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
Here, I will try to get people interested in the SIG, and mention the 20% discount on APM Publications at 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.
Here, I will do the short IBR Guide introduction, then pass on to Ewan and Breda.

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
EWAN

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
EWAN
Commentary on how the guide originated within DE&S (then the Defence Procurement Agency), pulled together by a group involving the MOD, key industry organisations (including BAES, RR, Agusta Westland, etc) and some consultant groups (including BMT) It was applied to several large programmes at the time, including Type 45 Destroyer and Hawk Advanced Jet Trainer. Focus very much on approach to an IBR within a large defence programme.
Updated several times over the next few years, based on experience of delivering IBRs
Taken on by PMC SIG in 2012, who formed a group to review and update the guide, with the key aim of making it applicable to all sectors, and to project controls in general and not just projects using EVM. Update informed by SIG members working in energy, construction, transport and defence sectors.
Guide released at end of March 2016 and now available on website.
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
EWAN
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
EWAN
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
BREDA
IBR may also identify opportunities
Scope:
What elements of the WBS are in this programme?
How do you know that all scope has been adequately covered?
Are there any potential scope gaps?
Schedule Maturity & Integrity
Are there any outstanding actions from any schedule maturity reviews?
Is the Schedule realistic? How do you know? Is it fully resourced?
Does the Schedule include suitable key decision milestones which could be used for ‘course correction’. What are these?
Are the Supplier plans reflected in the schedule baseline?
Is the procurement strategy reflected in the schedule and milestones identified (including gateway approvals)?
What are the key assumptions that underpin the Schedule?
What are the key schedule Risks/Opportunities
Milestones
Are all interface milestones in the schedule?
Are they adequately documented and agreed by the giving/receiving parties?

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
BREDA

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
BREDA
BENEFITS
Verify baseline scope, inclusions and exclusions versus expectations
Take immediate corrective action for errors or omissions
Understand the risks and the performance variances

11. Tailoring the IBR Size Complexity Risk exposure Business Priorities
BREDA
IBRs sound like hard work and expensive
At MOD IBRs are
5 days x 10 people large £10+bn
3 days x 4 people £20-50m

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
BREDA
Frequency – contract award by phase or for any major change
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
EWAN

14. The IBR Process
EWAN

15. The IBR Process
EWAN

16. Using Supporting Information
EWAN

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
BREDA
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
EWAN
Planning – set out a realistic timetable, make sure the domestics are covered, allow time to collate findings and prepare a robust baseline. Consider where, what, why, when, who, how
Training – the review can be stressful for the team under review, training the review team can make sure they understand their roles and do not overstep them, training the team under review can help manage their expectations while also building the knowledge they need to deliver their work packages
The in-brief sets the tone of the review. If there are known issues, get them on the table so the review team don’t pick over them unnecessarily and can focus on confirming that the status of the PCF as presented is accurate and actions are in place to make delivery as effective as possible.
Discussions with senior management can be useful to understand the environment the project will operate within as well as their views of how the project control framework will enable them to make the decisions that will deliver the project successfully
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