Deliverables Based Planning(sm) applied at Ball Aerospace and Technology Company

1. 11th Annual Rocky Mountain Project Management Symposium
Roadmap to the Future: Leadership Strategies for Local to Global Success
Deliverables Based
Planningsm
Providing Actionable
Information To The Program
Manager
Ronald Powell, PSP
Glen B. Alleman
VP, Program Planning and Controls Manager, Program Planning and Controls
Lewis & Fowler Ball Aerospace & Technologies Corporation
www.lewisandfowler.com www.ballaerospace.com
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2. What are the Primary
Measures of Success for a
Program?
Are We Done?
When will we be Done?
What will it cost to be
Done?
 What does Done look like for
the customer?
 How can we recognize Done
when it arrives?
 How can we be sure we can
get to from here to Done?
 What are the impediments to
getting to done?
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3. Why Are
Deliverables
the Best
Measure of
Progress?
Because the
customer We need the
contracted capability to fly to
for a LOE, with 4 on
“Capability” board, dock at ISS,
stay for 90 days, and
return home safely3

4. We all know the train wreck starts when there is…
 Inattention to  Lack of predictive
budgetary variance analysis
 Untimely and unrealistic
responsibilities
 Work authorizations Latest Revised Estimates
that are not always (LRE)
 Progress not monitored
followed
 Issues with budget and in a regular and
data reconciliation consistent manner
 Lack of an integrated  Lack of vertical and
management system horizontal traceability of
 Baseline fluctuations cost and schedule data
and frequent replanning for corrective action
 Current period and  Lack of internal
retroactive changes surveillance and
 Improper use of controls
 Managerial actions not
management reserve Mary K. Evans Picture Library
 EV techniques that do demonstrated using
not reflect actual Earned Value
performance So how can we address these issues in a cohesive way? 4

5. The Starting Point for Programmatic Success is to
Define with the needed mission or system capabilities
based planning and measuring of
increasing maturity are the basis of
a program management method that provides a clear and
concise definition of Done in units of measure meaningful
to the customer.
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6. Four Core Processes of Deliverables Based Planningsm
1. Identify Needed Systems Capabilities – Define the set of capabilities needed
to achieve the program objectives or a particular end state for a specific
scenario.
2. Establish the Requirements Baseline – Define the technical, organizational,
and operational requirements that must be in place for the system capabilities
to be fulfilled. Define these requirements in terms isolated from the
implementation details. Only then, bound the requirements with technology
alternatives.
3. Establish the Performance Measurement Baseline (PMB) – Build a time–
phased network of scheduled activities describing the work to be performed,
the budgeted cost for this work and the organizational elements that produce
the deliverables. Define the technical performance measures showing how this
work proceeds according to the technical and programmatic plan.
4. Execute the Performance Measurement Baseline – Execute the
Performance Management Baseline Work Packages, while assuring that all
performance assessments represent measures of Physical Percent Complete.
Execute the risk mitigation or retirement activities.
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7. Four Critical Process Areas for Successfully
Managing Progress Through the Deliverables
1
Identify System
1 Why Capabilities
10 Organizing Principles of Deliverables Based Planningsm
Operational
Needs
Capabilities
Based Plan
System
2
Value 2
Identify
Stream
3
Requirements
What
4 Baseline Technical
Technical
Performance
Requirements
5
Measures
3 Establish a
Performance
6 PMB
Measurement
Baseline
7
Technical
8 Performance
How
Earned Value
Measures
Where
9
Performance 4
When Execute the
0% /100%
10 Who Performance
Measurement
Baseline
Changes to Changes to Changes to
strategy requirements program plan
Continuous Risk Management Process
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8. The Five Process Areas of Deliverables Based
Planningsm
1 Define the set of capabilities needed to achieve the program objectives or the particular end
Identify Needed state for a specific scenario. Using the ConOps, define the details of who, where, and how it
System is to be accomplished, employed and executed.
Capabilities
What capabilities are needed to fulfill the ConOps and System Requirements?
Define the technical and operational requirements that must be in place for the system
2
capabilities to be fulfilled. First, define these requirements in terms that are isolated from any
Establish the
Requirements implementation technical products. Only then bound the requirements with technology.
Baseline
What technical and operational requirements are needed to fulfill these capabilities?
Build a time–phased network of schedule activities describing the work to be performed, the
3
Establish the
budgeted cost for this work, the organizational elements that produce the deliverables, and
Performance
the performance measures showing this work is proceeding according to plan.
Measurement
Baseline
What is the schedule that delivers product or services that meet the requirements?
Execute work packages, while assuring all performance assessment are 0%/152%
4
Execute the
complete before proceeding. No rework, no forward transfer of activities to the future.
Performance
Assure every requirement is traceable to work and all work is traceable to requirements.
Measurement
Baseline
What are the periodic measures of physical percent complete?
Perform the 6 process areas of Continuous Risk Management for each Deliverables
5
Based Planningsm process area to Identify, Analyze, Plan, Track, Control, and
Performance
Continuous Risk Communicate programmatic and technical risk
Management
What risk will be impediments to success and what are the mitigations ? 8/152
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9. These principles have specific relationships
Assess the capabilities being provided through the deliverables
Capabilities Drive
Requirements
1
Requirements are
Capabilities Fulfill the requirements through effort held in the Work Packages
topology 9
Fulfilled by Work
defines Packages
requirements 10
2
flow down Use Past
Produce deliverables
WP’s contain from Work Packages
Work Packages Performance to
deliverables that fulfill Define Deliverables Forecast Future
requirements 3 Performance
5
4
Measure Physical
WP flow must describe
PMB Describes
the increasing maturity of Percent Complete of 9
Work Sequence
the product or service Each WP
7
Producing the deliverables in the
Perform Only Earned Value
planned sequence maintains the
Authorized Work Defines Progress
value stream to the customer
6
8
Adjust EV for Technical
Performance
Planned BCWS
Measure
Physical % Complete
9

