SENTINEL FOCUS ….
Assessing the
operational proficiency
of a loosely coupled
federation of intelligence
operations fusion
centers
A PROJECT PLAN
FRAMEWORK
David L. Gillespie, PMP
OVERVIEW
• Intelligence operations in an
uncertain and complex
environment
• SENTINEL intelligence,
surveillance and reconnaissance
apparatus
• A Project Plan Framework
http://military.discovery.com/videos/ultimate-weapons-the-global-hawk.html
http://military.discovery.com/videos/ultimate-weapons-predator-b.html
SENTINEL Federation
IN ANG
Sentinel
AF DCGS is the Virtual Backend for U-2, RQ-4, MQ-1, MQ-9, & MC-12W
Remote Split Operations
Anderson AFB
RQ-4
Grand Forks AFB
RQ-4
Osan AB
DGS 3
ND ANG
MQ-1
Beale AFB
RQ-4
DGS 2
NY ANG
MQ-9
Langley AFB
DGS 1
Creech AFB
MQ-1 / MQ-9
CA ANG
MQ-1
3rd SOS MQ-1
AZ ANG
MQ-1
TX ANG
MQ-1
Hickam AFB
DGS 5
RQ-4 Global Hawk
Feeds to DGS
MQ-9 Reaper
United States C2 distribution
MQ-1 Predator
Global C2 distribution
Ramstein AB
DGS 4
NAS Sigonella
RQ-4
Optimizing Combat Capability With Reduced Footprint in Harms Way
480 ISR Wing
Langley
AFB,
Virginia
Beale AFB,
California
Hickam
AFB,
Hawaii
Ramstein
AB,
Germany
Osan AB,
ROK
Joint Warrior
Federated Partners
ANG, NGA, NSA, Joint Customers,
Others
480 ISR Wing
SOURCES
SENTINEL FEDERATION
Full Motion Video,
Imagery, Signals,
Measurement and
Signature
Plan, Collect, Process,
Fuse, Analyze, Report,
Disseminate
Joint Warrior
THE TASK
• 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
SENTINEL FOCUS
OUTLINE
The project ‘focused’
on the Sentinel
federation/enterprise
—hence the name of
the project—SENTINEL
FOCUS
• Project CHARTER
• Project SCOPE
• Project MANAGEMENT PLAN
Core Components of a
Project Plan
1. Charter
2. Scope
3. PM Plan
SENTINEL FOCUS
Project CHARTER
Purpose: to communicate the authorization and intent for SF-10 (the project) and the
management approach that will be used.
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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
Components of a Project
CHARTER
SENTINEL FOCUS
Project CHARTER
Purpose: to communicate the authorization and intent for SF-10 (the project) and the
management approach that will be used.
• Sentinel Focus GOAL
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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
… “Advance the SENTINEL Enterprise”
SENTINEL FOCUS
Project CHARTER
Purpose: to communicate the authorization and intent for SF-10 (the project) and the
management approach that will be used.
•
Sentinel Focus GOAL
• Sentinel Focus VISION
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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
Optimize the Air Force’s “SENTINEL”
enterprise in order to present a
unified intelligence, surveillance and
reconnaissance (ISR) capability to
…(warfighting) consumers
SENTINEL FOCUS
Project CHARTER
Purpose: to communicate the authorization and intent for SF-10 (the project) and the
management approach that will be used. Important Note: this is the mission of the project itself.
•
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Sentinel Focus GOAL
Sentinel Focus VISION
• Sentinel Focus MISSION
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Sentinel Focus OBJECTIVE
Sentinel Focus ‘10 OBJECTIVE
Sentinel Focus SUMMARY SCOPE
STATEMENT
Project AUTHORITY
Project MANAGER
Project OVERSIGHT
Project ROLES & RESPONSIBILITIES
Project PRELIMINARY SCHEDULE
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.
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.
SENTINEL FOCUS
•
•
•
DOTMLPF-P
Doctrine
Organization
Project CHARTER
Training
Purpose: to communicate the authorization and intent for SF-10 (the project) and the
Materiel
management approach that will be used.
