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SENTINEL FOCUS ….SENTINEL FOCUS ….
Assessing the Assessing the operational proficiency operational proficiency of a loosely coupled of a loosely coupled federation of intelligence federation of intelligence operations fusion operations fusion centerscenters
A PROJECT PLAN A PROJECT PLAN FRAMEWORKFRAMEWORK
David L. Gillespie, PMPDavid L. Gillespie, PMP
• Intelligence operations in an uncertain and complex environment
• SENTINEL intelligence, surveillance and reconnaissance apparatus
• A Project Plan Framework
OVERVIEWOVERVIEW
http://military.discovery.com/videos/ultimate-weapons-the-global-hawk.html
http://military.discovery.com/videos/ultimate-weapons-predator-b.html
IN ANG
SENTINEL Federation
AF DCGS is the Virtual Backend for U-2, RQ-4, MQ-1, MQ-9, & MC-12W
Sentinel
ND ANGMQ-1
TX ANGMQ-1
NY ANGMQ-9
CA ANGMQ-1 AZ ANG
MQ-1
Creech AFB MQ-1 / MQ-9
RQ-4 Global Hawk
MQ-9 Reaper
MQ-1 Predator
Feeds to DGS
United States C2 distribution
Global C2 distribution
Grand Forks AFBRQ-4
Beale AFB RQ-4 DGS 2 Langley AFB
DGS 1
Hickam AFB DGS 5
Osan AB DGS 3
Ramstein AB DGS 4
3rd SOS MQ-1
NAS SigonellaRQ-4
Anderson AFBRQ-4
Optimizing Combat Capability With Reduced Footprint in Harms WayOptimizing Combat Capability With Reduced Footprint in Harms Way
Remote Split Operations
480 ISR Wing480 ISR Wing
Langley AFB,
Virginia
Langley AFB,
VirginiaOsan AB,
ROKOsan AB,
ROK
Ramstein AB,
Germany
Ramstein AB,
Germany
Hickam AFB,
Hawaii
Hickam AFB,
Hawaii
Beale AFB, CaliforniaBeale AFB, California
Federated Partners
ANG, NGA, NSA, Joint Customers, Others
Federated Partners
ANG, NGA, NSA, Joint Customers, Others
Joint WarriorJoint Warrior
480 ISR Wing480 ISR Wing
Joint WarriorJoint Warrior
• Develop a plan to simultaneously observe and assess the operational proficiency of the SENTINEL Federation (globally dispersed, loosely coupled stakeholder organizations) conduct live operational missions, over a one week period. Produce a comprehensive functional needs assessment that identified ways/means to improve the operational proficiency of the federation with accompanying functional solution recommendations to address each issue.
• Complete the project in six months• This was the project plan used to lead and accomplish the
task
THE TASKTHE TASK
• Project CHARTER• Project SCOPE• Project MANAGEMENT PLAN
OUTLINE
SENTINEL FOCUSSENTINEL FOCUSThe project ‘focused’
on the Sentinel federation/enterprise—hence the name of
the project—SENTINEL FOCUS
The project ‘focused’ on the Sentinel
federation/enterprise—hence the name of
the project—SENTINEL FOCUS
Core Components of a Project Plan
1.Charter2.Scope3.PM Plan
Core Components of a Project Plan
1.Charter2.Scope3.PM Plan
• Sentinel Focus GOAL• Sentinel Focus VISION• Sentinel Focus MISSION• Sentinel Focus OBJECTIVE• Sentinel Focus ‘10 OBJECTIVE• Sentinel Focus SUMMARY SCOPE
STATEMENT• Project AUTHORITY• Project MANAGER• Project OVERSIGHT• Project ROLES & RESPONSIBILITIES• Project PRELIMINARY SCHEDULE
Project CHARTERPurpose: to communicate the authorization and intent for SF-10 (the project) and the management approach that will be used.
SENTINEL FOCUSSENTINEL FOCUS
Components of a Project CHARTER
Components of a Project CHARTER
• Sentinel Focus GOAL• Sentinel Focus VISION• Sentinel Focus MISSION• Sentinel Focus OBJECTIVE• Sentinel Focus ‘10 OBJECTIVE• Sentinel Focus SUMMARY SCOPE
STATEMENT• Project AUTHORITY• Project MANAGER• Project OVERSIGHT• Project ROLES & RESPONSIBILITIES• Project PRELIMINARY SCHEDULE
Project CHARTERPurpose: to communicate the authorization and intent for SF-10 (the project) and the management approach that will be used.
… “Advance the SENTINEL Enterprise”
SENTINEL FOCUSSENTINEL FOCUS
• Sentinel Focus GOAL
• Sentinel Focus VISION• Sentinel Focus MISSION• Sentinel Focus OBJECTIVE• Sentinel Focus ‘10 OBJECTIVE• Sentinel Focus SUMMARY SCOPE
STATEMENT• Project AUTHORITY• Project MANAGER• Project OVERSIGHT• Project ROLES & RESPONSIBILITIES• Project PRELIMINARY SCHEDULE
Project CHARTERPurpose: to communicate the authorization and intent for SF-10 (the project) and the management approach that will be used.
Optimize the Air Force’s “SENTINEL” enterprise in order to present a unified intelligence, surveillance and reconnaissance (ISR) capability to …(warfighting) consumers
SENTINEL FOCUSSENTINEL FOCUS
• Sentinel Focus GOAL• Sentinel Focus VISION
• Sentinel Focus MISSION• Sentinel Focus OBJECTIVE• Sentinel Focus ‘10 OBJECTIVE• Sentinel Focus SUMMARY SCOPE
STATEMENT• Project AUTHORITY• Project MANAGER• Project OVERSIGHT• Project ROLES & RESPONSIBILITIES• Project PRELIMINARY SCHEDULE
Project CHARTERPurpose: to communicate the authorization and intent for SF-10 (the project) and the management approach that will be used.
Provide a semi-annual venue (Sentinel Focus events) as a means to achieve Sentinel Focus objectives in pursuit of the vision. In so doing, leverage existing resources of the (organization name), through a matrixed project planning and execution approach without interference to the (organization name) operational mission.
Important Note: this is the mission of the project itself. The mission of the project is to produce certain deliverables, etc, etc. When the project completes its mission, it will have achieved measured success towards realizing the project’s vision and goal.
