pmt-257: program management tools course pmt 257 i · pmt 257 introduction course introduction...

PMT 257 INTRODUCTION COURSE INTRODUCTION

PMT-257: PROGRAM MANAGEMENT TOOLS COURSE

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WELCOME TO THE PMT 257 VIRTUAL CLASSROOM!

• PMT 257 is a five-day course using scenario-driven, team-based activities; and employs a facilitated online learning environment (FOLE) approach (the “Virtual Classroom”)

• The Virtual Classroom is conducted using Defense Connect Online (DCO), the DAU Blackboard web site, conference calls, and e-mail

INTRODUCTION TO THE VIRTUAL CLASSROOM

Course Introduction_v1.3_Jan 2015

• You are assigned to a team representing an Integrated Product Team (IPT) for the fictitious M1235 Medium Light Tactical Truck (MLTT) project

• YOU MUST BE PRESENT THROUGHOUT THE DAY, EACH DAY, MONDAY THROUGH FRIDAY

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Assignments

• As a team, you will complete daily deliverables which will be submitted to and evaluated by your instructor



• We will discuss your deliverables during class the following day

• Deliverable instructions and templates and supporting documents are located at the DAU Blackboard course web site

• Your team’s deliverables should be posted as soon as you complete each exercise to the Blackboard Discussion Board for that exercise

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Assessment

• There is an individual, open book exam on Friday, consisting of 25 multiple-choice questions

• You will have an hour and a half to complete the exam online at the Blackboard course web site

• YOU MUST SCORE 80% OR HIGHER ON THE EXAM TO PASS THE COURSE

• Please don’t underestimate the difficulty of the exam because it is open book

• You must pay attention during the class discussions and should take notes to ensure you capture important information.

• NOTE: If you don’t obtain a score of 80% or higher on the exam, you must re-take the course


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ENHANCING YOUR LEARNING EXPERIENCE

• Make a commitment to learning

• Much of your learning will occur during the team conference calls. Share your knowledge and lessons learned with your teammates

• DO NOT USE COPIES OF PMT 257 FILES USED BY CO-WORKERS IN PREVIOUS CLASSES -- even as a starting point for your input; all work should be original, unaided work; THIS VIOLATION CAN BE GROUNDS FOR DISMISSAL FROM THE CLASS

• Time your work for the team to wrap up no later than 1630 each day

• Don’t forget the pre-work for the next day’s activities (usually 20-30 minutes) once your team completes all of its exercises for the day


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This profile:

• Provides information about your career and personal background as well as your interests

• Helps you understand the skills and development interests of each team member, even though getting to know one another in this virtual environment is challenging

• You will leverage each other’s strengths and build on your development points within each of the exercises in this course

PARTICIPANT PROFILE

NOTE: During your first team teleconference today, take a look at your team’s profiles. Note how you think each team member can best serve the team.

By now, you should have added your profile to the Participant Profile Discussion Board.


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Communication is a key for any successful team You will be communicating with your instructor, teammates and the entire group using the following methods:

COMMUNICATING WITH YOUR TEAM

Defense Connect Online (DCO) - File and screen sharing - Chat capability

Teleconferences - Section - Team

Blackboard - Exercise Instructions and Templates - Supporting Documents - Exercise Discussion Boards

E-mail


BLACKBOARD AND DCO

Two important web sites with different functions

Course Introduction_v1.3_Jan 2015 8

BLACKBOARD DEFENSE CONNECT ONLINE

Whiteboard

Projection Screen

• Use the Discussion Boards to post and view threaded discussions with teammates and documents to share

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BLACKBOARD

• An introduction to Blackboard is contained in the Pre-Course Work which you should have already viewed

• Find artifacts (instructions, templates and supporting documents) for course exercises in the course menu

Blackboard

- Exercise Instructions and Templates

- Supporting Documents

- Exercise Discussion Boards


• The button for each day (e.g., Day One, Day Two, etc.) will be visible at the beginning of that day

• Documents for exercises are released sequentially throughout the day

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Defense Connect Online (DCO) Technology • Allows you to share a file application or your desktop screen with

the class or your team members • Provides the capability to communicate via “chat” conversations • Enhances your ability to collaborate as a team while completing

your deliverables • Supports the FOLE approach

DCO FILE AND SCREEN SHARING

Defense Connect Online - File and screen sharing

- Chat capability


Used to share information between all course participants and to ensure that everyone receives the same message

The call-in numbers are in the Section Information.ppt file

Conference Call Ground Rules

• Use your mute button when others are speaking to eliminate background noise

• DO NOT PUT YOUR PHONE ON “HOLD” if you must leave for a few minutes

• Use land-lines when possible (instead of cell phones), to reduce static and background noise

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CONFERENCE CALLS

Teleconferences - Section

- Team


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Section conference calls

• Section Conference calls include the entire class and are primarily used to kick off and debrief exercises

• The initial section conference call is held each day at 0800; a second section conference call will be held on Tues-Thurs at 0945

• On Fri, the second section conference call is held at 1100 to debrief the final course exercise

Team conference calls

• Team conference calls are available for each team each day; it is up to your team to determine how you will use them

CONFERENCE CALLS

Teleconferences - Section

- Team


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E-MAIL

E-mail

• Your team can use e-mail to share comments or to communicate with just one team member instead of the entire team

• If comments would be valuable to the entire team, you can use the chat pod in DCO

• See the Section Information file for a listing of participants’ e-mail addresses

• Contact the instructor anytime via e-mail


PMT 257 LEARNING OBJECTIVES

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Day One

• Construct an IPT balancing both personnel availability and background/experience

• Develop a Team Charter for an Integrated Product Team (IPT) describing the team’s purpose, goals, roles, operating agreements ands critical success factors

• Assess technology maturity to determine technology readiness levels

• Select cost, technical, and schedule criteria to evaluate system alternatives

• Evaluate alternatives to determine an order of preference

Day Two

• Re-evaluate alternatives to determine a recommended alternative

• Analyze a simulated contractor’s schedule and supporting documentation to identify errors