Leadership & Education
Personnel
Sentinel Focus GOAL
Facilities
Sentinel Focus VISION
Policy
Sentinel Focus MISSION
• Sentinel Focus OBJECTIVE
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Sentinel Focus ‘10 OBJECTIVE
Sentinel Focus SUMMARY SCOPE
STATEMENT
Project AUTHORITY
Project MANAGER
Project OVERSIGHT
Project ROLES & RESPONSIBILITIES
Project PRELIMINARY SCHEDULE
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
SENTINEL FOCUS
Project CHARTER
Purpose: to communicate the authorization and intent for SF-10 (the project) and the
management approach that will be used.
Previous slide was stating objective for the entire
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Sentinel Focus GOAL
Sentinel Focus VISION
Sentinel Focus MISSION
Sentinel Focus OBJECTIVE
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 ‘10 OBJECTIVE
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•
Sentinel Focus SUMMARY SCOPE
STATEMENT
Project AUTHORITY
Project MANAGER
Project OVERSIGHT
Project ROLES & RESPONSIBILITIES
Project PRELIMINARY SCHEDULE
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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
SENTINEL FOCUS
Project CHARTER
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.
Purpose: to communicate the authorization and intent for SF-10 (the project) and the
management approach that will be used.
•
•
•
•
•
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.
SENTINEL FOCUS
Project CHARTER
Purpose: to communicate the authorization and intent for SF-10 (the project) and the
management approach that will be used.
•
•
•
•
•
•
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 Sponsor: (name)
Project Owner: (name)
SENTINEL FOCUS
Project CHARTER
Purpose: to communicate the authorization and intent for SF-10 (the project) and the
management approach that will be used.
•
•
•
•
•
•
•
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
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.
Project Manager(s): (organization
name and a person’s name)
SENTINEL FOCUS
Project CHARTER
Purpose: to communicate the authorization and intent for SF-10 (the project) and the
management approach that will be used.
•
•
•
•
•
•
•
•
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
Note use of the word “will.” This is authoritative.
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).
SENTINEL FOCUS
Project CHARTER
Purpose: to communicate the authorization and intent for SF-10 (the project) and the
management approach that will be used.

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•
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
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Project Owner: (organization name)
– Project Oversight
– Expectation management
– Stakeholder management
– Transition management
Project PM: SF PM
– Daily Project oversight
Project PMT: centrally managed subplanning 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
Dead Time / Holidays
Organizing and
preparing
Carrying out the work
Closing
the
project
Staffing Level
Starting
the
Project
Project
Management
Outputs
Project
Charter
Project
Management
Plan
SF-10
Time
Time
Accepted
deliverables
Archive
project
docs
SENTINEL FOCUS
OUTLINE
• Project CHARTER
• Project SCOPE
• Project MANAGEMENT PLAN
SENTINEL FOCUS
Project SCOPE
Purpose: Documents a brief description of the project, including the objectives and
planned deliverables, and anticipated project stakeholders
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•
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•
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
Components of a Project
SCOPE
SENTINEL FOCUS
Project SCOPE
Project need: why is this project necessary? Much of this
can be gathered from the problem statement.
Purpose: Documents a brief description of the project, including the objectives and
planned deliverables, and anticipated project stakeholders
• Project NEED
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•
•
Project HISTORY
Project DESCRIPTION
SF-10 CRITICAL OPERATIONAL ISSUES (COI)
Project DELIVERABLES
Project STAKEHOLDERS
Project RISK
Project CONSTRAINTS
Project ASSUMPTIONS
Project CRITICAL SUCCESS FACTORS
SENTINEL FOCUS
Project SCOPE
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.
Purpose: Documents a brief description of the project, including the objectives and
planned deliverables, and anticipated project stakeholders
• 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
SENTINEL FOCUS
Project SCOPE
NOTE the project description outlines the “main / grand”
deliverables.
Purpose: Documents a brief description of the project, including the objectives and
planned deliverables, and anticipated project stakeholders

• 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

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
SENTINEL FOCUS
Project SCOPE
Purpose: Documents a brief description of the project, including the objectives and
planned deliverables, and anticipated project stakeholders
• 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.
2.
Sentinel Ops Synchronization
Combat Support Agencies –
Sentinel Collaboration
a. NSA, NGA, JIEDDO
3. NASIC – Sentinel Collaboration
4. Sentinel-x and Sentinel-y
Operational Relationship
5. FMV Crew Recertification
6. FMV Image Quality
7. New Technology Demo
8. Sentinel Producer Stakeholder
Analysis
9. Mission planning synchronization
10. EYELIDs
11. OBC
SENTINEL FOCUS
Project SCOPE
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.
