Jess Stewart Transition Workshop Initiative Transition Workshop Initiative • Objective: – Improve program execution at key program points through a transition workshop process • Proposed.
Download ReportTranscript Jess Stewart Transition Workshop Initiative Transition Workshop Initiative • Objective: – Improve program execution at key program points through a transition workshop process • Proposed.
Jess Stewart Transition Workshop Initiative 1 Transition Workshop Initiative • Objective: – Improve program execution at key program points through a transition workshop process • Proposed outcome today: – Agreement in principle on an OSD/ Service/ Industry partnership to incorporate transition workshops for ACAT I programs in FY 2011 2 Workshop Benefits • Program “jumpstart” on common processes –Risk, IMP/IMS,EVM planning and metrics • Increased transparency of activities –Requirements flowdown, supplier setup, & data exchange • Shared govt./contractor perspectives on program goals, business processes and intended outcomes before the real work begins • Positive environment of trust, collaboration, teamwork and openness –Clear communications and common contract goals • Consistency of program execution 3 Notional Planning Timeline/Events Vision & Processes Set PM Agenda RFP Team Aligned Workshop Events Executive Teams Team Tasking SS Workshop Top Level Planning DAB Gov. Workshop Pre-brief CA Conduct Workshop Govt. only Govt./Contractor 4 Typical 2.5 day workshop Event Briefer Event Schedule slide 0730-0745 Recap 0745-0830 User Viewpoint/Reporting Reqts 0830-0915 IBR Preparation (Draft) Briefer PMs/DAU Users DAU Cont./Gov. 0915-0930 Break 0930-1130 DAU Contract Baseline, Incentives, Cont./Gov. & Change Mgmt 1130-1200 Working Lunch 1200-1245 DAU CDR Preparation Contractor Government 1245-1345 Risk & Opportunity Mgmt / IMP/IMS DAU Cont./Gov. DAU Cont./Gov. 1400-1415 Workshop Overview DAU 1345-1415 Comm/Metrics/Reviews 1415-1430 Introductions Govt./Cont. Executives DAU 1415-1430 Break 1430-1730 IPT Leads IPT Working Sessions (Team Alignment) 1430-1515 Program Strengths/ Barriers to Success 1515-1630 PMs PM Values & Vision 1730-2030 Dinner & Social Event 0730-0745 Recap 0745-1130 IPT Working Sessions Briefer PMs/DAU IPT Leads 1130-1200 Working Lunch 1200-1500 IPT Status – Charter Update – Responsibility – Accountability – Problem Resolution – Risk Register – IBR Planning – IMP/IMS Issues – Comms Plan – Near Term Deliveries – GFE Review IPT Leads (Co-Brief) 1500-1630 PM Review – Path to IBR/CDR – Action Items – Team Challenges PMs Facilitator (Moderator) Facilitator (Moderator) 5 5 Way Forward • Objective: Incorporate transition workshops for all ACAT I programs in FY 11 • Sponsor: A&T Director, PSA: – Directive type memo for ACAT I programs • Establish Roles and Responsibilities – Common processes & templates – Determine best way to facilitate workshops with DAU and Components • Determine Resource Requirements Detailed plan to be presented to AMFG 6 Discussion? 7 Background • Pilot Programs for ICPM in 2008/2009 – JTRS AMF/C-5/GSE/JLTV/JCREW – Upcoming: SDB II & VIPS(BTA) (Virtual Interacting Processing System) • Workshop Objectives – Align Contract Execution Processes – Align Government and Contractor Teams – Tailored for task; e.g., contract award/Nunn McCurdy breach • Builds on Industry startup processes 8 Lockheed Template Program Start-up Assist Formation Existing Programs Program Program Program Execution Execution Execution Problems Problems Problems Program Reviews Program Program Execution Execution Root-Cause Problems Problems Identification Program Program Restructuring Program Execution & Execution Problems Re-Baselining Problems “Elements of Success” Program Program Program Execution/ Execution Execution Tracking Problems Problems Program Initiation Process New-Start Programs Assist Team Goal: Establish Process and