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NDIA PMSC Baseline Stability Working Group

NDIA PMSC Baseline Stability Working Group. August 2009 Neil Albert Pete Wynne. Baseline Stability. Gerald Self - ITT Marty Doucethe – EVM Services Sondra Ewing – Lockheed Martin Tom Tasker – General Atomics Fran Fulton – Northrop Grumman Neil Albert - MCR Pete Wynne – Lockheed Martin

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NDIA PMSC Baseline Stability Working Group

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  1. NDIA PMSC Baseline StabilityWorking Group August 2009 Neil Albert Pete Wynne

  2. Baseline Stability • Gerald Self - ITT • Marty Doucethe – EVM Services • Sondra Ewing – Lockheed Martin • Tom Tasker – General Atomics • Fran Fulton – Northrop Grumman • Neil Albert - MCR • Pete Wynne – Lockheed Martin • Joe Houser – KM Systems • Linda Nobel – Raytheon • Mary Ann Hale – General Dynamics • Walt Berkey – Lockheed Martin • Gary Robinson - Raytheon • Ed Silvia - Raytheon • Steve Stroud – General Dynamics • Kim Herrington – Bell Helicopter • Marcy Bartlett – Lockheed Martin • Ken Anderson – Lockheed Martin • Steve Hickman – Rolls Royce • Oren Ben-Zeev – P&W • Sung Soon Stultz – Rockwell Collins • Rob Edwards – P2 Corp

  3. Baseline Stability Objective Adapt Program Performance Management to efficiently Integrate with the Acquisition Process given that change is inevitable. Goals • Integrate Existing Performance Management With Existing Acquisition Processes • Eliminate Waste and Reduce Re-Work in maintaining an integrated performance measurement baseline • Streamline the Program Performance and Acquisition interfaces • Minimize Deconstruction

  4. Baseline Stability Definition The stability of the Cost, Schedule, and Technical Baseline is demonstrated through the establishment of process definition, strong internal controls, and disciplined competency. The planning, statusing, and execution of the Baseline is accomplished within the confines of the EVMS work products using an adaptable approach. NEW Approach 4

  5. Attributes of Baseline Instability • High Risk • Ill-defined requirements and volitility • Unstable funding • Ongoing changes to the contract • Milestones not clearly defined • Yet to be proven or immature technologies • Poorly defined resources to execute the plan • Schedule flux • Inexperienced customer • Contract inappropriate • Mission/User need change • Others Work In Progress DRAFT

  6. Next Steps • Need to determine how we adapt EVM to the changing environment of acquisition • Adaptable • Agile • Risk focused • Scale to the needed level of detail and be responsive • Others • Establish a common understanding of today’s environment • Work with customers to ensure we understand their position • Come back with a coordinated view • Create a plan as to how we meet changing activities • Deliver a proposed process to PMSC

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