Top Challenges of Program Controls Professionals as presented at PMI-CPM Conference - May, 2009.

1. 5 Ingredients in the EVM Secret Sauce
Practice Symposia (PS-01)
Chris Bell
Vice President, Enterprise Project Management
Deltek
Wednesday May, 27 – 1:30 PM to 2:15 PM

2. What Exactly Is In The EVM Secret Sauce?

3. To Find Out? You Have To Ask The Chefs
© 2009 Deltek, Inc.

4. What We Did
Phase I - Problem
– Identify The Most Pervasive
Challenges Facing EV
Practitioners
Phase II - Solutions
– Collaborate On Most
Innovative Solutions To
Those Challenges
Phase III - Measure
– Interview Teams Who
Achieved Results
© 2009 Deltek, Inc.

5. How Do You Get Results?
Truth
& Candor
© 2009 Deltek, Inc.

6. Phase I – The Challenges
Lack Mgmt
Buy-In
Can’t Find
Time Spent
Qualified
Reporting
People
Hard To
Inconsistency
Integrate
Across
Cost &
Programs
Schedule
© 2008 Deltek, Inc.

7. Lack Management Buy In – Phase I
Have a
Challenge
Getting PMs
to Accept EVM
© 2008 Deltek, Inc.

8. Lack Management Buy In – Phase II
Create Best
Practices
© 2008 Deltek, Inc.

9. Using The First Ingredient
Demonstrate Success
– Find a failure point and turn it around or choose a pilot project
– Enroll the CFO
– Measure your current progress and report on it
Executive Training
– Bring in peers
– Keep technocrats behind the scenes
– Remember the Platinum Rule: “I may not be much but I’m all I think about”
Create Best Practices
– Create an EV Council
– Focus on how to act on information, not just create it
Compensation Tied To Performance
– Pay, compensation, EVM “Black Belt” status tied to successful use of EVM
© 2009 Deltek, Inc.

10. Case Study - Spirit Aerosystems
Face The Giants
We are doing okay with what we have?
We have been using this for 200 years
Do not focus on the negative
Offer solutions
Be passionate
Find and develop a champion for the
cause
Be able to explain 5 Why’s

11. Ingredient 1 – Return On Investment
EVM
Secret Sauce
Earned Value Management Secret Sauce
• 2 Cups, Return On Investment (ROI) with dash of Executive Training
© 2009 Deltek, Inc.

12. Can’t Find Qualified People – Phase I
Not enough
qualified
people to
implement
EVM
© 2008 Deltek, Inc.

13. Can’t Find Qualified People – Phase II
Groom
internal
candidates
© 2008 Deltek, Inc.

14. Using The Second Ingredient
Advertise
– Not local newspapers, use trade magazines
– Find specialty recruiters
– Recruit at industry conferences (Exhibits are not just for software vendors and consultants!)
Network
– New era or networking
– LinkedIn, Facebook, Plaxo
– Blog posts to EarnedValue.org, EVMSHelp.org and others
Train & Retain The Ones You Have
– It costs much more to recruit and ramp than it does to give a retention bonus
– Groom an interested CAM
– Cross-train Schedulers and Cost Analysts
Use Staff Augmentation
– Find staff augmentation firms (SM&A, MCR, Deltek and others)
– Perfect solution for surge capacity (especially in this economy)
© 2009 Deltek, Inc.

15. The Magic of LinkedIn Is In The Groups!
DoD – 2,062
EVM – 922
Project Controls –
507
PMI – 16,640
PMO – 4,865
And don’t forget..
© 2009 Deltek, Inc.

16. Post In Jobs Section In The Right Group
© 2009 Deltek, Inc.

17. Ingredient 2 – Recruiting & Staff Augmentation
EVM
Secret Sauce
Earned Value Management Secret Sauce
• 2 Cups, Return On Investment (ROI) with dash of Executive Training
• 1 Tablespoon of concentrated recruitment
© 2009 Deltek, Inc.

18. Inconsistency Across Programs – Phase I
Conflicting
contract
requirements
© 2008 Deltek, Inc.

19. Inconsistency Across Programs – Phase II
Use
Standard
Tools
© 2008 Deltek, Inc.

20. Using The Third Ingredient
Standardize Processes
– Write it down and share it! Use SOPs
– Create a Center of Excellence
– Standardize the output
Gain Management Support
– Brief the Executive Team on the Center of Excellence
– Create a single set of standardized management reports
– Find a VP/GM champion
Use Standard Tools
– Consolidation is making this easier
– Data warehouses and dashboard can now pull data and display consistently
Influence Government
– Apply same rules for ACAT I to ACAT IIs and others
– Join forces with NDIA
– DCMA to improve relationship with non defense agencies
© 2009 Deltek, Inc.

