I'm updating a PPT for a briefing next week on what we do when we're doing Program Controls. Here's a short summary:
During Program Execution insight is provided into the contractors performance for both technical and programmatic performance. The Performance Measurement Baseline is properly integrated with the Earned Value Management System through sound program management practices to provide the Program Manager the ability to:
- Identify and assess actual progress versus the planned progress – this is done through the Earned Value processes at the Task level.
- Monitor the program critical path and develop workarounds to problem areas – the concept of a Critical Path is more than the path through the program with zero (0) or small Total Slack.
- Assess program maturity – program maturity is best assessed through Technical Performance Measures (TPM).
- Assess the status of risk management activities based on the inclusion of the program risk mitigation activities in the Integrated Master Plan (IMP) and Integrated Maseter Schedule (IMS) – this programmatic risk starts with the modeled variance in the duration of tasks.
- Assess the progress on selected Key Performance Parameters (KPPs) and Technical Performance Measures (TPMs) – the units of measure for the Technical Performance Measure needs to be connected with the Key Performance Parameters of the Integrated Master Schedule.
- Provide an objective, quantitative basis for the performance assessment – the IMP and IMS should be the basis of objective and quantitative performance programmatic measures of the aspects of the program.
- Develop and support “what–if” scenarios, and to identify and assess candidate problem workarounds – alternative paths, cost models, and risk adjusted estimates to complete are the raw materials for the “what if” assessment of the IMS.
- Provide better insight into potential follow–on efforts that were not part of the original contract award. For example, the contractor should be able to more clearly define the activities, new interfaces, and other clarifying information necessary for a potential program increment or contract option.
It's the last bullet that is the critical success factor for Program Controls. Without independent insight into the actions needed to keep the program on track, get the program back on track, and determine where in time the program will go off track, the program manager's only stratgey for success is - HOPE.
