From a cost perspective, what it’s doing is making you map the cost-characteristics….There a lot of benefits associated with that….The other aspect that’s more work from the risk perspective is this whole risk realization or risk recovery. ![]() Hunt: It’s not requiring you to produce a lot of new products. Myth #6: The JCL process requires me to produce lots of new products. If I’m doing all of my project management stuff, 101 stuff, really well, a JCL is not as hard when I have underlying products that still need work. The health of those products really depends on how hard a JCL is. I think a lot of times it becomes hard, and the reason it becomes hard is because as we were talking about it earlier, we’re taking products that the project is already doing-schedule, resource management, risk management-and we’re putting them together. Hunt: I don’t know if ‘hard’ is the right term. They may not be re-running a JCL, but they’re keeping a lot of the artifacts that they’re doing with a JCL and moving forward. Though from a policy perspective it’s a one-and-done thing, I would highly encourage projects as they’re going through their JCL analysis, make it part of what you’re doing is just good project management perspective. From a JCL advocate there’s a lot of great information that you can get from the JCL process. From a policy standpoint that’s all that’s required from an agency perspective. Hunt: We are requiring projects to do it one time at KDP-C, or when they get re-baselined. ![]() Myth #4: You just have to survive the JCL process one time. We’re putting more rigor into it so we can have a better conversation with the projects and the decision makers. What we’re trying to do is move the dial up….The more rigorous something is, the more it can be gamed. Hunt: It’s definitely not too rigorous to be gamed. Again, it’s a way of communicating externally and within the agency what our risk posture is. It’s not going to solve all of your problems. A JCL is looking at one aspect of those things. Myth #2: It will solve all of your problems. what that number is representing to me, to you, to decision makers, is, “I really need to bring an umbrella tomorrow.” Those are the kinds of things that we need to be able to communicate to our decision makers and also externally. So, if I look at the evening news tonight and they say an 80 percent chance of rain tomorrow, the 80 percent. A JCL is a way of communicating a project’s programmatic risk posture. Hunt: It is a number, but it’s not just a number. ( Editor’s note: The following transcription has been edited for clarity.) Throughout the robust question-and-answer session, Hunt dispelled ten myths about JCLs. ![]() Hunt shared the history and evolution of JCLs at NASA and walked through a sample JCL, highlighting critical points in the process. As Hunt explained, it combines components such as cost, schedule, and risk into an assessment of a project’s risk posture. A JCL identifies the probability that a given project or program’s cost will be equal to or less than the targeted cost and the schedule will be equal or less than the targeted schedule date. What are joint confidence levels, and what do they tell us about the state of a project?Īugust’s Virtual Project Management Challenge session featured Charles Hunt, a senior cost analyst at NASA Headquarters in the Office of Evaluation, Cost Analysis Division, on the topic of joint confidence levels or JCLs.Īt NASA, all flight projects with costs above $250 million are required to perform a JCL. NPR 7120.5 Revision F Rollout Briefing (NASA Only).Lessons Learned Lifecycle and Highlights.Systems and Engineering Leadership Program (SELP).
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