1 The Voice of the Industrial Base 1 IBR Guide NDIA PMSC Working Group NDIA PMSC Meeting August 7, 2007 Prepared by; NDIA IBR Working Group August 2007 Strength through Industry & Technology

2 IBR Guide NDIA PMSC Working Group Complete - Conduct comparison of related documents and document findings - Application Guide - Certification Guide - Surveillance Guide - EVM FAR Clause - Intent Guide- Capital Programming Guide - Civilian Agency IBR needs- DoD EVMIG - OMB August 2005 Guidance - April 25, 2007 PMSC approved / disapproved recommendations - Conduct May 2007 PMI-CPM IBR Workshop with EVM community to gather satisfaction levels and recommendations – Humphreys / Houser - No policies issues were identified - The workshop attendees identified need for IBR training Forward Plan - Revisions will be reviewed for January 2008 PMSC approval

3 IBR Guide NDIA PMSC Working Group PMSC approved recommendations: 1.Provide a “code of conduct” section IBR Guide CODE OF CONDUCT CONSIDERATIONS Program Management The program management leads Integrated Baseline Reviews and establishes the expectations for the review. Suggestions for program management include: IBR Review Team Members The following suggestions are provided to encourage the IBR review team members to conduct a respectful and productive review: The review is conducted in a professional manner in a spirit of constructive assessment and discovery that increases the probability of success for the execution of the program; The review process and expectations are described and communicated to the IBR team members; Coordinate with the IBR review team members to ensure that program personnel required for the IBR review are available; Ensure documentation is available to the IBR review team in advance of the review to allow for meaningful review and analysis. The program in-briefing or orientation is used to introduce the team members and gain an understanding of review expectations, agenda, schedule, and process; The IBR review team lead provides advanced notification of the review agenda and request for documentation; Documentation reviews are conducted prior to arriving at the IBR meeting facility in an effort to minimize the amount of time spent at the facility; If multiple suppliers (prime and support contractors) participate in an IBR, the process and limitations for access to proprietary information should be well defined and documented. If there are proprietary data issues of limited disclosure, the program manager(s) may request outside independent reviewers for the proprietary information; Request information that is used by the program team in the normal course of business and avoid requesting exhibits created solely for the purpose of the IBR review.

4 IBR Guide NDIA PMSC Working Group PMSC approved recommendations: 2.Page 1, the Foreword, add language reflecting OMB IBR requirements Current guide only addresses DoD requirements Foreword In accordance with accordance with Department of Defense (DoD) acquisition policy OMB Circular A-11, Part 7, and the Federal Acquisition Regulation (FAR) earned value management system (EVMS) policy, Government Program Managers (PMs) must conduct Integrated Baseline Reviews (IBRs) on contracts with Earned Value Management (EVM) requirements. IBRs are intended to provide a mutual understanding of risks inherent in contractors‘ performance plans and underlying management control systems. Properly executed, IBRs are an essential element of a PM's risk management approach. However, for some time there has been concern about IBRs meeting their stated goal. In response to this concern, a team reviewed the IBR Process to assess IBR conformance to DoD policy. The team found that most IBRs generally conform to DoD policy. However, the team found inconsistent policy interpretation, which resulted in the development of individual Service/Agency IBR guidebooks, differing perceptions of purpose and value, and inconsistent IBR execution. The team also found that the degree of focus on operational management processes broadly ranged from high to low during IBRs. As a consequence, The Program Managers' Guide to the Integrated Baseline Review Process establishes guidance was developed to improve the consistency of the overall IBR Process. This guide identifies the purpose of the IBR Process and conveys the need to make it a continuous process. This guide also integrates the IBR with risk management, within the framework of the IBR Process. This guide is the principal IBR reference and should be used to implement an integrated baseline discipline on an acquisition program. PMs are strongly encouraged to use this guide during IBR training, when preparing for an IBR, and then again during the actual execution and conduct of the IBR.