Important Note: this is the mission of the project itself. The mission of the project is to produce certain deliverables, etc, etc. When the project completes its mission, it will have achieved measured success towards realizing the project’s vision and goal.
SENTINEL FOCUSSENTINEL FOCUS
SENTINEL FOCUSSENTINEL FOCUS
• Sentinel Focus GOAL• Sentinel Focus VISION• Sentinel Focus MISSION
• Sentinel Focus OBJECTIVE• Sentinel Focus ‘10 OBJECTIVE• Sentinel Focus SUMMARY SCOPE
STATEMENT• Project AUTHORITY• Project MANAGER• Project OVERSIGHT• Project ROLES & RESPONSIBILITIES• Project PRELIMINARY SCHEDULE
Project CHARTERPurpose: to communicate the authorization and intent for SF-10 (the project) and the management approach that will be used.
A Sentinel Focus (SF) event is a functional needs analysis (FNA) event on a grand scale. Therefore, the objective of a SF event is to reveal (discover) findings and DOTMLPF-P “needs” to the most pressing operational issues that are enhancing or preventing the enterprise from presenting an optimized and unified ISR capability to meet (…warfighting consumer) requirements
DOTMLPF-PDoctrineOrganizationTrainingMaterielLeadership & EducationPersonnelFacilitiesPolicy
DOTMLPF-PDoctrineOrganizationTrainingMaterielLeadership & EducationPersonnelFacilitiesPolicy
• Sentinel Focus GOAL• Sentinel Focus VISION• Sentinel Focus MISSION• Sentinel Focus OBJECTIVE
• Sentinel Focus ‘10 OBJECTIVE• Sentinel Focus SUMMARY SCOPE
STATEMENT• Project AUTHORITY• Project MANAGER• Project OVERSIGHT• Project ROLES & RESPONSIBILITIES• Project PRELIMINARY SCHEDULE
Project CHARTERPurpose: to communicate the authorization and intent for SF-10 (the project) and the management approach that will be used.
Focus on collaboration between Sentinel enterprise and the consumers the enterprise supports and how it translates to higher confidence reporting
Promote a Sentinel strategic communication message
Build upon previous participant stakeholders to include additional national intelligence agency participation and SENTINEL-associated air reserve component organizations
Reflect on selected SF-09 (previous SENTINEL event) operational issues for progress check on appropriate findings and DOTMLPF-P recommendations
Previous slide was stating objective for the entire Sentinel Focus concept. This slide speaks to the specific objective (in more granular detail) for the specific Sentinel Focus 2010 event that occurred in April 2010. Every recurring SF event (every 6 months) had its own tailored objective.
Previous slide was stating objective for the entire Sentinel Focus concept. This slide speaks to the specific objective (in more granular detail) for the specific Sentinel Focus 2010 event that occurred in April 2010. Every recurring SF event (every 6 months) had its own tailored objective.
SENTINEL FOCUSSENTINEL FOCUS
SENTINEL FOCUSSENTINEL FOCUS
• Sentinel Focus GOAL• Sentinel Focus VISION• Sentinel Focus MISSION• Sentinel Focus OBJECTIVE• Sentinel Focus ‘10 OBJECTIVE
• Sentinel Focus SUMMARY SCOPE STATEMENT
• Project AUTHORITY• Project MANAGER• Project OVERSIGHT• Project ROLES & RESPONSIBILITIES• Project PRELIMINARY SCHEDULE
Project CHARTERPurpose: to communicate the authorization and intent for SF-10 (the project) and the management approach that will be used.
For each SF-10 issue observed; produce corresponding findings and DOTMLPF-P recommendations for transference to the functional solutions identification structures for validation, decision and action as required. Produce a consumer report deliverable. Employ strategic engagement techniques, e.g. strategic communiqués, media engagement, and DV participation, to further promote strategic partnerships.
A good summary scope statement includes words of “what” the project will produce (deliverables) and “what” it will do to ensure project success. I’ve highlighted key words in RED font.
A good summary scope statement includes words of “what” the project will produce (deliverables) and “what” it will do to ensure project success. I’ve highlighted key words in RED font.
• Sentinel Focus GOAL• Sentinel Focus VISION• Sentinel Focus MISSION• Sentinel Focus OBJECTIVE• Sentinel Focus ‘10 OBJECTIVE• Sentinel Focus SUMMARY SCOPE
STATEMENT
• Project AUTHORITY• Project MANAGER• Project OVERSIGHT• Project ROLES & RESPONSIBILITIES• Project PRELIMINARY SCHEDULE
Project CHARTERPurpose: to communicate the authorization and intent for SF-10 (the project) and the management approach that will be used.
Project Sponsor: (name)
Project Owner: (name)
SENTINEL FOCUSSENTINEL FOCUS
• Sentinel Focus GOAL• Sentinel Focus VISION• Sentinel Focus MISSION• Sentinel Focus OBJECTIVE• Sentinel Focus ‘10 OBJECTIVE• Sentinel Focus SUMMARY SCOPE
STATEMENT• Project AUTHORITY
• Project MANAGER• Project OVERSIGHT• Project ROLES & RESPONSIBILITIES• Project PRELIMINARY SCHEDULE
Project CHARTERPurpose: to communicate the authorization and intent for SF-10 (the project) and the management approach that will be used.
Project Manager(s): (organization name and a person’s name)
I’m suggesting this should be both an organizational name and a “person’s” name as well—the name of the person who will be held accountable to perform and drive the daily (or near daily) project management activities.
I’m suggesting this should be both an organizational name and a “person’s” name as well—the name of the person who will be held accountable to perform and drive the daily (or near daily) project management activities.
SENTINEL FOCUSSENTINEL FOCUS
• Sentinel Focus GOAL• Sentinel Focus VISION• Sentinel Focus MISSION• Sentinel Focus OBJECTIVE• Sentinel Focus ‘10 OBJECTIVE• Sentinel Focus SUMMARY SCOPE
STATEMENT• Project AUTHORITY• Project MANAGER
• Project OVERSIGHT• Project ROLES & RESPONSIBILITIES• Project PRELIMINARY SCHEDULE
Project CHARTERPurpose: to communicate the authorization and intent for SF-10 (the project) and the management approach that will be used.
