Program Startup Workshop--A Program Transition Assist--

Jess Stewart

Defense Acquisition University (DAU) Fort Belvoir, Virginia

February 24-25, 2009

Program Startup Workshop (PSW): “WHY”

• Many DoD programs struggled or have failed due to Lack of :– Common vision & plan for success– Understanding of performance measurement

baseline including program risks

• Importance of working together to start new programs underestimated

DOD & Industry: Finding a Better Approach TogetherDOD & Industry: Finding a Better Approach Together

Background• NDIA/DUSD (A&T) Program for 2008 Emphasis

• The Workshop is intended to better start new or programs in transition and:– Held soon (3-6 weeks) after contract award – Jointly conducted with government and contractor

teams

It’s the Culture

What We Have Found• Preparing for a Workshop after Contract

Award is Very Difficult– Neither the Government or Contractor are

Typically Well Prepared to Align Processes and Teams

– Need RFP to Contain Requirement for Workshop

– Government Must Model Behaviors Prior to Source Selection & Communicate Expectations

A New Contract is a Cultural Change!

The “What” of a New Program Startup Workshop

Workshop ObjectivesProgram• Produce key program startup products

• Improved Roadmap to Integrated Baseline Review (IBR)

• Integrated Product Team (IPT) Tasks, Charters and Sustainment Process

People• Build an environment of trust, collaboration,

teamwork and communication• Align Teams

Planning Timeline: Earlier is Better!

Model PostEvent

Event + 4-6 WksEvent + 2 WksEvent + 1 Wk

Contract Award

Workshop planning scheduledFacilitator confirmed

Pre-Workshop planning meetingReview/tailor workshop modulesEstablish administrative responsibilities

RFP

DFAR Clause

Conduct workshop(move earlier if DFAR Clause used

• Program Managers • Deputy PMs• PCO/Contracting Head• Chief Financial Mgrs• EVM/IBR Leads• Chief Engineers• Chief Logisticians• Significant IPT Leads• DCMA PI /ACO/EV• PMs of Major Subs Sponsor/User Rep Facilitation Team

• Program Oversight• Training• Integrated Baseline Review• Grading Program Managers• Baseline audit• Negotiation of Contract Changes• Post Award Orientation or

Conference (unless integrated by government into workshop)

Not just for New Starts!

• Alignment of Gov’t & Industry • Clarifications & Emphasis:

- Transparency - Communications Plans- Key Contract Requirements- Baseline Management

- - Mgt. Reserve / Incentives- IMP/IMS - Change Management- Data/Workflow Management

• IBR Execution Plan• PMR Process Including Metrics• Risk Management• IPT Charters, Responsibilities, etc• Other Topics Selected By PMs

Early Alignment & Mutual Commitment To Program Success

What NPSW IS What NPSW Isn’t Participants

Observations!

Some Observations• Noted!

– I didn’t plan for a workshop– This looks like work– If I wanted a workshop I would have done one– Why would I invite OSD in—to help? (I’m already helped)– You don’t work for me– The contractor didn’t bid it– Corporate—we never let them in the door– My people are too busy doing work (and we know what

we are doing) or I’m too busy ; or– Every Program Should Have One

But Here is the Rest of The Story!

Rest of the Story• Change of Program phase (All Milestones/Nunn-

McCurdy) Planning often Immature– Workshop helps model government and contractor team

interaction for new phase (best to do early)• Workshop focuses on team management—how & what

the teams do– Sets clearer expectations on team roles– Team roles, responsibilities and reporting often not clearly

defined– EVM use and pre IBR planning not Fleshed Out

Transition Challenge

Rest of the Story (Cont.)• Independent third party facilitization an asset for

PMs—less program or contractor spin

• Corporate Participation focuses Contractor Program Managers Objectives

• PMs Understanding of Each Other Often Superficial

• Workshop is Basic Program Management– Helps to Prepare Team

What Should You Consider for

Your Workshop?

Thoughts for Best Results

• Program Managers Must be on Message– Have Agenda/Strategic Objectives

• Model Processes to Implement Strategy– Teams need Processes and Leadership

• Transition Assist Visits Useful– Internal Alignment Prior to Contract Award– Peer and/or Non-Advocate Reviews

Leadership Meets Management

Workshop Mechanics• Pre RFP planning and training best approach

– Include Clause in RFP for Workshop

• Pre-meeting between Govt. and Contractor PMs to tailor Workshop agenda – Potentially multi-meeting expanded post award conference

and workshop– Principals required to set tone for workshop

• Facilitator role agreed to by PMs and Facilitator Team Lead

• Facilitators work with IPT leads in reviewing presentations----Coaching

Pre-Workshop Planning

• PMs “One on One” for Personal Alignment

• Both Program Managers Participation in Workshop Planning is Key

• Program/Project Leadership and Facilitators Review Workshop Detailed Objectives; i.e. Weekly metrics/EVM data