5 IBR Guide NDIA PMSC Working Group PMSC approved recommendations: 3.Page 8, Guidance section, last paragraph should include references that would include program level IBRs “Principal factors that influence time and effort include: project management and risk planning the authorization/ negotiation process the number, type, and severity of the risks identified during preparation for and execution of the IBR size and complexity of the project number of organizations with program performance responsibilities (such as, prime contractors, support contractors, and Government organizations) the number and experience level of the IBR team members.” Note: example text formatted with bullets

6 IBR Guide NDIA PMSC Working Group Workgroup Recommendations, continued: 4.Page 9, Expectations and Assumptions, include references for program level IBRs Expectations and Assumptions Upon determining the need for an IBR, the cognizant PMs should develop a plan for conducting the review. They should first define the objectives for the review. The plan should then be consistent with expectations and program dynamics. The PMs should be familiar with the scope of work (e.g., the project statement of work or statement of objectives) before planning the IBR. And they should have a clear understanding of the management processes supporting the project, including the management of Government resources, prime contractors, and subcontractors.

7 IBR Guide NDIA PMSC Working Group Workgroup Recommendations, continued: 5.Page 12, Project Management Aspects, include references for program level IBRs and Risk Management Project Management Aspects- Statement of work/statement of objectives Work breakdown structure dictionary/matrix Work authorization document Control account plans Terms and acronyms Funding Budget and schedule baselines Government resource management Prime contractor management Subcontractor management Risk Management Management reserve

8 IBR Guide NDIA PMSC Working Group The NDIA IBR Guide as a “GEIA published Handbook” Issue: should the NDIA IBR Guide be a GEIA published handbook Discussion: NDIA and OSD provided the technical content What value does GEIA provide? To date we have not published the IBR under GEIA, are we committed to do so now?

9 IBR Guide NDIA PMSC Working Group Next Steps Obtain PMSC agreement on the GEIA alternative for the IBR guide PMSC provide comments on proposed IBR Guide revisions to Joe Houser by October 15 Final IBR Guide distributed December 1, 2007 January 2008, final IBR Guide presented to PMSC for approval

10 IBR Guide NDIA PMSC Working Group THANK YOU TEAM for a job well done Walt Berkey, Lockheed Martin Sondra Ewing, Lockheed Martin Denis Hallman, Welkin / CSC Gary Humphreys, Humphreys & Associates Kevin Martin, KM Systems Group Dan Milano, FAA Keith Kratzert, FAA Debbie Tomsic, DoD Dennis White, RG

11 IBR Guide NDIA PMSC Working Group Back-up

12 IBR Guide NDIA PMSC Working Group IBR Guide NDIA Working Group Objectives: Review the current Integrated Baseline Review Guide and determine if it should be revised to reflect: -Changes in the environment that would justify a revision -Clarifications that would improve results of IBRs -Verify consistency between the IBR Guide and recent other NDIA EVM Guides

13 IBR Guide NDIA PMSC Working Group Current Environment Since the NDIA IBR Guide was issued in June 2003, there have been changes in policy and practices that may justify a Guide review to address: - Review NDIA application guide and recently revised FAR-EVM, OMB requirements, and Capital Programming Guide to identify changes required for existing NDIA IBR Guide - Compare IBR guide to other NDIA Guides for inconsistencies clarifications that would improve IBRs

14 IBR Guide NDIA PMSC Working Group Findings: DoD EVMIG Capital Programming Guide EVM FAR Clause Application Guide Surveillance Guide Certification Guide Intent Guide OMB August 2005 Guidance Civilian Agency IBR needs The current guide is consistent with all of the documents reviewed by the IBR Working Group “The basic IBR process is basically the same in a pre or post award situation” “The IBR guide should remain a ‘What” and not a ‘How To” document” “The document provides a generic vehicle to allow coverage for both contract and program level IBRs because of it’s high level.”