10. Here are some of the tools involved in building a
description of the increasing maturity of the program
Product Development Kaizen’s Sticky’s
A Mind Map™ of the Sticky’s PERT Chart Expert™ on the Wall of Truth
MS Project™ export of the
Mind Map
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11. Making deliverables based plan is interactive, not a
static production of a unreadable specification
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12. Capabilities And Their Enabling Requirements Are
Flowed Down To A Work Breakdown Structure As
Deliverables Produced By Work Packages
WBS
Business Need
A decomposition of the work needed
Process Invoices for Top Tier Suppliers
to fulfill the business requirements
1st Level 1st Level
Electronic Invoice Submittal Routing to Payables Department
2nd Level 2nd Level
Material receipt verification Payables Account Verification
Terminal Node in the WBS defines
2nd Level 2nd Level
the products or services of the
“On hand” balance Updates Payment Scheduling
project
Work
Terminal node of the WBS Deliverables defined in WP
Package
defined by a Work Package
Tasks and Schedule Deliverables
Tasks within the Work
Package produce the 1 2 5 A
Deliverables
3 6 B
4
Management of the Work
Package Tasks is the
responsibility of the WP 100% Completion of deliverables is the
Manager. These are not measure of performance for the Work
held in the master plan Package
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13. All of this comes together in the Integrated Master
Schedule, that produces the deliverables that delivers
the requirements that enables the capabilities
Cost, Schedule, Technical Model†  Understand the Processes
 Find Past Performances
 Ask in depth Questions
 Analyze the Results
Days, Facilities, Parts
and People
WBS
 What can go wrong?
Probability Density
 How likely is it to go wrong?
Function
Task 100
 What is the cause?
 What is the consequence?
Task 101
Task 102
Task 103
Monte Carlo Simulation Tool
is Mandatory
Task 104
Cumulative Distribution Function
Task 105 1.0
.8
.6
Task 106
.4
.2
0
† This is a Key concept. This is the part of the process that integrates the Days, Facilities, Parts, People
cost and schedule risk impacts to provide the basis of a credible schedule.
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14. What does a Deliverables Based Plan look like from
30,000 feet?
 Deliverables Based Planningsm describes of the increasing maturing of a product or service
The structure of a
through Events or Milestones, Accomplishments, Criteria, and Work Packages.
For those
Deliverables Based Plan
 Each Event or Milestone represents the availability of one or more capabilities.
 The presence of these capabilities is measured by the Accomplishments and their Criteria.
familiar with
 Accomplishments are the pre–conditions for the maturity assessment of the product or Events / Milestones
DoD’s
Define the availability
service at each Event or Milestone.
of a Capability at a point in
 This hierarchy decomposes the System Capabilities into Requirements, Work Packages, and
time.
IMP/IMS,
the activities the produce the deliverables. This hierarchy also describes increasing program
maturity resulting from the activities contained in the Work Packages.
Deliverables
 Performance of the work activities, Work Packages, Criteria, Accomplishments, and Events
or Milestones is measured in units of “physical percent complete” by connecting Earned
Based
Value with Technical Performance Measures.
Planning is the
Accomplishments
older brother.
Represent requirements
that enable Capabilities.
Capabilities,
Criteria
Represent Work Packages that
Requirements,
fulfill Requirements.
PMB, and
Work Work Work
Execution are
Package Package Package
all needed for
Work
Work Work
success of the
Package
Package Package
IMP/IMS.
Work
package
Work
Package
14

