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2019Department of EnergyProject Management Workshop“Technology Implications”Self Governance at WRPS“Discipline yourself, and otherswon’t need to.” - John WoodenTony SpillmanManager, Project Management Programs
Safety Topic – Then and Now – Safe or SaferApril 20192019 DOE Project Management Workshop2
WRPS Overviewan AECOM-Led Company WRPS is an AECOM-Led LLC owned by AECOM andAtkins as an integrated subcontractor Original 5-year contract Extended 6 years - through FY 2019 730 million funding for FY 2019 3,500 employees (including contractors)3
The Hanford Legacy43
Self Governance in FlightPasco Tri-Cities Airport: 27Arrivals and Departures Daily!Delta Airlines: 4,800Arrivals and Departures Daily!Self Governance in a Complex Environment prevents Disaster
NegotiatedContractCost 5,423MMR 16MPerformance MeasurementBaseline 5,537MAuthorizedUnpriced Work 130MCBB 5,553MUndistributedBudget 49MControlAccounts 5,488MTotal Allocated BudgetContract Budget BaseCBB & TAB: WRPS March 2019*TAB 5,553M*Represents 11-yr contract durationApril 20192019 DOE Project Management Workshop5
Drivers for Earned Value ExcellenceEarned Value Competency LevelDOEEmphasison SelfGovernance272 DOELOIs forEVMCAM Qualification4 CARs 4 CIOsEVMSCertification ClassEmpowerAnalytical ToolTMPM-30:EVMSIH ReleaseEM-53SurveillanceContract StartOctober 2008April 2019WRPS EFCOGLeadership27 CARs 3 ber 2009Revised SystemDescription &Surveillance PlanNovember 2013TimeApril 2015Today andForward6
Project Management Programs MSCompliance &ReportingApril 2019ProjectManagementOfficeProject Management ProgramsFocus On: Training & Implementation of PMprinciples; Leveraging existing resources forproject success; Compliance to 413.3B; Project Manager development; EVM Implementation andEffectiveness.8
Fundamentals of Self GovernanceLeadership EngagementChartered AuthorityRoutine Health AssessmentDefined ProcessesLearning OrganizationTransparency and OpennessApril 20192019 DOE Project Management Workshop9
Fundamental 1: Leadership EngagementLeadership EngagementEncouragement of continuous improvementenforces a culture of compliance.April 20192019 DOE Project Management Workshop9
Leadership Engagement @ WRPSManagement ObservationProgram (MOP)Promote management presence inthe workplace.Emphasizes: Safety Integrity Teamwork Productivity ResultsProblem EvaluationRequest (PER)Corrective Action Process forSignificant Issues.Identification and Evaluation of: Significant Conditions Issues impacting quality andoperationsFormal Windows to Leadership Involvement and EngagementApril 20192019 DOE Project Management Workshop10
Leadership Engagement @ WRPS5. Corrective Action4. Evaluate andDisposition3. Document Results2. ReviewRecommendation1. Assess Topic Perform EVMS FocusArea Assessment Finalize ManagementObservation Program(MOP) of AssessmentResults Initiate corrective action,assignments and duedates EVMS ComplianceGovernance Board ReviewDetermination PresentIssues/Observations withRecommendations to PCLeadershipThe Four Fundamental Forces that Governthe Behavior of ComplianceApril 20192019 DOE Project Management Workshop12
Fundamental 2: Chartered AuthorityChartered AuthorityA chartered authority structure with crossorganizational engagement which reports toand interacts routinely with institutionalleadership.April 20192019 DOE Project Management Workshop12
Chartered Authority @ WRPSUsing Earned Value ManagementApril 20192019 DOE Project Management Workshop14
Chartered Authority @ WRPSEVMS Self-Governance Board:Objectively review and disposition Management Observation Program(MOP) results identified and documented by the EVM Compliance andReporting Team to determine if actions are required and whichorganization will be responsible for implementation.The Project Review Board (PRB):Assess the health of projects and project-related processes to promote discipline in theconduct of project execution and fosters continuous improvement in project managementand project execution. The PRB program provides senior management and project ownerswith an accurate and consistent measurement of a projects effectiveness and complianceApril 20192019 DOE Project Management Workshop15
Fundamental 3: Routine Health AssessmentRoutine Health AssessmentA methodology to routinely assess systemhealth via clearly defined and independentlypositioned oversight that has a clear line tosenior management.April 20192019 DOE Project Management Workshop15
Routine Health Assessment @ WRPSData Driven Health Assessments and SurveillanceEmpower & Fusefor Data Quality AnalysisTMTMApril 0%N/AScore9. InvalidForecast Dates00%00%00%14. BEI8. HighDuration00%00%00%13. CPLI7. NegativeFloat1119%18%1100%12. CriticalPath Test6. High Float23%00%00%11. MissedActivities5. HardConstraint00%00%00%10. Resources4. SF Relations00%00%00%9. InvalidActual Dates4. SS/FFRelationsBachaud, Grant C3. LagsAurah, Mirwaise Y2. LeadsAllen, Mark E1. LogicRibbon 1N/A892019 DOE Project Management Workshop16
