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

2. 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.
Stand 140

3. 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.

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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

11. Tailoring the IBR
Size
Complexity
Risk exposure
Business Priorities

12. 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

13. The IBR Process

14. The IBR Process

15. The IBR Process

16. Using Supporting Information

17. 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

18. 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

19. Questions
Guide available from the APM stand