INT 07 - Integrated Baseline Review
Integrated Baseline Review (IBR) Training:
Exploding the IBR Big Bang Theory
Presented by:
Luis C Contreras, Principal Consultant
June 2014
AzTech International
goAzTech.com
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Our Background…
•
For over 20 years, AzTech has worked with Government &
Contractors on major EVMS reviews
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•
•
•
•
•
•
Implementing EVMS
Building & assessing Integrated Master Schedules
Conducting Schedule Risk Assessments (SRAs)
Conducting Integrated Baseline Reviews (IBRs)
Conducting EVMS Compliance Reviews
Performing EVMS Independent Assessments & Self-Assessments
Government
•
•
•
•
Navy/NAVAIR
Air Force
DCMA
DOE
•
Prime Contractors
•
Sub-Contractors
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ICEAA 2014 Professional Development & Training Workshop
INT 07 - Integrated Baseline Review
Agenda
• What is an IBR?
• IBR Big Bang Theory
• IBR Timeline
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•
•
•
•
•
•
•
•
Pre-Award
Post-Award
Phase I - Documentation Quality and Integration Review
Phase II - Control Account Level Discussions
IBR Exit Briefing / Follow-up
Training, Supplier IBRs, & Rolling Waves
Sample IBR Templates
Benefits of a Streamlined IBR Process
Q&A
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“A bad review is like baking a cake with all the best
ingredients and having someone sit on it.”
Danielle Steel (Famous Earned Value Romance Novelist)
WHAT IS AN IBR?
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What is an IBR?
• Seeks mutual understanding between government
/ customer and contractor / subcontractor…
• of the Performance Measurement Baseline (PMB)
• of these 5 risk areas in executing the PMB:
• Bottom Line Up Front (BLUF): An IBR answers:
• An IBR Answers: “Do we have an achievable, meaningful,
realistic baseline—and what are the risks to successful
execution?”
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IBR Assesses Risks…
By answering these “Simple” questions:
• Technical - Is the technical scope of the work fully
included and consistent with authorizing documents?
• Schedule - Are key schedule milestones identified and
does the schedule reflect a logical flow?
• Resources – Are resources involving cost—budgets,
facilities, skilled staff—adequate and available for performing
assigned tasks?
• Costs - Are tasks well planned and can they be measured
objectively relative to technical progress?
• Management - Are management processes in place and in
use?
Credit: GAO Cost Estimating Guide
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Who’s involved?
•
Government & Contractor Program Managers: own the IBR
•
IBR Integrators: Points of Contact for IBR, assign actions, run meetings,
manage data calls, coordinate CAM discussions
•
Contractor & Government Core Teams: Integrators, Technical
(Engineering, Manufacturing), Finance / EVM, and Scheduling
•
Artifact (Data) Experts: Subject Matter Experts (SMEs) on artifacts
being evaluated
•
CAM Discussion Leaders: Lead CAM Interviews
•
Control Account Managers: Interviewed to assess their portions of the
PMB
•
DCMA: frequently involved on behalf of government customer
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How is an IBR like the Big Bang?
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ICEAA 2014 Professional Development & Training Workshop
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When does an IBR occur?
• Traditional IBR
• Usually within 6 months after
contract award
• Or after a major planning (or
replanning) exercise
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Minimizing the Bang!
• Traditional: IBRs back-loaded with big IBR finale
•
•
•
•
Inconsistent pre-IBR documentation review
Hard to “eat the entire elephant” during single event
Action items typically fixed post-IBR ,extends review period
Unpleasant surprises anyone?
