DW3 Production

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DW3Production
   

The F-15 Radar Asset Manager
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Asset Manager Project
FLICS Asset Management Data Users Information
Screens
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IPT Pricing

• Conventional Pricing
• Bottoms-up estimating,
• Overhead, FCOM, GA, Profit (added by contracts)
• Negotiations by contracts
• Settlement Price reached by Top-down Pricing
  (agreement is reach on a bottom-line number)
• PM retains 10 for management reserve
• Remaining is allocated out to the functional
  area as a of their original estimate

• IPT Pricing
• Bottoms-up estimating
• Task estimate review with Customer (Definition
  of scope)
• Overhead, FCOM, GA, Profit (added by contracts)
• Negotiations by contracts (on Rates and Profit
  ONLY)
• PM still retains 10 for management reserve
• Remaining is allocated out to the functional area
  as a of their original estimate

IPT Pricing take more effort, but it avoids the
communication void created when the tasks are
changed or eliminated in negotiations.
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Asset Manager Budget
Actual Costs
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Assest Manager IMS
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Scheduling

• All Projects seem to have similar complaints.
  Some of the common ones are
• 1)      Usually original due dates are not met.
• 2)      There are too many changes.
• 3)      Too often resources are not available
  when needed (even when promised)
• 4)      Necessary things are not available on
  time.
• 5)      There are fights about resource
  priorities between projects.
• 6)      There are budget over-runs.
• 7)      There is too much re-work

• Do some of these sound familiar?
• Could some of these complaints be addressed by
  revising or scheduling method?

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Estimating Assumptions

• People generated estimates are always on the
  high side to protect oneself.
• Student Syndrome We know we have plenty of
  time why start early- lets do more risk
  reduction, lets read our e-mail, lets take a long
  lunch.

• Parkinson Law the work will expand to fill the
  allotted time.
• Any savings turned in from this project will be
  remembered in your next estimate.

50
80

• So all of the Slack times are wasted and you can
  expect the project to be over run as badly as the
  worst performer of any one task, on the critical
  path.

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Asset Manager IMS w/ 9 days slack
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Conflict and Negotiation

• Fist of Five
• Used within an IPT to facilitate the decision
  making progress.
• At times during an IPT meeting, telecon, or VTC,
  or other electronic meeting, a decision maybe
  delayed due to discussions which seem not to end.
• Endless discussions caused by members requiring
  clarification over meaningless points.
• When a discussion is tailing on, in an attempt to
  draw the discussion to conclusion, the Project
  or IPT Leader can ask for a Fist of Five.
• Each Team member will decide on how strongly
  he/she feels on the current topic of discussion,
  (1-5), 5 being the strongest.
• The team will be obliged to listen to all who
  showed 4 or 5s, or only those team members who
  have the strongest feelings on the subject
  (based on those who feel the strongest on
  a position, are best suited to persuade the
  others).
• Once all have stated their positions the team can
  then decide the next course of action.

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Conflict and Negotiation

• Fist of Five (cont)
• When a discussion is tailing on, in an attempt to
  draw the discussion to conclusion, the Project
  or IPT Leader can ask for a Fist of Five.
• Each Team member will decide on how strongly
  he/she feels on the current topic of discussion
  (1-5) 5 being the strongest.
• The team will be obliged to listen to all showed
  4 or 5s, or only those team members who have the
  strongest feelings on the subject (based on those
  who feel the strongest on a position, are best
  suited to persuade the others).
• Once all have stated their positions the team can
  then decide the next course of action.