Integrating Program Management with. and Critical Thinking

Transcription

1 American Society of Military Comptrollers Professional Development Institute May 30 th to June 2 nd 2012 Integrating Program Management with Earned Value Management, Financial Management, Cost Analysis and Critical Thinking Debra E. Hahn [email protected]

2 Program Management Project Management: The application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations; typically technical in nature with a defined beginning and end. Program Management: The management of a related series of projects [a program] executed over a broad period of time, and which are designed to accomplish broad goals, to which the individual projects contribute; typically business and technical in nature and my be a an ongoing effort DoD Acquisition Context: The development, production, deployment of a new system which meet the technical requirements within the limits of cost and schedule requirements approved by the Decision Authority which meets the needs of the ultimate User.

3 Program Management Financial Management Earned Value Management Cost Estimating Schedule Technical Risk Cost Program Management is Managing Risk

4 Acquisition Program Baseline The contract between Milestone Decision Authority and Program Manager regarding cost, schedule, and technical performance

5 Interrelationships Financial Management Earned Value Management Cost Estimating Ktr Performance MS Decisions APB/PMB Cost Schedule Technical EAC ACTUALS (ACWP) PLAN (BCWS) WORK VALUE (BCWP) Estimate What If BOE POM BES Execution Measurement Obs & Exp

6 Decision Factors Financial Management Earned Value Management Cost Estimating Decision How much does it cost? Can we afford it? Can we do it? Cost Estimating Financial Management Earned Value Management

7 Purposes Financial Management Earned Value Management Cost Estimating Financial Management: Has two major activities; budget development and budget execution; requesting the level of funding need to achieve mission requirements and the distribution and consumption of the allocated funds whike with measuring the effectiveness of the financial execution process. Earned Value Management: A system to measure contractor planned cost, schedule, and technical performance to their actual performance; identifies their cost and schedule efficiency along with providing data to estimate their future recost and schedule performance. Cost Estimating and Analysis: The process of analyzingprogram attributes/requirements to develop the estimated cost of the program while identifying cost drivers and key parameters thus allowing for What if analyses.

8 Decisions & Problem Solving Financial Management Earned Value Management Cost Estimating Type 1: Problem can be clearly defined Clear (right or wrong) solutions Type 2: Problem can be clearly defined Multiple right solutions Straight Forward Complex Solution Process: 1. Define Problem 2. Determine Alternatives 3. Analyze Alternatives 4. Determine Solution 5. Implement Solution Type 3: Problem can not be clearly defined Norightor wrongsolution Solution Process:? Dynamic

9 Characteristics of a Wicked Problem No definable problem Unique, one of a kind problem; no historical perspective Problem cannot be bound; entwined with other problems Problem cause changed based on perspective Multiple interrelated factors Implementingsolutionchanges the relationshipbetween the factors Dynamic problem; problem is a symptom of another problem No definite solution Difficult, if not impossible, to measure success Solutions are judgment calls Multiple measures of success Has a social context; multiple stakeholders with differing objectives Each possible solution has good and bad aspects; no right or wrong solution Implementing a solution leads to unforeseen consequences; another problem Wicked Problems tend to occur in organizations which undergo constant change

10 Solving Wicked Problems Financial Management Earned Value Management Cost Estimating Problem Problem? Problem

11 Decision-Making & Problem Solving Problem Solving Process Inputs Define the Problem Develop Alternatives Determine Solution Implement Solution Outputs Input Changes Process Changes

12 Critical Thinking Limits

13 Decision-Making & Critical Thinking Inputs Define the Problem Develop Alternatives Determine Solution Implement Solution Outputs Input Changes Process Changes

14 Critical Thinking (Paul & Elder) Points of View Purpose of the Thinking Implications and Consequences Assumptions Elements of Thought Question the Issue Information Concepts Interpretation and Inference

15 Critical Thinking (Paul & Elder) Standards Points Of View Purpose of the Thinking Implications and Consequences Assumptions Elements of Thought Question at Issue Information Concepts Interpretation and Inference

16 Critical Thinking THE STANDARDS Clarity Precision Accuracy Significance Relevance Completeness Logicalness Fairness Breadth Depth Must be applied to THE ELEMENTS Purposes Inferences Questions Concepts Points of view Implications Information Assumptions

17 Program Management Tools Financial Management Earned Value Management Cost Estimating Program Management

18 Stove Piping Career Fields Earned Value Financial Cost Analysis Management Management & Estimating

19 Tear Down the Walls Innovative solutions require integration between EVMs, FM, and Cost one-dimensional thinking results in one-dimensional solutions