A Guide to Conducting Integrated Baseline Reviews Project Challenge Expo 2016 Breda Ryan Ewan Glen

Introduction to the APM Planning, Monitoring and Control SIG The Planning, Monitoring and Control SIG was formed in 2012 by combining the Planning and Earned Value SIGs. We are bound by a common vision to identify best practice and to share it with the membership of APM, and beyond. pmcsig@apm.org.uk Stand 140

Introduction to the IBR Guide Launched on the 16th June 2016. The guidance in this document supports both the client and supplier teams with all stages of the process from planning it, delivering it, and then closing out the actions. We are fortunate to be joined by two of the guide’s authors: Ewan Glen of BMT Hi-Q Sigma; and Breda Ryan of Jacobs. pmcsig@apm.org.uk

Agenda Introduction Origins of the Guide Who may benefit from an IBR? Who should use an IBR? The purpose of an IBR The benefits of an IBR IBR Vs Audit The IBR Process Using supporting information Application lessons Questions Close

Origins of the Guide Task to update and refresh guide taken on by PMC SIG Aim to make the guidance applicable to all sectors 2002 2005 2009 2012 2016 Defence focussed guide - Developed by Defence Earned Value Management Interest Group (DEVMIG), comprising MoD and key industry organisations Guide available via APM, free to members

Integrated Baseline Review – Who? Who may benefit from an IBR? Historically seen as applicable to projects of greater complexity, risk, cost and duration High complexity & risk High complexity & risk Low complexity & risk BUT The intent of the review is applicable to all projects Project Duration Low complexity & risk High complexity & risk Low complexity & risk Low complexity & risk (Including where EVM is not being applied) Project Cost

Integrated Baseline Review – Who Integrated Baseline Review – Who? Applicability across Projects, Programmes and the Portfolio The portfolio benefits from the improvements delivered by the process Portfolio Can be broadened to projects making up the programme (with review of programme layer) Programmes IBRs have typically focussed on projects Projects

The Purpose of an IBR An IBR aims to find out if a project’s Performance Measurement Baseline can be delivered, given the project constraints It checks if the project team understand the risks inherent in the baseline and the control processes to be used to deliver the scope An IBR gives the PMO a standard approach to identifying baseline risks to successful delivery

IBR Vs Audit An IBR is not an audit An audit looks for compliance to set standards and procedures An IBR checks for 3 key things That the baseline is robust That the whole process works That you are in control of your project

Who should use IBRs & why? Applies to clients and contractors in any sector on any size project or programme Clients – check that their projects with multiple supplier inputs and interfaces still allow for full scope delivery Contractors/Suppliers - check if the contract baseline is robust, scheduled, resourced and costed appropriately to make the expected profit

Tailoring the IBR Size Complexity Risk exposure Business Priorities

When to conduct an IBR IBRs are usually initiated by the client post contract award or as a result of a significant change Suppliers are generally obligated to conduct an IBR and this is typically within 3 months post contract award Suppliers may also conduct their own IBRs to verify their own delivery capability and risk exposure Some clients run annual or bi-annual IBRs to to check the robustness of, and risk exposure to, their overall capital investment programme baseline

The IBR Process

The IBR Process

The IBR Process

Using Supporting Information

Application Lessons Get buy-in and commitment from key stakeholders in the client and supplier organisation Understand team behaviours and dynamics. Expect scale from resistance to cooperation Be prepared for the impact of the sponsor’s decisions. Projects may be stopped or team re-staffed Document the follow-up actions and check they are completed

Application Lessons Good planning supports a good review Before the review, train the team conducting the review and consider training the team under review A well constructed in-brief allows the review team to decide what it should and should not focus upon Don’t be afraid to arrange discussions with senior managers involved in the project to understand their views

Questions Guide available from the APM stand