ARA Project Manager Course Introduction Felix Sanchez November

ARA Project Manager Course Introduction Felix Sanchez November 10, 2009 Project Management for ARA Engineers and Scientists

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 Copyright 2009. All rights reserved. Applied Research Associates, Inc. § § § 2

Administrative Info Copyright 2009. All rights reserved. Applied Research Associates, Inc. § 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 3

§ 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! 4 Copyright 2009. All rights reserved. Applied Research Associates, Inc. PM Course Desired Learning Objectives

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 Copyright 2009. All rights reserved. Applied Research Associates, Inc. • 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! 5

Why Do We Need an ARA Project Manager’s Course? § Our Customers are Requiring Best Practice Management Approaches Copyright 2009. All rights reserved. Applied Research Associates, Inc. • 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 6

Industry Best Practices Expected for S/W Development -- CMMI Phases Scoping & Planning Project Award Analysis Software Requirements Review Design Prelim. Design Review Implementation & Integration Critical Design Review Testing Test Readiness Review Acceptance & Release Acceptance Test Release Copyright 2009. All rights reserved. Applied Research Associates, Inc. Milestones § 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 7

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 Copyright 2009. All rights reserved. Applied Research Associates, Inc. § § § § This PM course will show to link the Master Plan, the Master Schedule and the Program Control 8

Five Elements for Program Management 1. Organization: Define contractual effort and assign responsibility for work. Program Organization Work Breakdown Structure (WBS) 2. Planning and Budgeting: Task Definition Plan, schedule, budget and authorize work. Schedules 3. Cost Reporting: Budget (Resource Loaded Network) Accumulate cost of work and material. Cost Reporting Compare planned and actual costs to performance and analyze variances. Develop estimates of final cost. Performance Measurement 5. Close Out: Variance Analysis Reports (VAR) Copyright 2009. All rights reserved. Applied Research Associates, Inc. 4. Analysis: Estimate at Completion (EAC) Ensure within cost and schedule and market follow-on efforts. Close Out 9

PM Course Overview § PM Responsibilities § Define the Program Structure • Review SOW Scope • Design the Work Breakdown Structure (WBS) – Driven by SOW § Design the Team Organization Copyright 2009. All rights reserved. Applied Research Associates, Inc. • 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 10

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 Copyright 2009. All rights reserved. Applied Research Associates, Inc. § 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 11

Detailed Agenda in Workbooks K – Knowledge C – Comprehension Ap – Application An

Roadmap: “Cradle to Grave” of a Program RFP Received Proposal Submitted Contract Award Q&A’s Draft IMP/IMS Review SOW, Tech Reqmnts, CDRL Reqmnts, etc. Blue Team Review IMP/IMS Project Plan Approval Determine Staffing and Develop Responsibility Assignment Matrix Establish Program/Metrics Define Program Baseline (Draft IMP and IMS) IMP/IMS Develop Program Schedules Identify Schedule/Cost/ Technical Risks Cost Proposal Copyright 2009. All rights reserved. Applied Research Associates, Inc. Define WBS and Identify Team Structure Program Plan with Program Structure, Schedule, Cost Estimates (update as required) Tailor/Document Program Processes (i. e. , Program Control, EVMS, etc. ) 13

Roadmap: “Cradle to Grave” of a Program Project Plan Approved 35 and 65% Reviews Regular Staff Mtg. Customer Feedback Celebrate! Leadership of Management and Technical Effort Performance Measurements Copyright 2009. All rights reserved. Applied Research Associates, Inc. Customer Reviews Update Program Schedules Final Report Manage Schedule/Cost/ Technical Risks Close out of Project Execute Program Control, EVMS, Cost Reporting, etc. 14

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 Copyright 2009. All rights reserved. Applied Research Associates, Inc. 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. Roman Engineering Seasoned Instructors Time tested experience 15