Business Review Templates

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Business Review Templates
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(No Transcript)
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Guiding Principles

• This set of templates should be used in
  conjunction with the Business Review Guidance
  document at ref xxxxxtbc
• The template set is designed to cover business
  activities across all of the life cycle (CADMID).
  The selection of which templates are to be used
  is a decision for the IPTL / DG.
• There should only be one business review of each
  team.

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Template Information

• This set of templates comprises 3 sections
• General Slides applies to all reviews
• Project related slides
• Support related slides
• The template sections differentiate between
  delivery of projects (including upgrades and
  UORs) and support (including supply of services)
  because our business does. A team engaged in both
  activities will review slides of data from all
  sections.

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Section One

• Whole IPT Summary Slide 7
• IYM Summary RDEL, CDEL including CPF
• Balance Sheet
• Governance of Business Slide 8
• Other Issues Slide 9
• Benefits Tracking
• Successes, Opportunities, Failings Threats
• People Collocation

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Summary Slide GuidanceSlide 7. This is
principally a financial summary of the whole
IPTs Business and should include all colours of
money that the IPT deals with, including the
operating cost. The Asset Deliveries are intended
to show an aggregate of all deliveries in the IPT
but this would not be required if all the
delivery information has already been presented
in a single large project above. Where IPTs
control significant stock movements, the Balance
sheet section would be an essential item.
However, it may be less useful for projects in an
early stage of the CADMID cycle for example.
Employ as required.Slide 8. Is a free text
slide where the TL can report on their approach
to assurance and any DESIB / IAB submissions and
record issues and opportunities for other group /
board attendances. Slide 9. Is a free text
contribution which should generally be by
exception and should be kept as short as
possible. The list of subjects may not be
relevant to all IPTs and other subjects may be
added.
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Whole IPT Summary Report Mar 07
Money
Balance Sheet
Deliveries
Fixed Assets Current Assets Liabilities Net Assets
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Governance of Business

• Governance of the Project and Business
• Information on the Assurance Plan
• Approach to Initial Gate / Main Gate / Review
  Note (if appropriate)
• Comments / information on wider review boards /
  groups
• Participation in Industry groups etc

Input from IPTL and BM
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Team, Stakeholders and wider Issues

• Data to enable review of the following as
  appropriate
• Benefits Tracking
• Successes, Opportunities, Failings Threats
• Staff issues, People Collocation etc
• Meetings and Visits
• Stakeholder engagement issues
• Wider issues requiring the DG attention

Input from IPTL and BM
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Section Two

• Management of Projects (Upgrades UORs)
• Position against the project plan slides 11 -
  13
• EVM report slide 14
• Risk report slide 15
• Finance and Approvals slides 16 17
• UOR data (if applicable) slide 18

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Programme Baseline Level 0 Plan (Date) EXAMPLE
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Programme Equipment Report
Key Target 1 PERFORMANCE
Key Target 2 TIME
ISD Anchor Milestone Tracking Chart
CMIS Input
Input from PMO
NARRATIVE
Key Target 3 COST

• Performance
• KUR23 - Shown as at risk as IC minus A delivers
  less than the planned capability at FOC ISD.
  Full capability is delivered in ship 3.
• Time
• Latest TRA shows significant increase in risk to
  ISD, due primarily to the inclusion of PRU
  related risks (Power Systems, S/W, PAAMS,
  Safety). The forecast 50 ISD is now November
  10. The implications of this analysis and the
  potential mitigation of Test Trials duration
  are still being quantified. Therefore, a
  revision to, or confirmation of, the December 09
  CMIS ISD is not expected before negotiations have
  matured i.e. by the end of the year. Anchor
  Milestone forecasts related to Power Systems have
  also been impacted by the consideration of PRU
  related risks.
• Cost
• Position against KT3

Input from RM, PMO and FC
Input from FC
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Programme Support Report (If applicable)
PERFORMANCE
TIME
FoC Key Milestone Tracking Chart
CMIS Input
Input from PMO
NOTE Additional Support Milestones will be
considered for inclusion once a fully integrated
programme is developed
NARRATIVE
COST
IYMSTP 10 Year STP Profile

• Performance
• Support solution and upkeep cycle for 6 ships
  meets requirements of KUR9
• Time
• Support Solution work remains on track but a
  challenging timescale to meet BC submission to
  IAB scrutineers end Mar 07 and end Jun to IAB 4
  Committee.
• Concerns with those materiel delivery dates at
  risk (IPLs and Tech Docs) being pursued through
  PCO.
• Cost
• This is the first year the IPT will incur
  expenditure against the DLO/STP. Budget (STP05)
  of 3.755m comprises 0.055m RDEL and 3.7m CDEL.
  Expenditure is for long lead items/spares. No
  variance between forecast and budget.