Project Manager will provide daily project oversight on behalf of the project Owner. Project oversight will be provided by a federated planning structure utilizing matrixed personnel resources identified by appropriate (organization(s) name). Central project oversight will be provided by SF-10 PMT (project management team).
Note use of the word “will.” This is authoritative.Note use of the word “will.” This is authoritative.
SENTINEL FOCUSSENTINEL FOCUS
• Sentinel Focus GOAL• Sentinel Focus VISION• Sentinel Focus MISSION• Sentinel Focus OBJECTIVE• Sentinel Focus ‘10 OBJECTIVE• Sentinel Focus SUMMARY SCOPE STATEMENT• Project AUTHORITY• Project MANAGER• Project OVERSIGHT
• Project ROLES & RESPONSIBILITIES• Project PRELIMINARY SCHEDULE
Project CHARTERPurpose: to communicate the authorization and intent for SF-10 (the project) and the management approach that will be used.
Project Owner: (organization name)– Project Oversight– Expectation management– Stakeholder management– Transition management
Project PM: SF PM– Daily Project oversight
Project PMT: centrally managed sub-planning lines of operation
– Sub-Planning LO OPR’s/Leads Site OPRs: Project representative Critical Operational Issue (COI) OPRs
– Enterprise-wide OPR for respective issue; issue risk ID; issue strategy; issue assessment
Observation Network (Chiefs, Advisors, Observers)
– Linkage between objectives and data collection
SENTINEL FOCUSSENTINEL FOCUS
ProjectManagement Outputs
ProjectCharter
ProjectManagement
Plan
Time
Accepted deliverables
Archive project
docs
Closing the
project
Carrying out the workOrganizing andpreparing
Startingthe
Project
SF-10SF-10
Staffi
ng L
evel
Time
Dea
d Ti
me
/ Hol
iday
s
• Project CHARTER• Project SCOPE• Project MANAGEMENT PLAN
OUTLINE
SENTINEL FOCUSSENTINEL FOCUS
SENTINEL FOCUSSENTINEL FOCUS
• Project NEED• Project HISTORY• Project DESCRIPTION• SF-10 CRITICAL OPERATIONAL ISSUES
(COI)• Project DELIVERABLES• Project STAKEHOLDERS• Project RISK• Project CONSTRAINTS• Project ASSUMPTIONS• Project CRITICAL SUCCESS FACTORS
Project SCOPEPurpose: Documents a brief description of the project, including the objectives and planned deliverables, and anticipated project stakeholders
Components of a Project SCOPE
Components of a Project SCOPE
SENTINEL FOCUSSENTINEL FOCUS
• Project NEED• Project HISTORY• Project DESCRIPTION• SF-10 CRITICAL OPERATIONAL ISSUES
(COI)• Project DELIVERABLES• Project STAKEHOLDERS• Project RISK• Project CONSTRAINTS• Project ASSUMPTIONS• Project CRITICAL SUCCESS FACTORS
Project SCOPEPurpose: Documents a brief description of the project, including the objectives and planned deliverables, and anticipated project stakeholders
Project need: why is this project necessary? Much of this can be gathered from the problem statement. Project need: why is this project necessary? Much of this can be gathered from the problem statement.
SENTINEL FOCUSSENTINEL FOCUS
• Project NEED
• Project HISTORY• Project DESCRIPTION• SF-10 CRITICAL OPERATIONAL
ISSUES (COI)• Project DELIVERABLES• Project STAKEHOLDERS• Project RISK• Project CONSTRAINTS• Project ASSUMPTIONS• Project CRITICAL SUCCESS FACTORS
Project SCOPEPurpose: Documents a brief description of the project, including the objectives and planned deliverables, and anticipated project stakeholders
This section in here if the project has any previous “project” history. In this case, we had previously executed a Sentinel Focus event in 2009, hence the screen shot of the final report that originated from that event.
This section in here if the project has any previous “project” history. In this case, we had previously executed a Sentinel Focus event in 2009, hence the screen shot of the final report that originated from that event.
• Project NEED• Project HISTORY
• Project DESCRIPTION• SF-10 CRITICAL OPERATIONAL ISSUES
(COI)• Project DELIVERABLES• Project STAKEHOLDERS• Project RISK• Project CONSTRAINTS• Project ASSUMPTIONS• Project CRITICAL SUCCESS FACTORS
Project SCOPEPurpose: Documents a brief description of the project, including the objectives and planned deliverables, and anticipated project stakeholders
Sentinel Focus is an Sentinel enterprise-wide functional needs analysis (FNA) “event” that uses real-world ISR operations as the backdrop (i.e. does not incorporate simulations) to observe and discover findings and DOTMLPF-P needs as they relate to select Sentinel ISR areas of emphasis, a.k.a. Critical Operational Issues. An SF event occurs simultaneously at multiple Sentinel locations.
Three main deliverables:– Findings, DOTMLPF-P based
recommendations, and lessons learned (L2) for the solutions generation process to validate and act upon in a follow-on functional solutions analysis (FSA) process,
– Executive final report intended for consumers and other intended partners and consumers to promote partnership and trust,
– Strong strategic communication message and partnership
NOTE the project description outlines the “main / grand” deliverables.NOTE the project description outlines the “main / grand” deliverables.
