1. Seven Key Factors for Program
Success
(the Provider perspective)
 Pat Schambach
 Partner, Schambach &Williams
Consulting
 Pat.Schambach@gmail.com
 571-218-9787

2. <PROGRAM CLIENT NAME>
“XYZ” Program - Contract Overview
PM: John Smith
Reporting Business Unit <Business Unit name>
Contract Value/Funded
Value
$314.2 Million (6-month Base Period plus 6 one-year Option Periods)
> Base Period $18.0 Million
> Option Year 1 $88.5 Million
> Funded Value $106.5 Million
Contract Scope Modernization of XYZ agency infrastructure. The “to be” environment is a SOA-based
architecture using Oracle product suites. Project involves retiring legacy system and
migrating functionality into a service based operation. The work is divided into 14
Task Groups:
TG1: Management and Administration; TG2 Enterprise Architecture; TG3-6 New
System Development; TG7-10 Steady State Operations and Maintenance; TG12-13
Enhancements to Existing Systems; and TG14 Inquiry Systems
Contract Term Start/End 11/08/2010 – 5/07/2017 including all options
> Option Year 1 5/08/2011 – 5/07/2012
> Option Year 2 5/08/2012 – 5/07/2013
Client Names Client PM: <name> CO PM: <name> COTR PM: <name>
Contract Payment Term Cost Basis : monthly for costs incurred
Award Fee : at completion of option year (booking at 85%)
Contract Type & Vehicle Cost Plus Award Fee > 0% Base Fee; 7.5% Award Fee Pool
Contract Vehicle <contract vehicle name>
Team Members <list subcontractors>
> Work Share Objectives = ABC Corp. – 16% and DEF Corp – 13%

3. 1. Contracts
Funding B↑
Scope G↓
Deliverable Acceptance Y↑
CO Satisfaction R↓
Prime Contractor
Satisfaction N/A
Contractual Documents
Signed B
6. Staffing
Staffing to Plan B↑
Morale G
Threat to Coverage G
5. Marketing
Current Work Growth G
Same Client New Work Y
New Client New Work R↓
2. Management
Prime/Sub Ratio B
SB/SDB Goals N/A
CPAR/Customer
Satisfaction Status B
Date of Survey DATE
<PROGRAM CLIENT NAME>
“XYZ Program” - Balanced Scorecard for <Month/Year>
3. Financials
Budget (Client) B↑
Revenue (Ours) G
Margin % Y↓
Operating Income R
Days Sales Outstanding G↑
Earned Value N/A
4. Innovation
Ideas & Resources B
7. Project
Execution
Progress/Schedule G
Key Client or Our
Management Changes Y↑
Conditions: Facilities &
Environmental R↓
Risks R
Quality Benchmark
Achievement CMMI
COTR Satisfaction Y

4. <PROGRAM CLIENT – PROGRAM TITLE>
<Program Title> Overview/Recap
Key
Milestones
Status
•Our team is providing significant SME
support to SMS
•Our “reach-back” has helped client with
the LSI startup; preparation for
Integrated Baseline Review (IBR), June
2012
•HCPS resources realigned to LSI
Top Issues
• Revised FY2013 margin estimate; higher % compared to bid
rates
• Delays in establishing subcontracts; process issue (non-personnel
issue); impact to billable T&M revenue; (May - $30K)
• Proposed Architecture (.NET/nServiceBus) may not support
planned system transaction volume (7000 claims per day). Lead
Solution Architect is working with team to resolve.
Accomplishments
• Supported IBR completion & delivery
(Major Milestone)
• Project Schedule – Lifecycle
• System Architecture
Assessment (Interim
Assessment)
Key
Milestones
J F M A M J J A S O N D J F M A M J J A S O N D
Key
Milestones
20132012
SIT
Training
DIACAP
Go-Live
DSO
Nego 12.7 Staffing to Plan--need 1 FTE Plexis Technical
Oppor 10.4 Supplier--delay in subcontract
Book 11.0 Acquisition -- Planned Move of staff to LSI
Supplier
Status
Program
Acquisition
Stability
Margin % Focus
Technical
Progress
Cost
(CPI)
Schedule
(SPI)
CPAR /
Customer
Satisfaction
Status
Staffing to
Plan %
GG 1.02 0.98 G 0.9 YG