21. Case Study
As Presented At NDIA – PMSC
by Kathleen Hedges, SVP
May 20, 2009
Can Speak With Dan Butler For More Information
© 2009 Deltek, Inc.

22. Ingredient 3 – Center of Excellence
EVM
Secret Sauce
Earned Value Management Secret Sauce
• 2 Cups, Return On Investment (ROI) with dash of Executive Training
• 1 Tablespoon of concentrated recruitment
• 1 whole Center of Excellence, thoroughly blended
© 2009 Deltek, Inc.

23. Cost & Schedule Integration – Phase I
Need a
simple,
reliable EVM
tool
© 2008 Deltek, Inc.

24. Inconsistency Across Programs – Phase II
Integrate the
capture and
delivery
teams
© 2008 Deltek, Inc.

25. Using The Forth Ingredient
Standardize Structures
– Prepare estimates that agree with project WBS
– Use a single program structure
Integrate Capture & Delivery Teams
– EV focal points must consult and advise during the proposal phase, not after the fact
– Reduce separate files for adding cost / scope
Converge The Schedule Manager & The Cost Manager
– Cross train. Cross train. Cross train.
– Comingle your personnel. Consider the “Scrum Method”
Evolve The Applications Onto One Database
– Apply pressure on vendors to provide both cost AND schedule.
– Look for solutions that use UN/CEFACT XML and contribute to data warehouses
– Ask for dashboard solutions
© 2009 Deltek, Inc.

26. Role‐Based Dashboards
Web Parts SharePoint
Presentation Layer
JSR 168 Portlets Portal
Web Services Services Bus
Extensibility
Smart Client Mobile Clients Microsoft Office Multi-Platform
Your
Infrastructure
Schedule Cost Earned Value Risk Resource
Management Management Analytics Management Management
Common EPM Business Layer • Suite wide interoperability
• Unified design improves
usability
• Common security reduces
total cost of ownership
Common Services
• Built on Deltek .NET
platform
Application Servers Database
26

27. Ingredient 4 – Cost & Schedule Integration
EVM
Secret Sauce
Earned Value Management Secret Sauce
• 2 Cups, Return On Investment (ROI) with dash of Executive Training
• 1 Tablespoon of concentrated recruitment
• 1 whole Center of Excellence, thoroughly blended
• Combine 1 teaspoon of cost and 1 teaspoon of schedule
© 2009 Deltek, Inc.

28. Time Spent Reporting – Phase I
I wish they
would all
just use the
same report
© 2008 Deltek, Inc.

29. Time Spent Reporting – Phase II
Automate
everything
© 2008 Deltek, Inc.

30. Using The Fifth Ingredient
Standardize Reports
– On the EV Center of Excellence, focus attention on common output
– Build consensus with management on the key set of reports
Automate Everything
– Use batch reporting
– Leverage Earned Value analytics solutions
– Let dashboard inform teams, not just other program controls professionals
Transition From Report Maker To Program Advisor
– Report maker = marginal value
– Program advisor = high value
– Surprise avoider & performance optimizer = hero
© 2009 Deltek, Inc.

31. Ingredient 5 – Dashboard
EVM
Secret Sauce
Earned Value Management Secret Sauce
• 2 Cups, Return On Investment (ROI) with dash of Executive Training
• 1 Tablespoon of concentrated recruitment
• 1 whole Center of Excellence, thoroughly blended
• Combine 1 teaspoon of cost and 1 teaspoon of schedule
• Layer on top 1 thin dashboard
© 2009 Deltek, Inc.

32. Ingredient 5 – Dashboard
EVM
Secret Sauce
Earned Value Management Secret Sauce
• 2 Cups, Return On Investment (ROI) with dash of Executive Training
• 1 Tablespoon of concentrated recruitment
• 1 whole Center of Excellence, thoroughly blended
• Combine 1 teaspoon of cost and 1 teaspoon of schedule
• Layer on top 1 thin dashboard
Take all ingredients and place them on the table. Wisk thoroughly using a
bat (if necessary). Once blended, place in the over for one year. Remove
from oven and do not allow to cool off. Consume immediately.
© 2009 Deltek, Inc.

33. © 2009 Deltek, Inc.

34. Questions? Please Contact Me!
Chris Bell, Vice President, EPM Market Management
chrisbell@deltek.com
© 2007 Deltek, Inc.

