A Guide to
Conducting Integrated
Baseline Reviews
Project Challenge Expo 2016
Breda Ryan
Ewan Glen
Introduction to the APM
Planning, Monitoring and Control SIG
• The Planning, Monitoring and Control SIG was formed in 2012
by combining the Planning and Earned Value SIGs. We are
bound by a common vision to identify best practice and to
share it with the membership of APM, and beyond.
• [email protected]
• Stand 140
Introduction to the IBR Guide
• Launched on the 16th June 2016.
• The guidance in this document supports both the client and
supplier teams with all stages of the process from planning it,
delivering it, and then closing out the actions.
• We are fortunate to be joined by two of the guide’s authors:
• Ewan Glen of BMT Hi-Q Sigma; and
• Breda Ryan of Jacobs.
• [email protected]
Agenda
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Introduction
Origins of the Guide
Who may benefit from an IBR?
Who should use an IBR?
The purpose of an IBR
The benefits of an IBR
IBR Vs Audit
The IBR Process
Using supporting information
Application lessons
Questions
Close
Origins of the Guide
Task to update and refresh
guide taken on by PMC SIG
•
Aim to make the guidance
applicable to all sectors
2016
2012
2009
2005
Defence focussed guide Developed by Defence Earned
2002 Value Management Interest
Group (DEVMIG),
•
comprising MoD and key
industry organisations
Guide available via
APM, free to members
Integrated Baseline Review – Who?
Project Duration
Who may benefit from an IBR?
High
complexity
& risk
Low
complexity
& risk
High
complexity
& risk
BUT
Low
complexity
& risk
Low
complexity
& risk
Low
complexity
& risk
Project Cost
Historically seen as
applicable to
projects of greater
complexity, risk, cost
and duration
High
complexity
& risk
The intent of the
review is applicable
to all projects
(Including where
EVM is not being
applied)
Integrated Baseline Review – Who?
Applicability across Projects, Programmes and the
Portfolio
The portfolio benefits
from the improvements
delivered by the process
Portfolio
Programmes
Can be broadened to
projects making up the
programme (with review
of programme layer)
Projects
IBRs have typically
focussed on projects
The Purpose of an IBR
 An IBR aims to find out if a project’s Performance
Measurement Baseline can be delivered, given the
project constraints
 It checks if the project team understand the risks
inherent in the baseline and the control processes
to be used to deliver the scope
 An IBR gives the PMO a standard approach to
identifying baseline risks to successful delivery
IBR Vs Audit
 An IBR is not an audit
 An audit looks for compliance to set standards
and procedures
 An IBR checks for 3 key things
– That the baseline is robust
– That the whole process works
– That you are in control of your project
Who should use IBRs & why?
 Applies to clients and contractors in any
sector on any size project or programme
 Clients – check that their projects with
multiple supplier inputs and interfaces still
allow for full scope delivery
 Contractors/Suppliers - check if the contract
baseline is robust, scheduled, resourced
and costed appropriately to make the
expected profit
Tailoring the IBR
 Size
 Complexity
 Risk exposure
 Business Priorities
When to conduct an IBR
 IBRs are usually initiated by the client post contract
award or as a result of a significant change
 Suppliers are generally obligated to conduct an IBR and
this is typically within 3 months post contract award
 Suppliers may also conduct their own IBRs to verify their
own delivery capability and risk exposure
 Some clients run annual or bi-annual IBRs to
to check the robustness of, and risk exposure
to, their overall capital investment programme
baseline
The IBR Process
The IBR Process
The IBR Process
Using Supporting Information
Application Lessons
Get buy-in and commitment from
key stakeholders in the client and
supplier organisation
Understand team behaviours and
dynamics. Expect scale from resistance to
cooperation
Be prepared for the impact of the sponsor’s
decisions. Projects may be stopped or team
re-staffed
Document the follow-up actions and check
they are completed
Application Lessons
Good planning supports a good
review
Before the review, train the team
conducting the review and consider
training the team under review
A well constructed in-brief allows the review
team to decide what it should and should
not focus upon
Don’t be afraid to arrange discussions with
senior managers involved in the project to
understand their views
Questions
Guide available from the APM stand