5. <PROGRAM CLIENT – PROGRAM TITLE>
Blue – Better than Planned Green – As Planned Yellow – Potential Problem
Red – Definite Problem N/A – Not Applicable
PM’s “Return To Green” (RTG) Plan
Schedule G
Schedule will need to be revisited
after Arch. Assessment is
complete.
G
Margin R
Delayed revenue ($35K) due to
charge code availability; ($30K
due to delays in Sub-K
agreement tenders)
Opportunities for overtime will
help offset lost Sub-K labor
(JUN); Charge code issue
corrected for JUN (July PMR);
11.1% 90 Day Mark
DPM
G Jun
DSO G G
Customer Satisfaction B
CSC cited for efforts in IBR
assistance; knowledge/team G
Staffing to Plan Y
Staffing is in line with revised
SMS expectations. Delayed
revenue for two months; make up
in August/September
Need stronger RECRUITING
efforts; current sourcing effort
not productive for DL
Bill Y Aug
Suppliers Y
Delays associated with
subcontract agreements setup
tasks (ITManna, ArchSolut,
NetVisions).
Master IDIQ is needed or
setup prior to receipt of the
STO. (Requires Indirect Labor
Charge/Risk)
Dave G Jun
Acquisition Stability G G

6. <PROGRAM CLIENT – PROGRAM TITLE>
• Contract Value $841.2M
• Exercised Price $463.8M
• Funded Value $452.8M
• DSO (YTD xxx 2012) 85.4 days
<Program Title> Financials
• Billed - awaiting payment $2.6M
– Current $292K; 31-60 days $2M; 61-90 days $288K
– $393.6M Paid ITD
• Unbilled Balance $19.6M
• DSO (Planned / Actual)
$ Millions
$ Millions
CURRENT MONTH YTD Full Year
BUDGET ACTUAL DELTA BUDGET ACTUAL DELTA BUDGET ACTUAL DELTA
Revenue
Operating Income
Margin
INCEPTION TO DATE
BUDGET ACTUAL DELTA EAC
Revenue
Operating Income
Margin

7. <PROGRAM CLIENT – PROGRAM TITLE>
<Program Title> Staffing
• Staffing: Budget vs. Actual
– Variance due to:
• Xxxxxxx
• Yyyyyyy
• Zzzzzzz
– # Our FTEs
– # Subcontractor FTEs
0
10
20
30
40
50
60
March April May Jun July Aug Sep Oct Nov Dec Jan Feb
Baseline Forecast Actuals

8. <PROGRAM CLIENT – PROGRAM TITLE>
Detailed Background Slides

9. Sub-Category Status Notes
Funding
Blue↑
<State the amount and percentage funded. >
Scope
Green↓
<Has the program/project performed work that is not in the
currently approved baseline plan and has not been subject to
formal change control?>
<Provide any additional comments on scope creep or expectations
of the client beyond what was bid.>
Note: A description of the project is not required since it is provided
on the previous page.
Note: If yellow or red, identify as “Risk” under Project Execution.
Deliverable Acceptance
Yellow↑
<Identify any deliverables accepted within the past month or those
being currently evaluated by the client.>
< Address any negative indications (verbal, e-mail, letter, rejected
deliverable, etc.) received from your client.>
CO Satisfaction
Red↓ <Use PM’s best judgment.>
Prime Contractor
Satisfaction
N/A
< If applicable. Use PM’s best judgment>
Contractual Documents
Signed
Blue
<Are all contractual documents (MSA, Statements of Work,
Program Definitions, Change Orders, etc.) signed by the client?>
<PROGRAM CLIENT – PROGRAM TITLE>
<Program Title> Contracts