Purpose: Documents a brief description of the project, including the objectives and
planned deliverables, and anticipated project stakeholders
•
•
•
•
Project NEED
Project HISTORY
Project DESCRIPTION
SF-10 CRITICAL OPERATIONAL
ISSUES (COI)
• Project DELIVERABLES
•
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•
•
•
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
SENTINEL FOCUS
Project SCOPE
Purpose: Documents a brief description of the project, including the objectives and
planned deliverables, and anticipated project stakeholders
•
•
•
•
Project NEED
Project HISTORY
Project DESCRIPTION
SF-10 CRITICAL OPERATIONAL
ISSUES (COI)
• Project DELIVERABLES
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
• Project STAKEHOLDERS
•
•
•
•
Project RISK
Project CONSTRAINTS
Project ASSUMPTIONS
Project CRITICAL SUCCESS FACTORS
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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
SENTINEL FOCUS
Project SCOPE
Purpose: Documents a brief description of the project, including the objectives and
planned deliverables, and anticipated project stakeholders

These were the grand
Project NEED
risk points for the entire
Project HISTORY
project. The leaders for
Project DESCRIPTION
each of the 10 project
planning
lines (to be
SF-10 CRITICAL
OPERATIONAL
ISSUES (COI)discussed later) were
required to maintain a
• Project DELIVERABLES
separate risk register
• Project STAKEHOLDERS
•
•
•
•
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• Project RISK
• Project CONSTRAINTS
• Project ASSUMPTIONS
• Project CRITICAL SUCCESS FACTORS
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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.
SENTINEL FOCUS
Project SCOPE
Purpose: Documents a brief description of the project, including the objectives and
planned deliverables, and anticipated project stakeholders
•
•
•
•
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
 Compressed schedule
 Matrixed planning network who
report to different CoC’s (chain of
command)
 Holiday season—momentum slows
SENTINEL FOCUS
Project SCOPE
Purpose: Documents a brief description of the project, including the objectives and
planned deliverables, and anticipated project stakeholders
•
•
•
•
•
•
•
•
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
 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
SENTINEL FOCUS
Project SCOPE
Purpose: Documents a brief description of the project, including the objectives and
planned deliverables, and anticipated project stakeholders

•
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•
•
•
•
•
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
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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
SENTINEL FOCUS
OUTLINE
• Project CHARTER
• Project SCOPE
• Project MANAGEMENT PLAN
SENTINEL FOCUS
Project MANAGEMENT PLAN
The project management concept that will be employed.
• Project TEAM
•
•
•
•
Project MANAGEMENT TEAM
Project ROLES AND RESPONSIBILITIES AND DELIVERABLES
Project Macro WORK BREAKDOWN STRUCTURE
Project SCHEDULE
Components of a Project
MANAGEMENT PLAN
Project Stakeholders
Participating
Sites
Sentinel Wing
Leadership
Distinguished /
Guest Visitors
Sponsor
(organization
name or
person)
Sentinel
Participating
Consumers
Observation
Network
Project
Owner
(name)
Project
Management
Team
Project Team
PM
The Project (SF-10)
Federated
Project Team
Members
SENTINEL FOCUS
Project MANAGEMENT PLAN
The project management concept that will be employed.
• Project TEAM
• Project MANAGEMENT TEAM
• Project ROLES AND RESPONSIBILITIES AND DELIVERABLES
• Project Macro WORK BREAKDOWN STRUCTURE
• Project SCHEDULE
Project Team
Central
Project Management Team
•
•
•
Project Owner (name)
PM
Leaders and members of Planning Lines
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–
–
–
–
–
–
–
–
–
•
•
•
•
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
Federated Project Team
•
•
•
•
•
Participating Site OPRs
COI OPRs
Observation Team Chiefs
Observation Team Advisors
Observers
Project Team
Central
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
•
•
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•
•
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•
•
LO 1:
–
–
LO 2:
–
–
PM -name
PMT: all
Federated PT: all
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
network
LO 5: name
–
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
network
LO 7: name
–
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:
SENTINEL FOCUS
Project MANAGEMENT PLAN
The project management concept that will be employed.