• Apply risk management processes to identify and analyze risks, and propose mitigation plans


PMT 257 LEARNING OBJECTIVES

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Day Three

• Analyze Earned Value Management (EVM) data to determine project status

• Evaluate additional EVM data to detect trends in contractor performance

• Assess contract performance to identify significant risks, issues, and recommended courses of action

Day Four

• Use cost estimating techniques and factors to develop a detailed cost estimate

• Prepare an information issue paper to document results of issue analysis

• Apply problem solving tools to determine a recommended course of action

• Develop a decision briefing to justify a recommended course of action

• Compare the features of sample risk management software tools to determine their advantages and disadvantages

Day Five • Apply project management tools to generate project documentation


PMT 257 ACTIVITY SCHEDULE

Day One • IPT Formation • Team Charter Development • Technology Readiness • Engine Evaluations • Day Two Pre-Work (Homework Assignment)

NOTE: Days Two, Three, Four and Five begin with a debrief of the previous day’s exercises

Day Two • Engine Evaluations, Part 2 • Schedule Analysis • Risk Management • Day Three Pre-Work (Homework Assignment)

16 Course Introduction_v1.3_Jan 2015

PMT 257 ACTIVITY SCHEDULE

Day Three • Program Health (three-part exercise) • Day Four Pre-Work (Homework Assignment)

Day Four • Contractor Cost Estimating • Risk Realization

– Problem Solving – Problem Solving Tools

• Risk Management Software Tools • Exam Study

Day Five • Course Recap Activity • Final Exam • End of Course Survey


PMT 257 COURSE ARTIFACTS

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Course Content • Located at the DAU Blackboard web site

• Instructions and templates (forms and presentations) for course exercise deliverables

• Supporting documents

– Examples: official reports, e-mail chains, exercise aids, charts, references, scenario updates, samples

– These present research and background data that support analysis and investigation

• Animatics and graphic novels

– Develop the storyline and present information through characters and dialogue

– Animatics and graphic novels do NOT have spoken dialogue so no speakers are needed


PMT 257 SCENARIO OVERVIEW

M1235 MLTT Scenario (Pre-course Work) • The M1235 Medium Light Tactical Truck (MLTT) is a class of trucks also known as

2.5 ton trucks

• The 2.5 tons indicates the truck’s payload (what it can carry), not the weight of the truck itself

• The M1235 program began with a Materiel Development Decision (MDD) in 1992, with the first version designated the M1235A1 (or A1) Increment

• The A1 Increment is currently in Production and Deployment

• Two block upgrade programs (increments) are planned for the MLTT:

– The first upgrade, designated the M1235A2 (or A2) Increment, is scheduled to begin in second quarter FY 2013

– The second upgrade, designated the M1235A3 (or A3) Increment, is scheduled to begin in second quarter FY 2015


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• Use the first team teleconference to get to know each other and to set your agenda for the day

• Brainstorm your approach to the exercises; identify and challenge your assumptions, and don’t be in a rush to start solving the problem before you identify and discuss it

• Be flexible; not everyone will see things the same way you do or want to proceed the same way; listen to and understand others’ ideas before responding; then, search for consensus on how to proceed

HELPFUL HINTS

THE PRIMARY EMPHASIS IS ON WHAT ALL TEAM MEMBERS CAN LEARN ABOUT THE EXERCISES, NOT JUST COMPLETING THE ACTIVITIES (I.E., THE PROCESS IS AS IMPORTANT, OR MORE IMPORTANT, THAN THE SOLUTION ITSELF)


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• DON’T LEAVE TEAMMATES BEHIND; encourage everyone to participate and work with those having trouble understanding the assignment

• Don’t have the expert on an exercise complete it; rather, those who are more experienced can instruct or guide others in completing it

• Assign specific tasks to specific people; set schedules and do your part to make sure that they are met

• Set a procedure for how team members should respond (e.g., e-mail, DCO, telephone)

• Copy attachments to a local storage drive (e.g., C:/) prior to making any changes; if you edit in the browser window, you will lose your work

• HAVE FUN AND LEARN!

HELPFUL HINTS


DAY ONE EXERCISE PREVIEW IPT FORMATION, TEAM CHARTER, TECHNOLOGY READINESS,

ENGINE EVALUATIONS


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DAY ONE LEARNING OBJECTIVES

• Construct an IPT addressing both personnel availability and background/ experience

• Develop a Team Charter for an Integrated Product Team (IPT) describing the team’s purpose, goals, roles, operating agreements and critical success factors

• Assess technology maturity to determine technology readiness levels

• Select cost, technical, and schedule criteria to evaluate system alternatives

• Evaluate alternatives to determine an order of preference

Day 1 Preview_v1.1_Jan 2015 2

DAY ONE NOTIONAL SCHEDULE


EXERCISE PURPOSE/DESCRIPTION TIMING

TELECONFERENCE: COURSE KICK OFF AND DAY 1 INTRODUCTION

Roll call, instructor introduction, course overview, and preview of Day 1 exercises

0800 – 0930

BREAK 0930 – 0940

TEAM KICKOFF ACTIVITIES Team member introductions 0940 – 0950

EXERCISE 1.1

ENGINE IPT FORMATION Construct an Integrated Product Team (IPT); balancing personnel availability and experience/ expertise

0950 – 1100

LUNCH 1100 – 1200

EXERCISE 1.2

TEAM CHARTER DEVELOPMENT Prepare a team charter, describing the key aspects of the team and developing useful team processes

1200 – 1315

EXERCISE 1.3

TECHNOLOGY READINESS Determine the technological maturity for each of the engine candidates using engine manufacturer and market research data

1315 – 1430

EXERCISE 1.4

ENGINE EVALUATIONS Select criteria to evaluate the engine alternatives. Use the selected criteria and prioritization matrix tool to rank the engines

1430 – 1630

DAY 2 PRE-WORK Individually review Day 2 Pre-work documents 1630 – 1700

DAY ONE SCENARIO


• The time now is May 2012.

– The A1 Increment is currently in production and deployment, and the A2 Increment is proceeding on a track for a May 2013 Milestone B decision.