IBR Event
“Big Bang Theory”
Contract
Award
• Streamlined: Progressive IBR process with objectives:
•
•
•
•
Providing consistent IBR methodology
Driving up-front program integration
Providing incremental assessment of readiness leading up to IBR closure
Fostering collaborative Government and Contractor process
Incremental Review and Discussions
Contract
Award
+90
+30
IBR
Exit Brief
+180
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ICEAA 2014 Professional Development & Training Workshop
INT 07 - Integrated Baseline Review
Top Level View of Process
Artifacts
Integration
Integration Meetings /
Workshops
(Technical, Schedule, Resource, Cost and
Mgmt Processes)
CAM
Disc
IBR
Report
Exit
Brief
Ongoing Actions and inputs to the Risk Register
(Data Cleanup; Issue, Risk & Opportunity Discovery)
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Notional IBR Timeline
IBR Planning
Integration Meeting
(Phase I Planning)
Program Documentation Quality/Integration Review Period
Mo 1
Clean-up Actions
Mo 2
System
IBR Phase I:
Requirements
Program
Review
Documentation
Quality &
Integration Review
Mo 3
Integrated Risk
Assessment
Mo 4
Schedule
Risk Assessment
IBR
Exit Brief
EVM / IBR Training
Mo 3
IBR Phase II: Control
Account Level Discussions
Data Review
Mo 4
Control Account
Discussions
Supplier IBRs
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Integrated Baseline Review (IBR) Five Steps
PMA Ownership of the Performance Management Framework
Contract
Award
PAC
Prior to the end of the
third/forth full accounting
period *
2
1
 Prime Contractor presents
their Management Control
Processes



No later than the end of the
fifth full month accounting
period
3
180 Calendar Days from
Contract Award
4
5
Need
for
IBR
Joint Government &
Prime Systems Training

Within 90 days of
Subcontract Authority to
Proceed
Prime KTR
Government
Prior to the end of the first
full accounting period
Baseline development
processes
TPM/EV methods
Supplier/Subcontract
management
Risk process
 Joint setup of Business
Rhythm timing & content
Prime Management
System Assessment
(MSA)
 Ensure the Prime level PMB
includes entire technical
scope & is consistent with
contract schedule
requirements
 Demonstrate that, adequate
management processes are
being employed, adequate
resources assigned, and
effective EV methods are
being used to accurately
status contract cost,
schedule, and technical
performance
 Kick off Step 4 SRA Process
Subcontractor
IBRs
Schedule Risk
Assessment
 Prime Contractor
conducts IBRs on Subs
requiring to EVM report
data Subs requiring to
EVM flow down
requirement (with
Government
participation)
Total Contract
IBR
 Prime Contractor
participates in a
Government conducted
SRA
 Prime Contractor &
Government jointly
assess the PMB,
including all
subcontracted effort
 Risk Assessment
IBR is a recurring process triggered by significant
contract options, major modifications, or major replans.
Credit: NAVAIR AIR-4.2 Cost Department
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* Flexible depending on whether there was a TD phase
IBR Post-Award Steps
Form Govt
IBR Team
Govt IBR
Team
Orientation
Initial
Supplier
Interface
Meeting
Form Joint
IBR Team
IPT # 1
Artifact
Quality &
Traces
CAM
Discussion
Session # 1
IPT # 2
Artifact
Quality &
Traces
Joint IBR
Team
Training
(Discussion)
CAM
Discussion
Session # 2
CAM Improvement Efforts
Define
Artifact
Quality &
Integration
Traces
Contractor
BMO
Discussion
Phase II
Status
Review
IBR Exit
Briefing
Joint IBR
Team
Training
(Process)
IBR Data
Readiness
Review
IPT # 3
Artifact
Quality &
Traces
IPT #N
Artifact
Quality &
Traces
CAM
Discussion
Session # n
Data Improvement Efforts
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Organizing for the IBR
• Small Core Team concept
• Continuity for next four months
• Program Control focused: Integrator, Engineering, Finance
• Roles and Responsibilities
• IBR Integrator and core team
• Artifact experts
• DCMA
• Organization
• Either by IPT or risk area
• IPT or risk topic area organization
• IBR Team decides
• Training, set expectations
• Introduction – for overall IBR process
• Phase I – Artifact quality and integration assessment
• Phase II – CAM discussions
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Quick Quiz
True or False: It is common for
organizations to fail their first
IBR?
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“Torture the data, and it will confess to anything.”
Ronald Coase, Economics, Nobel Prize Laureate
PHASE 1: ARTIFACT QUALITY
& INTEGRATION TRACES
Question?
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Phase I: Artifact Quality Evaluation
 Emphasis on improving document quality
 Ensure all risks are identified
 PMB is completely documented
 Jointly define standards for evaluation
 CDRL, DID compliance
 Clarity, completeness, industry standards
 Program requirements
 Evaluation
 Joint evaluation against standards established
 Scoring / Action Items
 Adequate – quality is recorded
 Inadequate (action required to achieve adequacy)
 Track evolution of artifact improvement
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INT 07 - Integrated Baseline Review
Phase I: Integration Traces
• Ensure integration of documents that
comprise the PMB are accurately and
completely flowed to execution level
 Jointly define proof statements
 Narrative description of integration points between documents
 Evaluation
 Joint evaluation against standards established
 Scoring / Action Items
 Adequate – trace is recorded
 Inadequate – action required to achieve adequacy
 Track evolution of integration trace improvement
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Sample Integration Traces
SOW – Statement of Work
IMP – Integrated Master Plan
BOE = Basis of Estimate
WBS = Work Breakdown Structure
RAM – Resp Assignment Matrix
CAP = Control Account Plan
SRA = Schedule Risk Assessment
RMP = Risk Mgt Process
WAD = Work Authorization Document
CBB –Contract Budget Base
BCR – Baseline Change Request
CPR = Contract Performance report
EAC = Estimate at Completion
VAR = Variance Analysis Report
MR = Management Reserve
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INT 07 - Integrated Baseline Review
Quick Quiz
If you could pick one more
artifact from the last slide, which
would it be?