• Project TEAM
• Project MANAGEMENT TEAM
• Project ROLES AND RESPONSIBILITIES AND DELIVERABLES
• Project Macro WORK BREAKDOWN STRUCTURE
• Project SCHEDULE
SF Event Project Team / Roles – Responsibilities
Project Management Team
Roles
Non-Project
Stakeholder
Management
Responsibility
Expectation
Management
Project
Owner
PM
Project
Stakeholder / LO
Management
LO-1
Project
Initiation /
Integration
LO-2
LO-3
COI ID
Event
and
Observation
COI OPRs
Development Methodology
LO-4
LO-5
LO-6
LO-7
LO-8
LO-9
LO-10
Event
Execution
Development
&
Monitoring
Observation
Collection
and
Reporting
Post-Event
Assessment
Project
&
Lessons
Learned
Strategic
Comm
Distinguished
Visitor Plan
Knowledge
Management
Fora
Admin
We divided the project into 10 separate project
planning lines of operation. LO (line of operation)—
each with its own leader
SENTINEL FOCUS
Planning Lines of Operations
• LO 1: Project Initiation/
Integration
• LO 2: COI Identification / Development
• LO 3: Event Observation Methodology
• LO 4: Event Execution Development /
Used this next series of
Monitoring
slides in recurring PM
• LO 5: Observation
/ Reporting
meetings toCollection
check
for each
• LO 6: status/progress
Post-Event Assessment
LO. Great public
• LO 7: accountability
Project and JLLIS
Lessons Learned
tool that
• LO 8: Strategic
displayed Communication
how each LO
progressing/inGuest
their Visitor Plan
• LO 9: was
Distinguished
responsibilities and
• LO 10: Knowledge
Management / Fora
deliverables.
Administration
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”
SENTINEL
FOCUS
Critical Operational Issue. This was
a list of 10 COI’s that were identified
Planningfor
Lines
study of
andOperations
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
LO 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 FOCUS
Planning Lines of Operations
• 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
LO 3 LEAD: (name)
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, 5
Deliverables
 Submit inputs for “SF-10 Event
Plan”
SENTINEL FOCUS
Planning Lines of Operations
• 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
LO 4 LEAD: (name)
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”
SENTINEL FOCUS
Planning Lines of Operations
•
•
•
•
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
LO 5 LEAD: (name)
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”
SENTINEL FOCUS
Planning Lines of Operations
•
•
•
•
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
LO 6 LEAD: (name)
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
SENTINEL FOCUS
Planning Lines of Operations
•
•
•
•
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
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
SENTINEL FOCUS
Planning Lines of Operations
•
•
•
•
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
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
SENTINEL FOCUS
Planning Lines of Operations
•
•
•
•
•
•
•
•
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
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”
SENTINEL FOCUS
Planning Lines of Operations
•
•
•
•
•
•
•
•
•
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
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
SENTINEL FOCUS
Additional Project Stakeholders
• Critical Operational Issue
(COI) OPRs
• SF-10 participating “site” OPRs
• SF-10 Observation Team Chief
• SF-10 Observation Team Advisor
COI OPRs
Roles / 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)
SENTINEL FOCUS
Additional Project Stakeholders
• 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
SENTINEL FOCUS
Additional Project Stakeholders
• Critical Operational Issue (COI) OPRs
• SF-10 participating “site” OPRs
Observation Team Chief
• SF-10 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
• SF-10 Observation Team Advisor
SENTINEL FOCUS
Additional Project Stakeholders
• 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
SENTINEL FOCUS
Project MANAGEMENT PLAN
The project management concept that will be employed.
