Using a Crosswalk File to Manage Givers and Receivers
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A presentation to the Joint Space Cost Council at Ball Aerospace and Technologies Corporation, Boulder, Colorado, 21 September 2017.
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Using a Crosswalk File to Manage Givers and Receivers
- 1. Programmatic Architecture and the Cross Walk File 1 Using a Cross Walk File to Manage Givers and Receivers Ron Powell Glen Alleman Rick Price Joint Space Cost Council Ball Aerospace and Technologies Corporation Boulder, Colorado, 21 September 2017
- 2. Programmatic Architecture and the Cross Walk File ❻ Steps to Building the Credible IMS 2 WBS Risk Register Master Plan Deliverable Need Dates Master Schedule(s) Master Schedule(s) Master Schedule(s) Master Schedule(s) Cross Walk File Connects Dependencies Between Master Schedule ❻ ❺ ❹❸ ❶ ❷ AleatoryEpistemic
- 3. Programmatic Architecture and the Cross Walk File Our Plan Has To Contain Who is going to do the work? What are the outcomes from this work? When does the work need to get performed? Where is the work being performed? Why are we doing all this? How is the work going to actually be performed?
- 4. Our Plan Has To State Outcomes Who ‒ Staffing Plan What ‒ SOW/SOO/CDRL/WBS When ‒ Contract Delivery Dates Where ‒ Facilities and Services Why ‒ Contract / ConOps How ‒ Technical Deliverable Strategy Six Honest Serving Men, from The Elephant’s
- 5. Programmatic Architecture and the Cross Walk File ❹ ‒ How Do We Establish “Need Dates” Discussion Topics What does the Contract say – How do we know this date is credible? – How do we establish schedule margin for the date to protect the contract date? At IBR how do you – Show credibility for all the work, including subcontractor – Using the SRA to establish margin – Show how cost is adequate to meet requirements – Understand the risks and their mitigations 5
- 6. Programmatic Architecture and the Cross Walk File ❺ ‒ The Integrated Master Schedule(s) … 6 Show what Done looks like. Show the work needed to get to Done. Defines the needed resources to reach Done Identifies risks to Done and their handling. Measures physical progress toward Done in units meaningful to the decision makers.
- 7. Programmatic Architecture and the Cross Walk File ❻ ‒ Making Interdependencies Visible 7 Simple Representation of an IMS consisting of 4 project files linked serially. CROSS WALK FILESEIT Project Plan Payload Project Plan Ground Project Plan Launch Project Plan Output TO Payload FROM SEIT Input from SEIT FOR Payload Output TO Ground FROM Payload Input from Payload FOR Ground Input from Ground FOR Launch Output TO Launch FROM Ground Integrated Master Schedule Each line represents an external link between project files
- 8. Programmatic Architecture and the Cross Walk File ❻ ‒ Cross Walk Path Connections between Microsoft Project files are isolated through the Cross Walk file to prevent accidental loops from being introduced while the horizontal connections are developed. – The inter-event margin between these program event files can be placed in the cross walk file for easy management and visibility. 8 CROSSWALK EVENT A Shared Connection Schedule Margin Receiving Milestone Send Milestone AC SA AC AC AC Inbound Outbound EVENT W – The entire critical path for the program—through all individual program event files—can be seen in the cross walk file. – Work on each program event file can take place in parallel for maximum efficiency of the planning staff.