10. Sub-Category Status Notes
Budget (Client)
Blue↑
<Is the project within budget? Is the current “burn rate” expected to cover
project personnel through the POP?>
<Has the program/project exceeded, or is forecast to exceed, budget/cost
estimates by more than 5% against the currently approved baseline plan?>
Revenue (Ours)
Green
<“See Slide 7”> OR
<If information is not on Slide 7, state revenue. Indicate revenue % over or
under projections.>
Margin %
Yellow↓
<“See Slide 7”> OR
<If information is not on Slide 7, state margin %. Indicate revenue % over
or under negotiated margin.>
Operating Income
Red
<“See Slide 7”>OR
<If information is not on Slide 7, state operating income. Indicate revenue
% over or under projections.>
Days Sales
Outstanding
Green↑
<“See Slide 7”.> OR
<If information is not on Slide 7, state days sales outstanding. Does the
program/project have any invoices that have not been paid within the agreed
payment terms? Indicate revenue % over or under projections. Please note
new “Status” percentage colors as described on page 18 and on Balanced
Scorecard Descriptions.>
Earned Value
N/A or %
<Indicate % of earned value.>
<Use “N/A” if earned value not required on program.>
<PROGRAM CLIENT – PROGRAM TITLE>
<Program Title> Financials

11. Sub-Category Status Notes
Staffing to Plan
Blue↑
“Staffing to Plan” reflects internally driven issues and successes.
<Are you “Fully Staffed” or do you have vacancies? Provide the numbers of
onboard staff and vacancies (separately) in “FTEs.”>
<Can you keep up with the bid model?
Morale
Green
<Reflect the morale of the staff working on the project.>
Threat to
Coverage
Green
“Coverage” reflects client/contract driven issues and successes
<Do you need to trim back from the bid model?>
<Are you at risk of losing positions?>
<PROGRAM CLIENT – PROGRAM TITLE>
<Program Title> Staffing

12. Sub-Category Status Notes
Ideas & Resources
Blue
<Summarize new ideas conceived.>
<Identify level of implementation by client.>
<Qualify resources engaged in development and implementation.>
<PROGRAM CLIENT – PROGRAM TITLE>
<Program Title> Innovation

13. Sub-Category Status Notes
Prime/Sub Ratio
Green
<Indicate Prime/Sub Ratio.>
SB/SDB Goals
N/A
<If applicable, discuss small business/small disadvantaged business goals
and status.>
CPAR/Customer
Satisfaction Status Blue
<State the results of any recent program/project CPAR/client satisfaction
survey. If no survey was recently performed, show our PM’s assessment>
Date of Survey
Date
<Show date of last survey &/or next scheduled survey.>
<Program Title> Management
<PROGRAM CLIENT – PROGRAM TITLE>

14. Sub-Category Status Notes
Current Work Growth
Green
<Are there any funded increase(s) in tasking(s) anticipated such as
modifications and/or expansions to existing work.? Have there been any
recent discussions involving more work by the project team or increase in
the number of working project personnel? >
Same Client – New
Work Yellow
<Is there any work, not currently being performed, that the client is
interested in having done? Have any discussions occurred between our
personnel and the client?>
New Client – New
Work
Red↓
<Is the work being performed by the project team something that can be
performed for another client? >
<Program Title> Marketing
<PROGRAM CLIENT – PROGRAM TITLE>

15. Sub-Category Status Notes
Progress/Schedule Green
<Have any program/project milestones been missed, or are forecast to
miss, the currently approved baseline dates? >
Key Client or Our
Management
Changes
Yellow↑
<Specify any changes in: client sponsorship/executives; our Senior
Executives/Management/Key personnel.>
Conditions:
Facilities &
Environmental
Red↓
<Identify any facilities or environmental issues that have been identified
as posing an operational risk to the program/project.>
Risks
Red
< Quantify all current open risks on page 6.>
Quality Benchmark
Achievement
Yellow
<Identify benchmark in the box, e.g. CMMI, ISO 9K, 20K, 27K.>
<Provide details as appropriate.>
COTR Satisfaction
Yellow
<Discuss any positive or negative indications (verbal, email, letter,
rejected deliverable, etc.) received from your client?>
<PROGRAM CLIENT – PROGRAM TITLE>
<Program Title> Project Execution