• Tailor workshop agenda

1415-1430 BreakGovt./Cont.Executives

1415-1430 Introductions

0915-0930 Break

1500-1630PM Review

– Path to IBR– Action Items– Team Challenges

1200-1500IPT Status

– Charter Update– Responsibility– Accountability– Problem

Resolution– Risk Register– IBR Planning– IMP/IMS Issues– Comms Plan– Near Term

Deliveries– GFE Review

1130-1200Working Lunch

0745-1130IPT Working Sessions

0730-0745Recap

Event

PMs

Facilitator(Moderator)

IPT Leads(Co-Brief)

Facilitator(Moderator)

IPT Leads

PMs/DAU

Briefer

1730-2030Dinner & Social

1430-1730IPT Working Sessions

1345-1415Comm./Collaborative WorkflowProblem/Conflict Resolution

1245-1345Risk & Opportunity Mgmt / IMP/IMS

1200-1245Program Metrics/Best Practices

1130-1200Working Lunch

0930-1130Contract Baseline, Incentives, & Change Mgmt

0830-0915Program Startup (IBR) Overview

0745-0830User Viewpoint/Reporting Reqts

0730-0745Recap

Event

IPT Leads

DAUCont./Gov.

DAUCont./Gov.

DAUContractorGovernment

DAUCont./Gov.

DAUCont./Gov.

Users

PMs/DAU

Briefer

PMs1515-1630PM Values & Vision

DAU1430-1515Program Strengths/ Barriers to Success

DAU1400-1415 Workshop Overview

BrieferEvent

Detailed schedule for a 2.5 day workshopDetailed schedule for a 2.5 day workshop

Notional Post MS B Workshop ModuleModule Title: Workshop Products Captured:

Module 1: Workshop Orientation Program Vision, Values, Mission, GoalsList of Program Success Factors and Potential Problem Areas (Force Field Analysis)

Module 2: Program Startup Plan to Integrated Baseline Review (IBR)

Validated IBR Roadmap (Startup Plan)IMS/IMP/Critical Path AnalysisList of Action Items and POCs(Potential Side meeting on processes)

Module 3: Contract Baseline Change/Scope ManagementSubcontractor Management

Common Contract Framework UnderstandingIncentives/CPAR Application Contract Point of Contacts ListList of Issues That Need Clarification/Resolution

Module 4: Govt. and Industry Key Practices Practices Applicable to Program – Govt. & Contractor

Module 5: Integrated Product Team (IPT) Structuring & Chartering

IPT Charters, Integrated Master Sched., IPT ResponsibilitiesTeam inputs to IBR Preparation, CDRLs, Communications Plan & Risk/Opportunity Management

Module 6: Communications Planning/Collaborative Workflow

Communications Content and SchedulingCollaborative Work ProcessesProblem/Conflict Resolution

Post MS B Workshop Modules (Cont.)

Module Title: Workshop Products Captured:

Module 7: Risk and Opportunity Management

Documented Risk and Opportunity Mgt. ProcessActions for Joint Risk Process

Module 8: Program Metrics Program Metrics-PoPS/Ps/Industry Best Practice Metrics/Detailed Program Metrics

Module 9: PMs’ Wrap-up PMs and Team Commitment to Work Together to Achieve Program GoalsAgreed Actions Item List

Examples

Joint Tactical Radio Airborne, Maritime, Fixed (JTRS AMF)Key Benefits

1. Unlike Contract “Kick-Off” Meeting, Teams had Objective Tasks Assigned Prior that Focused on IBR and Beyond Success– Lesson Learned from Program’s with Successful IBR, but Subsequent Struggles

2. Getting the Team Together Early with Focused Tasks Resulted in – Opening / Re-Opening Lines of Communications– Exposing Blind-Spots Early– Closure Oriented Actions

3. Realigned the Government and LM Team from a Restrictive Pre-Milestone B Dual Competition Environment to a Collaborative IPT Operating Model – Joint Development of IPT Charter to be Applied to all IPTs

4. Established the Need for Future Meetings to Continue Success to CDR and Beyond– Partnership and Collaboration is not a One-Time Event

Additional JTRS (AMF) Observations• Perfect Timing

– Strong Team Building and Perspective Exchange– Both Sides Noted Excellent Setting of Tone– No Negative Energy

• Successful Blending of DAU and LM Corporate Wisdom – Leveraged Lessons from Past/Present Programs – Positioned for Continuity for Follow-Up Engagement(s)

