1. PKB’s Integrated Baseline Review (IBR) “Star”
The Stuff That Really Counts in Government PMO IBR Preparation … and Beyond
A Few of the Things To Talk About That Influence the Construction and View of a Program Baseline
Operational (OV, CONOPS)
Program Team: Charters, Skills, Certifications, Experience
Stakeholders, External Events
Dollars (CFSR, affordability, should cost, sand chart, Spruill chart)
Time (IMS)
Technical (Translation of requirements, technology maturity, engineering process discipline, CMMI, ISO9000)
Uncertainty (Risk and Opportunity, qualitative and quantitating, handling choices)
Governance (IMP, Milestones, Reviews
Requirements:
Statute, Policy, Standards, Far Clauses, SOW/PWS, ICD/CDD with KPP, System requirements, interface requirements, A, B and C-level specifications, Threat Depictions
Test & Evaluation (Build to DT, DT to OT)
Product Support (O&S, manning, training, “-ilities”)
RAM = Responsibility Assignment Matrix. It is the alignment of the work breakdown structure (WBS) with the organizational breakdown structure (OBS). In other words, what is the work and who is doing it. Ensure that the RAM embodies the plans in terms of scope and accounts for every contract requirement. Applicable to Government as well as Contractor
Leadership = the best tool you have for shaping overall program culture, behavior and expectations. That is all you. You set the tone for IBR success. By the way have you defined “IBR Success” for everyone?
IMP = Integrated Master Plan. Ensure the Government IMP reflects key decision points and that the decision criteria reflects the plans in terms of criteria for milestone entry and exit. This ought to be anchor for Gov’t IMS. By the way, the contractor should have one too (on contract) that connects to Government IMP
Leadership
Risk & Opportunity Information = This is what the IBR is all about! Make sure uncertainty is defined to the lowest practical level of ownership. Includes results from Schedule Risk Analysis and Cost Risk Analysis – yours and (hopefully) the contractor’s. Is it truly integrated into the management tool suite or does it just sit on PowerPoint slides?
Leadership
Leadership
RAM
IMP
Leadership
Leadership
Plans = CONOPS, expectations for requirements, design, build, code, test & evaluation, operations and support. They matter. Check for alignment with each-other, IMP, IMS. Use the Government PMO artifacts as context for examining the contractor work plans. Plans are no good sitting on a shelf – they ought to connect directly with the day-to-day management tools.
Risk & Opportunity
Information
PLANS
IMS
IMS = Integrated Master Schedule. Get yours squared away first, and then focus on the contractor’s IMS. You need a frame of reference before you examine other perspectives. The IMS is a time-based translation of the IMP and reflect all scope depicted in the RAM.
Leadership
Leadership
BUDGET
Leadership
Leadership
Leadership
This is intended as a quick “80% good enough” reference for GOVERNMENT program managers and key leaders. This Version is Always Evolving – Questions? Comments? Contact Pat Barker
Budget = How much money does your time cost? Know the plan for how much money and when. Does it take uncertainty into account? Define your reality and compare with the contractor’s proposed budget.

2. THINGS THE GOVERNMENT PMO LEADERSHIP OUGHT TO BE SAYING ABOUT THE IBR
THINGS (AS PART OF IBR PREP AND EXECUTION) THAT ENABLE THE PMO LEADERSHIP TO SAY THOSE THINGS
1. We know what work is to be done and who is doing it. We also have an excellent frame of reference for figuring out how well the contractor can do the same thing.
Confirm RAM alignment to SOW/PWS and other requirements documents, relevant standards. Ensure all technical requirements are traced to specific WBS elements and, by extension, specific control accounts (or management control points in non-EVM programs). This IBR “event” can (and should) be done efficiently because it should be a natural outgrown of cross-team RAM development.
2. We can articulate the key decision (knowledge) points in the program, what kind of decisions will be made at each, and on what basis those decisions will be made.
This is where the IMP comes into play. Assess alignment of IMP and its supporting documents (such as roadmap, milestones, TECHNICAL PLANS, strategic plans, incentives, etc. for consistency and relevance to program maturity. USE THE IMP! It tends to be underestimated in terms of its IBR importance, It is literally the gateway between “technical” and “cost/schedule” expectations. The IMP is the gateway to leadership decisions. IBR READINESS AND COMPLETION CONDITIONS SHOULD BE IN THE PROGRAM IMP and actually used for decision-making. Too many programs make separate plans that never make it into the program IMS.
