Post on 29-Mar-2023
Integrated Alliance
The IPPD methodology and the Alliance Contracting methodologies have a significant overlay. However, each methodology has strengths that when combined produce a significant synergy.
The primary differences are that Alliancing is more of a ‘top down’ approach, while IPPD is a ‘bottom up’ approach. Alliancing provides greater corporate alignment and flexibility than does IPPD. The IPPD methodology is bottom up driven. It provides greater alignment and integration through establishing integrated teams and shared systems forprocesses and operational teams, than does Alliancing (alliancing is usually limited to integrated teams for the Alliance Board and the Alliancing Management Team).
Through a ‘best of breed’ approach, the key features from Alliancing and IPPD are brought together to produce a ‘top down, bottom up’ methodology called Integrated Alliancing. The benefits of the merging ofthese methodologies are:
Low risk of doing business through aligning all stakeholders across the entire organisation
Synergy obtained through stakeholder input at all levels and from multiple stakeholders
Flexibility to respond to changed requirements Shared systems and processes used Stretch goals established to drive performance Alliancing principles driven down through the organisation Proven Alliancing processes used
Copyright Dr David Dombkins 2000 1
IPPD
Alliancing Allianci
ng
TOPDOWN
IPPD
BOTTOMUP
Proven IPPD systems and process used Can be expanded to include innovation, and application development
projects Can be expanded to include a broader range of stakeholders
Features of the Integrated Alliance organisational design are:
Integrated teams are established for the Alliance Board and Alliance Management Team
The fee is at risk based on its performance The alliancing business planning process is used to establish the
annual budgets The alliancing FLKPI model and a fee modifier are used to connect the
fee to performance An Alliance Balanced Score Card is established and flowed down to IPTs Partnering is used to establish and facilitate the development and
performance of all integrated teams As a part of the Partnering process, local balanced score cards are
developed and used by all integrated teams and platform groups Integrated Teams using the IPPD methodology are established for both
process and control teams Shared systems and process are established for the Integrated Teams
Each of the two methodologies are now described, the two methodologies mapped, and the best of breed Integrated Alliance Methodology defined.
Description of AlliancingAlliancing is a organisational configuration / methodology that aligns organisations through: establishing an initial business plan through a competitive selection
process that includes the contractor’ fee, fee linked key performanceindicators (FLKPI), and stretch goals
establishing integrated organisational governance (alliance board) andsenior operational management (alliance management team)
empowering the alliance board to change the business plan, fee moderator and FLKPI
operationalising the client’s objectives through FLKPI). agreeing an annual business plan with stretch goals and fee linked key
performance indicators (FLKPI) linking the contractor’s profit to their achievement of the client
objectives. Alliancing uses a unanimous vote model for decision making in the alliance board and the alliance management team.
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Using an algorithm the weight FLKPI Connecting the quantum of fee payable to the contractor to a fee
moderator where for exceptional performance a contractor will receivedouble their fee, for business case performance its baseline fee, andfor poor performance no fee
Open communication and transparency establishing shared systems for financial and operational management Using business cases as the process for changing the scope of the
business plan and for all projects. Each business case defines project scope, FLKPI measures and milestones, and operational business impact measures
Description of IPPD
The United States Under Secretary of Defence (Acquisition and Technology) has identified (1995) critical changes that must take place in the US Department of Defence (DoD) in order for successful IPTs to beformed. DoD must:
"...move away from a pattern of hierarchical decision-making to a process where decisions are made across organisational structures by integrated product teams. It means we are breaking down institutional barriers. It also means that our senior acquisition staffs are in a receive mode - not just a transmit mode.The objective is to be receptive to ideas from the field to obtain buy-in and lasting change."
Integrated Product and Process Development (IPPD) is a management technique that simultaneously integrates all essential acquisition activities through the use of multidisciplinary teams to optimise the design, manufacturing, supportability and operation processes. IPPD facilitates meeting cost and performance objectives from product conceptthrough production, including field support. One of the key IPPD tenets (all of which are described in attachment 2) is multidisciplinary teamwork through Integrated Product Teams (IPTs). These teams enable making the right decisions at the right time.