– The Acquisition Strategy for the A2 is currently being staffed, and approval is expected in two to three months.

– The A3 Increment is still in the preliminary planning stage, with a Milestone A entry planned for 2nd Quarter FY 2015.

• IPT Formation

– You have been notified of your assignment to the MLTT Program Office. You will be a member of an Integrated Product Team (IPT) which will focus on the engine upgrade portion of the A3 Increment.

– Unease about the current engine manufacturer (KnightKrawler Industries) causes the Product Manager to create the IPT to evaluate the engines and their manufacturers.

EXERCISE 1.1 IPT FORMATION



IPT FORMATION INSTRUCTIONS

• Determine the functional areas you consider essential to include on the IPT to perform the assigned tasks

• Ensure all facets of life cycle management are covered by the core team or additional advisory members

• Using the Product Office Personnel List document, determine the individuals (by name) who will fill the functional positions you identified

• Balance your decisions on which individuals to include between their availability and their experience/background for the tasks the team will perform

• Do not select the Product Manager; Deputy Product Manager; Chief Engineer; Chief, Logistics and Sustainment; Business Manager; or Admin Staff members; or anyone currently assigned to the M1235A2 core team

• The PM prefers an Assistant Product Manager (APM) to lead the core team

• Complete the “M1235 Medium Light Tactical Truck (MLTT) Team Resource Sheet”

• Post your final version of the document on the Engine IPT Formation Discussion Board

See the IPT Formation Instructions document for further guidance


The Engine IPT “Core Team” should consist of six to seven team members.

• Place the name, job position title, and the justification for choosing that member in the table in the “Core Team” block of the resource sheet

• Core team members will be working full time on the Engine IPT, so they should have at least 70% availability, or you will need to identify a replacement for them in their current job assignment (see Slide #9)

ENGINE IPT CORE TEAM

Name Position Justification Core Team


Up to three “Additional Advisory Members” may be identified.

• Place the name, job position title, and the justification for choosing that member in the table under “Additional Advisory Members”

• Additional Advisory Members will provide whatever available time they have; they do not require replacements

ENGINE IPT ADDITIONAL ADVISORY MEMBERS

Name Position Justification Additional Advisory Members (not full time; as needed basis)


If you select an individual for the core team who is currently in an assigned MLTT position, you need to also identify who will replace that individual in his/her current assignment

REPLACEMENTS

Replacements

Name Position Justification

EXERCISE 1.2 TEAM CHARTER



TEAM CHARTER INSTRUCTIONS

• Describe your team’s purpose (mission)

• Determine at least three objectives for your team

• List your team membership

• List key team member roles

• Define your team’s operating agreements

• Define at least three critical success factors for your team

• Complete the “Team Charter” template

• Post your final version of the document on the Team Charter Discussion Board on Blackboard

See the Team Charter Instructions document for further guidance


Team Name: Date Established:

15 May 2012

Project Name: IPT Specific Focus Area

M1235A3 Medium Light Tactical Truck (MLTT) M1235A3 Engine Upgrade

Team Purpose:

TEAM NAME AND PURPOSE

Describe your team’s purpose (mission).

• One or two sentences to describe why the team exists, and what it is intended to accomplish.

Enter your team name (e.g., Team 1, Team 2, etc.).


Team Objectives:

TEAM OBJECTIVES

Determine at least three objectives for your team

• Define specific, measurable levels of performance the team is trying to achieve

• Should primarily be focused on team processes (e.g., team meeting effectiveness, action item tracking) or team performance (e.g., team communication, conflict resolution, individual contribution), or some combination thereof

The acronym: “S-M-A-R-T” is useful when creating goals and objectives (see the Team Charter Teaching Note document)


Team Membership:

Team Teleconference Number: (703) 805 - / DSN 655 -

Name: Phone Number: E-Mail Address:

Team Roles:

Name: Role: Description:

TEAM MEMBERSHIP AND ROLES

List your team membership and contact information

List key team member roles (e.g., team leader, timekeeper, record keeper, etc.) • Roles are intended to promote effective team performance • 3-5 roles are appropriate; not every member has to have a role


Team Operating Agreements:

Critical Success Factors:

TEAM OPERATING AGREEMENTS & CRITICAL SUCCESS FACTORS

Define the team operating agreements your team will use to help it operate effectively and efficiently

Define at least three critical success factors for your team, i.e., what must the team do to succeed in accomplishing what it is tasked to do?

EXERCISE 1.3 TECHNOLOGY READINESS



TECHNOLOGY READINESS INSTRUCTIONS

• Review the material contained in the Request for Information (RFI) Responses from the four engine companies and the Market Research Report

• As a team, use the Technology Readiness template and the TRL Table in the Technology Readiness Overview to evaluate the technical maturity of the engines and the basis for assessing the levels

• Post your final version of the Technology Readiness to the Technology Readiness Discussion Board on Blackboard.

See the Technology Readiness Instructions document for further guidance


Augusta Bulldog Cosmos Decatur

Based on the RFI data, what is the assessed engine Technology Readiness Level (TRL)?

What was the rationale used to determine the TRL?

At what point in the acquisition life cycle could the engine be integrated based on the technology?

Additional Notes

TECHNOLOGY READINESS LEVEL (TRL) TEMPLATE

For each engine manufacturer, analyze the situation and make a recommendation for the appropriate TRL for its engine; your rationale used to determine its recommendation; the point (e.g., Milestone A, Milestone B, etc.) where it would most likely enter the acquisition life cycle based on its technology maturity; and any amplifying information; and enter them in the appropriate cells in the column under its name

AUGUSTA

BULLDOG

COSMOS

DECATUR

RECOMMENDED TRL

RATIONALE FOR RECOMMENDED TRL

ACQUISITION LIFE CYCLE ENTRY POINT

AMPLIFYING INFORMATION

EXERCISE 1.4 ENGINE EVALUATIONS



ENGINE EVALUATIONS INSTRUCTIONS

EVALUATION CRITERIA • Identify parameters for Cost, Technical and Schedule criteria and the associated Target

and Required values (as appropriate) for each parameter

• Enter the appropriate values for each engine for each parameter

PRIORITIZATION MATRIX • Weigh each criterion (Cost, Technical, and Schedule) against the others

• For each criterion, compare each of the engine alternatives against the others

• Analyze the Summary Matrix results

• Determine a final ranking

Post your final version of the Engine Evaluations to the Engine Evaluations Discussion Board on Blackboard.