SENTINEL FOCUSSENTINEL FOCUS
• Project NEED• Project HISTORY• Project DESCRIPTION
• SF-10 CRITICAL OPERATIONAL ISSUES (COI)
• Project DELIVERABLES• Project STAKEHOLDERS• Project RISK• Project CONSTRAINTS• Project ASSUMPTIONS• Project CRITICAL SUCCESS FACTORS
Project SCOPEPurpose: Documents a brief description of the project, including the objectives and planned deliverables, and anticipated project stakeholders
1. Sentinel Ops Synchronization2. Combat Support Agencies –
Sentinel Collaborationa. NSA, NGA, JIEDDO
3. NASIC – Sentinel Collaboration4. Sentinel-x and Sentinel-y
Operational Relationship5. FMV Crew Recertification6. FMV Image Quality7. New Technology Demo8. Sentinel Producer Stakeholder
Analysis9. Mission planning synchronization10. EYELIDs11. OBC
SENTINEL FOCUSSENTINEL FOCUS
SENTINEL FOCUSSENTINEL FOCUS
• Project NEED• Project HISTORY• Project DESCRIPTION• SF-10 CRITICAL OPERATIONAL
ISSUES (COI)
• Project DELIVERABLES• Project STAKEHOLDERS• Project RISK• Project CONSTRAINTS• Project ASSUMPTIONS• Project CRITICAL SUCCESS FACTORS
Project SCOPEPurpose: Documents a brief description of the project, including the objectives and planned deliverables, and anticipated project stakeholders
Project Deliverables WARNORD, PLANORD, EXORD Strategic Communication
communiqués, brief(s), documents, etc
Journal and Public Affairs Articles Operational Issue Report(s) SF-10 Consumer Report Card Detailed L2 Report for solutions
identification structure
Project Management Deliverables SF-10 Event Plan Project Updates Forum-management deliverables Training deliverables Observation Team deliverables
NOTE: this is a refined, more granular list of deliverables—a key slide. Note the difference in deliverables. Project deliverables are outputs of the project. PM deliverables are things required to keep the project on scope and on schedule to achieve the proj obj’s, etc.
NOTE: this is a refined, more granular list of deliverables—a key slide. Note the difference in deliverables. Project deliverables are outputs of the project. PM deliverables are things required to keep the project on scope and on schedule to achieve the proj obj’s, etc.
• Project NEED• Project HISTORY• Project DESCRIPTION• SF-10 CRITICAL OPERATIONAL
ISSUES (COI)• Project DELIVERABLES
• Project STAKEHOLDERS• Project RISK• Project CONSTRAINTS• Project ASSUMPTIONS• Project CRITICAL SUCCESS FACTORS
Project SCOPEPurpose: Documents a brief description of the project, including the objectives and planned deliverables, and anticipated project stakeholders
AFISRA SF-10 Organizational PARTICIPANTS (defined as formally
planned-in as a part of the observation event) Sentinel Wing: Sentinel-x, Sentinel-y, Sentinel-z, etc,
WOC, HQ’s ANG:
– Xx– Xx
Reserve? Sentinel Federated Production Partners
– NGA– NSA– JIEDDO– NASIC– Others?
Consumer participants? – Select C-NAF’s? E.G. 12 AF
Consumers– C-NAF’s– JFC’s
Distinguished / Guest Visitors / Media Planning Network Execution Network Observation Network Follow-on Action Network: CSUG, SAT
SENTINEL FOCUSSENTINEL FOCUS
• Project NEED• Project HISTORY• Project DESCRIPTION• SF-10 CRITICAL OPERATIONAL
ISSUES (COI)• Project DELIVERABLES• Project STAKEHOLDERS
• Project RISK• Project CONSTRAINTS• Project ASSUMPTIONS• Project CRITICAL SUCCESS FACTORS
Project SCOPEPurpose: Documents a brief description of the project, including the objectives and planned deliverables, and anticipated project stakeholders
Quality of the output (SF-10 assessment / COAs) is directly correlated to quality of the input
– Mitigation: Solid preparation of COI strategy and COI execution risk analysis by COI OPRs; early identification of observation network and associated training
Generating SF-10 momentum across a globally-based team of teams during approaching holiday season
– Mitigation: Leadership involvement and buy-in and a series of early communiqués, PMT formation, fora, VTC’s, conferences, emails, etc
SF-10 Project Management Plan Execution Mechanics– Mitigation: Assemble team-of-teams / OPRs
across enterprise; SF-10 assigned resources plan and execute their respective planning lines of operation; PMT oversight and shared responsibility
DV / Community Expectation Risk Management– Mitigation: Develop and engage with necessary
strategic communication vehicles, e.g. executive briefings; journal / PA articles; strategic communiques; SF-10 planning updates and progress checks.
SENTINEL FOCUSSENTINEL FOCUS
These were the grand risk points for the entire project. The leaders for each of the 10 project planning lines (to be discussed later) were
required to maintain a separate risk register
These were the grand risk points for the entire project. The leaders for each of the 10 project planning lines (to be discussed later) were
required to maintain a separate risk register
• Project NEED• Project HISTORY• Project DESCRIPTION• SF-10 CRITICAL OPERATIONAL
ISSUES (COI)• Project DELIVERABLES• Project STAKEHOLDERS• Project RISK
• Project CONSTRAINTS• Project ASSUMPTIONS• Project CRITICAL SUCCESS FACTORS
Project SCOPEPurpose: Documents a brief description of the project, including the objectives and planned deliverables, and anticipated project stakeholders
Compressed schedule Matrixed planning network who
report to different CoC’s (chain of command)
Holiday season—momentum slows
SENTINEL FOCUSSENTINEL FOCUS
• Project NEED• Project HISTORY• Project DESCRIPTION• SF-10 CRITICAL OPERATIONAL
ISSUES (COI)• Project DELIVERABLES• Project STAKEHOLDERS• Project RISK• Project CONSTRAINTS
• Project ASSUMPTIONS• Project CRITICAL SUCCESS FACTORS
Project SCOPEPurpose: Documents a brief description of the project, including the objectives and planned deliverables, and anticipated project stakeholders
SF-10 is a prime weight of effort for Sentinel Federation
Project Owner / PM have authority to manage SF-10 through a federated matrixed Project Management Plan construct
Chain of Command of each SF-10 planning OPR/lead/participant will release and empower their individual to focus on their SF-10 responsibilities commensurate with the individual’s SF-10 role
SENTINEL FOCUSSENTINEL FOCUS
• Project NEED• Project HISTORY• Project DESCRIPTION• SF-10 CRITICAL OPERATIONAL
ISSUES (COI)• Project DELIVERABLES• Project STAKEHOLDERS• Project RISK• Project CONSTRAINTS• Project ASSUMPTIONS
• Project CRITICAL SUCCESS FACTORS
Project SCOPEPurpose: Documents a brief description of the project, including the objectives and planned deliverables, and anticipated project stakeholders
Approve a “manageable” list of operational issues to be studied / observed
COI OPRs take full ownership of their assigned critical operational issue and lead the following:
– Determine COI problem/issue statement
– Develop COI execution / observation strategy
– Conduct a COI execution risk analysis– Help prepare observation network to
observe their COI– Produce a enterprise-perspective COI
final report that articulates findings and DOTMLPF-P needs
PM plan OPRs and their teams plan and execute their plans accordingly
Development of sound observation methodology and data collection strategy
Internal (project) and external stakeholder engagement
SENTINEL FOCUSSENTINEL FOCUS
• Project CHARTER• Project SCOPE• Project MANAGEMENT PLAN
OUTLINE
SENTINEL FOCUSSENTINEL FOCUS
• Project TEAM• Project MANAGEMENT TEAM• Project ROLES AND RESPONSIBILITIES AND DELIVERABLES• Project Macro WORK BREAKDOWN STRUCTURE• Project SCHEDULE
Project MANAGEMENT PLANThe project management concept that will be employed.
