timely and effective communication and tracking and improving performance, mitigating issues and risks, and capturing opportunities. Schedules are robust and functional to help stakeholders manage different levels, groupings, or areas as needed. Schedules are developed and maintained at a size, level, and complexity such that they are timely and enable effective decision-making.

Resourced

Resources align with the schedule baseline & forecast to enable stakeholders to view & assess the time-phased labor & other costs required to achieve project baseline & forecast targets. Each program is unique & uses varying techniques to load, baseline, & maintain the time-phased resources at levels that are practical & produce meaningful & accurate projections. When resource-loaded schedules are used they enable flexible updates to resource requirements as conditions change. Whether or not resource-loaded schedules are used, cost & schedule data are integrated for internal & external reporting.

Controlled

Schedules are baselined & maintained using a rigorous, stable, & repeatable process. Schedule additions, deletions, & updates conform to this process & result in valid & accurate results for sound schedule configuration control & maintenance.

PPSSPPSS

Recent PPSS Focus – Scheduling Guide

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PPSSPPSS

Recent PPSS Focus – Scheduling Guide

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PPSSPPSS

Recent PPSS Focus – Scheduling Guide

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PPSSPPSS