15. Critical Success Factors for Applying
Deliverables Based Planningsm to A Program
Concept Of Each Integrated
Operations Requirement Master Plan
Describes Traceable To Describes
Mission Concept Of Increasing
Success in Operations Maturity of
Deliverable Outcome Deliverables
Terms
Risk Program
Mitigation Performance
And Measured
Retirement With Risk
Embedded In Adjusted
The Master Earned Value
Plan
15

16. 11th Annual Rocky Mountain Project Management Symposium
Roadmap to the Future: Leadership Strategies for Local to Global Success
Enough of the Principles
Let’s Look at the Practice on a Real
Program
My Colleague Ron Powell will describe how Deliverables
Based Planningsm principles are applied on programs at
Ball Aerospace and Technology
16

17. Any Program Planning and Controls method must
measure Physical Percent Complete
Here’s how it is done at Ball
 EVM and Schedule Past Issues
 Recommended Solution
 QBD Benefits
 Tie Back to DBP
 Next Steps
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4/25/2009

18. EVM and Schedule Past Issues
 Ability to take credit for all work accomplished
 How to defend what work was earned
 Identifying EV milestones in the schedule focused attention on those
tasks so that maximum earned value could be taken
 IMS was too detailed to manage the program
 CAM’s used other means to manage and assess progress related to
their work; i.e. detailed schedules
 Detailed schedules did not reflect what was reported in IMS
Solution – Quantifiable Backup Data (QBD)
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4/25/2009

19. Quantifiable Backup Data (QBD)
 QBD is a detailed listing of tasks necessary to complete all scope in
a work package during the defined period of performance.
 It is an approach used to objectively measure performance
 Each task on the list is weighted – total weighting equals 100% of the work
package BAC (weighting is important, should not be equal weighting on every
task).
 Upon completion of QBD development the QBD is placed under configuration
control.
 The CAM assesses physical percent complete of each QBD task.
 The percent complete is calculated from the cumulative assessments.
 The purpose of the QBD is to:
 Help ensure and demonstrate that all contract work is accounted for;
 Help ensure the schedule and budget are realistic and achievable;
 Help to mitigate schedule and budget risks; and,
 Provide a basis for objectively assessing progress for discretely measured
work packages.
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4/25/2009

20. Quantifiable Backup Data (QBD)
 Most program CAMs build detail working schedules to manage the
day to day work.
 The QBD list, when developed from the detail working schedule,
readily correlates each QBD item with a specific IMS activity.
 QBD tasks may be one-to-one with the detail schedule activities, however, the
QBD tasks may be further expanded if needed;
 Dollars are used to weight each QBD task.
 The QBD, when completed, is comprised of inch-step tasks that will
support the development and completion of specific deliverable.
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4/25/2009

21. Relationship between the IMS the Detail Schedule and
the Quantifiable Backup Data (QBD)
IMS Logic Network
IMS
IMS 1002
1001
IMS IMS
IMS 1003
1004 1005
IMS IMS IMS 1008
1006 1007
IMS
IMS 1009
1010
QBD Task List
Act 101 IMS 1001 $$
Act 102 IMS 1002 $$
Detail Schedule Logic Network Act 103 IMS 1002 $$
Act 104 IMS 1002 $$
Act 201 IMS 1003 $$
Activity Activity Activity Activity
101 102 103 104 Act 202 IMS 1003 $$
Act 203 IMS 1004 $$
Act 204 IMS 1005 $$
Activity Activity Activity Activity
Act 301 IMS 1006 $$
201 202 203 204
Act 302 IMS 1007 $$
Act 303 IMS 1008 $$
Activity Activity Activity Activity
Act 304 IMS 1008 $$
301 302 303 304
Act 401 IMS 1009 $$
Act 402 IMS 1009 $$
Activity Activity Activity Activity
Act 403 IMS 1009 SS
401 402 403 404
Act 404 IMS 1010 SS
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22. Earned Value Status
 The QBD list is the basis for calculating work package earned value.
 Project physical percent complete is derived from the earned value
data!
Earned Value Calculations Based on QBD
Task Task Earned
Schedule Budgeted Percent Value
UID QBD Task List Value Complete Percent
101 Task Title 1 100 100 3.3
102 Task Title 2 200 100 6.7
 Maintained by the CAM
103 Task Title 3 150 100 5.0
104 Task Title 4 300 85 8.5
 Percent complete assessed
201 Task Title 5 100 75 2.5
202 Task Title 6 250 50 4.2
monthly
203 Task Title 7 225 25 1.9
204 Task Title 8 100 10 0.3
 Cumulative earned value
301 Task Title 9 100 5 0.2
302 Task Title 10 125 0 0.0 provided to Business
303 Task Title 11 350 0 0.0
Management for input into
304 Task Title 12 200 0 0.0
401 Task Title 13 100 0 0.0
M*PM.
402 Task Title 14 125 0 0.0
403 Task Title 15 250 0 0.0
404 Task Title 16 325 0 0.0
Totals $3,000 32.5%
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4/25/2009