SENTINEL FOCUSSENTINEL FOCUS
Components of a Project MANAGEMENT PLAN
Components of a Project MANAGEMENT PLAN
Project StakeholdersProject Stakeholders
Project TeamProject TeamProjectManagement
Team
ProjectManagement
Team
PMPM
Participating Sites
Participating Sites
Distinguished / Guest Visitors
Distinguished / Guest Visitors
Sentinel Wing Leadership
Sentinel Wing Leadership
Sentinel Participating Consumers
Sentinel Participating Consumers
Observation Network
Observation Network
The Project (SF-10)The Project (SF-10)
Sponsor(organization
name or person)
Sponsor(organization
name or person)
Project Owner (name)
Project Owner (name)
Federated Project Team
Members
Federated Project Team
Members
• Project TEAM
• Project MANAGEMENT TEAM• Project ROLES AND RESPONSIBILITIES AND DELIVERABLES• Project Macro WORK BREAKDOWN STRUCTURE• Project SCHEDULE
Project MANAGEMENT PLANThe project management concept that will be employed.
SENTINEL FOCUSSENTINEL FOCUS
Project TeamCentral
Project Management Team
• Project Owner (name)• PM • Leaders and members of Planning Lines
– LO 1: Project Initiation– LO 2: COI ID & development– LO 3: Observation Methodology– LO 4: Event Execution Development & Monitoring– LO 5: Observation Collection and Reporting– LO 6: Post-Event Assessment Formulation– LO 7: Project and JLLIS L2– LO 8: Strategic Communications– LO 9: DV / Guest Plan– LO 10: Knowledge Management / Fora admin
• 27 IS / WOC• XP• XC• FM
Federated Project Team
• Participating Site OPRs• COI OPRs• Observation Team Chiefs• Observation Team Advisors• Observers
Project TeamCentral
Project Management Team
• Project Owner (name)• PM • Leaders and members of Planning Lines
– LO 1: Project Initiation– LO 2: COI ID & development– LO 3: Observation Methodology– LO 4: Event Execution Development &
Monitoring– LO 5: Observation Collection and Reporting– LO 6: Post-Event Assessment Formulation– LO 7: Project and JLLIS L2– LO 8: Strategic Communications– LO 9: DV / Guest Plan– LO 10: Knowledge Management / Fora admin
LO Leads and Team Membership• LO 1: PM -name
– PMT: all– Federated PT: all
• LO 2: org - name– PMT: DO/ADO, DOT, DOV, LO 3, 4, 5, 7, XP, XC– Federated PT: COI OPRs, Site OPRs, OT
network• LO 3: PM name
– PMT: DO/ADO, LO 2, 4, 5, 7– Federated PT: COI OPRs, Site OPRs, OT
network• LO 4: name
– PMT: DO/ADO, PM, LO 2, 3, 5, 7, XC– Federated PT: COI OPRs, Site OPRs, OT
network• LO 5: name
– PMT: DO/ADO, PM, LO 2, 3, XP, XC, 27 IS/SC, DOT, DOV
• LO 6: name– PMT: DO/ADO, DOT, DOV, SC, XP (CBA), LO 7– Federated PR: COI OPRs, Site OPRs, OT
network• LO 7: name
– PMT: all; Federated PT: all• LO 8: name
– PMT: DO/ADO, PA, LO 9– Federated PT: Site OPRs
• LO 9: Protocol– PMT: DO/ADO– Federated PT: Site OPRs
• LO 10: KM– PMT:
• Project TEAM• Project MANAGEMENT TEAM
• Project ROLES AND RESPONSIBILITIES AND DELIVERABLES• Project Macro WORK BREAKDOWN STRUCTURE• Project SCHEDULE
Project MANAGEMENT PLANThe project management concept that will be employed.
SENTINEL FOCUSSENTINEL FOCUS
SF Event Project Team / Roles – ResponsibilitiesSF Event Project Team / Roles – ResponsibilitiesProject Management TeamProject Management Team
EventObservation
Methodology
EventObservation
Methodology
EventExecution
Development&
Monitoring
EventExecution
Development&
Monitoring
Observation Collection
and Reporting
Observation Collection
and Reporting
StrategicComm
StrategicComm
Knowledge Management
ForaAdmin
Knowledge Management
ForaAdmin
DistinguishedVisitor Plan
DistinguishedVisitor PlanCOI OPRs
COI IDand
Development
COI IDand
Development
ProjectStakeholder / LO
Management
Non-ProjectStakeholder
Management
PM PM Responsibility
LO-1 LO-2 LO-3 LO-4 LO-5 LO-6 LO-8 LO-9 LO-10
ProjectInitiation /Integration
ProjectInitiation /Integration
RolesRoles
ProjectOwnerProjectOwner
ExpectationManagement
Project&
Lessons Learned
Project&
Lessons Learned
LO-7
Post-EventAssessmentPost-EventAssessment
We divided the project into 10 separate project planning lines of operation. LO (line of operation)
—each with its own leader
We divided the project into 10 separate project planning lines of operation. LO (line of operation)
—each with its own leader
• LO 1: Project Initiation/ Integration
• LO 2: COI Identification / Development• LO 3: Event Observation Methodology• LO 4: Event Execution Development /
Monitoring• LO 5: Observation Collection / Reporting• LO 6: Post-Event Assessment• LO 7: Project and JLLIS Lessons Learned• LO 8: Strategic Communication• LO 9: Distinguished / Guest Visitor Plan• LO 10: Knowledge Management / Fora
Administration
Planning Lines of Operations
LO 1 LEAD: (name) PM actually leads this planning “LO” (line of operation)
Roles / Responsibilities Sentinel Focus Concept Development
SF-10 Call for Topics PM Plan Development
Charter Scope Macro Work Breakdown Structure Schedule
Project Management Team Formation Initial Risk Formulation Project updates Stakeholder identification and engagement
Educate Stakeholders on roles/responsibilities
Deliverables WARNORD PM Plan PLANORD Project Updates Submit inputs for “SF-10 Event Plan”
SENTINEL FOCUSSENTINEL FOCUS
Used this next series of slides in recurring PM
meetings to check status/progress for each
LO. Great public accountability tool that displayed how each LO was progressing in their
responsibilities and deliverables.
