PROGRAM MANAGEMENT CONCERNS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90M01364R000800370001-9
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 6
• Document Creation Date: December 23, 2016
• Document Release Date: January 17, 2013
• Sequence Number: 1
• Publication Date: December 16, 1988
• Content Type: MISC

Declassified in Part - Sanitized Copy Approved for Release
2013/01/17: CIA-RDP90M01364R000800370001-9 '
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Declassified in Part - Sanitized Copy Approved for Release
2013/01/17: CIA-RDP90M01364R000800370001-9
Declassified in Part - Sanitized Copy Approved for Release
2013/01/17: CIA-RDP90M01364R000800370001-9
STAT
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Declassified in Part - Sanitized Copy Approved for Release
2013/01/17: CIA-RDP90M01364R000800370001-9
Declassified in Part - Sanitized Copy Approved for Release 2013/01/17: CIA-RDP90M01364R000800370001-9
PROGRAM MANAGEMENT CONCERNS
? A more structured approach to planning and formulating technical, cost
and schedule baselines needs to be employed during the requirements
definition and program definition phase.
? Unrealistic budgeting, scheduling, and technical expectations are the
result of inadequate resources and/or time being allotted to require-
ments definition, documentation and/or planning activities.
? Programs are managed based on expenditures to date and a perception of
status, rather than an integrated technical, cost and schedule
baseline which measures performance and allows foresight.
? Decision making is often reactionary, rather than controlled through
established baseline management procedures and thorough planning.
? Requirements for contract cost and schedule reporting or performance
measurement are subject to contractor and COTR preference as opposed
to established guidelines and proven methodologies.
? COTRs and contractors are not structuring or defining programs in
terms which would allow cost and schedule information to provide clear
insight into project status.
? With no visible commitment to developing or perpetuating an effective
Program Management discipline, basic program management practices and
warning signals are being ignored.
? No established configuration management and control policy exists to
assure that change processing is consistently applied and managed.
? No configuration management and control infrastructure exists to
coordinate, assimilate or assess the impact of changes or related
activities beyond the program environment.
? No formal program review process or other structured mechanism exists
for escalating issues which must be resolved beyond or have an impact
on the project environment.
? With the Office culture indicating that messengers will be shot on
sight, many issues are not being escalated or resolved in either a
timely or effective manner.
? COTRs are developed through a program of baptism by fire rather than a
structured program involving specialized training and a progression of
management opportunities/responsibilities.
? Declassified in Part - Sanitized Copy Approved for Release 2013/01/17: CIA-RDP90M01364R000800370001-9
Declassified in Part - Sanitized Copy Approved for Release 2013/01/17: CIA-RDP90M01364R000800370001-9
STAT
ALTERNATIVES
1. Using the NBCP as a case study, establish a Tiger Team of Agency and
industry Project Management (PM) specialists to: assess the effectiveness
of existing management methodologies and practices; identify ways to
reinforce accountability within the program; implement reliable measures
of performance, and; assist in the development of a detailed program plan
and budget for transitioning the NBCP into the O&M environment.
2. Formulate and publish guidance and procedures for the development of
program initiatives and plans that: offer basic guidelines and principles
for estimating and scheduling programs; identifies the general factors to
be addressed when formulating a program initiative, establishes program
prerequisites, and; describes a cycle and thresholds for approval.
3. Conduct an organization or program resource assessment to determine
whether there is an equitable distribution of both budget and personnel
resources given the level of activity. The NBCP could serve as a test
case to determine what factors should be considered during the assessment
process.
4. Develop policy and formalize requirements for Monthly Project Status
Reviews, and develop a plan for implementing the review cycle. Status
requirements should address the types of data, analysis or performance
measures to be presented, and the checks and balances needed to verify
program integrity. Implementing the review cycle could, for example,
require 50% of the projects in excess of $10M to be on a monthly review
cycle within 6 months, 50% of those in excess of $2M within 12 months, and
all in excess of $500K within 18 months.
5. Formulate and publish policy for Project Management and Performance
Measurement that, together, will serve to define expectations for COTRs;
encourage the development of management accountability and discipline,
and; enable contractors to be evaluated more effectively during the
proposal stage.
6. Establish a configuration management and control policy and develop a
mechanism to identify, coordinate, evaluate and approve changes that have
an impact on or beyond the program. Such a mechanism could also involve
Directorate level participation as well.
7. Develop a Project Management Training Plan or Development Program that
will: demonstrate a commitment to excellence in program management;
assure that Project Engineers and managers alike receive the proper
training, and have the requisite experience(s) necessary to assume or
oversee program responsibilities, and; encourage the development of
management skills. (OIT could be encouraged to factor the "Project
Management Course" developed by the DS&T into their program and take the
lead in offering its support to (DS&T) and OTE in their
joint endeavor).
? Declassified in Part - Sanitized Copy Approved for Release 2013/01/17 : CIA-RDP90M01364R000800370001-9
Declassified in Part - Sanitized Copy Approved for Release 2013/01/17: CIA-RDP90M01364R000800370001-9
PROGRAM MANAGEMENT CONCERNS
? Programs are managed based on expenditures to date and a perception of
status, rather than an integrated technical, cost and schedule
baseline which measures performance and allows foresight.
? Decision making is often reactionary, rather than controlled through
established baseline management procedures and thorough planning.
? Requirements for contract cost and schedule reporting or performance
measurement are subject to contractor and COTR preference as opposed
to established guidelines and proven methodologies.
? COTRs and contractors are not structuring or defining programs in
terms which would allow cost and schedule information to provide clear
insight into project status.
? With no visible commitment to developing or perpetuating an effective
Program Management discipline, basic program management practices and
warning signals are being ignored.
? No established configuration management and control policy exists to
assure that change processing is consistently applied and managed.
? No configuration management and control infrastructure exists to
coordinate, assimilate or assess the impact of changes or related
activities beyond the program environment.
? No formal program review process or other structured mechanism exists
for escalating issues which must be resolved beyond or have an impact
on the project environment.
? With the Office culture indicating that messengers will be shot on
sight, Many issues are not being escalated or resolved in either a
timely or effective manner.
? COTRs are developed through a program of baptism by fire rather than a
structured program involving specialized training and a progression of
management opportunities/responsibilities.
? A more structured approach to planning or formulating technical, cost
and schedule baselines must be employed during both the requirements
and program definition phases.
? Unrealistic budgeting, scheduling, and technical expectations are the
result of inadequate resources and/or time being allotted to require?
ments definition, documentation and/or planning activities.
npclassified in Part - Sanitized Copy Approved for Release 2013/01/17: CIA-RDP90M01364R000800370001-9
STAT
Declassified in Part - Sanitized Copy Approved for Release 2013/01/17: CIA-RDP90M01364R000800370001-9
Declassified in Part - Sanitized Copy Approved for Release 2013/01/17: CIA-RDP90M01364R000800370001-9