EVA16 Project Control - David Bright

Armourers’ Hall – 14/15 June 2011

EVA16Project Control

A Compass forChange

David Bright

Managing DirectorBMT Hi-Q Sigma LtdTel: 01225 820980Mob: 07793 040919email: [email protected]

Introduction

Describe a Project Control Improvement Programme for a Delivery Team within Defence Equipment & Support (DE&S)

This will cover:

• Description of DE&S Delivery Teams

• Description of the EVM Compass

• How the compass was used to support improvement

• What the improvement programme consisted of

• What outcomes were achieved

What are they responsible for?

DE&S Delivery Teams

Land Equipment Area

COO

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Headof CTG

Headof CWG

Headof GSG

Headof ICG

TLJBSTE OC HQ

StrategicPlan

GroupPlan

D… D…

Com Land

DLE

CTG CWG GSG ICG JBTSE OC HQ

D… D…

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ams

What is the EVM Compass?

The EVM Compass

Why Do We Need the EVM Compass?

Use of EVM is on the increase due to the benefits it provides:

• It establishes a structured approach to delivery

• It generates meaningful performance data to facilitate informed management decision making

• BUT, implementing an effective EVM System often proves more difficult than first anticipated

– Which areas to focus upon first (there are 32 criteria...)?

– How do you know when it is “good enough”?

• And as a result...

– System proves overly burdensome to maintain

– Plans do not reflect what is actually going on

– It fails to generate timely data that is of use to management

Why Do We Need the EVM Compass?

The EVM Compass provides a mechanism to

• Assess your current level of operational maturity– Using a structured approach that is applicable across projects– Provides a reference point for future improvement

• Establish a target performance level– allowing the prioritisation of improvement actions to areas that

will provide the greatest short term return

The EVM Compass aims to measure current performance with a view to Improving Performance

EVM Compass Development

EVM Compass developed by the UK Association for Project Management EVM Specific Interest Group

• Sub-group formed to develop model, consisting of individuals from BAE Systems, BMT Hi-Q Sigma, UK Ministry of Defence, OTC Optima, Rolls Royce, Thales and Taylor Woodrow (now VINCI Construction)

Assessed existing EVM Maturity Models (e.g. from BAE Systems)

Assessed existing EVM Maturity Models (e.g. from BAE Systems)

Developed Compass to ensure applicability upon Projects across sectors

Developed Compass to ensure applicability upon Projects across sectors

Tested Compass during several Integrated Baseline & Readiness Reviews

Tested Compass during several Integrated Baseline & Readiness Reviews

Updated & Released Compassfor Beta testing

Updated & Released Compassfor Beta testing

Fundamental Concepts

The EVM Compass should

• Provide a comprehensive and systematic review of a Projects EVM maturity

• Use a common framework that supports either the assessment of a single project or allows organisations to benchmark and compare the relative strengths of their various projects

• Provide a defined means to support projects in establishing and improving project control capability

• Allow projects to reference the ‘as is’ EVM condition with the `to be` condition

• Give EVM System reviewers a consistent method of assessing Projects

• Allow organisations to establish their own target performance level (rather than define it for them)

Components of the Compass

Maturity Stages (from LFE)

• Introduced based upon experience during trials

• 4 Stages to achieving a mature EVM system– Establish EVM Foundations– Establish EVM Basics– Execute EVM– Achieve the EVM Goal

• Help provide a roadmap to EVM implementation and help ensure maturity assessment takes into account the stage of the implementation– E.g. Don’t expect to be managing using EVM when foundations are not established

• 25 “Attributes” are split across the 4 Maturity Stages – Each attribute is scored on a maturity level of 1-5

Physical Products – Maturity Grid

Maturity Model

• 25 Attributes, each of which is individually assessed

• 5 levels of performance against each of the Attributes

• Score both the current performance level (“as is”) and target performance level (“to be”)

Why was the improvement programme started?

Delivery Team PPM Initiative

PPM InitiativeWhy was the PPM initiative started?

PPM Initiative = Programme and Project Management Control, Monitor and Reporting Initiative

PPM InitiativeWhat was the approach?