• Project TEAM
• Project MANAGEMENT TEAM
• Project ROLES AND RESPONSIBILITIES AND DELIVERABLES
• Project Macro WORK BREAKDOWN STRUCTURE
• Project SCHEDULE
SF Event Project Team / Roles – Responsibilities
Project Management Team
Roles
Non-Project
Stakeholder
Management
Responsibility
Expectation
Management
Project
Owner
PM
Project
Stakeholder / LO
Management
LO-1
Project
Initiation /
Integration
LO-2
LO-3
COI ID
Event
and
Observation
COI OPRs
Development Methodology
LO-4
LO-5
LO-6
LO-7
LO-8
LO-9
LO-10
Event
Execution
Development
&
Monitoring
Observation
Collection
and
Reporting
Post-Event
Assessment
Project
&
Lessons
Learned
Strategic
Comm
Distinguished
Visitor Plan
Knowledge
Management
Fora
Admin
Macro
WBS
SF Event Project Team / Roles – Responsibilities
Project Management Team
Roles
Non-Project
Stakeholder
Management
Responsibility
Expectation
Management
Project
Owner
PM
Project
Stakeholder / LO
Management
LO-1
Project
Initiation /
Integration
LO-2
COI ID
Event
and
Observation
COI OPRs
Development Methodology
Charter
IPC
Scope
COI Strategy
Concept
Development
Stakeholder
Identification
LO-3
COI
Observation
Strategy
LO-4
LO-5
LO-6
LO-7
LO-8
LO-9
LO-10
Event
Execution
Development
&
Monitoring
Observation
Collection
and
Reporting
Post-Event
Assessment
Project
&
Lessons
Learned
Strategic
Comm
Distinguished
Visitor Plan
Knowledge
Management
Fora
Admin
COI
Execution
Strategy
Data collection
Strategy
COI OPRs
Project
L2
Leadership
Engagement
DV ID /
Engagement
Project
Knowledge
Management
FPC
OT Network ID
&
Management
COI
Assessment
JLLIS
Capture
Strat briefs/
communiques
For DVs
Event
Execution
Monitoring
COI Obj’s
COI OPRs
OT Chief
OT Advisors
Observers
Event PA and
Journal
articles
OT Training
CDC
Select COI’s
for study
Archive
Fora Admin
Conferences
PM Meetings
PM Plan
Risk
Register
Web / Sharepoint
COI Risk
Review
VTCs
Data Capture
PAC
COI
Preparation
See “notes” section of this
slide.
Validate
Findings
Assign COI
to track
SAT Action
Deliverable
Management
PM Plan
Event Plan
Final Report
PAC
SENTINEL FOCUS
Project MANAGEMENT PLAN
The project management concept that will be employed.
•
•
•
•
Project TEAM
Project MANAGEMENT TEAM
Project ROLES AND RESPONSIBILITIES AND DELIVERABLES
Project Macro WORK BREAKDOWN STRUCTURE
• Project SCHEDULE
Dead Time / Holidays
Organizing and
preparing
Carrying out the work
Closing
the
project
Staffing Level
Starting
the
Project
SF-10b
CSUG
CDC
IPC
CSUG
Next SF
CDC
FPC
SF-10a
Project
Management
Outputs
Project
Charter
Project
Management
Plan
SF-10a
Time
Time
Accepted
deliverables
Archive
project
docs
6-Month Rotation Master SF PM Concept
A
B
SF-Xa
Project
Initiation
D
C
E
F
SF-Xa
Event
SF-Xa
Planning Phase
B
SF-Xa
Concept
Development
(CSUG)
G
C
E
SF-Xa
COI Planning
Conference
SF-Xa
Final Planning
Conference
H
SF-Xa
Assessment
Phase
H
CSUG
SF-Xa COI
Validation
SF-Xb
CDC
H
B
Previous SF-X project concludes
A
Months
0
SF-Xb Project Initiation
B
1
D
C
2
3
4
G
F
E
5
6
H
7
KEY ACTIONS
NOV
DEC
JAN
FEB
Project Initiation / Integration
Charter
01-15
Concept Development
01-15
15 Nov – 31 Dec
Stakeholder Identification
PM Plan
5-30
COI ID and Development
COI Identification
01 DEC – 31 DEC
COI Strategy
15 DEC – 15 JAN
COI Objectives
15 DEC – 15 JAN
Event Observation
Methodology
01 JAN- 15 JAN
COI Observation Strategy
Event Execution Development
& Monitoring
COI Execution Strategy
Final Planning Conference
Holiday dead period
01 JAN- 16 FEB
2-4
Observation Collection and
Reporting
Data Collection Strategy
10 JAN- 25 JAN
01 JAN- 16 FEB
OT Network ID & Management
OT Training
01- 16
Data Capture
Future SF Planning (SF10b
Initiation
C-NAF Deliverable
21-25
Project planning lines of operation
+30
Call for Topics
CSUG
+45
SENTINEL FOCUS
Project Milestones
• Deadline for COI call for topics
(11 Dec)
• Select / Approve COI’s (18 Dec)
Take-Away’s
• 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