ARA Project Manager Course Introduction

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

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. 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. 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. 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. 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. Industry Best Practices Expected for S/W Development -- CMMI Phases • 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 Analysis Design Implementation& Integration Testing Acceptance& Release ProjectAward SoftwareRequirementsReview Prelim.DesignReview CriticalDesignReview TestReadinessReview AcceptanceTest Release Milestones

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

10. PM Course Overview 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 • PM Responsibilities • Define the Program Structure • Review SOW Scope • Design the Work Breakdown Structure (WBS) – Driven by SOW

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. Detailed Agenda in Workbooks K – Knowledge C – Comprehension Ap – Application An – Analysis S – Synthesis E - Evaluation

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

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

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