IPTs are composed of representatives from all appropriate functional disciplines and stakeholders working together with a Team Leader to build successful and balanced programs, identify and resolve issues, andmake sound and timely decisions. Team members do not necessarily commit 100% of their time to an IPT, and a person may be a member of more than one IPT.Copyright Dr David Dombkins 2000 3
The purpose of IPTs is to make team decisions based on timely input fromthe entire team (e.g. program management, engineering, manufacturing, test, logistics, financial management, procurement, and contract administration) including customers and suppliers. IPTs are generally formed at the Program Manager level and may include members from both Government and thesystem/subsystem contractor. A typical IPT at the program level, for example, maybe composed of the following functional disciplines: design engineering,manufacturing, systems engineering, test and evaluation, subcontracting,safety and HAZMAT, quality assurance, training, finance, reliability, maintainability, and supportability, procurement, and contract administration, suppliers and customers.
Mapping of Methodologies and best of Breed Integrated Alliance DefinitionThe two methodologies are mapped in the first two columns, and our proposed Best of Breed Methodology Integrated Alliance Methodology defined in the third column.
INDEX TO TABLES
IPPD Alliancing Best of BreedINTEGRATED ALLIANCE
VerySimilar
VerySimilar
SlightDifferences
SlightDifferences
SignificantDifferences
SignificantDifferences
New - Not included ineither Methodology
Not Included inOther Methodology
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Key Tenets
IPPD Alliancing Best of BreedINTEGRATED ALLIANCE
Guiding Principles Public trust through
integrity, ethic performance & cost consciousness
Listen to & be accountable to customers
Trust and respect Empowerment Open communication Innovation & continuous
improvement Value diversity
Shared Values The client and the
contractor must have common values that include trust, respect, open communication, and excellence.
A cultural test is used as part of the selectionprocess to ensure that the contractor has an appropriate culture and that there is genuine top level support for alliancing
Shared Values The client and the
contractor must have common values that include trust, respect, open communication, and excellence.
A cultural test is used as part of the selectionprocess to ensure that the contractor has an appropriate culture and that there is genuine top level support for alliancing
Maturity – Industry needs significant emotional experience before going into IPPD / IPT
Maturity not all oganisations are
suited to alliancing organisations take time
to mature
Maturity not all oganisations are
suited to alliancing organisations take time
to mature Industry needs
significant emotional experience before going into IPPD / IPT
Customer Focus - The primary objective of IPPD is to satisfy the customers’ needs better, faster and at less cost. The customer needs should determine the nature of theproduct and its associated processes.There is a high degree of mutual inter dependence
Alignment and Shared Objectives - The primary objective of Alliancing is to align the parties to achieve commonly agreed objectives. The customer’s objectives drive the alliance through reflectingthose needs in the Fee Linked Key Performance Indicators
Alignment and Shared Objectives - The primary objectives of Alliancing are to: align the parties to
achieve commonly agreed objectives
The primary objective ofIPPD is to satisfy the customers needs better, faster and at less cost.
The customer’s objectives drive the alliance through reflecting those needs in the Fee Linked Key Performance Indicators
Work together as a virtual organisation – one team, one business
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Open Book All cost and data is
transparent to the client
Communicate, communicate, communicate
Transparency and Open Book – Trust and open
communication are critical
Shared systems are a keyenabler
External audit Probity Plan & Probity
Auditor
Transparency and Open Book – Trust and open
communication are critical
Communicate, communicate, communicate
Shared systems are a keyenabler
External audit Probity Plan & Probity
AuditorKeep Informed– Continuous up the line communication. You must keep your leader informed
Keep Informed– Continuous up the line communication. You must keep your leader informed
Concurrent Development of Products and Processes - Processes should be developed concurrently withthe products which they support. It is critical that the processes used to manage, develop, manufacture, verify, test, deploy, operate, support, train people, and eventually dispose of the product be considered during product development.Product and process design and performance should be kept in balance.
Asset Management . A numberof approaches are used An asset management
FLKPI is often used where the contractor takes a custodial responsibility for the assets
A significant portion ofthe contractor’s fee is directly linked to NPV at project completion
A significant portion ofthe contractor’s fee is linked to operational achievement of objectives and the ongoing maintenance and service delivery costs
Asset Management . A significant portion of
the SP fee is linked to operational achievement of objectives and the ongoing maintenance and service delivery costs.