35. Top Challenges Facing Program Controls Professionals
Integrated Program Management Workshop Results
Workshop Objective: Develop solutions to the top 4 challenges facing program controls professionals.
Phase I ‐ Review the results from the 2007 IPM Conference that documents the top 5 challenges expressed by program controls and earned
value practitioners. Then, each table will be assigned 1 or 2 problems to solve. Individually, write at least 10 solutions or best practices that
you can use to solve the problem you have been assigned. Be specific. Be creative.
Phase II ‐ Working as a team, map your solutions on the flip chart and discuss as a team. Map like ideas together. If you notice a sequence,
innovative ideas, a clear best practice, please be prepared to share this with the rest of the group. Upon completion, please choose a table
spokesperson.
Top Challenges Workshop Results
Lack Of Buy‐In / Management Support Finding Qualified People
I have challenges getting a process owner for EVM that will
truly champion the process I have challenges finding people who really understand EV.
I have trouble getting EVM accepted within the culture of a
company The challenge of getting teams to work together.
Lack of executive management understanding of current EVM
environment Challenge is how to use EV in the service environment.
Proving to doubters that EVM works (cost/benefit) Not enough personnel to help implement EV on programs.
Difficulty with people who want to free‐lance on standard
Sharing of information across companies/organizations work.
I have challenges helping program managers understand value
of integrated program management
of integrated program management Harnessing Ego's.
Harnessing Ego's
Interface with programs getting with quot;inner corequot; to help fix
Lack of interest from the RM community issues.
EVMS viewed as a step child Challenges to keep employees motivated.
PM's failure to believe EVMS can improve project execution Finding competent motivated employees
Provide training for critical issues ‐ need crops up ‐ no time to
Management buy‐in to EV meaning and value react.
I have difficulty getting accurate data from sources who don't
I have trouble getting management support understand/respect EV/Risk.
I have trouble getting across the idea that an EVMS is more
than software I have difficulty getting the right type of support.
I have a problem with convincing a scientist that EV has value Not enough personnel to meet demand for training.
Challenge to understand EAC development I have challenges to fill staff position.
I see too much superfluous variance analysis without follow up I have challenges sourcing human resource.
I struggle with Engineering and gaining their acceptance of EV
as a management tool I find it difficult to locate qualified people.
Challenged to build good succession plans for staff members
I have a challenge being taken seriously nearing retirement age.
I have a hard time getting senior management to look at big
picture issues instead of non‐critical issues Challenged by increasing work loads & shrinking staff.
Challenge to maintain and institutionalize EVM
I have a challenge getting PMs to accept EVM implementation at my agency.
We have trouble with customers giving direction with EV
compliance consequences I have challenges finding skilled schedulers
11/18/2008 1 © 2008 Deltek, Inc.

36. Top Challenges Facing Program Controls Professionals
Integrated Program Management Workshop Results
Consistency Across Programs Difficult to Integrate Cost & Schedule
I'm challenged to streamline processes (reporting) and
standardizing formats while satisfying PMOs Challenge to team to develop schedules without constraints
I have a hard time getting co‐workers following process within Challenge to lay out realistic work packages. Most of the time,
guidelines not a realistic schedule
I have a challenge to think quot;one companyquot; on some aspect of I have trouble with use of critical chain in an EVM reporting
application instead of just one program or site environment
I have the challenge to convince people that % complete is not
I have a hard time telling IPTs to trust EVMS the only PMT
I have trouble with policy not being enforced/observed Lack of tools integration
We have a problem getting programs to follow procedures Find a simple, reliable EVM tool
I have a challenge with time for software suite evaluation for
Challenge for program to follow change control process advancing technology approach
Ensuring common WBS structures between cost estimates and
Difficulty integrating with other functions re: EV practices EVM reporting
I have a hard time getting all organizations to agree to pursue
in one direction Integrating cost estimating and EVM
Improving cost estimating/project manager communication by
I have a hard time getting cost/schedule collaboration using resource allocation matrix to link products and functions
Challenges integrate customer estimator with EVM ‐ perhaps
Communication between schedulers and planners the common denominator is risk and cost risk?
We have friction between the cost and scheduling I have challenges getting people to understand the value of
communities planning and risk management/opp planning
I have challenges just reporting vs. management. CPI/SPI vs.
decision making Need for stronger industry integration/positions
I don't have an effective portfolio mgt tool. I had problems getting a good schedule
I have a challenge taking program success to the enterprise
level. Manpower application with schedule teams
I can't share EV data across multi countries well. Schedule integration with budget
I have trouble implementing EVM because of poor business Integration of EAC fluctuations with risk = EAC growth results
process. in Risk reduction.
DoD legacy practices Incorporate risk into EAC & PMB.
I have trouble with the DCMA being too prescriptive Integrate Business & PM functions.
Inconsistent/unclear validation/surveillance requirements Integrate the baseline with cost & schedule.
Confusing/conflicting contract requirements Define cost/schedule integration & give guidance to programs.
Understanding new DCMA objectives/approach Cost & Schedule integration.
No single point for adjudication of disputes
Figuring out the best way to conduct independent EAC
reviews
11/18/2008 2 © 2008 Deltek, Inc.