IBR Execution

In executing the IBR, the team assesses the adequacy, realism, and risks of the baseline by examining if the rationale supporting lower-level control accounts is reasonable. The team should also assess whether managers have appropriately implemented required management processes. To be most effective, maturity indicators should be assessed to ensure that a value-added assessment of the performance measurement baseline can be accomplished. Areas to review include:

• Work definition

• Integrated schedule

• Resources, labor, and materials (which should be fully planned and scheduled)

Once the team has determined that the program is defined at an appropriate level, the next key objective is to interview control account managers. Interviews should focus on areas of significant risk as well as management processes that may affect the ability to monitor risks. Discussions should take place among a small group of people, addressing how the baseline was developed and the supporting documentation.

During the interview process, the IBR team meets with specific control account managers to understand how they plan to use EVM to manage their work and whether they have expertise in their area of discipline. Typical discussion questions involve how the control account managers receive work authorization, how they ensure that the technical content of their effort is covered, and how they use the schedule to plan and manage their work. In addition, interviews are an excellent way to determine whether a control account manager needs additional training in EVM or lacks appropriate resources.

After completing the IBR, the team assesses whether they have achieved the goals of understanding the performance measurement baseline and creating a plan of action for responding to risks. They should develop a closure plan that assigns staff responsibility for each risk identified in the IBR. Significant risks should be included in the program’s risk management plan, while lower-level risks are monitored by responsible individuals. An overall program risk summary should list each risk by category and severity to determine a final risk rating for the program. This risk assessment should be presented to senior management—government and contractors—to promote awareness.

The IBR team should document how earned value will be assessed and whether the measurements are objective and reasonable. The team should discuss whether management reserve will cover new risks identified in the IBR. Finally, if the team finds deficiencies in the EVM system, it should record them in a corrective action request and ask the EVM specialist to monitor their status.