Concurrent Development of Products and Processes - Processes should be developed concurrently withthe products which they support. It is critical that the processes used to manage, develop, manufacture, verify, test, deploy, operate, support, train people, and eventually dispose of the product be considered during product development.Product and process design and performance should be kept in balance.
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Early and Continuous Life Cycle Planning - Planning for a product and its processes should begin early in the science and technology phase (especially advanced development) and extend throughout a products life cycle. Early life cycle planning, which includes customers, functions and suppliers, lays a solid foundation for the various phases of a product and itsprocesses. Key program events should be defined sothat resources can be applied and the impact of resource constraints can bebetter understood and managed.
Business Plans – In the competitive selection process the contractors prepare detailed business plans. These draft annual and overall program business plans are developed through a ‘convergence’ negotiating process, and then finalised, prior to contract signature through input from the client.
The agreed business plan, and its associated FLKPI, then become the program business plans. These plansare then monitored to maintain alignment, fit forpurpose and value for moneyby the Alliance Board. The Alliance Board can change the Business Plans, the FLKPI, and the fee moderator to ensure that the reward process drives the alliance’s behaviour
Business Plans – In the competitive selection process the contractors prepare detailed business plans. These draft annual and overall program business plans are developed through a ‘convergence’ negotiating process, and then finalised, prior to contract signature through input from the client.
The agreed business plan, and its associated FLKPI, then become the program business plans. These plansare then monitored to maintain alignment, fit forpurpose and value for moneyby the Alliance Board. The Alliance Board can change the Business Plans, the FLKPI, and the fee moderator to ensure that the reward process drives the alliance’s behaviour
Maximize Flexibility for Optimization and Use of Contractor Unique Approaches –Requests for Proposals (RFPs) and contracts should provide maximum flexibility for optimization and use of contractor unique processesand commercial specifications, standards and practices.
Continuous Improvement and Innovation – Continuous improvement and innovation are driven through the Innovation Plan: the use of Partnering local balanced score
cards stretch goals connected
to the fee modifier and FLKPI
Encourage Robust Design andImproved Process Capability- Encourage use of advanceddesign and manufacturing techniques that promote achieving quality through design, products with
Encourage Robust Design andImproved Process Capability- Encourage use of advanceddesign and manufacturing techniques that promote achieving quality through design, products with
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little sensitivity to variations in the manufacturing process (robust design) and focus on process capability and continuous process improvement. Utilise such tools as Six-Sigma process control and lean/agile manufacturing concepts to advantage.
little sensitivity to variations in the manufacturing process (robust design) and focus on process capability and continuous process improvement. Utilise such tools as Chestra.
Event-Driven Scheduling - Ascheduling framework shouldbe established which relates program events to their associated accomplishments and accomplishment criteria. Anevent is considered complete only when the accomplishments associated with the event have been completed as measured by the accomplishment criteria. This event-drivenscheduling reduces risk by ensuring that product and process maturity are incrementally demonstrated prior to beginning follow-on activities.
Milestones – milestones andtheir measurement criteria,are defined in the businessplans for key program and sub project events. The schedule FLKPI is established that measures milestone achievement. The individual milestones are individually weighted (to add to 100%) according to their importance. For earlyachievement a milestone receives a score of 2, on time achievement a score of1, and for late performancea score of 0.
Milestones – milestones andtheir measurement criteria,are defined in the businessplans for key program and sub project events. The schedule FLKPI is established that measures milestone achievement. The individual milestones are individually weighted (to add to 100%) according to their importance. For earlyachievement a milestone receives a score of 2, on time achievement a score of1, and for late performancea score of 0. This event-driven scheduling reduces risk by ensuring that product and process maturity are incrementally demonstrated prior to beginning follow-on activities.
Multi disciplinary Teamwork– Multi disciplinary teamwork is essential to the integrated and concurrent development of aproduct and its processes.
Team members have complimentary skills.
The right people at the right place at the right time are required to make timely decisions.
There is a low power differentiation among team
Integrated Teams Integrated teams are
established for the Alliance Board and the Alliance Management Team.
These teams are made up ofrepresentatives from the client and the contractor.