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“To put it bluntly, I seem to have a whole
superstructure with no foundation.
But I'm working on the foundation.”
Marilyn Monroe (Infamous EV Analyst & Scheduler)
INTEGRATED MASTER
SCHEDULE (IMS)
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Baseline Development EVMS 32 Guideline Compliance
Identify
Project
Objectives
1
Establish
Organizational
Breakdown
Structure
Adopt Work Breakdown
Structure
2
Statement
of
Work
(SOW)
Define Detailed Work
1
17
(6)Schedule the
authorized work
2
4
Assign Resources and Duration
Basis of
Estimate
7
WP
Tasks
Hours
Hours
8
Hours
9) Establish budgets for authorized work
10) Identify SOW in discrete work packages
11) Sum all WPs & PPs to = CA budget
12) Identify & control LOE
13) Establish overhead budgets
14) Identify MR & UB
(5) Integrate WBS/OBS
to create CAs
1/1
Hours
1/5
1/4
Hours
1/5
1/5
Performance Measurement
Baseline (PMB)
Control
Account
Plans
10
1/10
Hours
1/14
Hours
Hours
Adjust Plan to Fit Project Objectives
Calculate Dates, Critical Path
and Costs Required
9
Hours
Hours
8) Establish a time-phased
budget baseline
8
9 - 14
BOMs /
Resource
Agreements
Hours
Hours
Hours
Hours
(7) Identify physical
products/milestones/tech
performance goals to measure
progress
6&7
Hours
WP
5
18
Define Magnitude of Effort
Logic
Assumptions
6
Integrated
Master
Plan (IMP)
4
Responsibility
Assignment
Matrix
(18)Summarize
direct costs
into OBS
Construct the IMS Network
Control
Account
WP
3
(4) Identify O/H
Mgmt
(1) Define WBS
(17) Summarize
direct costs into WBS
5
(2) Define Project
Organization
WBS Dictionary
Create Schedule
Structure
1/15
1/18
Hours
1/1
Hours
1/4
1/5
Hours
1/5
1/8 1/9
1/10
Hours
1/7
Work
Authorization
Documents
RISK
Management
Plan
Hours
1/12
Hours
1/13
1/16
Hours
3
1/8
15
Hours
1/5Hours
1/9
1/10
Hours
(3) Integrate
Processes
(15) Reconcile
target Cost
Credit: NAVAIR IPM190 IBR Prep Workshop
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Management System Integration EVMS Guideline Compliance
28 - 32
22 - 27
22) Generate SV &CV monthly
23) Identify significant differences between plan &
actual performance
24) Identify budgeted & applied indirect costs
25) Summarize data elements & variances through WBS
& OBS
26) Implement Corrective action
27) Develop estimate of cost at completion
28) Incorporate authorized
changes timely
29) Reconcile current to prior
budgets
30) Control Retroactive changes
31) Prevent unauthorized
revisions to budget
32) Document changes to PMB
20) Identify
unit/equivalent/lot costs
21) Full accountability
of material costs
(16) Record direct
costs
(19) Record all indirect costs
20
16
19
21
Credit: NAVAIR IPM190 IBR Prep Workshop
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GAO Schedule Assessment Guide: Schedule Best Practices
Source: GAO Schedule Assessment Guide Exposure Draft May 2012
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NDIA PASEG: Generally Accepted Scheduling Principles (GASP)
Valid Schedules…
Source: NDIA Planning & Schedule Excellence Guide (PASEG)
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NDIA PASEG: Generally Accepted Scheduling Principles (GASP)
Effective Schedules…
Source: NDIA Planning & Schedule Excellence Guide (PASEG)
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Generally Accepted Scheduling Principles (GASP)
Alignment to: ANSI, GAO, DCMA, & NAVAIR
Generally Accepted
Scheduling Principles
(GASP)
Complete
ANSI/EIA-748-B
Earned Value Management Systems
(EVMS) Guidelines
1 - WBS
2 - OBS
7 - Interim Milestones
10 - Work Packages & Planning Packages
12 - LOE
Traceable
3 - Integration
5 - RAM / Control Accounts
6 - Vertical & Horizontal Integration
Transparent
6 - Vertical & Horizontal Integration
10-Work Package Characteristics, Objective
Techniques
US U.S. Government Accountability
Office (GAO)
Defense Contract Management Agency
(DCMA)
Naval Center for Earned Value
Management (CEVM)
10 Scheduling Best Practices
IMS 14 Point Assessment
Program Schedule Assessment (PSA)