See the Engine Evaluations and Introduction to the Prioritization Matrix files for further guidance


Criteria (Product Office Specifications and Other Engine Documents) Augusta Bulldog Cosmos Decatur

Parameter Target Value Required Value Actual Value Actual Value Actual Value Actual Value

Cost

($M

)

EVALUATION CRITERIA

Using the Product Office Specifications document, determine appropriate parameters for Cost, Technical, and Schedule; and enter them in the respective table

For each parameter, enter its “Target” value and its “Required” value in the respective columns

Using the Market Research Report and RFI Responses from each manufacturer, determine the actual value for each parameter for each manufacturer.

For the Cost and Schedule criteria tables, enter the actual value in the respective table in the column beneath its name

For the Technical criteria table denote whether the actual value meets or does not meet the Target and Required values in the column beneath its name

1

2

3

1 2 3

Starting with the top of the left-most column (Cost), work across that row, first comparing Cost versus Technical; for example, • if you consider Cost slightly more important than Schedule, enter a “2” in the cell under Technical

• if you consider Cost slightly less important than Schedule, enter a “1/2” in the cell under Technical

• if you consider Cost equally important as Schedule, enter a “1” in the cell under Technical

Next, continue across the row, comparing Cost versus Schedule

Then, drop down to the second row (Technical) and go across the row comparing Technical versus Schedule (Cost and Technical have already been compared)

The remainder of the table will populate automatically


CRITERION VS CRITERION TABLE

Criterion vs. Criterion Cost Technical Schedule Row Total

Relative Decimal Value

Cost 0.00 0.00 0.00 0.00

Technical 0.00 0.00 0.00 0.00

Schedule 0.00 0.00 0.00 0.00

Criterion vs. Criterion Weighting "Key" Grand Total 0.00 1 = Equally Important 2 = Slightly More Important 3 = More Important 5 = Much More Important

1/2 = Slightly Less Important 1/3 = Less Important 1/5 = Much Less Important

1

2

3

A recommended scoring key is located beneath the table

Make entries in cells with

blue font

1 2

3


COST Augusta Bulldog Cosmos Decatur Row Total

Relative Decimal Value

Augusta 0.00 0.00 0.00 0.00 0.00

Bulldog 0.00 0.00 0.00 0.00 0.00

Cosmos 0.00 0.00 0.00 0.00 0.00

Decatur 0.00 0.00 0.00 0.00 0.00

Cost Weighting "Key" Grand Total 0.00

1 = Equal Cost 2 = Slightly Less Expensive 3 = Less Expensive 5 = Much Less Expensive

1/2 = Slightly More Expensive 1/3 = More Expensive 1/5 = Much More Expensive

For each of the three criteria (Cost, Technical, and Schedule), complete the corresponding table comparing the engine alternatives against each other for that criterion

Start with Augusta on the left and work across its row, comparing it against each of the other engines, and entering a value in the cells with blue font, using the same weighting key you used for the Criterion vs Criterion table

Next, drop down to Bulldog, and go across the row, comparing it versus Cosmos and Decatur (Augusta and Bulldog have already been compared) and entering a value in the cells with blue font

Then drop down to Cosmos, and go across the row, comparing it versus Decatur and entering a value in the cell with blue font


CRITERION TABLES

Make entries in cells with

blue font

1

2

3

1

2

3


SUMMARY MATRIX TABLE

SUMMARY MATRIX: Options vs. All

Criteria Cost Technical Schedule Row Total

Relative Decimal Value Final Ranking

Augusta 0.00 0.00 0.00 0.00 0.00

Bulldog 0.00 0.00 0.00 0.00 0.00

Cosmos 0.00 0.00 0.00 0.00 0.00

Decatur 0.00 0.00 0.00 0.00 0.00

Grand Total 0.00

The Summary Matrix table is the last table at the bottom of the Prioritization Matrix tab

• After you fill in the tables above it, this table will be automatically populated (except for the “Final Ranking”)

• You don’t have to use the “Relative Decimal Values” as a “final score” for you rankings; instead,

Compare relative decimal values against each other

Discuss initial rankings

Consider other factors not included in the evaluation process

Perform sensitivity analyses

Determine your final ranking

DAY TWO EXERCISE PREVIEW ENGINE EVALUATIONS, PART 2; SCHEDULE ANALYSIS;

RISK MANAGEMENT


DAY TWO LEARNING OBJECTIVES

• Re-evaluate alternatives to determine a recommended alternative

• Analyze a simulated contractor’s schedule and supporting documentation to identify errors

• Apply risk management processes to identify and analyze risks, and propose mitigation plans


DAY TWO NOTIONAL SCHEDULE


ACTIVITY PURPOSE/DESCRIPTION TIMING

TELECONFERENCE: DAY 1 DEBRIEF

Presentation of Day 1 exercise deliverables with discussion and guidance on appropriate solutions.

0800 – 0930

BREAK 0930 – 0940

DAY 2 INTRODUCTION Introduce exercises for Day 2. 0940 – 1015

EXERCISE 2.1 ENGINE EVALUATIONS, PART 2

Re-analyze all data and use decision making skills to make an informed recommendation on the best engine.

1015 - 1145

LUNCH 1145 – 1245

EXERCISE 2.2 SCHEDULE ANALYSIS

Analyze a schedule to look for errors, discrepancies, and inconsistencies that cause problems or risks.