All decisions are made using unanimous vote
The Alliance Board is made up of senior off program representatives
The Alliance Management Team is made up of the
Integrated Teams Integrated teams to be
established for the: Integrated Alliance
Board Integrated Alliance Management Team
Guiding Coalition Program Control processes
Systems Engineering Teams
Subsystem IntegrationTeams
These teams are made up representatives from theclient and the
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members
Team decisions should be based on the combined inputof the entire team (e.g. engineering, manufacturing,logistics, financial management, contracting personnel) to include customers and suppliers.
Each team member needs to understand their role and support the roles of the other members, as well as understand the constraints under which other team members operate. Communication within teams and between teams should beopen with team support emphasised and rewarded.
senior in program staff contractor. All decisions are made
using unanimous vote with the Client’s Delegate a member of theAlliance Board
The Integrated Alliance Board is made up of senior off program representatives
The Integrated Alliance Management Team is made up of the senior in program staff including key sub contractors
The Guiding Coalition toprovide advice to the Integrated Alliance Management Team, and to include representatives from key stakeholders
Membership of other teams to be made on the basis of the best personfor the job
Team members bring complementary skills
There is a low power differentiation among team members
Clarity of Objectives – ITPneed clarity of local objectives
Clarity of Objectives – TheAlliance needs clarity of objectives
Clarity of Objectives The alliance needs
clarity of objectives ITP need clarity of
local objectives All objectives need to
be alignedEmpowerment - Decisions should be driven to the lowest possible level commensurate with risk. Resources should be allocated to levels consistent with authority, responsibility, and the ability of the people. The
Escalation – Issues should be resolved at the lowest possible level. A liaison and issues resolution plan is developed that trains program staff in the ‘no blame’ problem resolution process and establishes an issues escalation tree.
Escalation – Issues should be resolved at the lowest possible level. A liaison and issues resolution plan is developed that trains program staff in the ‘no blame’ problem resolution process and establishes an issues escalation tree.
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team should be given the authority, responsibility, and resources to manage their product and its risk commensurate with the teamscapabilities. The team should accept responsibility and be held accountable for the resultsof their effort.
Empowerment - Decisions should be driven to the lowest possible level commensurate with risk. Resources should be allocated to levels consistent with authority, responsibility, and the ability of the people. The team should be given the authority, responsibility, and resources to manage their product and its risk commensurate with the teamscapabilities. The team should accept responsibility and be held accountable for the resultsof their effort.
Seamless Management tools -A framework should be established which relates products and processes at all levels to demonstrate dependency and interrelationships. A single management system should be established that relates requirements planning, resource allocation, execution and program tracking over the products life cycle. This integrated approach helps ensure teams have all available information thereby enhancing team decision making at all levels. Capabilities shouldbe provided to share technical and business information throughout the product life cycle through the use of acquisition and support databases and software tools for accessing, exchanging, and viewing information.
Shared Systems – Shared systems are established forbudgeting, project management, asset management, configuration management, risk management, quality management, documentation, emergency response, security, reporting, planning, change control, etc.
Seamless Management tools -A framework will be jointlyestablished with the clientwhich integrates / aligns objectives and processes atall levels to demonstrate dependency and interrelationships. A single management system will be jointly establishedfor requirements planning, resource allocation, execution and program tracking over the products life cycle. This integratedapproach helps ensure teamshave all available information thereby enhancing team decision making at all levels. Capabilities will be established to share technical and business information throughout the product life cycle through the use of acquisition and support databases and software tools for accessing, exchanging, and viewing information.
