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Understanding Integrated Baseline Review: Key Details & Benefits

Discover the significance of Integrated Baseline Review (IBR) in project management, its objectives, participants, implementation steps, and outcomes. Learn why an IBR fosters team integration, reduces risk, and enhances project planning.

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Understanding Integrated Baseline Review: Key Details & Benefits

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  1. Integrated Baseline Review What is it? Why should I want one? Joseph A. Jankoviak, PMP, PMI-RMP

  2. What is an Integrated Baseline Review? • NOT an audit • NOT a compliance review • NOT a meeting of adversaries • JOINT review of the performance measurement baseline of a project • JOINT review of planning, progress monitoring, and management of a project

  3. Who participates in an IBR? • Buyer/customer (Government) • Seller/contractor • THEN • Proposal Team • Procurement Team • NOW • Project Team

  4. Why should I have an IBR? • DFARS 252.234-7002 • FAR 34.202 • Good project management practice • Foster common understanding of the project • Increase commitment to the project team • Create shared ownership of the project

  5. When is an IBR conducted? • Before contract award • After contract award • During contract period of performance near the beginning of a new contract and/or lifecycle phase

  6. Where is an IBR held? • Where the project team is located • Easy to get answers or additional information • Allows people to be in IBR discussions when needed and performing project work otherwise

  7. What are the objectives of an IBR? • Assess the ability of project’s technical plan to achieve objectives of the scope of work • Assess the adequacy of time allocated to perform tasks to achieve schedule objectives • Assess the ability of the PMB to execute the project and attain cost objectives • Assess the availability and adequacy of resources • Assess the degree to which management process integrates technical/schedule/cost planning and baseline control

  8. How do you implement an IBR? • Planning • Communication • Scheduling • Select participants • Training • Review material in advance • Prepare questions • Identify roles and responsibilities of participants

  9. How do you implement an IBR? • Execution • Ground Rules • Seating • Discussions • Capture observations • Gather additional material • Summarize

  10. How do you implement an IBR? • Follow-up • Share observations • Identify strengths and weaknesses • Identify changes • Set timetable for completion of follow-up actions • Continue communication

  11. What are IBR outcomes? • Review project planning and its products • Review how progress will be monitored • Review how the project will be managed • Build an integrated team • Reduce project risk

  12. Things to consider • An IBR is possible on non-Department of Defense contracts • An IBR is possible on non-Federal Government contracts • An IBR is possible if Earned Value Management is not used on the project

  13. Where does an IBR belong in the PMBOK? • Integration • Scope • Time • Cost • Quality • Human Resource • Communication • Risk • Procurement • Project Stakeholder

  14. Questions

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