1245 – 1430

EXERCISE 2.3 RISK MANAGEMENT

Use analytical skills to identify potential future problems. 1430 – 1630


DAY TWO SCENARIO

• Time now is May 2012

– One week later than yesterday’s exercises

• For Exercises 2.2 and 2.3, the scenario jumps ahead to July 2013

– The contract for the M1235A2 increment was awarded in June 2013

– The M1235 Product Office is preparing for the upcoming Integrated Baseline Review (IBR) with Kenosha Truck Manufacturing scheduled for August 2013

• Make sure you read the Day Two Scenario Update in Exercise 2.2 supporting documents


EXERCISE 2.1 ENGINE EVALUATIONS, PART 2



ENGINE EVALUATIONS, PART 2 INSTRUCTIONS

EVALUATION CRITERIA • No changes are required for the Criteria tab

PRIORITIZATION MATRIX • Weigh each criterion (Cost, Technical, and Schedule) against the others, factoring in the new

scenario information regarding their importance

• In the Cost, Technical and Schedule tables, enter the value, “0” in all of the “Decatur” columns

• There are no other changes to the Cost, Technical or Schedule tables; the engine comparisons remain the same

• Analyze the Summary Matrix results

• Conduct a sensitivity analysis

• Determine a final ranking

ENGINE EVALUATIONS, PART 2 BRIEFING • Complete the Engine Evaluations, Part 2 briefing using the template and instructions provided

Post your final version of the Engine Evaluations, Part 2 (Excel file and PowerPoint briefing) to the Engine Evaluations, Part 2 Discussion Board on Blackboard.

See the Engine Evaluations, Part 2 file for further guidance

Starting with the top of the left-most column (Cost), work across that row, comparing Cost versus the other two criteria; making changes as necessary to reflect new information in the scenario

Then, compare Technical versus Schedule; making changes as necessary to reflect new information in the scenario



CRITERION VS CRITERION TABLE

Criterion vs. Criterion Cost Technical Schedule Row Total Relative Decimal

Value

Cost 0.50 3.00 3.50 0.32

Technical 2.00 5.00 7.00 0.63

Schedule 0.33 0.20 0.53 0.05

Criterion vs. Criterion Weighting "Key" Grand Total 11.03

1 = Equally Important 2 = Slightly More Important 3 = More Important 5 = Much More Important

1/2 = Slightly Less Important 1/3 = Less Important 1/5 = Much Less Important

Make changes as necessary in cells with

blue font


For each of the three criteria tables (Cost, Technical, and Schedule), change the values in the “Decatur” column to “0” in each cell in the column

The remainder of each table will populate automatically

CRITERION TABLES

Change the entries in the cells in the “Decatur” column to “0”


SUMMARY MATRIX TABLE

SUMMARY MATRIX: Options vs. All

Criteria Cost Technical Schedule Row Total

Relative Decimal Value Final Ranking

Augusta 0.00 0.00 0.00 0.00 0.00

Bulldog 0.00 0.00 0.00 0.00 0.00

Cosmos 0.00 0.00 0.00 0.00 0.00

Decatur 0.00 0.00 0.00 0.00 0.00

Grand Total 0.00

The values in the Summary Matrix table will be automatically re-calculated based on the changes you make in the tables above it

• You don’t have to use the “Relative Decimal Values” as a “final score” for you rankings; instead,

Compare relative decimal values against each other

Discuss initial rankings

Consider other factors not included in the evaluation process

Perform sensitivity analyses

Determine your final ranking

• Complete the Engine Evaluations, Part 2 Briefing using the template provided

EXERCISE 2.2 SCHEDULE ANALYSIS



SCHEDULE ANALYSIS INSTRUCTIONS

• Read the “Day 2 Scenario Update” document

• Carefully review the M1235A2 Contractor Schedule provided by Kenosha.

• Refer to the “Contractor Schedule Documentation,” “M1235A2 Work Breakdown Structure,” “M1235A2 Top Level Schedule,” and “Schedule E-mail Chain” exercise aids.

• As a team, analyze the schedule to detect any errors which it may contain.

• Complete the “Kenosha Schedule Analysis Template” with the Task ID Number, Task Name, and Description of Error.

• Post your final version of the document on the Schedule Analysis Discussion Board on Blackboard

See the Schedule Analysis Instructions document for further guidance


M1235A2 CONTRACTOR SCHEDULE

Check schedule for correct durations

Check schedule to ensure all tasks are listed

Check schedule for correct predecessor relationships

Check schedule for orphaned tasks

Gantt Chart View


M1235A2 TOP LEVEL SCHEDULE

Compare detailed schedule with the top level schedule (shown here) to ensure timelines are correctly reflected in both schedules


SCHEDULE ANALYSIS TEMPLATE

Enter the “Schedule ID #” in the left-hand column

of the template

Enter a description of the error you identified in the

right-hand column

Enter the “Task Name” in this column

EXERCISE 2.3 RISK MANAGEMENT



RISK MANAGEMENT INSTRUCTIONS

• Using all the information you have been provided so far, and your own knowledge and experience with risk management, identify at least six potential risks for M1235A2 engine development, integration, manufacturing, and testing

• For each risk identified, complete a Risk Identification Form with the following info:

- Risk statement (using an “If… [this occurs], then…[this is the result]” format)

- Potential root cause(s)

Tip: Ask “why does this happen; or what causes this to happen?”

- Descriptions of risk impacts (for performance, schedule, and/or cost)

- Potential risk mitigation strategies (Control, Avoid, Assume, Transfer)

- Assign values between 1 (low) and 5 (high) for the Likelihood and Consequence, and mark the 5 x 5 Risk Matrix cell where the values intersect

• Identify and complete Risk Information Forms for a minimum of six risks

• Post your final version of your Risk Identification Forms to the Risk Management Discussion Board on Blackboard.

See the Risk Management Instructions document for further guidance


RISK IDENTIFICATION FORM

Identify at least six potential risks for M1235A2 engine development, integration, manufacturing, and testing; and complete the Risk Identification Form (example

shown above) for each risk

Refer to the MLTT Risk Management Plan for

assistance with this exercise



Write a “Risk Statement” using an “If… [this occurs], then…[this is the result]” format)

Identify at least one potential root cause of the risk

Provide a short description of the potential impact if the risk occurs for the areas of Performance, Schedule, and Cost, as applicable

What can go wrong?

