Northrop Grumman Integrated Program and Earned Value Management

Transcription

1 Northrop Grumman Integrated Program and Earned Value Management 13 th Annual International Integrated Program Management Conference November 14-17, 2001 Patti Tisone

2 Program Management Philosophy Northrop Grumman Manages Its Business Using a Program Management Process & Organization Program Managers Are Given Formal Authority for the Accountability and Execution of all Programs Program Management Process Requires That Programs Utilize EVM to Manage the Enterprise Top Level Policy at Corporate Level Additional Policy Guidance and Procedures at Sector/Business Area Levels

3 Office of the Chairman Kent Kresa Chairman and CEO Ron Sugar President and COO Electronic Systems Information Technology Integrated Systems Ship Systems Component Technologies Robert P. Iorizzo President Herb W. Anderson President Ralph D. Crosby, Jr. President Philip A. Dur President Frank Brandenberg President 80,000 Worldwide Employees! 44 States! 25 International Offices

4 Northrop Grumman EVMS Accomplishments " Corporate EVMS Team established to integrate sector/business area activities " Advance Agreement Signed October 31, 2000 " CEO letter to all Managers on Program Management Excellence " Approximately 3000 people trained in EVMS during last 24 months " Includes Program Management, Business Management, CAM s and Customers " Recognition of Northrop Grumman progress at Fall 2000 Integrated Program Management Conference " Team now includes Litton teammates

5 Northrop Grumman EVMS Initiative Corporate CFO Dick Waugh NG Lead Commander DCMA Col Mary Mayer Corporate EVMS Focal Point Patti Tisone DCE Don Springer ES CFO Wylie Smith IS CFO Lance Newquist ES Focal Point Tom Woodling, Jr IS Focal Point George Molitz Col Bradley Oswalt ES DCMA Col Dwight Thomas IS DCMA IT CFO Steve Movius IT Focal Point Gay Infanti Andy Yoo DCMA EV Center SS CFO Bob Spiker SS Focal Point Ron Krotoszynski Capt Phil Johnson USN CT CFO Bill Morgan CT Focal Point TBD N/A Executive Process Owners Corporate EVMS Execution Team

6 Sector Approaches to EVMS # Electronic Systems # Sector organization Sector Director of Program Planning and Control houses people and processes # Processes approved through normal procedure approval channels # Integrated Systems # Business unit organization - Three business units integrated through Program Cost Control Process Council- AGS is the council lead # Information Technology # Sector leadership - Vested EVMS process ownership in VP Contracts, Pricing and Procurement # Program Cost Control Council established to provide leadership & guidance to Sector & business areas relative to policy & process

7 Sector Approaches to EVMS # Ship Systems # Consists of three Business Unit Organization (Ingalls, Avondale & Full Service Center) # Business units integrated through VP Contract Administration and Estimating for execution of EV # Single focal point identified to improve integration and communication at ship systems # Component Technologies # Made up primarily of many commercial catalogue type entities # Business units integrated through the CFO s office

8 ES EVMS Accomplishments " Adopted a Sector EVMS policy compliant with DoD R and ANSI/EIA- 748 " To Implement Policy " Sector Common Procedures - Complete " Sector Common Tools - Complete " Sector Common Training - Complete " Sector Gap Analysis and Implementation Plan for SAP P/S- Complete

9 ES EVMS Accomplishments (continued) " To Enable Compliance " Joint DCM/NG SPI Execution Team Formed " Lt Col Oswalt and Tom Woodling " Results " Sector Advance Agreement Approved 6 Dec 2000 " Sector SPI Approved 12 Dec 2000 " Sector MOA for contract changes approved Jan 2001 " Sector Joint Surveillance Plan approved Oct " To Integrate the Litton Family " Litton EVMS Integration Plan in Place for 2002

10 IS EVMS Accomplishments " Signed Sector Advanced Agreement for EVMS (25 July 2001) " Established Sector Procedures for Integrated Program Management-Earned Value Systems Compliance Matrix (13 July 2001) " Established Business Management Process & Cost Metrics " Established Sector wide EVMS Website " Implemented weekly performance assessment Sector wide " 2002 Plans in place to implement " Standardized Sector Procedures " Standardized computing software " Standardized training " EVMS maturity model

11 IT EVMS Accomplishments " Short term EVMS operating policy implemented for TASC and PRC " Sector program management procedure developed with attributes that: " Support corporate policy & Advanced Agreement " Identifies candidate programs based on risk and other parameters " Established Earned Value Management council that consists of knowledgeable representatives from all business units " Plans in place to: " Process Sector level Advanced agreement " Submit SPI for EVMS leveraging customer accepted process from LTS business area

12 Ship Systems EVMS Accomplishments " IBR Training conducted for NAVSEA/SUPSHIP personnel " IBR on DDG 51 CLASS for the DDG 89/91 Contract completed successfully " Ongoing formal EVMS surveillance in place with SUPSHIP and DCAA " PMB for new LHD contract successfully implemented on schedule " Plans in place to: " Initialize study for more efficient EVMS software " Develop Sector level EVMS policy

13 2002 Northrop Grumman EVMS Team Objectives " Capitalize on accomplishments to date to implement EVMS best practices corporate wide with our Government partners " Integrate the Litton sites into our corporate advanced agreement " Finalize and implement the NOC EVMS maturity model to help us better focus on where to burn our calories " Continue our scheduled activities at all Sectors relative to: " Communication " Tool set standardization " Documentation " Compliance " Surveillance " Training

14 Summary " Northrop Grumman continues to be committed to achieving excellence in Program Management " Significant accomplishments have resulted from the focused efforts of the joint Northrop Grumman & Government EVMS Team which now includes the Litton entities " The use of EVMS to manage contracts is a key to achieving program management excellence and enhancing the value of the enterprise