Used this next series of slides in recurring PM
meetings to check status/progress for each
LO. Great public accountability tool that displayed how each LO was progressing in their
responsibilities and deliverables.
• LO 1: Project Initiation/ Integration
• LO 2: COI Identification / Development
• LO 3: Event Observation Methodology• LO 4: Event Execution Development /
Monitoring• LO 5: Observation Collection / Reporting• LO 6: Post-Event Assessment• LO 7: Project and JLLIS Lessons Learned• LO 8: Strategic Communication• LO 9: Distinguished / Guest Visitor Plan• LO 10: Knowledge Management / Fora
Administration
Planning Lines of OperationsLO 2 LEAD: (name)
Roles / Responsibilities Arbitrate / facilitate stakeholder COI
Nominations Prepare recommended COI list and
seek CC approval Initiate COI Strategy formulation
Ensure COI OPRs prepare COI strategy for observation / execution COI risk review
Determine COI participating sites Work with LO 3 / 5 to ensure executable
observation strategy for each COI
Deliverables Approved list of SF-10 COI’s Per COI (from COI OPRs): Background,
site/org participants, objectives, emphasis areas of analysis, criteria
Submit inputs for “SF-10 Event Plan”
SENTINEL FOCUSSENTINEL FOCUSCritical Operational Issue. This was a list of 10 COI’s that were identified for study and assessment during the observation Sentinel Focus event
Critical Operational Issue. This was a list of 10 COI’s that were identified for study and assessment during the observation Sentinel Focus event
• LO 1: Project Initiation/ Integration• LO 2: COI Identification / Development
• LO 3: Event Observation Methodology
• LO 4: Event Execution Development / Monitoring
• LO 5: Observation Collection / Reporting• LO 6: Post-Event Assessment• LO 7: Project and JLLIS Lessons Learned• LO 8: Strategic Communication• LO 9: Distinguished / Guest Visitor Plan• LO 10: Knowledge Management / Fora
Administration
Planning Lines of OperationsLO 3 LEAD: (name)
Roles / Responsibilities Develop executable observation
methodology for SF-10 event to ensure SF-10 objectives are met Identify observation strategy
risk, associated mitigation measures and ensure they are addressed accordingly
Initiate identification of observation network participants
Ensure clean pass to LO 5 for development and implementation
Work closely with LO’s 2, 4, 5Deliverables Submit inputs for “SF-10 Event
Plan”
SENTINEL FOCUSSENTINEL FOCUS
• LO 1: Project Initiation/ Integration• LO 2: COI Identification / Development• LO 3: Event Observation Methodology
• LO 4: Event Execution Development / Monitoring
• LO 5: Observation Collection / Reporting• LO 6: Post-Event Assessment• LO 7: Project and JLLIS Lessons Learned• LO 8: Strategic Communication• LO 9: Distinguished / Guest Visitor Plan• LO 10: Knowledge Management / Fora
Administration
Planning Lines of OperationsLO 4 LEAD: (name)
Roles / Responsibilities Develop COI execution strategy;
sequence COI’s across event window
Work with COI OPRs to conduct COI “execution risk” analysis, identify mitigation measures, and ensure they are implemented accordingly within appropriate functional domains
Deliverables Event Execution Play Book Submit inputs for “SF-10 Event
Plan”
SENTINEL FOCUSSENTINEL FOCUS
• LO 1: Project Initiation/ Integration• LO 2: COI Identification / Development• LO 3: Event Observation Methodology• LO 4: Event Execution Development /
Monitoring
• LO 5: Observation Collection / Reporting
• LO 6: Post-Event Assessment• LO 7: Project and JLLIS Lessons Learned• LO 8: Strategic Communication• LO 9: Distinguished / Guest Visitor Plan• LO 10: Knowledge Management / Fora
Administration
Planning Lines of OperationsLO 5 LEAD: (name)
Roles / Responsibilities Develop executable data
collection/reporting strategy commensurate with observation methodology (LO 3)
Refine observation network participants
Train observation network Execute data collection/reporting
strategy and make data available to LO 6 process
Deliverables Submit inputs for “SF-10 Event
Plan”
SENTINEL FOCUSSENTINEL FOCUS
• LO 1: Project Initiation/ Integration• LO 2: COI Identification / Development• LO 3: Event Observation Methodology• LO 4: Event Execution Development /
Monitoring• LO 5: Observation Collection / Reporting
• LO 6: Post-Event Assessment• LO 7: Project and JLLIS Lessons Learned• LO 8: Strategic Communication• LO 9: Distinguished / Guest Visitor Plan• LO 10: Knowledge Management / Fora
Administration
Planning Lines of OperationsLO 6 LEAD: (name)
Roles / Responsibilities Provide functional oversight of
“all” COI’s and COI OPRs Ensure COI OPRs
accomplish COI assessments
Facilitate validation process for post-event COI Findings during SF-10 assessment conference
Validate final report findings
Deliverables COI Assessment Reports Validated L2 findings for
follow-on solutions identification process
SENTINEL FOCUSSENTINEL FOCUS
• LO 1: Project Initiation/ Integration• LO 2: COI Identification / Development• LO 3: Event Observation Methodology• LO 4: Event Execution Development /
Monitoring• LO 5: Observation Collection / Reporting• LO 6: Post-Event Assessment
• LO 7: Project and JLLIS Lessons Learned
• LO 8: Strategic Communication• LO 9: Distinguished / Guest Visitor Plan• LO 10: Knowledge Management / Fora
Administration
Planning Lines of Operations
LO 7 LEAD: (name)
• Roles / Responsibilities Maintain risk register Project L2 Detailed L2 Report for follow-on
solutions identification process
• Deliverables Risk Register L2 Register Project L2 Report Detailed COI L2 Report
SENTINEL FOCUSSENTINEL FOCUS
• LO 1: Project Initiation/ Integration• LO 2: COI Identification / Development• LO 3: Event Observation Methodology• LO 4: Event Execution Development /