Capture and communicate progresswhile managing risks and issuesApply structure for teams to

Apply a focus on

Governance, Communication, risk & opportunity management, planning and

scheduling, change management, scope management, issue management

and reporting

ProvideHolistic performance reporting – with

timely financial, commercial and business support

PPM InitiativeWhat were the priorities?

PPM InitiativeWhat were the desired benefits?

Ultimately

Meet the Programme and project strategic objectives and delivery targets

PPM InitiativeWhat has been introduced?

PPM InitiativeWhat has been introduced?

EVM Compass Assessments

How was the improvement measured?

Assessment Results – November 2009

0

1

2

3

4

5

Foundation Basics ‐Organisation

Basics ‐ Budget Basics ‐ Schedule Management

Basics ‐ Process Execution Goal

Score

Summarised Project Controls Maturity ‐ Initial Assessment

A B C D To‐Be  

Assessment Results – March 2011

0

1

2

3

4

5

Foundation Basics ‐Organisation

Basics ‐ Budget Basics ‐ Schedule Management

Basics ‐ Process Execution Goal

Score

Summarised Project Controls Maturity ‐ Current Assessments

A B C D To‐Be  

Assessment Results – November 2009

0 1 2 3 4 5

1. Project Control Competencies

2. Sponsorship

3. Project Level Authorisation

4. Work Definition 

5. Detail Work & Budget Authorisation

6. Responsibility & Accountability

7. Material Management 

8. Basis of Estimate

9. Mgmt Reserve (Cost and Schedule)

10. Supplier Budget  Integration

11. Schedule Structure & Content

12. Schedule Resource Allocation

13. Progress Assessment Objectivity

14. Supplier Schedule Integration

15. Documentation  and Consistency

Project Controls Maturity ‐ Basics

0 1 2 3 4 5

16. Actual Cost Collection

17. Schedule Progress & Control

18. Data  Integrity

19. Estimate  at Complete

20. Supplier Mgmt & Reporting

21. Risk & Opportunity Management

22. Baseline Change Management

23. Senior Management Usage

24. Customer  Involvement

25. PCS as a Decision Support Tool 

Project Controls Maturity ‐ Execution and Goal

A B

C D

TO‐BE 

Assessment Results – March 2011

0 1 2 3 4 5

1. Project Control Competencies

2. Sponsorship

3. Project Level Authorisation

4. Work Definition 

5. Detail Work & Budget Authorisation

6. Responsibility & Accountability

7. Material Management 

8. Basis of Estimate

9. Mgmt Reserve (Cost and Schedule)

10. Supplier Budget  Integration

11. Schedule Structure & Content

12. Schedule Resource Allocation

13. Progress Assessment Objectivity

14. Supplier Schedule Integration

15. Documentation  and Consistency

Project Controls Maturity ‐ Basics

0 1 2 3 4 5

16. Actual Cost Collection

17. Schedule Progress & Control

18. Data  Integrity

19. Estimate  at Complete

20. Supplier Mgmt & Reporting

21. Risk & Opportunity Management

22. Baseline Change Management

23. Senior Management Usage

24. Customer  Involvement

25. PCS as a Decision Support Tool 

Project Controls Maturity ‐ Execution and Goal

A B

C D

TO‐BE 

PPM InitiativeWhich benefits were achieved?

Better communication of key programme and project milestones

The ability to better assess impact of new work

Meet the programme & project strategic objectives and delivery targets

A reduced need for ‘fire-fighting’

An improved understanding of current workload

A better ability to prioritise work

A method to identify gaps in the allocation of responsibility for work

Improved Risk & Opportunity Management

Improved resource allocation

A common approach across the Delivery Team

Summary

Summary

Described:

• Defence Equipment & Support Delivery Teams

• The EVM Compass

• How the compass was used to support improvement within the Delivery Team

• What the improvement programme consisted of

• The outcomes of the improvement programme

Any Questions?

David Bright

Managing DirectorBMT Hi-Q Sigma LtdTel: 01225 820980Mob: 07793 040919email: [email protected]