Input from RM, PMO and FC
Input from FC
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Earned Value Management
PERFORMANCE STATUS...Key Things to Track
EVM Schedule/Cost Variance
Typical Earned Value graph showingSchedule and
Cost Variances

• Planned Value (PV) indicated by the Blue line is
  the agreed plan and represents what the project
  should achieve.
• Earned Value (EV) represented by the green line
  shows what has actually been achieved or Earned.
  In this example the EV curve is diverging from
  the PV curve indicating that at the given time,
  the project has achieved less than planned.
• Actual Cost (AC) represented by the red curve
  shows the actual cost of the EV. In this example
  the AC has exceeded the costs of the PV.
• Cost Variance (CV) expresses the cost difference
  between the EV and the AC.
• Remember it is the difference between EV and AC
  that gives the variance. Comparisons of AC
  against PV is misleading.
• Schedule Variance (SV) expresses the schedule
  difference between the EV and PV.

5,000
PV
AC
cv

sv
EV
TIME
5 months
schedule variance EV - PV negative
number cost variance EV - AC negative
number
behind schedule, over cost
Use Data for Decision Making
QUESTIONS

• To realise the benefit of EVM it is essential
  that you have confidence in the data, that you
  take heed of the information it gives you and
  that you act appropriately on that information.
• If the graph used in this tutorial was an actual
  output on your project. What questions would
  arise and what actions might you take?
• - How critical is my schedule? E.g. could
  adjustments be made?
• - Can additional resources be applied? e.g to
  work overtime
• - Can any tasks be completed concurrently?
• - Are there technical innovations which could
  speed up the process?
• - Can the requirement be reduced? E.g. remove
  gold plating.
• - Would a schedule risk assessment expose the
  impact to project?
• - Could any tasks be re-scheduled? E.g. Time
  phasing
• - Could less costly facilities be employed?
• - Are there tasks which can be deleted?
• Comment - This list is not intended to be
  exhaustive..

Five Basic Performance Data Questions Answers
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Programme Risk Report
KEY RISKS EQUIPMENT
CONTINGENCY
EP Risk Budget Exposure
NOTE Increased exposure reflects proposed Stage
2 Trials over-budget risk
Input from PMO
KEY RISKS SUPPORT
CONTINGENCY
STP Risk Budget Exposure Will show an analysis
of 10, 50, 90 exposure against STP Risk
Budget, when STP Risk data is sufficiently
mature STP Affordability An IAB Information
Note, to be issued through CDP mid Oct, concludes
that affordability against existing budget levels
in average annualised cost terms can be achieved
for a class of 8 ships or less. More work will
be necessary to achieve a more acceptable
RDEL/CDEL balance during the development of the
support solution although the full scale of the
issue cannot be resolved without external Project
assistance.
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Programme Financial Report
EQUIPMENT PLAN FORECAST AGAINST APPROVAL
NARRATIVE

• EP07 is for 8 ships based on the PRU BTP risk
  adjusted cost of ????m (????m near cash) with
  cost growth compared to EP05 of ???m (near
  cash).
• Commitment Against Approval
• ASSET DELIVERIES - No planned asset deliveries
  during FY06/07
• First Asset deliveries planned during FY07/08
  (PAAMS Missiles Training equipment)

Input from FC
IN_YEAR MANAGEMENT
NARRATIVE
Equipment Plan Forecast 558m (control total
616m). No from AP5 forecast. Risk
Analysis Op Costs Forecast ?????m compared to
Budget of ????m, variance of ????m. No change
from AP5 forecast.
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MPR/Approvals Forecast Summary

• MPR/NAO
• Draft MPR06 Audit report received from NAO.
  Shows in-year cost growth of ???M (to ????M)
  and delay of 7 months (to Dec 09). Re-statement
  of MPR05 figures (adding a further cost growth of
  ??M) not shown against MPR06. Also shows 3 KURs
  at risk due to potential reduction in capability
  on FOC at ISD. Proposed text amendment to
  reflect accurately the progressive demonstration
  of capability.
• The cost growth reported in MPR06 enabled the DPA
  to achieve Key Target 3 and the PSA target for
  2005/06. There may be sensitivity in reporting
  all the 2006/07 potential cost growth, within
  CMIS, so soon after the NAO agreeing the MPR06
  figure in June 2006. The proposed course of
  action is to update CMIS once negotiations with
  Industry have reached a mature and stable
  position, planned for 1st Qtr 2007.
• PCT SUMMARY

Input from BM/FC
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UOR Summary Data
KEY DATA
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Section Three

• Support and Service Delivery
• Performance against CSA or JBA slide 20
• Availability / Operating Hours Slide 21
• Customer Wait time / Safety Risks Slide 22
• Supply Chain Issues Slide 23

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Performance against User CSA / JBA / OSP outputs
11Month of data assessed eg, APR 07

• State overall FFP and comment on individual
  metrics if showing AMBER or RED
• Comment factors contributing to metrics that have
  previously been AMBER or RED but are now YELLOW
  or GREEN
• Example-
• FFP - YELLOW
• FE_at_R - RED - commentary
• ABORTS - AMBER - commentary

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Performance against User CSA / JBA / OSP outputs
2Month of data assessed eg, APR 07
Availability / Operating hours chart etc to be
inserted here if applicable

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CUSTOMER WAIT TIME (As appropriate)
SAFETY RISKS
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Supply Chain Performance Month of data
assessed eg, APR 07
Insert details of any known demand failure trends
or supply chain issues with details by
exception only If EVM is being operated for
support details should be included here