Routine Health Assessment @ WRPSPeriodic Discussions with CAMs and Support TeamsData Driven CAMSelectionAllen, MarkBachaud, GrantBricker, BradleyCastleberry, JimCavanah, PaulConnolly, JoanCree, Laura HExley, AllanGagnon, PaulGreenough, KeithHaigh, PaulJansen, Jeffrey MScott, DelJarecki, TedStevens, MichaelKilloy, Steve EStoner, Ryan MKirch, NickStowe, GarthLarsen, Doug CSwanberg, David JMay, Dustin RTedeschi, RickMcFerran, BrandonTucker, RonMyer, ThomUytioco, EliseNelson, Bobby JWagner, VikkiParker, DanWatson, ChrisRutland, PaulWheeler, MartinCAM Discussion TopicsOrganize & Authorize the WorkPlan & Status the ScheduleBudget the WorkMonitor & Manage Actual CostsAnalyze & Report on the WorkForecast CostsMaintain the BaselineUnderstand Risk, Material, andSubcontract ManagementPurpose is NOT to“Grill the CAMs”, butto improve systemApril 2019health with Template Questionnaire17
Routine Health Assessment @ WRPSTracking & Reporting of all Health AssessmentsSelf-Governance DashboardWith Corrective Action IdentificationReference 18-0712AverageFICOInitiatingDate Title (Topic)SEA 3- 8 - EVMS Review of IPMR Format 5 4.0 ######## Variance ReportingProblem StatementThe IPMR DID DI-MGMT-81861 Section 3.6.10 Cost and Schedule Analysis details expectations and selection ofreportable variances. In this section, the selection of variances on which to report is done by establishing a pool of potential variances and thenuse of a defined approach to limit the actual number of reportable variances. WRPS does this through the use of cost and schedule thresholds,which, according to the IPMR DID, the purpose is to "provide appropriate insight and visibility to the Government". In support of this goal, areview was conducted to determine if the variance analysis reports included in the WRPS IPMR Format 5 do indeed provide the appropriateinsight and visibility to the Government.The latest version of the EVMS Surveillance Plan (TFC-PLN-141, rev B, August 31, 2017) has references to the DOE PM-30 EVMS implementationHandbook, and specific CAM interview artifacts and grading criteria that are older and out of date. The procedure needs to be updated to reflectSEA 3-7b - Mar-18 Revision to EV Surveillance Plan the correct reference guidance as well as to articulate the latest path forward and process for conducting EVMS related surveillance activities at3.0 3/6/2018 (TFC-PLN-141) - EVMS Compliance and Reporting WRPS.On a monthly basis WRPS utilizes the forecast BCWP in order to provide senior management with schedule and cost variance recoveryinformation, as well as to help in determining where critical resources will be needed, in an effort to manage scope priorities and resourcesthrough schedule float indicators. In the recent past, however an over-optimistic forecast of performance has lead WRPS management to adjustdownward the value of forecast BCWP (without corresponding decreases in the ETC's for that work which potentially would not be performed).SEA 3-1 - EVMS Review Feb-18 Forecast BCWPDecreased realism in the forecast of performance is making for a volatile To-Complete Performance Index (TCPI) where the monthlycompared to Actual BCWP - with considerationinformation is not providing management with enough meaningful data to make decisions.1.0 3/5/2018 for ETC/ACWPRecommended Action\ConclusionRecommendations: EVMS Compliance and Reporting should conduct adeep-dive into this section of IPMR reporting to consider the selectionprocess of all variances (eventually an entire deep-dive between DID andour current approach) to maximize the value to management and ORP,with the communicationConclusions: With the last six months (Sep-17 through Feb-18) of run timeusing the latest surveillance approach, innovative solutions have evolved,to make for a more effective and efficient EVMS surveillance approach. Assuch, these new innovations, approaches, streamlining to specific EVMS datConclusions: There needs to be a greater focus on the analysis of cost andschedule recovery actions and initiatives, to ensure that the EVMS data isproviding management with reliable and early warning of potential issueswith both schedule and cost performance. Alignment of the ETCs withforecas and Self-Governance Trend AnalysisAverage of ScoreMonthEVMS Area of FocusApril 20191. Sustained EVMS Compliance2. Effective Change Control Implementation3. Establishment of EAC Ground Rules4. Consistent Strategy for Planning, Scheduling and Budgeting5. Level of Effort Planning6. Planning and Management of Material and Subcontracts7. Effective Schedule Implementation - Managing to Float8. Data Integrity and Data Quality Indicators9. CBB and TAB (AUW and UB) - Align, Age, Timing Values10. Risk and EVMS - Corrective Actions for SV, CV, VAC and CPI/TCPIGrand TotalOct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18 Jul-18 Aug-18 Sep-18 Grand 4.06.86.8
Fundamental 4: Defined ProcessesDefined ProcessesEffective, consistent, and defined processeswhich are repeatable and enduring.April 20192019 DOE Project Management Workshop19
