1. Jeff Sestokas November 10, 2009 ARA Project Manager Course Introduction Project Management for ARA Engineers and Scientists

2. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 2 Overview  Administrative Information  Desired Learning Objectives (DLOs) for the PM Course  Why do we Need a Program Manger’s Course?  PM Course Overview  “Cradle to Grave” Roadmap of a Successful Program  Introduction of Instructors

3. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 3 Administrative Info  Meals (breakfast and lunch) and Thursday “Graduation” Dinner  Logistics and locations  How to access wireless, supplies, etc.  Other details wrt to logistics and activities outside of class  Workbooks/Handouts, CD of course materials, other resources provided

4. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 4 PM Course Desired Learning Objectives  Train qualified Project Managers and Principal Investigators  Instill the ARA culture for excellence in Project Management, Technical Performance and Marketing  Learn applicable tools/processes and best practices that can be adapted for any project, regardless of size, duration and complexity  Provide team building opportunities and interactions Have Fun!

5. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 5 Why Do We Need an ARA Project Manager’s Course?  The Current Environment – the competition is tough! ARA is now a large business competing with SAIC, Northrop Grumman, Lockheed Martin, etc. ARA is seeking larger prime contracts  ARA’s PM is the Key to our Success ARA continues to lean on the PM as we grow Share tools and success experience with new PMs Formal PM training provides mechanism to share proven approaches The 30 Years of ARA’s Reputation is in YOUR Hands!

6. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 6 Why Do We Need an ARA Project Manager’s Course?  Our Customers are Requiring Best Practice Management Approaches Integrated Master Plans, integrated Master Schedules, tailored Earned Value Management, etc. for middle and large programs Proven Best Practices influence award decisions Past Performance Evaluations: significant influence on new award decisions

7. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 7 Industry Best Practices Expected for S/W Development -- CMMI  ARA has developed a standard Project Life-Cycle – CMMI Level 3 Phases have standardized set of work products Milestones ensure phases are complete Flexible to match up with customer needs Scoping & Planning Design Analysis Implementation & Integration Acceptance & Release Testing Project Award Software Requirements Review Prelim. Design Review Critical Design Review Test Readiness Review Acceptance Test Release Phases Milestones

8. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 8 Project Planning Management Process Required for CMMI  Project Objectives/Goals  Requirements  Project Organization  Task Definition  Schedule  Cost  Resource Requirements  For Projects with a Significant Software Element: Software Processes Software Standards Software Development/Test Environment Software Licenses  For Projects with a Significant Hardware Element: Laboratory Processes Safety Procedures Hardware Test Development/Environment Production/Inspection Processes  Documentation  Risk Analysis and Reduction  Training  Project Constraints  Product QA and Process QA  Configuration Management  Security This PM course will show how to link the Master Plan, the Master Schedule and the Program Control

9. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 9 Five Elements for Program Management 1.Organization: Define contractual effort and assign responsibility for work. 2.Planning and Budgeting : Plan, schedule, budget and authorize work. 3.Cost Reporting: Accumulate cost of work and material. 4.Analysis: Compare planned and actual costs to performance and analyze variances. Develop estimates of final cost. 5.Close Out: Ensure within cost and schedule and market follow-on efforts. Work Breakdown Structure (WBS) Program Organization Task Definition Schedules Budget (Resource Loaded Network) Cost Reporting Performance Measurement Variance Analysis Reports (VAR) Estimate at Completion (EAC) Close Out Performance Measurement Close Out

10. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 10 PM Course Overview  PM Responsibilities  Define the Program Structure Review SOW Scope Design the Work Breakdown Structure (WBS) – Driven by SOW  Design the Team Organization Driven by WBS or by Customer (Integrated Product Team [IPT], Contract Requirements, etc.) Driven by Size of Project or Cost  Design the Plan and Schedule Integrated Master Plan Integrated Master Schedule

11. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 11 PM Course Overview  Estimate the Budget and Cost Identify the Staff and Resources Estimating Methods to Develop Costs Use WBS and Staffing to Budget and do a Pre-Cost Proposal – ROM – Within Customer’s Bogey  Develop the “Real” Program Plan after Winning the Proposal  Manage and Lead with Excellence Program Control and Performance Measurement Cost and Schedule Variance Analysis  Simulation-Based Exercises for 35% and 65% Quality Reviews  Closing Out the Project

12. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 12 Detailed Agenda in Workbooks K – Knowledge C – Comprehension Ap – Application An – Analysis S – Synthesis E - Evaluation

13. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 13 Roadmap: “Cradle to Grave” of a Program RFP Received Proposal Submitted Contract Award Draft IMP/IMS IMP/IMS Review SOW, Tech Reqmnts, CDRL Reqmnts, etc. Define WBS and Identify Team Structure Define Program Baseline (Draft IMP and IMS) Determine Staffing and Develop Responsibility Assignment Matrix Tailor/Document Program Processes (i.e., Program Control, EVMS, etc.) Identify Schedule/Cost/ Technical Risks Develop Program Schedules Establish Program/Metrics IMP/IMS Cost Proposal Program Plan with Program Structure, Schedule, Cost Estimates (update as required) Blue Team Review Project Plan Approval Q&A’s

14. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 14 Roadmap: “Cradle to Grave” of a Program Project Plan Approved Regular Staff Mtg. 35 and 65% Reviews Customer Reviews Final Report Close out of Project Customer Feedback Celebrate! Leadership of Management and Technical Effort Execute Program Control, EVMS, Cost Reporting, etc. Manage Schedule/Cost/ Technical Risks Update Program Schedules Performance Measurements Customer Feedback

15. Copyright 2009. All rights reserved. Applied Research Associates, Inc. 15 Intro and Bios of Instructors  Don Cole – 30+ years of project management experience with 15 years specifically in the test and evaluation field with task order projects of $45 million over five year increments.  Felix Sanchez – 30+ years of project management and acquisition experience, with large program execution and large proposal experience. Certified Defense Acquisition PM Level III.  Kathy Daniels – 20+ years experience in the government contract field. Seasoned Instructors Roman Engineering Time tested experience