IBR Appendix Checklist

IBR Program Management:

Did management develop a plan for conducting the IBR?

1. Did they identify program scope to review, including appropriate control accounts and associated documentation needs?

2. Did management identify the size, responsibilities, and experience of the IBR team?

3. Was program management planning performed, such as providing training, obtaining required technical expertise, and scheduling review dates?

4. Did management classify risks by severity and develop risk evaluation criteria?

5. Did management develop an approach for conveying and summarizing findings?

6. Did management request the appropriate documents from the contractor to enable the government team to prepare for the IBR?

IBR Team:

1. What personnel were assigned to the government IBR team? Did the team include experts in functional areas such as cost estimating, schedule analysis, earned value analysis, and contracting? Did the team include expertise in program management, systems engineering, software engineering, manufacturing, integration and testing, and logistics?

2. Did the program office conduct IBR training for the IBR team?

IBR Execution:

1. Was the IBR performed within 6 months of contract award or rebaselining?

2. Were the following maturity indicators assessed to ensure that a meaningful assessment of the performance measurement baseline (PMB) could be accomplished during the IBR?

   1. Work definition

      1. Was a WBS developed?

      2. Were specifications flowed down to subcontractors?

      3. Was an internal statement of work for work package definitions developed?

   2. Integrated schedule

      1. Were the lowest and master levels of the schedule vertically integrated?

      2. Were tasks horizontally integrated?

      3. Were product handoffs identified?

      4. Were subcontractor schedules integrated with the prime master schedule?

   3. Resources, labor, and material

      1. Were constrained resources identified or rescheduled?

      2. Were staffing resources leveled?

      3. Were subcontractor baselines integrated with the prime baseline?

      4. Were schedule and budget baselines integrated?

      5. Were work package earned value measures defined?

      6. Was the baseline validated at the lowest levels and approved by management?

3. Did the team assess the PMB by examining the following criteria?

   1. Was the technical scope of work fully included?

   2. Were key milestones identified in the schedule?

   3. Did supporting schedules reflect a logical flow to accomplish tasks?

   4. Was the duration of each task realistic?

   5. Was the network schedule logic accurate?

   6. Was the critical path identified?

   7. Were resources - budgets, facilities, personnel, skills - available and sufficient for accomplishing tasks?

   8. Were tasks planned to be objectively measured for technical progress?

   9. Was the rationale supporting PMB control accounts reasonable?

   10. Did managers appropriately implement required management processes?

4. Were interviews held with the control account managers?

   1. Did the interviews focus on areas of significant risk and management processes that may affect the ability to monitor risks?

   2. Did the interviews address how the baseline was developed and discuss the supporting documentation?

IBR Risks:

1. Did program management develop a response for each risk identified in the IBR and assign staff responsibility for each risk?

2. If significant risks were identified, were they included in the program’s risk management plan and risk register?

3. Was the risk assessment presented to senior management to promote awareness?

IBR Findings:

1. Was the IBR report (or other documentation that described the IBR findings) retained in official program management files? Was a determination made that the PMB is reliable and accurate for measuring performance?

2. Did the IBR team document how earned value will be assessed and whether the measurements are objective and reasonable?

3. If the team found deficiencies in the EVM system, were they recorded in corrective action requests and monitored?

4. After the IBR was completed, did the following management processes continue?

   1. Did the baseline maintenance process continue to ensure that the PMB continues to reflect the current plan to complete the remaining work? Did the process follow a disciplined process for incorporating changes?

   2. Did the risk management process continue to document and classify risks by probability of occurrence, magnitude of their consequences, and the risk handling technique employed?

   3. Did scheduling, estimate-to-compete development, and EVM analysis continue to be performed?