1. NDIA PMSC Scheduling Working Group

2. Exploratory working group Objective Objective Brainstorm and explore concerns and issues in scheduling bring them to entire PMSC Brainstorm and explore concerns and issues in scheduling bring them to entire PMSC Recommend further effort (with a definitive scope) (or recommend disbanding) Recommend further effort (with a definitive scope) (or recommend disbanding) Definitive scope of further effort may be a guide, paper or other product to address scheduling Definitive scope of further effort may be a guide, paper or other product to address scheduling

3. Team Composition and Methodology Team Members: Team Members: Team Lead David Treacy MCR Federal, LLC Team Lead David Treacy MCR Federal, LLC David Roberts - KPMG David Roberts - KPMG Michael Dahlberg – AJM Project Management Group Michael Dahlberg – AJM Project Management Group Roderick Brooks – Pratt Whitney Roderick Brooks – Pratt Whitney Tiffany Brunetti-Clymer – Battelle Tiffany Brunetti-Clymer – Battelle Timothy Covington - General Dynamics Timothy Covington - General Dynamics DCMA (David Kester) expressed interest, but was unable to attend any of the telecons DCMA (David Kester) expressed interest, but was unable to attend any of the telecons Methodology Methodology 3 telecons (September, November, January) 3 telecons (September, November, January) Unconstrained discussion Unconstrained discussion Covered entire scheduling domain Covered entire scheduling domain Captured concerns and thoughts Captured concerns and thoughts

4. Scheduling as an EVM Requirement Concern that EVM is driver for scheduling rather than effective program and project management Concern that EVM is driver for scheduling rather than effective program and project management Scheduling is a program management discipline with a defined purpose and objective in program and project management and does not exist merely to support EVM Scheduling is a program management discipline with a defined purpose and objective in program and project management and does not exist merely to support EVM Planning and scheduling functions should exist regardless of requirement/intent to implement EVM Planning and scheduling functions should exist regardless of requirement/intent to implement EVM EVM is the integration mechanism not the raison d’etre for scheduling EVM is the integration mechanism not the raison d’etre for scheduling

5. Lack of Consistent Requirements From both the customer base (civil and DOD) and internal to companies From both the customer base (civil and DOD) and internal to companies Customers levy different requirements on companies Customers levy different requirements on companies No universal government regulation for scheduling (DID can be negotiated in or out) No universal government regulation for scheduling (DID can be negotiated in or out) Implementation is on a contract basis rather than a FAR clause Implementation is on a contract basis rather than a FAR clause Many agencies’ (primarily civilian) maturity level in scheduling is low Many agencies’ (primarily civilian) maturity level in scheduling is low

6. No Common Source of Best Practices Best practices exist in agencies and industry but are not generally known outside those industries or agencies Best practices exist in agencies and industry but are not generally known outside those industries or agencies Examples: Examples: Should baseline be done to early vs late dates? Should baseline be done to early vs late dates? Who should status the schedule, the CAMs or the program control group Who should status the schedule, the CAMs or the program control group How often should risk assessment versus float management be done? How often should risk assessment versus float management be done? What is the appropriate Critical Path level? What is the appropriate Critical Path level? How often should the schedule be updated? How often should the schedule be updated?

7. Implementation Lack of integration of cost and schedule Lack of integration of cost and schedule Lack of a control mechanism in programs for schedules (similar to financial/budget control) (Program Control) results in wide variations in quality Lack of a control mechanism in programs for schedules (similar to financial/budget control) (Program Control) results in wide variations in quality Centralized control (Program Control) of schedule vs CAM or individual project control Centralized control (Program Control) of schedule vs CAM or individual project control

8. Recommendations Conduct best practices /lessons learned study Conduct best practices /lessons learned study Across industries (systems acquisition, construction, environmental cleanup, IT, Software, etc. Across industries (systems acquisition, construction, environmental cleanup, IT, Software, etc. Within professional societies and academia, PMI College of Scheduling, Construction Industry Institute, DAU, FAI, others Within professional societies and academia, PMI College of Scheduling, Construction Industry Institute, DAU, FAI, others Tools, methodologies, training, etc. Tools, methodologies, training, etc. Determine appropriate outcome – database, repository of knowledge, bibliography Determine appropriate outcome – database, repository of knowledge, bibliography Seek partnership with PMI College of Scheduling, College of Performance Management, and DAU to conduct study Seek partnership with PMI College of Scheduling, College of Performance Management, and DAU to conduct study