1. Capturing all activities.
4. Establishing the duration of all activities.
2. Sequencing all activities.
8. High Duration – Tasks with Duration > 44
working days (Goal < 5%)
1. Does the schedule reflect the work to be
done?
6. Are duration estimates meaningful?
1. Logic – Tasks without predecessors and / or
3. Is work sequenced logically?
successors (Goal < 5%)
5. Integrating schedule activities horizontally
4. Relationship Types – Finish-to-Start (FS)
and vertically.
should be the most common (Goal > 90%)
4. Are interdependencies planned in a logical
manner?
2. Leads – (negative lag) Distorts the critical
path (Goal 0%)
2. Sequencing all activities.
5. Are constraints, leads, and lags justified?
3. Lags – (positive lag) Excessive size and / or
usage distorts the critical path (Goal < 5%)
9. Invalid Dates – Tasks with invalid forecast
(incomplete tasks to the left of Time Now) or
actual start/finish (completed tasks in the
future) dates (Goal 0%)
Valid
Statused
6 - IMS Provides Current Status for All
Authorized Work
9. Updating the schedule using logic and
durations to determine dates.
11. Missed Tasks – Tasks not completed or
forecasted to complete as planned (Goal <
5%)
10. Does the schedule provide logical status
and forecasts of completion dates for all
authorized work?
14. Baseline Execution Index (BEI) – Tasks
completed as a ratio to those tasks that
should have been completed to date
according to the baseline plan (Goal > 0.95)
6. Establishing the critical path for all
activities.
Predictive
6 - IMS provides forecast of completion dates
for all authorized work
Usable
6 - IMS Effective Planning, Statusing, &
Forecasting for Achieving Requirements &
Measuring Performance
8. Conducting a schedule risk analysis.
Resourced
9 - Control Account Level Budgets & Detail
10 - Control Account Plans (CAPs)
3. Assigning resources to all activities.
Controlled
8 - Baselined Performance Measurement
Baseline (PMB)
29-32 - Documented processes for tracing
authorized changes & controlling retroactive
changes
10. Maintaining a baseline schedule
9. Are float times reasonable?
7. Negative Float – Tasks with Total Float < 0
working days (Goal 0%)
12. Critical Path Test – Tests the logic in the
critical path (Goal “Pass”)
7. Identifying float between activities.
Effective
6. High Float – Tasks with Total Float > 44
working days (Goal < 5%)
13. Critical Path Length Index (CPLI) –
Measures the “realism” of the critical path
(Goal > 0.95)
8. Does the critical path make sense; does the
scheduling software calculate it?
5. Hard Constraints – Tasks not designated as 5. Are constraints, leads, and lags justified?
As Soon As Possible (ASAP), Start No Earlier
Than (SNET), or Finish No Earlier Than (FNET) 2. Are critical target dates identified; are they
(Goal < 5%)
being used to plan the work?
10. Resources – If loaded, tasks without
dollars or hours assigned (Goal 0%)
7. Are resource estimates reasonable; are key
resources available to support the plan?
11. Can the current program schedule be
accomplished at an acceptable risk level?
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ICEAA 2014 Professional Development & Training Workshop
INT 07 - Integrated Baseline Review
Generally Accepted Scheduling Principles (GASP)
Alignment to: ANSI, GAO, DCMA, & NAVAIR
Generally
Accepted
Scheduling
Principles
(GASP)
Complete
Traceable
Transparent
ANSI/EIA-748-B
Earned Value Management Systems
(EVMS) Guidelines
1 - WBS
2 - OBS
7 - Interim Milestones
10 - Work Packages & Planning Packages
12 - LOE
3 - Integration
5 - RAM / Control Accounts
6 - Vertical & Horizontal Integration
6 - Vertical & Horizontal Integration
10-Work Package Characteristics, Objective
Techniques
US U.S. Government Accountability
Office (GAO)
Defense Contract Management Agency
(DCMA)
10 Scheduling Best Practices
IMS 14 Point Assessment
1. Capturing all activities.
4. Establishing the duration of all activities.
2. Sequencing all activities.
8. High Duration – Tasks with Duration > 44
working days (Goal < 5%)
Naval Center for Earned Value
Management (CEVM)
Program Schedule Assessment (PSA)
1. Does the schedule reflect the work to be
done?