Defined Processes @ WRPS NDIA IPMD EIA-748Intent Guide PM-30 ECRSOPExternalCriteriaApril 2019InternalCriteria WRPS EVMS SelfGovernanceDocument Hierarchy EVM SystemDescription WRPS EVMSSurveillance Plan EVMS SelfGovernance Board2019 DOE Project Management WorkshopResults Assessments Trending Analysis Health DashboardsPlan20
Defined Processes @ WRPSProject Management Program PlanProject ManagementProject ControlsSystem DescriptionIntegrated Setof DefinedProcessesEnterprise Risk &OpportunityManagementApril 20192019 DOE Project Management Workshop21
Defined Processes @ WRPSMappedIntegration ofall BusinessSystemsApril 20192019 DOE Project Management Workshop22
Fundamental 5: Learning OrganizationLearning OrganizationA learning organization capable of maintainingand improving workforce skill via proventechniques such as peer-to-peer mentoring.April 20192019 DOE Project Management Workshop23
Learning Organization @ WRPSThree Pronged Approach to Developing Program ManagersWeb Based TrainingProject Manager QualOral ExamCardApril 201924
Learning Organization @ WRPSControl Account Manager DevelopmentComprehensive 2-DayEVMS Certification CourseApril 2019Project ControlsDelivered CAM Qual Cardand Training25
Fundamental 6: Transparency & OpennessTransparency & OpennessAbove all and incorporated throughout shouldbe transparency and openness to feedback,both critical and praiseworthy.April 20192019 DOE Project Management Workshop26
Transparency & Openness @ WRPSFull Reportingof all Issuesand FindingsApril 201927
Transparency & Openness @ WRPSWRPS Code of Business Ethics & Conduct“Knowingly passing data which is notCurrent, Accurate, Complete, Repeatable,Auditable or Compliant” ”is considereda violation.”April 20192019 DOE Project Management Workshop28
Improving Performance throughSelf-GovernanceData Driven ProjectManagement Organize & Authorize Work Plan & Status Schedule Budget the Work Analyze & Report Work Forecast the Work Data Driven Analytics Maintain the Baseline Risk, Procurement ManagementCharacteristics to Shift Perspectivefrom generating data forreportingto producingtrustworthydata andinformationformanagement Current – As agreed to ordirected, such as time now, end ofreporting period, or apredetermined specific period oftime. Accurate – Without error,mistake, miscalculations, oranomalies. Complete – Comprehensive, allinclusive, total, or entire. Repeatable – Ability to reproducecurrent, accurate, complete andauditable results. Auditable – Ability to trace thesource through the entiresystem/process to validate theresults.EIA-748 EVMS – 32 Guidelines Utilization of Forecast Performance (BCWPf) and CAM feedback improve monthahead forecast accuracy by 60%. EVMS self governance board allows for structured executive leadership direction oncontrol framework enhancements that will most improve decision making. 100% of CAMs subject to CAM qualification process with 112 certified to date,recognizing that project management is a combination of inherent attributes,behaviors, and learned skills.Behavior Based ProjectManagement Human Error Reduction Designing Behavioral Processes Improving Group Decision-Making Measuring Behavioral FactorsInnovative improvements such as incorporation of schedule margin and 100%resource loaded IMS Identifying Organizational Risk Factors Nudging for Performance Use of automated data analytics has dramatically decreased the occurrence of dataanomalies Enhancing Intentional Culture Design Revision to Code of Business Ethics and Compliance incorporated multiple changesincluding section on Fundamentals of Business Data and Information. Demonstratescommitment from WRPS Project Manager and affirmation from Company leadership.Measuring Safety Risk through ProjectManagement Assessment of risk informed the establishment of the Financial AccountabilityImprovement Plan, addressing past and planned actions in policies and procedures,internal controls and methods, organization culture, audit and oversight, andfeedback and improvement. Established WRPS Compliance Integration Team to address compliance issues in atimely and consistent manner Automated Work Charging Authorization, improving linkage to approved workpackages and the EVM system and reducing risk of employees having outdated orinaccurate charge authorization guidance. Instituted Electronic Time Verification System (ETVS) and Overtime AuthorizationTracking System (OATS) to validate starting and ending work locations. Level 1managers approve overtime. Project Management SciencesBehavioral DesignForecasting and Prediction sciencesRisk and Uncertainty SciencesJudgement & Decision-making sciencesIndustrial-Organizational PsychologyCognitive ScienceNeuroscience
Questions?
WRPS. Conclusions: With the last six months (Sep-17 through Feb-18) of run time using the latest surveillance approach, innovative solutions have evolved, to make for a more effective and efficient EVMS surveillance approach. As such, these new innovations, approaches, streamlining to specific EVMS dat WRPS-MOP-2018-0712 1.0 3/5/2018
