Planning, Goals and Desired Outcomes

Jack Anderson

FermilabWinter 2013

Operations Workshop

February 20, 2013

Discussion Topics •A quick review•The integrated model & planning cycle•The Lab Agenda•Measuring and monitoring•Developing issues

Material will be available on IPPM website

A unique point in time…

Landscape is changing

•A highly unusual federal fiscal situation

•A Fermilab transition from steady state operations to a portfolio of new exciting projects -- The largest portfolio of new projects within the Office of Science

•New leadership coming– DOE– Office of Science– Fermilab

FY12 DOE Science Laboratories PEMP Results

FY12 PEMP Feedback (Goals 4.0 – 8.0)

Shortcomings

Project Management

Contractor Assurance

ES&H

Acquisition Management

Activities underway

• Project Management improvement initiatives (establishment of Performance Oversight Group, restructuring of Project Management Groups, Project Management Evaluation & Selection Board, skill/tool training for project management team members)

• Directors Review of Project Management (March 25-27)

• Continued progress on FY11/12 Independent Review recommendations • Assurance Council MSO Reviews • Development of Integrated Planning framework• Continued maturation of Fermidash • Creation of ‘iTRACK’ Issues Management tool

• Attention to Tripartite reviews. • Clarifying roles, responsibilities and expectations associated with NEPA.

Interaction with leadership through Performance Oversight Group.• Continued senior level support and resourcing of HPI initiative. • Small-group ‘pause’ meetings this Spring• Workplace safety statistics improving.

• Continued progress on 2012 PERT and Director’s Review recommendations

• Additional resources

Strategy and PlanningStrategy and Planning

Align the business to deliver on strategy •Budget/Business Planning (PEPs)•Enterprise Risk Register development (Assurance Council)

Work ExecutionWork Execution

Perform the work and business functions•Execute Work•Management System Deployment

Performance Monitoring and Analysis

Performance Monitoring and Analysis

Monitor, measure, and evaluate performance •Performance Indicators (Fermidash)•Integrated Assessment Plan•Performance Analysis (Assurance Council/POG)•Risk Register Review

Communication, Feedback, and Improvement

Communication, Feedback, and Improvement

Identify improvement opportunities and inform business decisions•Communicating Results•Feedback Forums (e.g., EAG, Assurance Council…)•Lessons Learned program•Improvement Opportunities

National R&DPriorities

CustomerRequirements

Moving forward -- The planning model: an organizing principle for integration

Lab Plan

for Fermilab

PEMP

Fermilab Agenda

The “Fermilab Agenda”

A planning & communications framework that can: • align Lab strategic objectives, critical outcomes and major

initiatives in major mission areas of science & operations• provide top-level focus for Sector Business Plans (aka

Program Execution Plans) that flesh out annual actions and performance plans to make progress toward the strategic vision

• provide stimulus to keep improving (sustain good ideas, end those not panning out, innovate new ideas)

The ‘Agenda’ provides insight into Fermilab, but it does not encompass everything we do

It starts with a purpose…

Advancing the understanding of the fundamental nature of matter and energy by providing leadership and resources for qualified researchers to conduct basic research at the frontiers of high energy physics and related disciplines

f

What is the nature of the universe and what is it made of?

What are matter, energy, space and time?

How did the universe form and how is it evolving?

Initiatives with an Operations focus

Initiative Plans:Short, concise

action plans that provide context

and focus onoutcomes and

milestones

Performance Indicators – guiding principles

good indicators help us ask new and better questions – it’s the dialogue that’s important!

indicators must have a logical connection to mission outcomes

indicators should be objective and easy to interpret

measure only where there is a commitment to analyze the results

analyze results only if there is a commitment to take action

maintain a focus on the vital few

A foundation for measures: What’s important to us…?

What do we value? How do we express those values? How well do we know how we’re doing?

Our starting point for enterprise measures

FermiDash Home

FermiDash helps to convey performance information

Developing Issues:DOE roles and responsibilities

• DOE: Customer, owner, and regulator

• Contractor/parent

• Line management (DOE and contractor)

• Laboratory/facility management

A few words about Risk Management

• Integrated Strategy – Risk Management is important because it supports our strategy and our ability to make decisions that are risk-informed.

• Consistency – Provides a systematic approach for management and operations – how we make decisions, govern how we establish and implement requirements, and how we hold ourselves accountable.

• Better Communication – Understanding risks will provide the framework for clearly articulating the processes we use for execution, oversight and governance.

• Clear and Concrete Measures of Performance - It will improve efficiency and allow us to communicate consistently with our sponsor and stakeholders.

• Minimizing ‘Blind Spots’ – Leveraging our discussion around risk to better identify and minimize gaps and blind spots in our systems.

