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NDIA PMSC

NDIA PMSC. Scheduling Working Group. Exploratory working group. Objective Brainstorm and explore concerns and issues in scheduling bring them to entire PMSC Recommend further effort (with a definitive scope) (or recommend disbanding)

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NDIA PMSC

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  1. NDIA PMSC Scheduling Working Group

  2. Exploratory working group • Objective • Brainstorm and explore concerns and issues in scheduling bring them to entire PMSC • Recommend further effort (with a definitive scope) (or recommend disbanding) • Definitive scope of further effort may be a guide, paper or other product to address scheduling

  3. Team Composition and Methodology • Team Members: • Team Lead David Treacy MCR Federal, LLC • David Roberts - KPMG • Michael Dahlberg – AJM Project Management Group • Roderick Brooks – Pratt Whitney • Tiffany Brunetti-Clymer – Battelle • Timothy Covington - General Dynamics • DCMA (David Kester) expressed interest, but was unable to attend any of the telecons • Methodology • 3 telecons (September, November, January) • Unconstrained discussion • Covered entire scheduling domain • Captured concerns and thoughts

  4. Scheduling as an EVM Requirement • Concern that EVM is driver for scheduling rather than effective program and project management • Scheduling is a program management discipline with a defined purpose and objective in program and project management and does not exist merely to support EVM • Planning and scheduling functions should exist regardless of requirement/intent to implement EVM • EVM is the integration mechanism not the raison d’etre for scheduling

  5. Lack of Consistent Requirements • From both the customer base (civil and DOD) and internal to companies • Customers levy different requirements on companies • No universal government regulation for scheduling (DID can be negotiated in or out) • Implementation is on a contract basis rather than a FAR clause • Many agencies’ (primarily civilian) maturity level in scheduling is low

  6. No Common Source of Best Practices • Best practices exist in agencies and industry but are not generally known outside those industries or agencies • Examples: • Should baseline be done to early vs late dates? • Who should status the schedule, the CAMs or the program control group • How often should risk assessment versus float management be done? • What is the appropriate Critical Path level? • How often should the schedule be updated?

  7. Implementation • Lack of integration of cost and schedule • Lack of a control mechanism in programs for schedules (similar to financial/budget control) (Program Control) results in wide variations in quality • Centralized control (Program Control) of schedule vs CAM or individual project control

  8. Recommendations • Conduct best practices /lessons learned study • Across industries (systems acquisition, construction, environmental cleanup, IT, Software, etc. • Within professional societies and academia, PMI College of Scheduling, Construction Industry Institute, DAU, FAI, others • Tools, methodologies, training, etc. • Determine appropriate outcome – database, repository of knowledge, bibliography • Seek partnership with PMI College of Scheduling, College of Performance Management, and DAU to conduct study

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