23. Schedule Improvements Result from Applying the
DBP Approach
 Deliverables Based Planning used in development of the Product
Structure.
 Product Structure is used to build consistent level of detail in the
IMS and in the detail working schedules.
 IMS contains sub-assembly level of detail, working schedules contain
component level detail.
 Product Structure allows engineering, procurement, manufacturing, testing,
and Scheduling to relate to each other.
 IMS contains all givers / receivers from and to each IPT area
 Becomes the integrated plan for the program
 WBS is more aligned with Product Structure
 Detail schedule tasks identified to an activity in the IMS and are
aligned for consistent reporting
 Resource load the IMS for development of work package budgets
(BCWS)
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4/25/2009

24. Top-level MRP Prerequisite: Aligned Program Data
IMS Project
MRP
Schedule Data
Costpoint WBS
302270-500 Customer Order /
Demand
L.T. = 46 days
Qty Need Date
8 6/30/09
Demand Charge
302267-500 302249-501* Qty Start 303006-500
Need
Dates Numbers
L.T. = 54 days 8 2/11/09 4/25/09 L.T. = 46 days
L.T. = 46 days
Qty Per = 1 Qty Per = 1 Qty Per = 1
* 3 Levels Combined
Qty Start Need Qty Start Need
8 2/21/09 4/25/09 8 - 30 in stock
302248-500 2000234-005
L.T. = 99 days Inv = 2
Inv = 2
L.T. = 46 days
Qty Per = 1
Qty Start Need Qty Start Need
Qty Per = 1
6 12/27/08 2/11/09 6 11/2/08 2/11/09
Detail Schedule
Mfg. BOM
Part Data
Agile PDM
QBD
xxxxx
xxxxx xxxxx xxxxx
Product Collections
& Product Structures
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25. QBD Measures Earned Value Performance in units of
Physical Percent Complete
Assess the capabilities being provided through the deliverables
Capabilities Drive
Requirements
1
Requirements are
Capabilities Fulfill the requirements through effort held in the Work Packages
9
topology Fulfilled by Work
defines Packages
requirements 10
2
Use Past
flow down Produce deliverables
WP’s contain from Work Packages
Work Packages Performance to
deliverables that fulfill Define Deliverables Forecast Future
requirements 3 Performance
5 QBD Task List 5
4 Measure Physical
WP flow must describe
PMB Describes Act 101 IMS 1001 $$
Percent Complete 9
the increasing maturity
Act 102 IMS 1002 $$
Work Sequence
of the product or service of Each WP Act 103 IMS 1002 $$
Act 104 IMS 1002 $$
7
Act 201 IMS 1003 $$
Producing the deliverables in the
Perform Only Earned Value Act 202 IMS 1003 $$
planned sequence maintains the
Authorized Work Defines Progress Act 203 IMS 1004 $$
value stream to the customer
6 Act 204 IMS 1005 $$
Act 301 IMS 1006 $$
8 Act 302 IMS 1007 $$
Adjust EV for Technical
Act 303 IMS 1008 $$
Performance
Act 304 IMS 1008 $$
Planned BCWS Measure Act 401 IMS 1009 $$
Physical % Complete
Act 402 IMS 1009 $$
Act 403 IMS 1009 SS
Act 404 IMS 1010 SS
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4/25/2009

26. Next Steps in the Deployment of QBD
 Integrate all levels of schedules into common database – Project
Server
 Automate the development and maintenance of QBD – SharePoint
Services
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4/25/2009

27. 27

28. Glen B. Alleman Ronald Powell, PSP
VP, Program Planning and Controls Manager, Program Planning and Controls
Lewis & Fowler Ball Aerospace & Technologies Corporation
www.lewisandfowler.com www.ballaerospace.com
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