Monitoring• LO 5: Observation Collection / Reporting• LO 6: Post-Event Assessment• LO 7: Project and JLLIS Lessons Learned
• LO 8: Strategic Communication
• LO 9: Distinguished / Guest Visitor Plan• LO 10: Knowledge Management / Fora
Administration
Planning Lines of Operations
LO 8 LEAD: (name)
Roles / Responsibilities Inter-Sentinel stakeholder engagement Sentinel Leadership Engagement Strategic Briefs / Communiqués for DV’s Event PA and Journal Articles Input for SF-10 C-NAF Final Report
Deliverables Produce SF-10 Strategic Communication
brief for event Produce DV strategic communication
product (e.g. pamphlet, brochure, handbook, etc)
Public Affairs Articles Other strat comm communiqués as
required
SENTINEL FOCUSSENTINEL FOCUS
• LO 1: Project Initiation/ Integration• LO 2: COI Identification / Development• LO 3: Event Observation Methodology• LO 4: Event Execution Development /
Monitoring• LO 5: Observation Collection / Reporting• LO 6: Post-Event Assessment• LO 7: Project and JLLIS Lessons Learned• LO 8: Strategic Communication
• LO 9: Distinguished / Guest Visitor Plan
• LO 10: Knowledge Management / Fora Administration
Planning Lines of Operations
LO 9 LEAD: (name)
Roles / Responsibilities DV / Guest identification /
engagement Engagement with Groups; site
SF-10 OPRs; SF-10 interested stakeholders
Seek Sentinel Commander input / approval
Validate guests on need to attend
Deliverables DV Invites Provide input to LO 8 for DV product Submit input to “SF-10 Event Plan”
SENTINEL FOCUSSENTINEL FOCUS
• LO 1: Project Initiation/ Integration• LO 2: COI Identification / Development• LO 3: Event Observation Methodology• LO 4: Event Execution Development /
Monitoring• LO 5: Observation Collection / Reporting• LO 6: Post-Event Assessment• LO 7: Project and JLLIS Lessons Learned• LO 8: Strategic Communication• LO 9: Distinguished / Guest Visitor Plan
• LO 10: Knowledge Management / Fora Administration
Planning Lines of Operations
LO 10 LEAD: (name)
Roles / Responsibilities Web/Sharepoint Development and
maintenance Maintain stakeholder inventory, distribution
lists, project team roster, roles/responsibilities
Fora Admin + minutes VTC Planning Conference Planning PMT Meeting management
Develop / maintain knowledge management plan
All Deliverable Management Facilitate Event Plan development Facilitate project stakeholder
communication Schedule tracking
Deliverables WARNORD PLANORD EXORD Event Plan Final warfighting consumer Report
SENTINEL FOCUSSENTINEL FOCUS
• Critical Operational Issue (COI) OPRs
• SF-10 participating “site” OPRs• SF-10 Observation Team Chief• SF-10 Observation Team Advisor
Additional Project Stakeholders
COI OPRsRoles / Responsibilities Act as “enterprise wide” OPR for COI Prepare COI description; determine participating
sites; determine COI observation objective(s), Criteria. Working with LO 5, identify (and assist in developing as required) preferred observation collection methods
Interface with site OPRs, SF PMT, and observation network to ensure their COI is properly understood for data collection and assessment
Review all COI reporting from event and prepare COI assessment
Deliverables Communiqué to SF planning network that
articulates COI strategy Brief strategy at FPC Prepare COI assessment report in description,
discussion, findings, DOTMLPF-P recommendation format
Brief COI assessment results at post event assessment conference (CSUG)
SENTINEL FOCUSSENTINEL FOCUS
• Critical Operational Issue (COI) OPRs
• SF-10 participating “site” OPRs
• SF-10 Observation Team Chief• SF-10 Observation Team Advisor
Additional Project Stakeholders
Site OPRs
Roles / Responsibilities Represent “site” on all SF-10 issues Advocate SF-10 objectives and
educate site participants Coordinate with COI OPRs and LO 4
for COI execution impacts on site Prepare to receive observers during
event execution and arrange for work space, accounts, etc
Coordinate with LO 9 for site specific visitors during event execution and develop (or ensure) site visitor plan (is developed)
Deliverables Site L2 Report
SENTINEL FOCUSSENTINEL FOCUS
• Critical Operational Issue (COI) OPRs• SF-10 participating “site” OPRs
• SF-10 Observation Team Chief• SF-10 Observation Team Advisor
Additional Project Stakeholders
Observation Team Chief
Roles / Responsibilities Lead site observation team in the
accomplishment of their duties Pre-coordinate with each COI OPR
for understanding of each COI to be observed at assigned site
Coordinate with fellow observation team members
Ensure observations are collected and reported by team during event execution
Deliverables Ensure all observation reporting
deliverables are accomplished (to be defined)
Prepare Observation team L2 report
SENTINEL FOCUSSENTINEL FOCUS
• Critical Operational Issue (COI) OPRs• SF-10 participating “site” OPRs• SF-10 Observation Team Chief
• SF-10 Observation Team Advisor
Additional Project Stakeholders
Site Advisor
Roles / Responsibilities Remain engaged with all SF
planning lines of operation in order to better facilitate observation team during execution
Act as the observation teams expert in executing the data collection/reporting strategy as prepared by LO 5
Assist the OT Chief in the accomplishment of all team duties
Deliverables Ensure the production of all OT
(observation team) event deliverables, including the OT L2 report
SENTINEL FOCUSSENTINEL FOCUS
• Project TEAM• Project MANAGEMENT TEAM• Project ROLES AND RESPONSIBILITIES AND DELIVERABLES
• Project Macro WORK BREAKDOWN STRUCTURE• Project SCHEDULE
Project MANAGEMENT PLANThe project management concept that will be employed.
