Dedicated to providing our clients quality experience since 2009.

Program Controls (EVM & Scheduling)

  • IPS validates progress at the Prime and Subcontractor levels (and ability to accomplish remaining work within cost and schedule constraints) as reported in standard cost, schedule, and EVM reports.  We prioritize concern areas based on risk and potential impacts to highlight the most critical issues for timely mitigation.
  • IPS conducts cost and schedule risk assessments (SRA) to identify risk pressures, quantify impacts, and determine mitigation options.  We assess critical path(s) and utilize “what-if” scenarios to pinpoint areas where management attention and program resources should be re-allocated in order to regain schedule.  Just as importantly, IPS identifies opportunities to save program costs by assessing affordability trade-space and streamlining the sequence of schedule activities.

Integrated Program Solutions Proven Results

  • IPS received a Letter of Recognition for its contribution while supporting a SRA for the BAMS UAS program.  IPS identified and modeled missing work (i.e. Air-to-Air Radar) into the master schedule, which revealed a different critical path to Initial Operating Capability (IOC). As a result, the IOC milestone slipped beyond the threshold date.  IPS worked directly with the Level I lead and Level II technical leads to mitigate IOC back within the threshold range.
  • IPS received recognition for outstanding support during the Estimate at Completion (EAC) update for the BAMS UAS program.  IPS worked with the technical teams to develop 3-point cost estimates for every control account based on past performance, work-to-go, resource availability, and risk.  IPS identified a $100M cost pressure and summarized the major cost drivers for program leadership to support affordability discussions and mitigation strategies.  IPS also facilitated the executive review to present the EAC update to NAVAIR competency leads and Program Executive Office (PEO) leadership.
  • IPS integrated schedules for six (6) major independent projects into a single master schedule on the H-1 Upgrades program, allowing the program office to identify and leverage economies of scale in development and test.  Projected savings lead to a 12-month schedule decrease for three (3) of the subprojects and $10M+ in total cost avoidance.

Program Integration

  • IPS bridges the communication gap between the working level and the decision makers.  We sift the lowest-level data to filter the essential and relevant information, and this information is “translated” in a clear and concise manner to pave the way for productive conversation.  We increase the value of these conversations by overlaying technical issues with cost and schedule considerations so all the necessary information is available to program managers to make informed decisions.  By prioritizing issues based on criticality and risk, we further aid program managers in solving problems and not merely raising issues.

Integrated Program Solutions Proven Results

  • During BAMS Preliminary Design Review preparation, EVM metrics indicated the Air Vehicle team was quickly falling behind schedule.  IPS investigated and determined the root-cause driver was late interface documents from other technical teams and suppliers, even though the metrics showed the schedule pressure under Air Vehicle.  IPS correctly focused management attention on the offending teams and suppliers before the schedule pressure became an issue.
  • IPS worked with the H-1 Upgrades program leadership to understand their needs, and developed a custom schedule reporting tool set.  This innovative tool will increase visibility into scheduling activities and interdependencies across different projects, thereby promoting a better understanding of efforts across the entire program office, the relationships between projects, and the optimal use of resources to meet cost and schedule targets.
  • IPS proved the value and necessity of a Schedule Integration Lead to analyze, summarize, and present the status of all BAMS schedules.  IPS holds a standing weekly meeting with PMA-262 leadership to present the driving paths to critical near-term and long-term milestones (ex. First Flight).  IPS developed an innovative comparison tool that overlays multiple schedule scenarios to depict the various schedule assumptions and their corresponding risk level.  IPS also serves as schedule liaison for the technical teams and helps identify risk areas and mitigation options.  We address issues at the lowest level by laying in new schedule assumptions to see if impacts can be managed within existing cost and schedule margins.  Issues that require additional budget and time are elevated up to leadership during the weekly meeting.