Jeff SestokasNovember 10, 2009

ARA Project Manager ARA Project Manager Course IntroductionCourse Introduction

Project Management for ARA Engineers and Scientists

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OverviewOverview 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

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Administrative InfoAdministrative 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

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PM Course Desired Learning ObjectivesPM 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!Have Fun!

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Why Do We Need an ARA Project Why Do We Need an ARA Project Manager’s Course?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!The 30 Years of ARA’s Reputation is in YOUR Hands!

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Why Do We Need an ARA Project Why Do We Need an ARA Project Manager’s Course?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

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Industry Best Practices Expected for S/W Industry Best Practices Expected for S/W Development -- CMMI 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

DesignAnalysisImplementation

& IntegrationAcceptance& Release

Testing

ProjectAward

SoftwareRequirements

Review

Prelim.DesignReview

CriticalDesignReview

TestReadiness

Review

AcceptanceTest

Release

Phases

Milestones

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Project Planning Management Process Project Planning Management Process Required for CMMIRequired 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 This PM course will show how to link the Master Plan, the Master Schedule and the Program ControlMaster Schedule and the Program Control

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Five Elements for Program ManagementFive Elements for Program Management1. 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

SchedulesBudget (Resource Loaded Network)

Cost Reporting

Performance Measurement

Variance Analysis Reports (VAR)

Estimate at Completion (EAC)

Close Out

Performance Measurement

Close Out

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PM Course OverviewPM 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

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PM Course OverviewPM 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

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Detailed Agenda in WorkbooksDetailed Agenda in Workbooks

Table of Contents/Agenda – Day ONE Day Time Chapt Description Desired Learning Objectives (DLO) K C Ap An S E ONE 0800 1 Introduction and Overview of Course PM Course DLOs

Train qualified project Managers and Principal Investigators

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Instill the ARA Culture for Project Management, Technical Excellence and Marketing

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Provide applicable tools and processes that can be adapted for any project regardless of size, time duration and complexity.

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Overview; 1. Why an ARA PM Course?. 2. . Administrative details 3. Agenda 4.. Elements of Program Management 6. Course Roadmap; Designing the Program Structure, Schedule and Cost

Session DLOs Understand the complexity and

importance of the program manager role at ARA

Gain insight into how the various parts of the PM Course provide a foundation for ARA Project Managers.

Gain an appreciation for the critical responsibility that PM have on ARA’s reputation and future success.

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0830 2 PM Responsibilities Introduction to PM Handbook (pre-requisite reading) + +

K – Knowledge

C – Comprehension

Ap – Application

An – Analysis

S – Synthesis

E - Evaluation

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Roadmap: “Cradle to Grave” of a ProgramRoadmap: “Cradle to Grave” of a ProgramRFP

ReceivedProposal 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

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Roadmap: “Cradle to Grave” of a ProgramRoadmap: “Cradle to Grave” of a ProgramProject Plan Approved

Regular Staff Mtg.

35 and 65% Reviews

Customer Reviews

Final ReportClose 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

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Intro and Bios of InstructorsIntro 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 InstructorsSeasoned Instructors Roman EngineeringTime tested experience