Lucile Hallenberger

An IBR is a formal review of a contractor’s performance measurement baseline (PMB) a customer conducts shortly after contract award or other project events to gain confidence in the contractor’s ability to deliver and meet contract objectives. Conducting an IBR helps to assure there is mutual agreement on the scope of work, schedule, resource requirements, and budget to meet the customer’s needs. It also assures there is a mutual understanding of the project’s risks and opportunities as well as how they will be managed.

Conducting an IBR is often a contractual requirement along with the requirement to implement an earned value management system (EVMS). Contractual documents specify the time frame for when the IBR must occur after contract award. This is typically within 90 to 180 calendar days. A customer may also conduct an IBR at critical milestones, funding gates, when transitioning to another project phase, or when significant changes are incorporated into a PMB.

An IBR is not an EVMS compliance review. The intent of an IBR is not to devolve into a review of the contractor’s EVMS and whether it complies with the EIA-748 Standard for EVMS guidelines. That said, the contractor must be able to demonstrate they have a disciplined project control system in place. The contractor should be able to demonstrate to the customer that the project’s scope of work is properly planned, scheduled, resourced, budgeted, authorized, and managed using their project control system.

Conducting an IBR contributes to successful project execution because it helps to ensure a realistic PMB has been established.

IBRs provide the opportunity for the contractor and customer to verify:

A realistic schedule and budget plan helps to prevent cost growth surprises because of technical, schedule, or budget challenges. The better the up-front planning, the less the likelihood of cost growth during project execution. It also increases credibility with the customer. The contractor can demonstrate their ability to deliver to the customer needs and manage the work effectively.

Establishing a project’s PMB is a significant and often formal event as it signals the transition from the planning to execution phase. It represents the culmination of the integrated planning, scheduling, budgeting, work authorization, and risk/opportunity management processes.

A common best practice is to conduct an internal baseline review regardless of whether a formal IBR with the customer is required prior to setting the PMB. Implementing a standard process to conduct an internal review of the complete set of project data and artifacts with the project personnel assures an executable schedule and budget plan has been established to accomplish the contractual scope of work within the contractual period of performance and negotiated contract cost in alignment with the contract’s funding profile.

These internal reviews help to ensure there is a common understanding of the scope of work, major project events, planned sequence of work, schedule of deliverables, resource requirements, time phased budget, funding profile, and project risks/opportunities. It also provides an opportunity to verify the quality of the integrated schedule and cost data as well as top down and bottom up traceability.

A common earned value consulting service H&A provides is conducting a mock IBR with project personnel to prepare for the formal customer IBR. The objective is to conduct a thorough assessment of the project’s PMB to verify it reflects the entire contractual scope of work and technical requirements as well as identified technical, schedule, cost, or resource risks that may impact the ability to execute the work as planned. This provides an opportunity to correct any issues with the PMB prior to the IBR event.

Another standard earned value consulting service we offer is conducting IBR training for project team members. H&A earned value consultants can help you to establish a standard internal process to verify an executable PMB is in place for a given project. Once again, the objective is to prevent cost growth surprises and management is aware of the project’s risks and opportunities that may impact profit margins.

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Your last ever New Tricks episode screen this week. What can you reveal about Brian Lane’s exit storyline?

“I don’t want to spoil how Brian leaves, but I can tell you he ends up in mortal danger! Although he’s been dismissed from UCOS he can’t resist taking on one more job. Brian says if he doesn’t have a case his head hurts. Adjusting to his new life has been very difficult for him, so this final investigation is a matter of pride.”

How do his old work pals react when they discover what he’s up to?

“They’re very stern with him, which is a bit of a shock. Here are his old mates practically turning against him, which makes him question whether he would want to be back with the gang again. This is a real turning point for Brian. For the first time he sees there’s another life waiting for him – he’s about to become a grandfather and has a chance to put things right with his son, having been a very poor dad.”

Your departure also spells the end for your on-screen wife Esther. How did Susan Jameson (opens in new tab) react to the news you were leaving?

“I felt a sense of guilt about that. When I made the decision to leave I discussed it with her first and she was fine about it. She’s got a really strong role in this final episode, which I was really pleased about, as Susan and her huge following of fans really deserve it. It’s been terrific working with her over the past 10 years.”

Do you feel this is a fitting ending for Brian?

“We discussed various ideas and realised I would be sad if Brian was bumped off. When word got out I was leaving a lot of fans wrote and said they hoped he wasn’t going to meet a gruesome end - so it’s nice to reassure them otherwise.”

What was behind your decision to leave?

“It was the right time to go. I’ve loved every minute of the past 10 years and there was a real sense of sadness at going, but I like to try other things. I felt if I didn’t do it now, I’d be on New Tricks for ever.”

Have you turned down roles as a result of your commitment to New Tricks?

“Yes there have been things I couldn’t do – a few films and some theatre. The theatre side of my career has suffered the most, so I hope to get back to it at the end of this year or beginning of next.”

Is it true you had decline a part in the recent film version of Les Miserables?

“Yes, like a lot of the original London cast, I was asked to be in it, but I couldn’t because it clashed with New Tricks. I saw the film though and thought it was fantastic.”

Did you have a send-off after your last scene on New Tricks?

“Yes Sue and I were given a send-off as hubby and wife! It was very moving. The producers came and we had cake and speeches. There were quite a few tears followed by a nice little party. I will miss the gang and Brian a lot, but it helps to know I’m leaving the show on a high.”

Northfield College was founded in 1866 by the Minnesota Conference of Congregational Churches Preparatory classes began in 1867, and in 1871 the college changed its name to honor a benefactor, William Carleton At the time of his gift of $50,000 it was the largest gift to a college in the western United States

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