3. We definitely know what “done” looks like from the program level and have a pretty good idea down to the control account level, especially in high risk areas. We also know how our STAKEHOLDERS view this
Another benefit of the IMP. Assess IMP Program Events in terms of their Significant Accomplishments and Accomplishment Criteria. Based on risk-based priority, link lowest-level WBS elements and work package completion conditions to the IMP Accomplishment Criteria. This is also the time to ensure technical plans such as the SEP, TEMP, ILSP, PPP, SW DEVELOPMENT are aligned – DO NOT FORGET THE TECHNICAL DOCUMENTS IN IBR PREP! THEY MATTER! AND NEVER IGNORE STAKEHOLDER PERSPECTIVES
4. Our Program IMS is a reliable dynamic model that can tell us where we are now, where we are going and when we will be done. It can keep us 6 to 24 months “ahead” of the contractor
Assess IMS in terms of a system “potential” (multiple IMSs and relative capabilities). Assess hard and soft skills of lead and supporting schedulers, Assess IMS in terms of believability (construction, logic, alignment with technical plans such as SEMP, LCSP, SDP, TEMP, etc.), Look for integration of SRA and IMP, and above all, examine how the IMS is used for decision-making (at IPT and program level). Be careful of an IMS that is not “ready” yet (or for a long time) because the contractor is still aligning resources to it … this is possible indicator of being disconnected from leadership decision support.
5. We clearly demonstrate an understanding of how uncertainty will affect us. Where appropriate, we have reasonable answers to questions like: “What if “x” doesn’t happen like we planned/hoped?”
This is all about RISK & OPPORTUNITY and is the true heart of the IBR. You can’t assess risk without knowing the baseline cold (thus #1 thru #4 are important pre-conditions for #5). Assess results of cost risk analysis (CRA) and schedule risk analysis (SRA) for realism and alignment with risk management information, management reserve, schedule reserve and cost/schedule/technical baseline trade space. Look for a culture that embraces risk, and risk ownership at lowest practical level of management. The contractor is supposed to do an SRA. The Gov’t PMO should accomplish both (and continue to do so at least quarterly if not more often) BEFORE the IBR
6. We know how much money we need and when.
Integrate outcomes #1-#5 above to generate best case, most likely and worst case expectations for final cost and rate of anticipated (price-based) expense. This result will almost certainly be different than the original cost estimate and plan for the program (because it is grounded in actual planning). In EVM-based programs, this specifically involves alignment of PMB and EAC with CFSR and spend plans.
7. We have high confidence in the quality (accuracy, precision and reasonableness) of our program decision support data
Evaluate basis upon which outcomes #1-#6 are addressed and identify any significant assumptions, anomalies in data, quality of personnel and their relative confidence in performing management functions. Evaluate ability of management system (process, behavior) to catch mistakes. Note that your contractor information will feed into yours, but you definitely need your OWN in the Government PMO
8. What you might call “IBR Prep” is something we started well before contract award and, quite frankly, is just a normal part of our day, every day.
The IBR is not a prom or a wedding or a limousine ride to a gala. It is like a daily commute. This stuff you OUGHT to be doing as a matter of course, not just in the first couple months of a new program or re-baseline. Leaders who shape culture, behavior and expectations this way will soon realize highly efficient uses of time and energy spent on performance measurement on your staff … and better decision support for YOU.
Leading Indicators of IBR Success (in no specific order)
Completion of the IBR is NOT tied to contractor performance payments
The Gov’t and Contractor PMs jointly “own” the IBR
IBR is not viewed by participants as a “once and done” event.
IBR viewed by participants as interdisciplinary event
IBR planning and prep blended into normal course of participant job duties from Day#1 of contract award, if not earlier.
IBR execution led jointly (Gov’t-contractor) by cross-functional leadership team (not solely within business management)
Participants understand that IBR outcomes are based on “mutual understanding” and not “100% agreement” or “pass/fail”
Risk/Opportunity register content grows (# of entries, depth/clarity of information) as a result of IBR prep & execution
Gov’t and Contractor counterparts share contact information and converse periodically, at least monthly
Cooperation and trust between Gov’t and Contractor grow as result of IBR prep and execution
Process and system “compliance” review actions are NOT part of IBR prep (i.e. it is not an EVMS validation review opportunity)
This is intended as a quick “80% good enough” reference for GOVERNMENT program managers and key leaders. This Version is Always Evolving – Questions? Comments? Contact Pat Barker