• Excellent Information Sharing on New/Updated Customer Organization – Lexicon & Roles/Responsibility Exchange Supports Integration

• Bottom Line - Successful– Lowered Risk to IBR– Key Sync Points Made (e.g. LM PM added to Government CCB)– No Major Issues Identified

• Confidence Builder through Sharing of Existing Processes/Procedures and Plans• Adjustments and Forward Actions will make us Stronger

– Joint Program Processes – Requirements (DOORS), Risk/Opportunity, Metrics

“ One Program Team” Better Enabled to Execute IBR & Beyond ““ One Program TeamOne Program Team”” Better Enabled to Execute IBR & Beyond Better Enabled to Execute IBR & Beyond

C-5 RERP Program Start-Up Workshop (PSW) Summary

8 Sep 2008

24

Bottom-Line Up Front• PSW was worth the work—forum for joint discussion

of relevant and time-sensitive issues– Lessons learned applied: conducted extensive pre-work– Aggressive agenda, but all topics addressed– Key focus on LRIP IBR planning and tracking to plan– DAU and LM Corporate facilitation team kept the team on

track

• 54 Action Items assigned– No show-stoppers, but some substantial topics – Part of normal business flow

• Will be worked by IPTs • Will be statused in RERP team meetings

25

Purpose of C 5 RERP PSW

• Lay groundwork for successful LRIP IBR

• Focus on LRIP/Production and associated cultural changes with a fixed price environment

• Engage all stakeholders to:– Reinforce effective communications – Ensure clarity of expectations– Identify specific actions for a clear way ahead

—A Program Transition Assist!

- Practical Program Alignment Tool-

-Driving Cultural Change-

Questions?

The “New” Program Startup Workshop

Additional Slides

Workshop “Mechanics”

• Facilitators present workshop process early in workshop– Get a feeling from the participants on success factors/program

barriers• PMs/Corporate/PEOs provide facilitators their areas of

concern for emphasis• Mapping of IPTs before workshop is expected• Workshop briefings are initially given from the perspective of

the government’s and contractor’s team leads– DAU or other presentation provided on request

• Recommend PMs brief PEO/corporate VP on workshop action items

Workshop Feedback“Our evolved agenda, which allowed the User and Resource Sponsor to express their viewpoints, was CRITICAL for contractor awareness and understanding of the warfighter “big picture.”

“We did deliver products: face-to-face meetings to establish “running rules”, the way ahead, program issues, and formulation of joint team charters.”

“The key accomplishment was to have Government and Contractor team lead counterparts sit down with one another in a relaxed forum to discuss broad-based and team-focused challenges.”

“Some people questioned why DAU was involved, thought Contractor/Government could have done it on their own. I disagree, DAU was the forcing function, we would not have done this on ourown.”

Example Program Startup Workshop--Typical Modules for Tailoring

PM’s Wrap-up

8am

9am

10am

11am

12pm

1pm

2pm

3pm

4pm

5pm

6 pm

Day 1 Day 2 Day 3 Day 4 Day 5

9Plan for Post Program

Start-up ReviewAffirm Schedule,

immediate priorities, &Parking lot

8Program Metrics

2AProgram Contract

Baseline

No Host Social Event

Lunch

1Program Startup

WorkshopOrientation

Lunch

5(cont.)IPT Structuring& Chartering

Lunch

15 min wrap-up/next day

15 min morning kick-off

2BContract Change

Mgt. & Subcontractor Mgt.

7Program Risk

and Opportunity

6Communications

Planning& Collaborative

Workflow

15 min wrap-up/next day

15 min morning kick-off

15 min wrap-up/next day

15 min morning kick-off

IPT Report-out

15 min morning kick-off

IPT Structuring& Chartering

4Key Practices

IPT TimeNo Host Evening

Event

Working Lunch

3Roadmap to IBR

5IPT Chartering

Workshop Tailorablefrom 2.5 to

4.5 days

Workshop FlowWorkshop Introduction (Challenges & Vision)

-Executives, PMs, Sponsors and/or Users/Facilitator

Topic Introduction-DAU/Corporate Facilitator—Areas for Module Discussion-Govt. and Contractor Present their Baseline

Process/Progress for Module

IPT Chartering Session-IPTs Work Through Each Module-IPT Cont./Govt. Co-Leads brief Joint Charter, Issues &

Actions

PMs Establish Workshop Action Items

Prime Program Team 15 - 25Subcontractors 2 - 6Govt. Program Team 10 - 15Resource Sponsor 1 - 3DCMA 1 - 2DAU & Corporate 4 - 6Total 33 - 57

Workshop Participants –More Attendees are Program Socialization!

Key Leadership Team Members