IBR Program Management

Program managers should develop a plan for conducting the IBR by first identifying areas of program scope the team will review. To do this, they should be familiar with the contract statement of work and use appropriate documents, including the life cycle cost estimate (LCCE) and program risk assessment, to select areas that have the most risk. They should also have a clear understanding of management processes that will be used to support the program, including how subcontractors will be managed.

Because an IBR provides a mutual understanding of the performance measurement baseline and associated risks, identifying potential threats and opportunities early allows for developing a plan to respond to them. An IBR should not be postponed indefinitely; it should begin with a small team as early as possible to help clarify plans for program execution. Thus, the IBR should be initiated as early as possible—before award, when appropriate, and no later than 6 months after. If the contractor has reasonably developed an integrated baseline, preparing for the IBR should require minimal time. The duration of the IBR is based on program and contract scope, complexity, and risk; typically, it lasts several days.