What causes that to occur?

What is the result of it occurring?



Identify at least one potential risk mitigation strategy for each risk you identify, using one of the four common DoD risk mitigation strategies (Control, Avoid, Assume, or Transfer)

Refer to the MLTT Risk Management Plan for an

explanation of risk mitigation strategies



Assign values between 1 (low) and 5 (high) for the Likelihood and Consequence for each risk you identify, and mark the 5 x 5 Risk Matrix cell where the values intersect

X X

Place an “X” in the cell that corresponds to the values for Likelihood and Consequence

Refer to the MLTT Risk Management Plan for an explanation of assigning values for Likelihood and

Consequence

DAY THREE EXERCISE PREVIEW EARNED VALUE MANAGEMENT: PARTS 1, 2, AND 3


DAY THREE LEARNING OBJECTIVES

• Analyze Earned Value Management (EVM) data to determine project status

• Evaluate additional EVM data to detect trends in contractor performance

• Assess contract performance to identify significant risks, issues, and recommended courses of action


DAY THREE NOTIONAL SCHEDULE



TELECONFERENCE: DAY 2 DEBRIEF

Presentation of Day 2 exercise deliverables with discussion and guidance on appropriate solutions.

0800 – 0930

BREAK 0930 – 0940


EXERCISE 3.1 PROGRAM HEALTH – PART 1

Examine initial reports and documents to determine how well the contractor is performing on the project.

1030 - 1130

LUNCH 1130 – 1230


Analyze reports and documents at a later point in time to detect any contract performance trends; and determine risks, issues and recommended courses of action.

1230 – 1430


Analyze reports and documents at a later point in time to detect any contract performance trends; and determine risks, issues and recommended courses of action.

1430 – 1630


DAY THREE SCENARIO

• Time now for Exercise 3.1 is January 2014

– Review the contractor data provided as of 31 December 2013

• Time now for Exercise 3.2 is April 2014

– Review the contractor data provided as of 31 March 2014

• Time now for Exercise 3.3 is July 2014

– Review the contractor data provided as of 30 June 2014

• Read the Day 3 Scenario Update


QUICK EVM EXERCISE TUTORIAL

• You should have read the Earned Value Management Teaching Note under Day 3 Pre-Work

• The following slides will review key EVM terms and highlight the documents you will work with during today’s three-part EVM exercise


KEY EVM TERMS

• Most EVM calculations are based on the following key terms: Budgeted Cost of Work Scheduled (BCWS) – time-phased budget plan for currently

scheduled project work — This is your plan to accomplish the project’s work

Budgeted Cost of Work Performed (BCWP) – value of the work that has been performed in terms of the work’s assigned budget — As work is performed, this is the cost you budgeted to perform it — When a task is completed, the BCWP = BCWS

Actual Cost of Work Performed (ACWP) – cost actually incurred in accomplishing work that has been performed

Budget at Completion (BAC) – total budget for the total contract through the end of the project — Same as the BCWS for the entire project

Estimate at Completion (EAC) – estimate of the total cost for the total contract through the end of the project — The contractor will provide an EAC, sometimes known as the Latest Revised Estimate (LRE) — The government Program Management Office should also calculate its own EAC


DAU GOLD CARD

A very handy reference document


Graphical depiction of key

EVM terms

Key EVM formulas

EVM acronyms & short definitions

EVM policy

DAU GOLD CARD


This is a graphical depiction of how the key terms are related to one another

DAU GOLD CARD


Variances measure

magnitude

CPI & SPI measure efficiency

EAC & TCPI are used for

forecasting

Used to evaluate project cost and schedule status

Note what is favorable & unfavorable

Note what is favorable & unfavorable

Common EVM formulas


INTEGRATED PROGRAM MANAGEMENT REPORT (IPMR)

You will be provided with the IPMR, Format 1 – Work Breakdown Structure



The top part of this Format provides basic information about: • Contractor (name, address) • Contract (name, number, type, share ratio) • Program (name, acquisition life cycle phase) • Report Period (beginning date, end date) • Contract Data • Estimated Cost at Completion



Format 1 is based on the Work Breakdown Structure (WBS) elements which will be listed in the left-hand column in the lower part of the report

Primary Vehicle (Level 2 WBS element)

Level 3 WBS elements (under the Level 2 Primary

Vehicle element)

Other Level 2 WBS elements

(1.2 through 1.8)



The five columns under the “Current Period” block of data show the BCWS, BCWP, ACWP, Schedule Variance (SV) and Cost Variance (CV) for each of the WBS elements listed in the left-hand column for the reporting period shown in the top right of the form (not shown on this slide)

NOTE: you don’t have to use a formula to compute the Schedule Variance or Cost Variance; it is provided in the report

BCWS BCWP ACWP SV CV WBS Elements (see Slide #11)



The five columns under the “Cumulative to Date” block of data show the BCWS, BCWP, ACWP, Schedule Variance (SV) and Cost Variance (CV) for each of the WBS elements listed in the left-hand column (see slide #11) from the start of the contract through the end of the reporting period shown in the top right of the form (see slide #10)

BCWS BCWP ACWP SV CV



The three columns under the “At Completion” block of data show the Budget at Completion (BAC), Contractor’s Estimate at Completion (EAC), and Variance at Completion (VAC) for each of the WBS elements listed in the left-hand column (not shown on this slide)

At the bottom of the BAC column you can find the total BAC (for the entire system; i.e., the Level 1 element), the amount of Management Reserve (MR) remaining, and the Total Allocated Budget (TAB, which equals BAC + MR)

Total BAC

Management Reserve (MR)

Total Allocated Budget (TAB)


INTEGRATED MASTER SCHEDULE (IMS)


INTEGRATED MASTER SCHEDULE (IMS)

Provides columns for baseline duration, start date, and finish date; and actual duration, start date, and finish date

% Complete is based on passage of time NOTE: This is NOT the same as % Complete on the Gold Card