- 9. Programmatic Architecture and the Cross Walk File The Problem with Distributed Planning and Controls Individual .MPP files built by planner need to be integrated into a submittal for the IMS section of the PMB Building the IMS is an iterative and incremental process – Gather the data one step at a time Divide the program into segments, for example – CDR and Before – Post-CDR: Fabrication and Test – Assembly, Integration Test and Operations Always keep the Events “in the box” at the end of every day Keep all work to the left of the Event with a Deadline 9
- 10. Programmatic Architecture and the Cross Walk File Linking Program Events Vertically Across Individual IMP Files 10
- 11. Programmatic Architecture and the Cross Walk File Why A Crosswalk File? By using a crosswalk file between these links, we are able to: – Stop unnecessary schedule turmoil before it propagates through entire network, » No one schedule can impact the other schedules without permission / knowledge of crosswalk file owner » No changes in one file will impact the work in other files until the Cross Walk file is updated and republished – Better management of the the triggers that keep the files in sync with each other, – Create a mechanism to manage the time (aka slack) between promised delivery dates and actual need by dates of deliverables, – Creates a mechanism for explicit margin to be added and managed between project plans 11
- 12. Programmatic Architecture and the Cross Walk File Discussion Topics How are multiple IMS’s being handled today? – IPTs – Subcontractors How is multiple change control processes being handled today? How is the critical path managed across and between IPTs today? How can a Cross Walk paradigm improve – Visibility to interdependencies – Manage schedule margin – Show end-to-end Critical Path – Provide visibility to Alternative Points of Incorporation 12
Hinweis der Redaktion
- There are many ways to remember what is needed in a good schedule and the plan that starts the schedule. Here’s a simple one. Rudyard Kipling's poem The Elephants Child contains a list that he used as a reporter. This list is the basis of our test for a good schedule. These six trusted friends should be obvious in any schedule to build or look at: Who is doing the work is in the resource pool and the assignment of those resources to the work. What are the outcomes are deliverables from the work. These deliverables are tangible evidence that the work has accomplished what it was planned to do. This evidence is meaningful to the consumers of the project. When doe this work take place is shown in the sequence of work package in the schedule. Work Packages are much better that Tasks. Work Packages result in outcomes that say their name. They are Packages of Work. Tasks simply show the consumption of time and resources. Where the work is being performed can be used for locality, functional departments, or similar information. Why must be answered through a description of the needed capabilities for the project to fulfill its mission. There must be a reason for every requirement, every action, every expense. How the work is performed must be described in the narrative associated with the Work Packages and the Work Breakdown Structure.
- There are many ways to remember what is needed in a good schedule and the plan that starts the schedule. Here’s a simple one. Rudyard Kipling's poem The Elephants Child contains a list that he used as a reporter. This list is the basis of our test for a good schedule. These six trusted friends should be obvious in any schedule to build or look at: Who is doing the work is in the resource pool and the assignment of those resources to the work. What are the outcomes are deliverables from the work. These deliverables are tangible evidence that the work has accomplished what it was planned to do. This evidence is meaningful to the consumers of the project. When doe this work take place is shown in the sequence of work package in the schedule. Work Packages are much better that Tasks. Work Packages result in outcomes that say their name. They are Packages of Work. Tasks simply show the consumption of time and resources. Where the work is being performed can be used for locality, functional departments, or similar information. Why must be answered through a description of the needed capabilities for the project to fulfill its mission. There must be a reason for every requirement, every action, every expense. How the work is performed must be described in the narrative associated with the Work Packages and the Work Breakdown Structure.
- The perfect schedule has some attributes we need to understand before we start. The schedule tells us what DONE looks like in units of measures meaningful to the decision makers. This phrase units of measure meaningful to the decision makers will be at the heart of everything we do today. The schedule shows us what work needs to be done to produce the outcomes needed for the project to be successful. Actually it shows us the work that needs to be done that increases the probability of success for the project – since all project work is probabilistic. The schedule shows us what resources are needed to do that work. The schedule must show us what are the impediments to performing that work. What are the risks to the project’s success. And finally the schedule shows us how we are measuring the tangible evidence of progress to our plan. This evidence and these measures are usually not part of the traditional approach to scheduling. In that traditional approach, work is planned left to right, resources assigned – you do have a resource loaded schedule right?. And then that work is executed. What we’re going to learn today is that another paradigm is needed in order to increase the probability of success. This paradigm is called the Integrated Master Plan or IMP. The IMP is used – and many times mandated in large defense and NASA programs. But it is also found in Enterprise IT programs. Project like ERP.
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