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Integrated Baseline Review What is it? Why should I want one? Joseph A. Jankoviak, PMP, PMI-RMP.

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Presentation on theme: "Integrated Baseline Review What is it? Why should I want one? Joseph A. Jankoviak, PMP, PMI-RMP."— Presentation transcript:

1 Integrated Baseline Review What is it? Why should I want one? Joseph A. Jankoviak, PMP, PMI-RMP

2 What is an Integrated Baseline Review? NOT an audit NOT a compliance review NOT a meeting of adversaries JOINT review of the performance measurement baseline of a project JOINT review of planning, progress monitoring, and management of a project 2

3 Who participates in an IBR? Buyer/customer (Government) Seller/contractor THEN – Proposal Team – Procurement Team NOW – Project Team 3

4 Why should I have an IBR? DFARS FAR Good project management practice Foster common understanding of the project Increase commitment to the project team Create shared ownership of the project 4

5 When is an IBR conducted? Before contract award After contract award During contract period of performance near the beginning of a new contract and/or lifecycle phase 5

6 Where is an IBR held? Where the project team is located Easy to get answers or additional information Allows people to be in IBR discussions when needed and performing project work otherwise 6

7 What are the objectives of an IBR? Assess the ability of project’s technical plan to achieve objectives of the scope of work Assess the adequacy of time allocated to perform tasks to achieve schedule objectives Assess the ability of the PMB to execute the project and attain cost objectives Assess the availability and adequacy of resources Assess the degree to which management process integrates technical/schedule/cost planning and baseline control 7

8 How do you implement an IBR? Planning – Communication – Scheduling – Select participants – Training – Review material in advance – Prepare questions – Identify roles and responsibilities of participants 8

9 How do you implement an IBR? Execution – Ground Rules – Seating – Discussions – Capture observations – Gather additional material – Summarize 9

10 How do you implement an IBR? Follow-up – Share observations – Identify strengths and weaknesses – Identify changes – Set timetable for completion of follow-up actions – Continue communication 10

11 What are IBR outcomes? Review project planning and its products Review how progress will be monitored Review how the project will be managed Build an integrated team Reduce project risk 11

12 Things to consider An IBR is possible on non-Department of Defense contracts An IBR is possible on non-Federal Government contracts An IBR is possible if Earned Value Management is not used on the project 12

13 Where does an IBR belong in the PMBOK? Integration Scope Time Cost Quality Human Resource Communication Risk Procurement Project Stakeholder 13

14 Questions 14


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