Business Cases are used in the approval process for all scope changes. Each
Business Cases are used in the approval process for all scope changes. Each
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business case defines the Project plan, deliverables,options, risks, and performance measures. Theseperformance measures include cost and performance FLKPIs, and milestones that are incorporated into the schedule FLKPI. Business cases are approved through the Alliance Board
business case defines the Project plan, deliverables,options, risks, and performance measures. Theseperformance measures include cost and performance FLKPIs, and milestones that are incorporated into the schedule FLKPI. Business cases are approved through the Integrated Alliance Board
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IPPD Alliancing Best of BreedINTEGRATED ALLIANCE
EOB– Executive Oversight Board (limited use in USA)
Program steering board
Meets quarterly
AB - Alliance Board Define Program
vision, objectives and fee linked key performance indicators
Meets monthly Provide
leadership Assess alliance
performance Approve program
business plan Approves
Business Cases Issues
resolution
IAB – Integrated Alliance Board
Define Program vision, objectives and fee linked key performance indicators
Meets monthly Provide
leadership Assess alliance
performance Approve program
business plan Approves
Business Cases Issues
resolutionPM – Program Manager
In charge of the program
AMT – Alliance Management Team
Operationalise the vision
Meets weekly Develop program
business plan Manage program
implementation Integrate
stakeholders Track and report
on performance Issues
resolution Project manager
member of AMT
IAMT – Integrated AllianceManagement Team
Operationalise the vision
Meets weekly Develop program
business plan Manage program
implementation Integrate
stakeholders Track and report
on performance Issues
resolution Project manager
member of AMT
PMT– Program Management Team Advisory body top
Program Manager Meets monthly Decision body
within scope (cost,schedule, quality)
Program overall success
Leadership Independent
assessment Issues resolution
PIPT – Program IPT Manage complete
scope of program, resources and risk
Meets Integrate
Government and Contractor efforts for program success
Report project status & issues
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Guiding Coalition - The Guiding Coalition to provide advice to the Integrated Alliance Management Team, and to include representatives from key stakeholders
Facilitator – a facilitator is used to assist in training, alignment, the development of the Alliance relationship and in issues resolution
Project Neutral – a Project Neutral is used toassist in training, alignment, the developmentof the Alliance relationship and in issuesresolution
Project Neutral– a ProjectNeutral is used to assist in training, alignment, the development of the Integrated Alliance relationship and in issuesresolution
SEIPT – Systems Engineering IPT
Functional Knowledge & Experience
Architecture Initial daily, then
weekly Empowered
contribution Recommendations for
program success Communicate status
& unresolved issues
No Equivalent Team SPICPT –Strategic Partnership Integrated Control Process Teams
SPICPT established for key support and controlprocesses
Interact daily Use shared process &
systems Integrated, Coordinated
& Virtual Teams
PCIPT – Program Control IPT Procurement, cost
management, scheduling, risk, quality, etc.
Interact daily Use shared process
& systems Integrated,
Coordinated & Virtual Teams
Integrated Teams (Limited use in Australia)
Key processes & functions
Use shared processes & systems
Integrated, Coordinated & Virtual Teams
SSIPT – Sub System IPT Local planning Interact daily Develop local
scheduling and milestones
Local performance measurement
Early work scheduling
Local issues resolution
Business Units (Limited use in Australia)
ITIOT –I&T integrated Operational Teams ITIOT established for
platform and cross platform teams
Sub alliances
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Key BehavioursIPPD Alliancing Best of Breed
INTEGRATED ALLIANCEAlignment – The Client retains a directive responsibility
Alignment – objectives arejointly developed and alignment focused through FLKPI, Balanced Score Cards and through working in Integrated teams using shared systems
Alignment – objectives arejointly developed and alignment focused through FLKPI, Balanced Score Cards and through working in Integrated teams using shared systems
Open discussion: with no secrets Cooperation is essential Respect – all
contributions are important
Open communication: Shared systems No Blame problem
resolution Transparency No secrets Management by
Cooperation
Open communication: Shared systems No Blame problem
resolution Transparency No secretsManagement by Cooperation
Respect – all contributions are important
Respect – all contributions are important
Respect – all contributions are important
Sense of ownership – projectstaff feel ownership of the program and its objectives
Sense of ownership – project staff feel ownership of the program and its objectives
Sense of ownership – project staff feel ownership of the program and its objectives
Consistency – continuity of staff is essential to maintain the program strategy
Consistency – continuity of staff is essential to maintain the program strategy
Consistency – continuity of staff is essential to maintain the program strategy
Empowered Teams - Consistent, qualified, and empowered team Teams at all levels Empowered by leaders Appropriate training
Empowered Teams: Teams only at the top AB & AMT empowered Partnering workshops
used Key staff identified
and locked in
Empowered Teams Teams at all levels Teams empowered by
leaders Partnering workshops
used Key staff identified
and locked in Local Balanced Score
Cards Team mentoring
Participation - Consistent, success oriented, proactive participation
Problem Solving Reasoned disagreement Issues raised and
resolved daily
Problem Solving No Blame problem
resolution Issues quickly
escalated through escalation tree
Problem Solving No Blame problem
resolutionIssues quickly escalated through escalation tree
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Teamwork Not everyone can work in
teams Show respect for those
who cannot work in teams
Teamwork Not everyone can work
in teams Show respect for those
who cannot work in teams
Teamwork Not everyone can work
in teams Show respect for those
who cannot work in teams
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Reward Design and Performance MeasurementIPPD Alliancing Best Of Breed
INTEGRATED ALLIANCEBonus Fee at Risk – the project bonus fee is at risk based on performance as measured by Fee Linked Key Performance Indicators (FLKPI)
Total Fee at Risk: The onlyway that the contractor canmake a profit is by achieving the client’s objectives The contractor’s total
fee, including off project overheads is at risk based on performance against Fee Linked Key Performance Indicator performance.