6. Are duration estimates meaningful?
1. Logic – Tasks without predecessors and / or
3. Is work sequenced logically?
successors (Goal < 5%)
5. Integrating schedule activities horizontally
4. Relationship Types – Finish-to-Start (FS)
and vertically.
should be the most common (Goal > 90%)
4. Are interdependencies planned in a logical
manner?
2. Leads – (negative lag) Distorts the critical
path (Goal 0%)
2. Sequencing all activities.
5. Are constraints, leads, and lags justified?
3. Lags – (positive lag) Excessive size and / or
usage distorts the critical path (Goal < 5%)
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Generally Accepted Scheduling Principles (GASP)
Alignment to: ANSI, GAO, DCMA, & Naval Center for EVM
Generally
Accepted
Scheduling
Principles
(GASP)
ANSI/EIA-748-B
Earned Value Management Systems
(EVMS) Guidelines
US U.S. Government Accountability
Office (GAO)
Defense Contract Management Agency
(DCMA)
Naval Center for Earned Value
Management (CEVM)
10 Scheduling Best Practices
IMS 14 Point Assessment
Program Schedule Assessment (PSA)
9. Invalid Dates – Tasks with invalid forecast
(incomplete tasks to the left of Time Now) or
actual start/finish (completed tasks in the
future) dates (Goal 0%)
Statused
6 - IMS Provides Current Status for All
Authorized Work
9. Updating the schedule using logic and
durations to determine dates.
11. Missed Tasks – Tasks not completed or
forecasted to complete as planned (Goal <
5%)
10. Does the schedule provide logical status
and forecasts of completion dates for all
authorized work?
14. Baseline Execution Index (BEI) – Tasks
completed as a ratio to those tasks that
should have been completed to date
according to the baseline plan (Goal > 0.95)
6. Establishing the critical path for all
activities.
Predictive
6 - IMS provides forecast of completion dates
for all authorized work
6. High Float – Tasks with Total Float > 44
working days (Goal < 5%)
12. Critical Path Test – Tests the logic in the
critical path (Goal “Pass”)
7. Identifying float between activities.
9. Are float times reasonable?
7. Negative Float – Tasks with Total Float < 0
working days (Goal 0%)
13. Critical Path Length Index (CPLI) –
Measures the “realism” of the critical path
(Goal > 0.95)
8. Does the critical path make sense; does the
scheduling software calculate it?
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ICEAA 2014 Professional Development & Training Workshop
INT 07 - Integrated Baseline Review
Generally Accepted Scheduling Principles (GASP)
Alignment to: ANSI, GAO, DCMA, & Naval Center for EVM
Generally
Accepted
Scheduling
Principles
(GASP)
ANSI/EIA-748-B
Earned Value Management Systems
(EVMS) Guidelines
US U.S. Government Accountability
Office (GAO)
Defense Contract Management Agency
(DCMA)
Naval Center for Earned Value
Management (CEVM)
IMS 14 Point Assessment
Program Schedule Assessment (PSA)
10 Scheduling Best Practices
Usable
6 - IMS Effective Planning, Statusing, &
Forecasting for Achieving Requirements &
Measuring Performance
8. Conducting a schedule risk analysis.
Resourced
9 - Control Account Level Budgets & Detail
10 - Control Account Plans (CAPs)
3. Assigning resources to all activities.
Controlled
8 - Baselined Performance Measurement
Baseline (PMB)
29-32 - Documented processes for tracing
authorized changes & controlling retroactive
changes
10. Maintaining a baseline schedule
5. Hard Constraints – Tasks not designated as 5. Are constraints, leads, and lags justified?
As Soon As Possible (ASAP), Start No Earlier
Than (SNET), or Finish No Earlier Than (FNET) 2. Are critical target dates identified; are they
(Goal < 5%)
being used to plan the work?
10. Resources – If loaded, tasks without
dollars or hours assigned (Goal 0%)
7. Are resource estimates reasonable; are key
resources available to support the plan?
