1. September 2016
EVM 202—Lesson 4 Integrated Baseline Review Process (Part 3: IBR Process)

2. The Program Managers’ (PMs’) Guide to the Integrated Baseline Review (IBR) Process
While most IBRs generally conform to DoD policy, inconsistent policy interpretations resulted in the development of individual Service/Agency IBR guidebooks, differing perceptions of purpose and value, and inconsistent IBR execution. To improve the consistency of the overall IBR Process, The Program Managers’ Guide to the Integrated Baseline Review Process was developed (TAB A). This Guide clearly defines the purpose, goals, and objectives of an IBR. It also describes attributes of an effective IBR and discusses a baseline review process that will lead to a better understanding of program risks. This Guide is the principal IBR reference and should be used to implement an integrated baseline discipline on an acquisition program. PMs are strongly encouraged to use this Guide during IBR training, when preparing for an IBR, and then again during the actual execution and conduct of the IBR.

3. Program Managers’ Mutual Understanding
IBR Process
PMB Assessment
IBR Preparation
Identify expectations/ assumptions
Identify team composition
Determine responsibilities
Conduct training
Establish PMB
Management Processes
Baseline maintenance
Risk management
Business processes
Program Managers’ Mutual Understanding
IBR Execution
Evaluate PMB
Identify risks and update Risk Management Plan
Assign responsibility for risk mitigation

4. Performance Measurement Baseline (PMB) Assessment
Examines Government and contractor PMs’ mutual understanding of the PMB and risks
Results in IBR execution or PMs’ continued utilization of their management processes
May be required by policy or contract
DoDI —Operation of the Defense Acquisition System
IBRs are required whenever EVM is required (compliance with EIA-748)
DFARS Clause
The Government will schedule IBRs as early as practicable, and the review process will be conducted not later than 180 calendar days after contract award, the exercise of significant contract options, and the incorporation of major modifications.

5. Preparation for the IBR should begin as soon as practical.
IBR Preparation
IBR Plan
Risk areas
Technical risk
Schedule risk
Cost risk
Resource risk
Management process risk
Team composition
Responsibilities
Training
Preparation for the IBR should begin as soon as practical.

6. IBR Preparation—Expectations
Integrated Product Team (IPT) members should develop a plan for conducting the review:
Define the objectives for the IBR
Plan and conduct IBR training
Plan and schedule review dates
Identify procedures for risk identification, documentation, and incorporation into project risk management planning
Identify required technical expertise
Identify key responsibilities
Establish risk evaluation criteria
Identify documentation needs
Establish how IBR findings will be documented and resolved
Review IBR documents

7. Notional IBR Planning Schedule

8. IBR Preparation—Risk Areas
Technical risk—Ability of project’s technical plan to achieve the scope of work objectives
Schedule risk—Adequacy of time allocated for performing the defined tasks to achieve project schedule objectives successfully
Cost risk—Ability of the PMB to execute the project and attain cost objectives successfully, recognizing the relationship between budget, resources, funding, schedule, and scope of work
Resource risk—Availability of personnel, facilities (manufacturing/test), and equipment, when required, to perform the defined tasks needed to execute program successfully
Management processes risk—Degree to which management processes provide effective and integrated technical, schedule, and cost planning and baseline change control

9. IBR Preparation—Expectations (Cont.)
Identify documentation needs
Contract Work Breakdown Structure (CWBS)
CWBS Dictionary
Contractor’s Organizational Breakdown Structure (OBS)
Responsibility assignment matrix (RAM)
Work Authorization Documents (WADs)
Integrated Master Schedule (IMS)
Risk Management Plan and risk register
Control Account Plans (CAPs)
Current Integrated Performance Management Report (IPMR)/ Contract Performance Report (CPR)
Contract Funds Status Report (CFSR)
Detailed control account (CA) schedules
Earned Value Management System (EVMS) Description
Subcontractor data
Basic contract
P000 modifications
EVMS Surveillance Reports
DCMA/DCAA findings (Corrective Action Request (CAR))
Schedule Risk Assessment (SRA)

10. IBR Preparation—Team Composition
Participants should be identified based on their programmatic or technical expertise, as required for the review
The size and composition of the team should reflect the PMs’ objectives, expectations, and risk assumptions
Disciplines include:
Program management
Business management
Subcontract management
Subcontractor personnel (when appropriate)
Technical management
System engineering
Software engineering
Manufacturing
Integration and test engineering
Integrated logistics support
Training

11. IBR Preparation—Responsibilities
PMs are jointly responsible for the IBR Process and for completing the following tasks:
Plan and perform the IBR
Provide an adequate number of qualified personnel to serve as IBR team members
Specify evaluation criteria for risk areas
Document risk issues identified during an IBR
Manage progress on required actions until issues are resolved

12. IBR Preparation—Training
PMs’ expectations
IBR objectives
IBR approach and expectations
Risk identification and documentation
Management processes*
Baseline maintenance*
Risk management*
Business processes (including EVM)*
Project management aspects
Statement of Work (SOW)/Statement of Objectives (SOO)
Work Breakdown Structure (WBS) Dictionary/Matrix
Funding
Work Authorization Documents (WADs)*
Control Account Plans (CAPs)*
Terms and acronyms*
Budget and schedule baselines*
Subcontractor management*
Management reserve (MR)*
*Note: The contractor should brief this content during the training.