A fee moderators scale (0 to 2) the quantum of fee payable:
Exceptional performance receivesdouble the baseline fee
Achievement of target receives the baseline fee
Poor performance receives no fee
Total Fee at Risk:The only way th contractor can make a profit is by achieving the client’s objectives: The contractor’s total
fee, including off project overheads is at risk based on performance against Fee Linked Key Performance Indicator performance.
A fee moderators scale (0 to 2) the quantum of fee payable:
Exceptional performance receivesdouble the baseline fee
Achievement of target receives the baseline fee
Poor performance receives no fee
Base fee and off project overheads not at risk – thebase fee and the off project overheads are included in recoverable costs and are not at risk
Cost Recoverable – The actual cost of the project is recoverable
Cost Recoverable – The actual cost of the project is recoverable
Cost Recoverable – The actual cost of the project is recoverable
Competition – the cost estimates, technical solution, management approach, etc. are established through competition
Competition – the cost estimates, technical solution, management approach, etc. detailed in the Business Plans are established through competition
Competition – the cost estimates, technical solution, management approach, etc. detailed in the Business Plans are established through competition
FLKPI include: budget milestones Technical Baseline Technical Performance
Management levels. Ie spare capacity
Products delivered by Phase
Programatics – catch allfor other key objectives
The composition of the FLKPI change over the program life cycle
FLKPI include: budget milestones Technical Baseline Services levels. Ie
spare capacity Products delivered by
Phase Other key client
objectives The composition of the
FLKPI change over the program life cycle
FLKPI include: budget milestones Technical Baseline Technical Performance
Management levels and Service Levels. Ie sparecapacity
Products delivered by Phase
Other key client objectives
The composition of the FLKPI change over the program life cycle
Algorithm - an algorithm is Algorithm: Algorithm:
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used to weight and link FLKPI
an algorithm is used to weight and link FLKPI
The Alliance Board reviews the composition of the FLKPI over the project life cycle and can change the weightingof the algorithm
an algorithm is used to weight and link FLKPI
The Alliance Board reviews the composition of the FLKPI over the project life cycle and can change the weightingof the algorithm
Stretch Goals – for each FLKPI a range of performance standards are established (0 to 2), the fee modifier scores. In itsannual review process, the Alliance Board seek to ‘ratchet up performance’ through establishing stretch goals in the baseline score. This process drive ongoing continuous improvement and innovation
Stretch Goals – for each FLKPI a range of performance standards are established (0 to 2), the fee modifier scores. In itsannual review process, the Integrated Alliance Board seek to ‘ratchet up performance’ through establishing stretch goals in the baseline score. Thisprocess drives ongoing continuous improvement and innovation
Proactive Identification and Management of Risk - Critical cost, schedule andtechnical parameters related to system characteristics should be identified from risk analyses and user requirements. Technical andbusiness performance measurement plans, with appropriate should be developed and compared to best-in-class industry benchmarks to provide continuing verification of the degree of anticipated and actual achievement of technical and business parameters.
Benchmarking – To ensure that competition is maintained over the life ofthe contract, a BenchmakingPlan is developed. The contractor is required to equal benchmark performance.
Benchmarking – To ensure that competition is maintained over the life ofthe contract, a Capability Maturity Model (CMM) Benchmaking Plan will be developed. The contractor will equal benchmark performance.
Risk of Doing Business – The risk of doing business to complete the project andrisk mitigation strategies are defined in the BusinessPlans. Business cases are used to approve all projectscope changes.
