1、GEIA ENGINEERING BULLETIN Handbook: The Program Managers Guide to the Integrated Baseline Review Process GEIA HB-748-1 May 2004 GOVERNMENT ELECTRONICS AND INFORMATION TECHNOLOGY ASSOCIATION A Sector of the Electronic Industries Allianc Copyright Government Electronics Provides an invaluable opportun
2、ity to compare PMs expectations, and to address differences before problems arise; Provides project management teams with a thorough understanding of the project plan and its risks, allowing early intervention and the application of resources to address project challenges; and Increases confidence i
3、n the project PMB, which provides a powerful, proactive, program management capability to obtain timely and reliable cost and schedule projections . Additional, continuing benefits to the PMs, once a PMB has been established and the IBR Process has been implemented, include the following: Management
4、 insight. Enables the principles of management by exception and improves problem traceability rather than require continuous oversight of all tasks. 0 Early warning. Indicates potential problems early. Earned value management. Enables management to quantify the impact of known problems, to measure w
5、ork accomplished, and to obtain realistic estimates at completion. 1.2 Key Elements The key elements in the IBR Process are the following: The IBR Process establishes and maintains a mutual understanding of the PMB and mitigates program risk. (page 3) 0 0 Preparation for the IBR should begin as soon
6、 as practical. (page 7) Copyright Government Electronics action risks should be incorporated into the project risk management planning. (page 12) Management processes provide the PMs with a continuous source of project information that enables mutual understanding and the reduction or elimination of
7、 the need for future IBRs. (page 14) 2 Copyright Government Electronics and may include subcontractor, as well as prime contractor entities. 2.2 The IBR Guide This guide identifies the purpose of the IBR Process and conveys the need for a continuous IBR process environment. It integrates the IBR wit
8、h risk management. Identifying and mitigating risks, including those associated with the PMB and management processes, is essential to successful project completion. This guide is neither a how-to nor a step-by-step tool kit for executing an IBR. The IBR is only one element in a series of management
9、 activities that comprise the IBR Process. This guide discusses theframework within which the project or program managers employ the IBR. In so doing, this Guide will improve the overall understanding of the total IBR Process, and enhance its contribution to program success. 4 Copyright Government E
10、lectronics at other times, nominal management activities or events may drive a change. Examples of such program dynamics include contract award, 5 Copyright Government Electronics Provide an adequate number of qualified personnel to serve as IBR team members; Specify evaluation criteria for risk are
11、as; Document risk issues identified during an IBR; and Monitor progress on required actions until issues are resolved. 4.6 Training Training is essential to ensure that the IBR team can identify and adequately assess the project risk. The PMs should conduct joint training in which all members of the
12、 IBR team participate. The training should provide enough information so that the team can mutually understand the cost, schedule, technical, and management processes used on the project. The essential elements of training include the following: 1. PMsS Expeetations IBR objectives 0 IBR approach and
13、 expectations 0 Risk identification and documentation 9 Copyright Government Electronics Key schedule milestones are identified; Supporting schedules reflect a logical flow to accomplish the technical work scope; 11 Copyright Government Electronics Tasks are planned and can be measured objectively,
14、relative to technical progress; Underlying PMB rationales are reasonable; and Managers have appropriately implemented required management processes. Additionally, the IBR team should assess the management reserve with respect to project risk not accounted for in the PMB. To evaluate project PMB risk
15、s, the IBR team should assess the degree to which the project attains the above objectives. 5.3 IBR Closeout 5.3.1 PM Responsibilities After completing the IBR, the PMs should assess whether they have achieved the purpose of the IBR: 0 Have they gained a mutual understanding of the project PMB? Have
16、 they attained agreement on a plan of action to handle the identified risks? The PMs should agree on a closure plan of action, and identify the individual(s) responsible for all identified risks. Items identified as action risks require PM attention, and should be immediately included in risk manage
17、ment planning. Items identified as watch risks represent concerns that may require future attention and future planning were they to become action risks. During the various phases of the project, results will be compared to the IBR Action list. 12 Copyright Government Electronics indicated by either
18、 words or stoplight colors: red, yellow, or green. The team should base the ratings on the specific evaluation criteria established by the PMs during IBR Preparation. 13 Copyright Government Electronics & Information Technology Association Reproduced by IHS under license with GEIA Not for ResaleNo r
19、eproduction or networking permitted without license from IHS-,-,-HB-748-1 6 Management Processes 6.1 General Guidance Once the IBR is completed, emphasis shifts to the management processes. Management processes can indicate the correlation of actual performance with the PMB, and enable a continuous,
20、 mutual understanding of project risks. Failure to adequately achieve PMB estimates indicates existing or impending problems. Deviations from the PMB will point out the areas of risk requiring management attention. As we noted earlier, program dynamics can affect project risks. Appropriate and insig
21、htful management processes can highlight changes in risk due to external factors or management events and activities, which, in general, do not necessitate an IBR. 6.2 Management Processes Management processes necessary to support the IBR Process include the following. 6.2.1 Baseline Maintenance Pro
22、cess This process maintains the PMB as a current depiction of the plan for accomplishing the remaining work. This process should accommodate changes to the PMB caused by the program dynamics discussed earlier. 6.2.2 Risk Management Process The risk management process documents and classifies risks a
23、ssociated with the PMB. The PMs should document action risks from the IBR in risk management planning. Each action risk 14 Copyright Government Electronics & Information Technology Association Reproduced by IHS under license with GEIA Not for ResaleNo reproduction or networking permitted without lic
24、ense from IHS-,-,-HB-748-1 addressed in risk management planning should be classified as to their probability of occurrence, consequences, handling, and identification of the individuals responsible for the actions for mitigation. Key Performance Parameters and associated performance, cost and sched
25、ule, impact will be monitored through out the life of the project. 6.2.3 Business Processes Other business processes include scheduling, estimate to complete, earned value methodology, and managerial analysis. Each of these processes supports the management of the project. Inappropriate or inadequat
26、e use of these processes may not only fail to identify project risks, but may actually add risk to the project. 15 Copyright Government Electronics & Information Technology Association Reproduced by IHS under license with GEIA Not for ResaleNo reproduction or networking permitted without license fro
27、m IHS-,-,-HB-748-1 16 Copyright Government Electronics & Information Technology Association Reproduced by IHS under license with GEIA Not for ResaleNo reproduction or networking permitted without license from IHS-,-,-GEIA Document Improvement Proposal Submitters Name: If, in the review or use of thi
28、s document, a potential change is made evident for safety, health, or technical reasons please fill in the appropriate information below and mail or FAX to: Telephone No. : FAXNo.: Government Electronics and Information Technology Association (GEIA) Standards & Technology Department 2500 Wilson Blvd
29、. Arlington, VA 2220 1 FAX: (703) 907-7968 Urgency - of Change: Immediate: Document No. - At next revision: I Document Title: I E-mail: Address: b. Recommended Changes: c. ReasodRationale for Recommendation: Additional Remarks: Signature: I Date: FOR GEIA USE ONLY Responsible Committee: Chairman: Da
30、te comments forwarded to Committee Chairman: Copyright Government Electronics & Information Technology Association Reproduced by IHS under license with GEIA Not for ResaleNo reproduction or networking permitted without license from IHS-,-,-Copyright Government Electronics & Information Technology Association Reproduced by IHS under license with GEIA Not for ResaleNo reproduction or networking permitted without license from IHS-,-,-