13. Responsibility Assignment Matrix (RAM) Exercise
Review the RAM to identify three control account managers (CAMs) to interview
Items to consider
Risks
Dollar value
Differences from Government estimates

14. LAR Vehicle RAM

15. IBR Preparation Summary
IBR Preparation identifies:
Key responsibilities
Required technical expertise
Training
Review dates
Review scope
Risk evaluation criteria
Documentation needs
Disposition of findings
Procedures for risk identification, documentation, and incorporation into project risk management planning
Before executing the IBR, ensure the PMB reflects the entire scope of work, documented at the appropriate level of detail

16. IBR Execution Requirements
The IBR is intended to provide the PMs with a mutual understanding of the project PMB and mitigate program risks.
Technical scope of work is fully included and consistent with authorizing documents
Key schedule milestones are identified
Supporting schedules reflect a logical flow to accomplish the technical work scope
Resources (budgets, facilities, personnel, skills, etc.) are adequate and available for the assigned tasks
Tasks are planned and can be measured objectively
Underlying PMB rationales are reasonable
Managers have implemented required management processes
MR is sufficient with respect to project risk

17. IBR Execution—Document Review
Trace
Statement of Work (SOW) to Work Authorization Documents (WADs)
WADs to control accounts
Control accounts to work packages/planning packages
Work packages/planning packages to schedule
Schedule dates to contract dates
Document
Assess MR with respect to project risk not in the PMB
Issues
Risks
Inconsistencies

18. IBR Execution—Typical IBR Agenda
Kick-off meeting
Review IBR objectives
Supplemental document review
CAM discussions
Daily out-brief
Document results
Follow up as necessary

19. IBR Execution—CAM Discussion
Be thoroughly prepared for the discussion; think through your “strategy”
Review questions and know what answer you should receive
Approach:
Conduct discussions in the CAM’s workplace
Have one person ask questions and one person take notes
Explain basic objectives and purpose
Open with simple questions on CAM’s area of responsibility; then proceed to more complex matters
Ask open-ended questions to determine familiarity with the budget and schedule aspects of the control account (CA); employ the “Show Me” technique

20. IBR Execution—CAM Discussion (Cont.)
Technical assessment
What are the high risk areas?
What are the conditions of measurement?
What are the technical requirements?
Work authorization
PMB changes
Schedules
Budget authorization
CAPs
Schedule assessment
Underdeveloped logic
Illogical/forced sequencing
Lack of experience
Consideration of technical risks
Budget assessment
Budget validity/risk
Distribution logic
Resources available
Work assessment
Which tasks may be overstated?
Which tasks may be understated?
What has been left out?

21. IBR Execution—After the CAM Discussion
Take time to reflect and compile your observations immediately after the discussion
Maintain your own file—keep notes for subsequent write-ups and reference
If problems are found during discussion:
Note discrepancies
Communicate to the team leader—clear and concise with supporting documentation
If EVMS issues are identified, provide to DCMA to work separately, not as part of the IBR
Let the team leader handle problems with the supplier
Consider contractor information as proprietary

22. IBR Execution—Daily Out-Briefs
Technical—Review Integrated Master Plan (IMP) significant accomplishments and document technical risks
Schedule—Review the critical path and float and document schedule risks
Cost—Review the realism of cost estimates and document cost risks
Resource—Review the sufficiency of personnel, facilities, and equipment and document resource risks
Management Processes—Review the management processes and document management risks

23. IBR Execution—Closeout
IBR team responsibilities—To document identified risk areas and provide the PMs with an overall project risk summary after completing the IBR
PMs’ responsibilities—To assess whether the IBR has achieved its purpose
Is there a mutual understanding of the project PMB?
Do you understand the contractor’s plan of action to handle the identified risks?
Is there agreement on a closure plan of action?
Have action officers been assigned for all identified risks?
Have risks been incorporated into the Risk Management Plan?

24. LAR Vehicle IBR Documentation Review Exercise

25. LAR Vehicle IBR Documentation Review Package
Transmittal Letter
LAR Vehicle Statement of Work (SOW)
LAR Vehicle Technical Performance Metrics (TPMs)
LAR Vehicle Responsibility Assignment Matrix (RAM)
LAR Vehicle Integrated Master Schedule (IMS)
Work Authorization Documents for WBS (Integration, Assembly, Test, & Checkout)
Work Authorization Documents for WBS (Engine)
Work Authorization Documents for WBS (Cooling)
Work Authorization Documents for WBS (Exhaust)
CAM Documents for WBS (Integration, Assembly, Test, & Checkout)
CAM Documents for WBS (Engine)
CAM Documents for WBS (Cooling)
CAM Documents for WBS (Exhaust)

26. LAR Vehicle IBR Group Exercise
Prepare a brief to the Government PM on your assigned WBS element taking the following into consideration:
Technical Scope (Statement of Work) Risks
Is there adequate identification, definition, and flow down?
Is scope consistent with contract requirements?
Is there adequate assignment of responsibility, authority, and accountability?
Schedules Risks
What is the period of performance?
Are planned durations realistic?
Are detailed (lower level) schedules consistent with the master schedule?
Are interdependencies defined and constraints appropriate?
Are there any tasks on the IMS critical path?
Do schedules support contract milestones?
What is the schedule “health” based on DCMA metrics?

27. LAR Vehicle IBR Group Exercise (Cont.)
Prepare a brief to the Government PM on your assigned control account (CA) taking the following into consideration:
Cost and Resource Risks
Is there a sound basis for estimate?
Is budget adequate and does it have correct time phasing?
Are there any issues with resource availability?
Are there provisions for scrap, rework, retest, or repair?
Management Process Risk
Is cost, schedule, and technical planning integrated?
Do they have baseline change control?
Is accurate and timely management and performance data available?
Is there adequate subcontract management?
Do they use appropriate EVM methods?
Do the methods correlate with technical achievement?