SENTINEL FOCUSSENTINEL FOCUS
SF Event Project Team / Roles – ResponsibilitiesSF Event Project Team / Roles – ResponsibilitiesProject Management TeamProject Management Team
EventObservation
Methodology
EventObservation
Methodology
EventExecution
Development&
Monitoring
EventExecution
Development&
Monitoring
Observation Collection
and Reporting
Observation Collection
and Reporting
StrategicComm
StrategicComm
Knowledge Management
ForaAdmin
Knowledge Management
ForaAdmin
DistinguishedVisitor Plan
DistinguishedVisitor PlanCOI OPRs
COI IDand
Development
COI IDand
Development
ProjectStakeholder / LO
Management
Non-ProjectStakeholder
Management
PM PM Responsibility
LO-1 LO-2 LO-3 LO-4 LO-5 LO-6 LO-8 LO-9 LO-10
ProjectInitiation /Integration
ProjectInitiation /Integration
RolesRoles
ProjectOwnerProjectOwner
ExpectationManagement
Project&
Lessons Learned
Project&
Lessons Learned
LO-7
Post-EventAssessmentPost-EventAssessment
SF Event Project Team / Roles – ResponsibilitiesSF Event Project Team / Roles – ResponsibilitiesProject Management TeamProject Management Team
EventObservation
Methodology
EventObservation
Methodology
EventExecution
Development&
Monitoring
EventExecution
Development&
Monitoring
Observation Collection
and Reporting
Observation Collection
and Reporting
StrategicComm
StrategicComm
Knowledge Management
ForaAdmin
Knowledge Management
ForaAdmin
DistinguishedVisitor Plan
DistinguishedVisitor PlanCOI OPRs
COI IDand
Development
COI IDand
Development
ProjectStakeholder / LO
Management
Non-ProjectStakeholder
Management
PM PM
COI OPRsCOI OPRs
OT Chief
ObserversOT Advisors
OT Network ID&
Management
OT Training
Responsibility
LO-1 LO-2 LO-3 LO-4 LO-5 LO-6 LO-8 LO-9 LO-10
Conferences
VTCs
PM Meetings
LeadershipEngagement
COI RiskReview
ProjectInitiation /Integration
ProjectInitiation /Integration
Charter
Scope
ConceptDevelopment
StakeholderIdentification
IPC COI OPRsCOI OPRs
Data Capture
PAC
COI Obj’s
COIObservation
Strategy
COIExecutionStrategy
COIAssessment
COIPreparation
RolesRoles
ValidateFindings
ProjectL2
JLLISCapture
Assign COIto track
SAT Action
DV ID /Engagement
Strat briefs/communiques
For DVs
Event PA and Journal articles
ProjectOwnerProjectOwner
ExpectationManagement
Project&
Lessons Learned
Project&
Lessons Learned
LO-7
DeliverableManagement
PM Plan
Final Report
Event Plan
PM Plan
Data collectionStrategy
EventExecution
Monitoring
EventExecution
Monitoring
RiskRegister
CDC
FPC
Select COI’sfor study
COI Strategy Web / Sharepoint
Fora Admin PAC
Archive
Post-EventAssessmentPost-EventAssessment
ProjectKnowledge
Management
MacroWBS
MacroWBS
See “notes” section of this slide.See “notes” section of this slide.
• Project TEAM• Project MANAGEMENT TEAM• Project ROLES AND RESPONSIBILITIES AND DELIVERABLES• Project Macro WORK BREAKDOWN STRUCTURE
• Project SCHEDULE
Project MANAGEMENT PLANThe project management concept that will be employed.
SENTINEL FOCUSSENTINEL FOCUS
ProjectManagement Outputs
ProjectCharter
ProjectManagement
Plan
Time
Accepted deliverables
Archive project
docs
Closing the
project
Carrying out the workOrganizing andpreparing
Startingthe
Project
SF-10a
Staffi
ng L
evel
Time
Dea
d Ti
me
/ Hol
iday
s
IPC FPC
CSUGNext SF
CDC
SF-10b
CSUGCDC
SF-10a
6-Month Rotation Master SF PM Concept
SF-XaProject
Initiation
SF-XaProject
Initiation
SF-XaPlanning Phase
SF-XaPlanning Phase
0Months 1 32 64 5 7
Previous SF-X project concludesPrevious SF-X project concludes
A B C D E F G
AA DDC E
H
B
SF-Xb Project Initiation
B
BSF-Xa
Concept Development
(CSUG)
SF-XaCOI Planning Conference
ESF-Xa
Final Planning Conference
SF-XaEvent H
CSUG
SF-Xa COI Validation
SF-XbCDC
SF-XaAssessment
Phase
SF-XaAssessment
Phase
GG
H
HF
C
KEY ACTIONSKEY ACTIONS NOVNOV DECDEC JANJAN FEBFEB
Project Initiation / Integration
Charter
Concept Development
Stakeholder Identification
PM Plan
COI ID and Development
COI Identification
COI Strategy
COI Objectives
Event Observation Methodology
COI Observation Strategy
Event Execution Development & Monitoring
COI Execution Strategy
Final Planning Conference
Observation Collection and Reporting
Data Collection Strategy
OT Network ID & Management
OT Training
Data Capture
Future SF Planning (SF10b Initiation
C-NAF Deliverable
Call for Topics
CSUG
01 JAN- 16 FEB
2-4
01- 16
01-15
01-15
15 Nov – 31 Dec
5-30
21-25
+30
+45
10 JAN- 25 JAN
01 JAN- 16 FEB
01 JAN- 15 JAN
15 DEC – 15 JAN
15 DEC – 15 JAN
01 DEC – 31 DEC
Project planning lines of operation Project planning lines of operation
Holiday dead periodHoliday dead period
• Deadline for COI call for topics (11 Dec)
• Select / Approve COI’s (18 Dec)
Project Milestones
SENTINEL FOCUSSENTINEL FOCUS
• Identify expectations for success early
• Develop project strategy to match• Go slow to go fast—choose
project charter / scope words wisely
• Project “manager” authority is less important than “project” authority
• Continuous stakeholder engagement mitigates many issues
• Public accountability works wonders
Take-Away’sTake-Away’s