NCMS Project #: 141014
Problem: Private industry and the civil sector are plagued by poor project management techniques, most notably in budget and schedule forecasting especially when maintenance and sustainment considerations are not integrated into other industry lifecycle disciplines like design, manufacturing, production and supply chain. In the Department of Defense, specifically Product Director (PD) Main Battle Tank Systems (MBTS) in the context of this effort, have no disciplined capture method for historical performance of executed work, which adversely influences future forecasting, planning and scheduling. Furthermore, Integrated Master Schedules (IMS) are often generated without the basis of estimates and are not properly resource-loaded.
Benefit: The processes, tools, lessons learned and best practices captured from this U.S. Army IP3 initiative can greatly benefit the general public and private industry by providing a process improvement approach with wide-reaching applicability and scalability. Processes considered during this effort can apply to supply chain management, manufacturing, facilities and infrastructure management, repair and overhaul management, metrics development, lifecycle sustainment of transportation fleets, and systems/software development.
Solution/Approach: The Integrated Program Planning Process (IP3) framework and toolset addresses a fundamental resource planning and budget forecasting deficiency within industry, the government and civil sector’s program and project management processes. Phase I established the modeling environment for the common process library, as well as developed automated software scripts for eventually generating and reporting manpower forecast calculations. Phase I also captured and refined processes for Maintenance Task Analysis (MTA), Level of Repair Analysis (LORA), Reliability Centered Maintenance (RCM), New Equipment Training (NET), and Basis of Issue Planning (BOIP), which will be tailored and scaled for specific Main Battle Tank Systems (MBTS) applications in Phase II. Lastly, funding for IP3 from MBTS was not available at the inception of Phase I, so an incrementally phased approach follows their budget timing and warranted a relatively quick turnaround to Phase II.
Impact on Warfighter:
- Reduce costs
- Mitigate risks
- Improve planning, budgeting, and scheduling
- Maximize workforce efficiency
- U.S. Army Product Manager Main Battle Tank Systems
- U.S. Army Foreign Military Sales Intensive Management Offices
- Ricardo Defense, Incorporated
- Cost savings
- Maintenance management improvement
- Business processes/partnerships