% Work Complete is based on some type of measurement of actual work progress

Shows whether a task has slipped from its baseline start and/or finish date and by how much


SIX-PERIOD SUMMARY

You will be provided with two Six-Period Summaries for each of the three exercises: one for the MLTT System (level 1 WBS element), and one for the Primary Vehicle (level 2 WBS element)

Refer to the Six-Period Summaries PowerPoint file in the Day Three Pre-Work folder for information on how to read this report


TREND CHARTS

-$20,000.0

-$10,000.0

$0.0

$10,000.0

$20,000.0

$30,000.0

$40,000.0

Jun-13 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13

Dolla

rs

CV

SV

Cumulative Cost (CV) & Schedule Variances (SV)

You will be provided with two sets of trend charts for each of the three exercises: one for the MLTT System

(level 1 WBS element), and one for the Primary Vehicle (level 2 WBS element)

Trend charts provide graphical depictions of various EVM data over a period of time


TECHNICAL PERFORMANCE MEASURES (TPMS)

Vehicle Speed

Mile

s pe

r H

our

(MPH

)

66

F-14 M-14 A-14 M-14 J-14 J-14 A-14 S-14 O-14

64

62

60

58

56

54

52

50

48

46

Plan Upper Tolerance Lower Tolerance Threshold Value Objective Value Actual

Technical Performance Measures (TPMs) provide graphical depictions of technical performance for specific performance items of interest over a period of time

You will only receive a set of TPMs for Part 2

(March 2014) and Part 3 (June 2014) of the three-

part exercise


PROGRAM HEALTH – PART 1 INSTRUCTIONS

• Review the following documents to become familiar with their content

Integrated Program Management Report (IPMR), Format 1

Integrated Master Schedule (IMS)

MLTT System Six-Period Summary

Primary Vehicle Six-Period Summary

MLTT System Trend Charts

Primary Vehicle Trend Charts

• Review the Part 2 Briefing Template for guidance on what type of information you will need to provide for Parts 2 and 3

THERE IS NO DELIVERABLE FOR PART 1



• Analyze the following documents to determine the current program status in terms of contractor cost, technical and schedule performance







Technical Performance Measures

• Complete the Program Health-Part 2 Briefing Template

• Post your final version of the Program Health-Part 2 Briefing Template to the Program Health-Part 2 Discussion Board on Blackboard.



• Analyze the following documents to determine the current program status in terms of contractor cost, technical and schedule performance







Technical Performance Measures

• Complete the Program Health-Part 3 Briefing Template

• Post your final version of the Program Health-Part 3 Briefing Template to the Program Health-Part 3 Discussion Board on Blackboard.

DAY FOUR EXERCISE PREVIEW CONTRACTOR COST ESTIMATING, PROBLEM SOLVING,

RISK MANAGEMENT SOFTWARE TOOLS


DAY FOUR LEARNING OBJECTIVES

• Use cost estimating techniques and factors to develop a detailed cost estimate

• Prepare an information issue paper to document results of issue analysis

• Apply problem solving tools to determine a recommended course of action

• Develop a decision briefing to justify a recommended course of action

• Compare the features of sample risk management software tools to determine their advantages and disadvantages


DAY FOUR NOTIONAL SCHEDULE



TELECONFERENCE: DAY 3 DEBRIEF Presentation of Day 3 exercise deliverables with discussion and guidance on appropriate solutions.

0800 – 0930

BREAK 0930 – 0940


EXERCISE 4.1 COST ESTIMATING

Develop a Subcontractor’s cost estimate to support their bid to the truck prime contractor for the upcoming Low Rate Initial Production (LRIP) contract.

1015 - 1215

LUNCH 1215 – 1315

EXERCISE 4.2 PROBLEM SOLVING

Use problem solving tools to develop an issue paper and decision briefing documenting your team’s recommended course of action to potentially resolve an issue.

1315 – 1530

EXERCISE 4.3 RISK MANAGEMENT S/W TOOLS

Evaluate examples of the various tools available. 1530 – 1630

EXAM STUDY Individually study for the final exam on Day 5. 1630 – 1700

DAY FOUR SCENARIO

• Time now is late July 2014

• A successful system level Critical Design Review (CDR) was completed with Kenosha Truck Manufacturing in June 2014

• The MLTT Product Office has released the Request for Proposal (RFP) for the Low Rate Initial Production (LRIP) effort with an expected contract award date of January 2015

• You will take the role of Engine Manufacturer Subcontractors for Exercise 4.1

• You will take the roles of a collaborative MLTT Product Office/Kenosha Truck Manufacturing problem solving IPT for Exercise 4.2

• Read the Day 4 Scenario Update


EXERCISE 4.1 CONTRACTOR COST ESTIMATING



CONTRACTOR COST ESTIMATING INSTRUCTIONS

• The Cost Estimate Instructions file contains four tabs:

Instructions Cost Data (Attachment 1)

Company Pricing Rates (Attachment 2)

Cost Summary (Attachment 3)

• Use the Cost Data (Attachment 1) and Company Pricing Rates (Attachment 2) to complete the Cost Summary (Attachment 3)

• Information should only be entered in the cells in the Cost Summary (Attachment 3) which contain blue font

• Post your final version of your Cost Estimate on the Contractor Cost Estimating Discussion Board

See the Cost Estimate Instructions document for further guidance


• Use the data/information from the “Direct Engineering” block in Attachment 1 and the data from “Company Pricing Rates” in Attachment 2 to complete the “Engineering Labor” and “Engineering Overhead” sections of the Cost Summary

• Note whether the Labor categories are Recurring (R) or Nonrecurring (N) type costs in the column on the far left side of the screen

ATTACHMENT 3 – COST SUMMARY

ENGINEERING LABOR AND ENGINEERING OVERHEAD

Enter data only in cells with blue font


• Use the data/information from the “Manufacturing” block in Attachment 1 and the data from “Company Pricing Rates” in Attachment 2 to complete the “Manufacturing Labor” and “Manufacturing Overhead” portions of the Cost Summary

