1 Transition Workshop Initiative Jess Stewart. 2 Transition Workshop Initiative Objective: –Improve program execution at key program points through a.

1

Transition Workshop InitiativeJess Stewart

2

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

3

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

4

Notional Planning Timeline/Events

Vision &Processes

RFP

Conduct Workshop

Set PM Agenda

DAB

Team Tasking

Gov. Workshop Pre-brief

Executive Teams

Workshop Top Level Planning

Team Aligned Workshop Events

Govt. only Govt./Contractor

SS CA

5

Schedule slideEvent Briefer Event Briefer Event Briefer

(Draft)(Draft)

0730-0745Recap

PMs/DAU 0730-0745Recap

PMs/DAU

0745-0830User Viewpoint/Reporting Reqts

Users 0745-1130IPT Working Sessions

IPT Leads

0830-0915IBR Preparation

DAU

Cont./Gov.1130-1200

Working Lunch

0915-0930 Break 1200-1500IPT 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)

Facilitator(Moderator)

0930-1130Contract Baseline, Incentives, & Change Mgmt

DAU

Cont./Gov.

1130-1200Working Lunch

1200-1245CDR Preparation

DAU

Contractor

Government

1245-1345Risk & Opportunity Mgmt / IMP/IMS

DAU

Cont./Gov.

1400-1415 Workshop Overview

DAU 1345-1415Comm/Metrics/Reviews

DAU

Cont./Gov.

1415-1430 Introductions

Govt./Cont.Executives

1415-1430 Break1430-1730IPT Working Sessions

(Team Alignment)

IPT Leads 1500-1630PM Review

– Path to IBR/CDR– Action Items– Team Challenges

PMs

Facilitator(Moderator)

1430-1515Program Strengths/ Barriers to Success

DAU

1515-1630PM Values & Vision

PMs 1730-2030Dinner & Social

Typical 2.5 day workshopTypical 2.5 day workshop

5

6

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

7

Discussion?

8

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

9

Existing ProgramsExisting ProgramsExisting ProgramsExisting Programs

ProgramExecutionProblems

ProgramExecutionProblems

ProgramExecutionProblems

ProgramExecutionProblems

ProgramExecutionProblems

ProgramExecutionProblems

Program Execution/Tracking

Program Execution/Tracking

ProgramExecutionProblems

ProgramExecutionProblems

Program Start-up Assist Formation

ProgramExecutionProblems

ProgramExecutionProblems

Goal: Establish Process and Provide Hands-On Support Goal: Establish Process and Provide Hands-On Support for New Programsfor New Programs

Goal: Establish Process and Provide Hands-On Support Goal: Establish Process and Provide Hands-On Support for New Programsfor New Programs

Program Initiation Process

Program Initiation Process

AssistTeam

AssistTeam

New-StartNew-StartProgramsPrograms

“Elements of Success”

“Elements of Success”

Program Reviews

Root-Cause Identification

Program Reviews

Root-Cause Identification

Program Restructuring

&Re-Baselining

Program Restructuring

&Re-Baselining

Lockheed Template

10

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

11

C5 Reliability Enhancement and Re-engining Program Workshop 8 Sep 2008

12

12

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

13

13

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

14

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 Pre-Milestone 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

15

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 One Program Team” Better Enabled to Execute IBR & Beyond “ “ One Program Team” Better Enabled to Execute IBR & Beyond One Program Team” Better Enabled to Execute IBR & Beyond

16

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