Developing Issues

• Partnerships– New strategic/programmatic International

partnerships– Applied Technology Program aspirations

(technical, conventional, administrative & human infrastructure)

– Transition to standardized agreements (User Agreements, CRADAs WFOs, etc.)

• Infrastructure– Science Laboratories Infrastructure (SLI)

project funding– Integrated Muon Campus

• Constrained budget driven planning Muon g-2

New cryoplant

New tunnel toMuon Campus

Mu2e

Developing Issues:Project Management Improvement Initiative

23

RevitalizePeople &

Performance

Re-tool Systems,

Services & Information

Review Accountability & Oversight with Transparency

How do we help?

• Principles– Maintain a focus on mission outcomes– Mature our management systems &

processes such that they drive improvements toward desired outcomes

– Provide emphasis on self-identification, correction, and prevention (productive inquiry)

– Demonstrate sustainable performance– Collective searching for opportunities

to improve allocation of resources– Welcome and leverage 3rd party scrutiny– Establish a climate of mutual trust that

defines relationships and actions

Success relies on engagement of all 3 parties

DOE

FRA Fermilab

Backup

It’s about delivering outcomes…

Mission delivery

Contract requirements

are met

Effectively run operations and

business systems

Protection of workers, public

and environment

Risks are understood and

managed

Requirements

Key Management System components

System Description, R2A2 definition

Requireddeployment

tools

Requiredrecords

Internalprocedures and

processes

Performancemeasurement

Define desired outcomes, primary processes and rolesDefine desired outcomes,

primary processes and roles

Associate record requirements with management system processes

Associate record requirements with management system processes

Assess against measures to determine effectiveness and efficiency of deployment

Assess against measures to determine effectiveness and efficiency of deployment

Extend requirements into work control processes

Extend requirements into work control processes

Ensure identification and integration thru lab processes

Ensure identification and integration thru lab processes

Provide effective, efficient, andintuitive toolsand services

Provide effective, efficient, andintuitive toolsand services

Office of Program and Project Support Restructuring (December 1, 2012)

• ES&H Section ESH&Q Section – Quality Services Section to focus on:

Senior Management Meeting, 2012-10-2228

• Maintain IQA Plan• MSO for Quality Program• D/S/C support• S/CI and Lessons Learned Program

• Assessment Program Coordination• Directorate Independent Assessments• Issues Management Program

• OPMO Project Support Services• Provide project controls skills/staff as

needed • Support/Facilitate PM training and

certification• SME in DOE 413.3 • Optimize core project management

processes (scheduling, cost estimating, risk management, etc.)

• Assist IPT leaders with project initiation phase activities

• Maintain EVMS certification• Maintain templates/standardized

system/approaches for PM plans• Support oversight activities of POG with

standardized metrics/data• Manage support service contracts (staff

and systems)

Office of Program and Project Support Restructuring (Cont’d)

• Office of Integrated Planning Office of Integrated Planning and Performance Management

Senior Management Meeting, 2012-10-2229

• Facilitation of Lab Strategic Planning/Goal Setting Process

• Coordinate preparation of Annual Lab Plan• Maintain/Monitor Lab Agenda• Lab coordination of PEMP development

with DOE/FSO

• POG Support and Secretariat• CAS support to the AC • Maintenance of Director’s Policy Manual• Facilitate Enterprise Risk Management

• Project Oversight Laboratory Director’s Performance Oversight Group (POG)

• Top lab management instituting more effective support, assistance and oversight to project managers through monthly project metrics and issues reviews

• Review and ensure acceptable trends of performance on Laboratory major projects and to provide assistance if needed to line and project managers to resolve issues that may threaten budgets, schedules or key performance requirements.

• Provide an opportunity to share common experiences between Project and Laboratory managers.

PerformanceOversight Group

Our vector (significant milestones)

FRA CAS Review

(June 2011)

• Impact• Reputation• Value• Sustainability

SC Peer Review(Aug 2011)

Mgmt System Gap Analysis

(Aug 2011)

OPPS Consultant

(May 2012)

Consolidated Assessment

Schedule(Dec 2011)

CAS Project Mgr

(Apr 2012)

AC Charter revised(Jul 2012)

FermiDash Ops Mgr(Mar 2012)

CAS End State Defined(June 2011)

FermiDash Phase IICycle 1(May 2012)

FermiDash Phase I ‘live’

(Dec 2011)

FermiDash Phase II Cycle 2(Jul 2012)

FermiDash Phase II Cycle 3(Sep 2012)

FermiDash Phase II Cycle 4 (Nov 2012)

2012

Consolidated Assessment

Schedule(Sep 2012)

Director’s Triennial

Assessment Process Safety

(Oct 2012)FRA CASReview(Jul 2012)

MSO Reviewsbegin

(Jan 2013)

FermiDash Phase II Cycle 5 (Feb 2013)