11. Can the current program schedule be
accomplished at an acceptable risk level?
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Integrated Master Schedule (IMS)
•
•
•
•
•
•
Networked, detailed tasks to assure successful program execution
Traceable to SOW, WBS, IMP (if required), Control Accounts, Work
Packages
Facilitates effective planning, statusing, and forecasting
Significant interdependencies to determine duration & critical path
Foundation for Performance Measurement Baseline (PMB)
Updated at least monthly with latest forecast and revisions
Credit: NAVAIR IPM190 IBR Prep Workshop
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“Living at risk is jumping off the cliff and building
your wings on the way down.”
Ray Bradbury
SCHEDULE RISK
ASSESSMENT (SRA)
Question?
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Schedule Risk Assessment (SRA)
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(c)
AzTech
International,
Credit:
NDIA
PASEG LLC 2014
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Schedule Risk Assessment (SRA)
Credit: NDIA PASEG
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Schedule Risk Assessment (SRA)
Credit: NDIA PASEG
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Quick Quiz
If the SRA results tell us there is
a 10% chance of finishing by the
contract finish date, what are our
options?
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Transition from Phase I to Phase II
 Readiness Review validates that
PMB documentation is adequate
for PMO and CAM discussions
 Review of artifacts evaluated and traces
performed
 Review of outstanding action items
 Team recommendation to IBR
leadership that Phase II can begin
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Readiness Review
 Is program ready to move forward to Phase II (CAM
discussions)?
 Document quality
 Integration traces
 Action Items
 Transition to Phase II
 PMO discussions
 CAM discussions
 Phase I and Phase II overlapping is possible
 Parts of Phase II can proceed before Phase I is completed
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“There's only one interview technique that matters...
Do your homework so you can listen to the answers
and react to them and ask follow-ups.
Do your homework, prepare.”
Jim Lehrer
PHASE 2: DISCUSSIONS (OR
INTERVIEWS?)
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Phase II: PMO/Business Office Discussions
• Provides background information so CAM
discussions are focused on specific technical issues
• Explain program unique procedures
• Work authorization process and common
documentation
• CBB Log and the MR/UB guidance
• Development and maintenance of CAM EVM
information
• Introduction to the IMS including integration of
suppliers / contractor data
• Subcontracts /supplier management
• Role of Program Control and CAM
• PMB maintenance
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• Ensure work is achievable as planned at the control
account level
 CA Selection
 Moderate to high risk
 Critical Path
 Goal ~ 80% of PMB
 Methods
 Individual discussions
 Round table discussions from single IPT / risk area
 Combination of methods
 Scoring / Action Items
 3 ratings: high risk, medium risk, low risk
 By risk areas: technical, schedule, cost, resource, management
processes
 Summarized to program level
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Overall IBR Scoring
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Training, Supplier IBRs, & Rolling Waves
 IBR Training
 EVMS, Phase I training, Phase II training
 Subcontractor and Supplier IBRs
 Sequencing and incorporating into single IBR (if
possible)
 Differences in award dates
 Firm-Fixed Price (FFP) Suppliers
 Subcontractor schedule & integration into IMS still
required
 Rolling Wave Planning
 Converting Planning Packages into Work Packages
 Follow-on “mini IBRs”?
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Process Document Templates
 Provide consistent approach
 Increase efficiency of process
 Sample IBR schedule
 Artifact list
 Data call request
 Trace Narratives
 Readiness Review brief
 CAM questions
 CAM scoring criteria
 IBR briefing
 Memo for Record
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Sample IBR Risk Assessment Checklist (DoD)
Credit: ACC.DAU.MIL
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Sample IBR Program Summary Results
Credit: GAO Cost Estimating & Assessment Guide
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Sample Program Risk Analysis
Credit: Naval Center for EVM (CEVM) Analysis Toolkit
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References…
•
•
•
•
•
•
•
•
PARCA
GAO
DAU
DCMA
NASA
Navy
CEVM
NAVAIR
Air Force
Credit: Performance Assessments and Root Cause Analyses (PARCA)
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“The pessimist complains about the wind; the
optimist expects it to change; the realist adjusts the
sails.”
William Arthur Ward
CONCLUSIONS
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Benefits of Streamlined IBR Process
 Common understanding of IBR process and
expectations
 Early identification of problems to employ risk
mitigation
 Promotes joint ownership of program goals
 Enables comparison of IBRs across company or
portfolio of programs
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Streamlined IBR Process
Thank you!
Luis C Contreras, [email protected]
Q&A
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