Provide Hands-On Support for New Programs 9 Workshop Feedback “Our evolved agenda, which allowed the User and Resource Sponsor to express their viewpoints, was CRITICAL for contractor awareness and understanding of the warfighter “big picture.” “We did deliver products: face-to-face meetings to establish “running rules”, the way ahead, program issues, and formulation of joint team charters.” “The key accomplishment was to have Government and Contractor team lead counterparts sit down with one another in a relaxed forum to discuss broad-based and team-focused challenges.” “Some people questioned why DAU was involved, thought Contractor/Government could have done it on their own. I disagree, DAU was the forcing function, we would not have done this on our own.” “Contractors told me that their startup had contributed to their CDR successes” --PEO Soldier “Every program office should have one” --PM, BAMS 10 C5 Reliability Enhancement and Re-engining Program Workshop 8 Sep 2008 11 Bottom-Line Up Front • PSW was worth the work—forum for joint discussion of relevant and time-sensitive issues – – – – Lessons learned applied: conducted extensive pre-work Aggressive agenda, but all topics addressed Key focus on LRIP IBR planning and tracking to plan DAU and LM Corporate facilitation team kept the team on track • 54 Action Items assigned – No show-stoppers, but some substantial topics – Part of normal business flow • Will be worked by IPTs • Will be statused in RERP team meetings 12 12 Purpose of C 5 RERP PSW • Lay groundwork for successful LRIP IBR • Focus on LRIP/Production and associated cultural changes with a fixed price environment • Engage all stakeholders to: – Reinforce effective communications – Ensure clarity of expectations – Identify specific actions for a clear way ahead 13 13 Joint Tactical Radio Airborne, Maritime, Fixed (JTRS AMF) Key Benefits 1. Unlike Contract “Kick-Off” Meeting, Teams had Objective Tasks Assigned Prior that Focused on IBR and Beyond Success – Lesson Learned from Program’s with Successful IBR, but Subsequent Struggles 2. Getting the Team Together Early with Focused Tasks Resulted in – – – Opening / Re-Opening Lines of Communications Exposing Blind-Spots Early Closure Oriented Actions 3. Realigned the Government and LM Team from a Restrictive PreMilestone B Dual Competition Environment to a Collaborative IPT Operating Model – Joint Development of IPT Charter to be Applied to all IPTs 4. Established the Need for Future Meetings to Continue Success to CDR and Beyond – Partnership and Collaboration is not a One-Time Event 14 Additional JTRS (AMF) Observations • Perfect Timing – Strong Team Building and Perspective Exchange – Both Sides Noted Excellent Setting of Tone – No Negative Energy • Successful Blending of DAU and LM Corporate Wisdom – Leveraged Lessons from Past/Present Programs – Positioned for Continuity for Follow-Up Engagement(s) • Excellent Information Sharing on New/Updated Customer Organization – Lexicon & Roles/Responsibility Exchange Supports Integration • Bottom Line - Successful – Lowered Risk to IBR – Key Sync Points Made (e.g. LM PM added to Government CCB) – No Major Issues Identified • Confidence Builder through Sharing of Existing Processes/Procedures and Plans • Adjustments and Forward Actions will make us Stronger – Joint Program Processes – Requirements (DOORS), Risk/Opportunity, Metrics “ One Program Team” Better Enabled to Execute IBR & Beyond 15 Typical Workshop Resources • Team – Lead/Lead assistant/2-3 Subject Matter Experts (may vary)/Report Writer and Corporate participation – Expect between 250-300 man hours per workshop (including preparation activities) plus travel for facilitator team • Typical activities – – – – – Pre RFP inbrief Post RFP management agenda determined Government Team workshop for process definition Prebrief workshop Conduct Transition workshop 16