sentinel focus ….sentinel focus …. assessing the operational proficiency of a loosely coupled...

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




… “Advance the SENTINEL Enterprise”


• Sentinel Focus GOAL

• Sentinel Focus VISION• Sentinel Focus MISSION• Sentinel Focus OBJECTIVE• Sentinel Focus ‘10 OBJECTIVE• Sentinel Focus SUMMARY SCOPE



Optimize the Air Force’s “SENTINEL” enterprise in order to present a unified intelligence, surveillance and reconnaissance (ISR) capability to …(warfighting) consumers


• Sentinel Focus GOAL• Sentinel Focus VISION

• Sentinel Focus MISSION• Sentinel Focus OBJECTIVE• Sentinel Focus ‘10 OBJECTIVE• Sentinel Focus SUMMARY SCOPE



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 Focus GOAL• Sentinel Focus VISION• Sentinel Focus MISSION

• Sentinel Focus OBJECTIVE• Sentinel Focus ‘10 OBJECTIVE• Sentinel Focus SUMMARY SCOPE



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



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 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


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.


STATEMENT

• Project AUTHORITY• Project MANAGER• Project OVERSIGHT• Project ROLES & RESPONSIBILITIES• Project PRELIMINARY SCHEDULE


Project Sponsor: (name)

Project Owner: (name)



STATEMENT• Project AUTHORITY

• Project MANAGER• Project OVERSIGHT• Project ROLES & RESPONSIBILITIES• Project PRELIMINARY SCHEDULE


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.



STATEMENT• Project AUTHORITY• Project MANAGER

• Project OVERSIGHT• Project ROLES & RESPONSIBILITIES• Project PRELIMINARY SCHEDULE


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 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 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


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


OUTLINE



• 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


• Project NEED• Project HISTORY• Project DESCRIPTION• SF-10 CRITICAL OPERATIONAL ISSUES



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.


• 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


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



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.


• 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


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



• 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 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.


ISSUES (COI)• Project DELIVERABLES

• Project STAKEHOLDERS• Project RISK• Project CONSTRAINTS• Project ASSUMPTIONS• Project CRITICAL SUCCESS FACTORS


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



ISSUES (COI)• Project DELIVERABLES• Project STAKEHOLDERS

• Project RISK• Project CONSTRAINTS• Project ASSUMPTIONS• Project CRITICAL SUCCESS FACTORS


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.


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


ISSUES (COI)• Project DELIVERABLES• Project STAKEHOLDERS• Project RISK

• Project CONSTRAINTS• Project ASSUMPTIONS• Project CRITICAL SUCCESS FACTORS


Compressed schedule Matrixed planning network who

report to different CoC’s (chain of command)

Holiday season—momentum slows



ISSUES (COI)• Project DELIVERABLES• Project STAKEHOLDERS• Project RISK• Project CONSTRAINTS

• Project ASSUMPTIONS• Project CRITICAL SUCCESS FACTORS


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



ISSUES (COI)• Project DELIVERABLES• Project STAKEHOLDERS• Project RISK• Project CONSTRAINTS• Project ASSUMPTIONS

• Project CRITICAL SUCCESS FACTORS


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



OUTLINE


• 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.


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


Members

• Project TEAM

• Project MANAGEMENT TEAM• Project ROLES AND RESPONSIBILITIES AND DELIVERABLES• Project Macro WORK BREAKDOWN STRUCTURE• Project SCHEDULE



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


• 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


– 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


– 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



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


and Reporting

StrategicComm

StrategicComm

Knowledge Management

ForaAdmin


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


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”


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


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”


• 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


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”


• 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


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”



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


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



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


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



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


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



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


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”



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


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


• 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)


• Critical Operational Issue (COI) OPRs

• SF-10 participating “site” OPRs

• SF-10 Observation Team Chief• SF-10 Observation Team Advisor


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


• Critical Operational Issue (COI) OPRs• SF-10 participating “site” OPRs

• SF-10 Observation Team Chief• SF-10 Observation Team Advisor


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


• Critical Operational Issue (COI) OPRs• SF-10 participating “site” OPRs• SF-10 Observation Team Chief

• SF-10 Observation Team Advisor


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


• Project TEAM• Project MANAGEMENT TEAM• Project ROLES AND RESPONSIBILITIES AND DELIVERABLES

• Project Macro WORK BREAKDOWN STRUCTURE• Project SCHEDULE




EventObservation

Methodology

EventObservation

Methodology

EventExecution

Development&

Monitoring

EventExecution

Development&

Monitoring


and Reporting


and Reporting

StrategicComm

StrategicComm


ForaAdmin


ForaAdmin



COI IDand

Development

COI IDand

Development


Management


Management

PM PM Responsibility




RolesRoles



Project&

Lessons Learned

Project&

Lessons Learned

LO-7



EventObservation

Methodology

EventObservation

Methodology

EventExecution

Development&

Monitoring

EventExecution

Development&

Monitoring


and Reporting


and Reporting

StrategicComm

StrategicComm


ForaAdmin


ForaAdmin



COI IDand

Development

COI IDand

Development


Management


Management

PM PM

COI OPRsCOI OPRs

OT Chief

ObserversOT Advisors

OT Network ID&

Management

OT Training

Responsibility


Conferences

VTCs

PM Meetings

LeadershipEngagement

COI RiskReview



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



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


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



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


• 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

sentinel focus ….sentinel focus …. assessing the operational proficiency of a loosely coupled...

Documents

project plan frameworkhttp

creech afb mq

hickam afb dgs

langley afb dgs

hawaiibeale afb

germanyhickam afb

beale afb rq

sos mq