Risk of Doing Business – The risk of doing business to complete the project andrisk mitigation strategies are defined in the BusinessPlans. Business cases are used to approve all projectscope changes.
Performance Tracking – Measure product outcomes
(cost, schedule, risk, flexibility)
Measure team / IPPD processes
Measure image and reputation
Measure team member professional growth and
Performance Tracking FLKPI tracked and
reported on by the Alliance Management Teamto the Alliancing Board
Services Levels tracked,with some service levelsbundelled as FLKPIs
On a small number of alliance projects:
Performance Tracking FLKPI tracked and
reported on by the Alliance Management Teamto the Alliancing Board
Services Levels tracked,with some service levelsbundelled as FLKPIs
Balanced score cards developed for the overall
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satisfaction Measure team self
assessment
Balanced score cards are developed for theoverall program and for sub projects
Partnering is used asan ongoing process
Partnering self performance assessment
Sub project FLKPI areestablished
program and for sub projects. Tracked throughshared systems
Partnering is used as anongoing process
Partnering self performance assessment
Sub project FLKPI established
Measure team member professional growth
Sub Alliances – Key subcontractors are includedthrough: including major
subcontractors in ITPs flowing the FLKPI model
into subcontractors
Sub Alliances – Key subcontractors are includedthrough: flowing the alliance
process and FLKPI model into subcontractors
Sub Integrated Alliances – Key subcontractors are included through: including major
subcontractors in Integrated Teams (ITPs)
flowing the alliance process and FLKPI model into subcontractors
Bid Submittals include: Technical Baseline Contracting strategy Management approach Cost Proposed fee structure Schedule Work Breakdown Structure
Bid Submittals include: Technical Plan Support and Refresh Plan Strategic Plan Management Plan Liaison and Issues
Resolution Plan Documentation Plan Benchmarking Plan Program Management Plan Cost Plan Performance Measurement
Plan Innovation Plan Quality and Risk Plan Security Plan Proposed fee structure Proposed FLKPI and
algorithm Schedule Work Breakdown Structure
Bid Submittals include: Technical Plan Support and Refresh Plan Strategic Plan Management Plan Liaison and Issues
Resolution Plan Documentation Plan Benchmarking Plan Program Management Plan Cost Plan Performance Measurement
Plan Innovation Plan Quality and Risk Plan Security Plan Proposed fee structure Proposed FLKPI and
algorithm Schedule Work Breakdown Structure
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Figure 3.5 - MeasuresIPPD Alliancing Best of Breed
INTEGRATED ALLIANCEOutcomes MeasuresTransition Objectives Procedures established Resources established cost
Program Objectives (including Sub Projects Performance Cost Schedule Risk Flexibility
FLKPI Transition Objectives Procedures established Resources established Cost Compliance Business continuity
Program Objectives Business objectives
Performance Cost Schedule Compliance Innovation
Sub Projects Business objectives Milestones Cost FLKPI
FLKPITransition Objectives Procedures established Resources established Cost Compliance
Program Objectives Client Objectives SP Business Plan FLKPI SP Balanced score Card SLAs
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IPT / IPPD process measures Meeting mechanics Decision making Problem solving Conflict management Brainstorming Contracting Oversight Manufacturing Risk management Prototyping Cost as an Independent
Variable Design Quality Functional
Diagram Testing Earned value
Alliance Board and Alliance Management Team process measures: Unanimous decision
making Brainstorming Workshoping Business planning No Blame problem
solving Balanced Score Cards Sub alliances Risk management Prototyping Secure feedback Staged roll out Business cases Value for money / fit
for purpose Needs determination Snowball
Integrated Alliance Board,Integrated Alliance Management Team, and IPT process measures: Unanimous decision
making Brainstorming Workshoping Business planning No Blame problem
solving Balanced Score Cards Sub alliances Risk management Prototyping Secure feedback Staged roll out Business cases Value for money / fit
for purpose Needs determination Snowball
Image and Reputation Measures Team interviews 360 degree feedback
Team Dynamics Measures: Partnering self
assessment measures MBTI 360 degree feedback staff satisfaction
surveys surveys
Team Dynamics Measures: Partnering self
assessment measures MBTI 360 degree feedback staff satisfaction
surveys surveys customer satisfaction
surveys
Team Self Assessment Measures test instrument Interviews
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