• Note whether the Labor categories are Recurring (R) or Nonrecurring (N) type costs in the column on the far left side of the screen


MANUFACTURING LABOR AND MANUFACTURING OVERHEAD



• Use the data/information from the “Direct Materials” block in Attachment 1 and the data from “Company Pricing Rates” in Attachment 2 to complete the “Direct Materials” and “Material Handling” and “Subcontract Admin” portions of the Cost Summary


DIRECT MATERIALS



• Use the data/information from the “Other Direct Costs” block in Attachment 1 and the data from “Company Pricing Rates” in Attachment 2 to complete the “Other Direct Costs” (including General & Admin Expense) portion of the Cost Summary

• The “Total Cost” will be automatically calculated for you once you have entered all the required data in the cells above it with blue font


OTHER DIRECT COSTS



• Use the data/information from the “Management Reserve” and “Profit” blocks in Attachment 1 to complete the “Management Reserve” and “Profit” portions of the Cost Summary

• The “Contract Price” will be automatically calculated for you once you have entered all the required data in the cells with blue font

MANAGEMENT RESERVE AND PROFIT




• Some items will only need to be copied from its location in the appropriate tab and pasted in the appropriate cell in the Cost Summary sheet

• For some items you will need to calculate the correct entry in the Cost Summary cell using the data provided in the appropriate tab

• You can use the Excel formula bar to calculate the entry for you by clicking on the appropriate cell, and then entering the correct formula for the calculation in the formula bar (see above)


COPY / PASTE AND CALCULATIONS

Enter the correct formula here Formula bar

Click on the appropriate cell

EXERCISE 4.2 PROBLEM SOLVING



PROBLEM SOLVING INSTRUCTIONS

• Review, analyze and discuss your assigned issue

• Complete the Issue Paper using the template provided

• Complete the Problem Solving Briefing using the template provided

• You must use two problem solving tools to help you analyze your issue, determine root causes, develop recommended courses of action and select a recommended alternative; and provide a depiction of how they were used in your briefing

• Post your final versions of the Issue Paper and Problem Solving Briefing to the Problem Solving Discussion Board on Blackboard.


ISSUE PAPER INSTRUCTIONS

• Prepare an issue paper for the MLTT Product Manager (and potentially forwarding up the chain) providing a one-page overview of what your assigned issue is, appropriate background information about the issue, and at least three recommended alternative courses of action to potentially resolve it

• Refer to the “Problem Solving Teaching Note” and “Problem Solving Tools” exercise aids

• Use the issue paper template provided (see next slide) to prepare your issue paper

• Post your final version of the Issue Paper to the Problem Solving Discussion Board on Blackboard

See the Issue Paper Instructions document for further guidance


ISSUE PAPER INSTRUCTIONS

Provide a brief (1-2 sentences) statement of what your issue is

Provide pertinent background information about the issue

Provide at least three and not more than five potential courses of action

to resolve your issue

Post your final version of the Issue Paper to the Problem Solving Discussion Board on Blackboard.


• Prepare a briefing for the MLTT Product Manager (and potentially higher level decision makers) in response to the submission of your one-page Issue Paper

• Determine a recommended course of action from the alternatives you identified in the Issue Paper, and provide your justification for that course of action

• In Part 2 of the briefing:

Identify which TWO problem solving tools you used to analyze your issue, identify the root cause(s), develop potential alternative courses of action, and/or select a recommended alternative

Provide a depiction of how you used it to resolve your issue

Provide your rationale for selecting those tools

Describe how the tools helped (or did not help) you complete the assigned task

Describe a potential use of each tool for your job environment

• Post your final version of your Briefing to the Problem Solving Discussion Board on Blackboard

PROBLEM SOLVING BRIEFING INSTRUCTIONS

See the Briefing Template document for further guidance

EXERCISE 4.3 RISK MANAGEMENT SOFTWARE TOOLS



RISK MANAGEMENT SOFTWARE TOOLS INSTRUCTIONS

• Research each of the five risk management software tools provided, using the RM Software Tools Comparison PowerPoint file

• Identify advantages and disadvantages, and features that impact how you would use it on your job

• Once you have reviewed all five tools and the comparison slide, build a presentation on one of the tools using the template provided

• Post your final version of the RM Software Tools Briefing to the Risk Management Software Tools Discussion Board on Blackboard

See the RM Software Tools Briefing Template document for further guidance


RISK MANAGEMENT SOFTWARE TOOLS INSTRUCTIONS

Example of a Risk Management Software Tool found in the RM Software Tools Comparison PowerPoint file; including a description, features, and link

to the company’s web site

DAY FIVE EXERCISE PREVIEW COURSE RECAP EXERCISE


5

DAY FIVE LEARNING OBJECTIVE

• Apply project management tools to generate project documentation


DAY FIVE NOTIONAL SCHEDULE



TELECONFERENCE: DAY 4 DEBRIEF; DAY 5 INTRODUCTION

Presentation of Day 4 exercise deliverables with discussion and guidance on appropriate solutions. Introduce activities for Day 5.

0800 – 0945

BREAK 0945 – 0955

EXERCISE 5.1

COURSE RECAP EXERCISE

Revisit a previous course exercise in light of changed circumstances and new information.

0955 – 1045

TELECONFERENCE: COURSE RECAP EXERCISE DEBRIEF

Presentation of Day 5 exercise deliverables; end of course survey instructions, and final exam instructions.

1045 - 1200

LUNCH 1200 – 1300

FINAL EXAM Students individually complete the final exam via Blackboard.

1300 – 1430

END OF COURSE SURVEY Students individually complete the end of course survey. 1430 – 1450

EXERCISE 5.1 COURSE RECAP EXERCISE



COURSE RECAP INSTRUCTIONS

• Each team will be assigned one of the following four topics for this exercise:

IPT Formation Team Charter Risk Management Cost Estimate

• Complete the assigned exercise

• Post the final version of your assigned exercise deliverable on the Course Recap Discussion Board

• Dial in for the second section teleconference at the assigned time

See the specific Instructions document for your exercise for further guidance