INTEGRATED MISSION SOLUTIONS DD(X ... - Raytheon

IPDS best practices
Raytheon’s Integrated Product Development
System (IPDS) is the way we do business,
from strategic planning through operations
and support. The Corporate Relocation
team, under the management of RTSC’s
Sandy Wilk, proved that IPDS can be easily
implemented on an atypical program. The
end result of using IPDS is the same—
predictability—schedule execution as
planned—on time and on budget, while
meeting customer expectations.
In October 2002, Raytheon began construction
of its new Global headquarters in
Waltham, Mass. The new facility is 150,000
square feet and will employ approximately
350 Raytheon headquarters employees. The
completion date for the project is scheduled
for October 27, 2003. The project consists
of managing the construction activities as
well as coordinating the move of employees
from both administrative buildings on the
current Lexington Campus (125 and 141
Spring St.). The first phase of moves was to
vacate and relocate most of the employees
of 125 Spring Street to a renovated portion
of the Waltham East facility, also funded by
this project. The next phase will be to
vacate 141 Spring Street and move into the
newly constructed building at Waltham
Woods in Waltham, Mass.
It was important to achieve success on this
project right from the start. The budget and
schedule were extremely tight and meeting
the needs of the customer was critical. The
26 summer 2003
Applying IPDS to the Corporate Relocation Project
contract was complicated with legal terms.
There were two purchase and sale agreements;
one for construction of the new
building and one for the sale of the existing
Lexington campus, together with a lease
agreement for the land on which the new
Global headquarters would be built. There
were also state-of-the-art technology
requirements for the facility as well as security
requirements appropriate for a defense
company.
Like many projects, there were risks that
needed to be managed. The construction
schedule spanned less than a year, which is
very aggressive for construction of an office
building. The current corporate headquarters
had been sold and rent was being paid
in Lexington. The project budget was limited
to the money gained from the sale of
the Lexington facility. The building was
being constructed as the headquarters for
the fourth largest defense firm, which
necessitated the inclusion of many security
requirements that are not typical for an
office building.
When the Corporate Relocation project was
kicked off, the decision was made to treat
the project like any other Raytheon program
by implementing IPDS to assure a successful
outcome. Processes and tools, used on
other Raytheon projects, were applied such
as Earned Value Management System
(EVMS) and Risk Management. IPDS was a
new and unfamiliar approach for those
involved in construction projects, including
a program management team, which had
to quickly learn about IPDS. To help implement
IPDS, a deployment specialist was
hired full time for the life cycle of the project.
Initially the product structure for the
Corporate Relocation was determined. This
included constructing a building and moving.
From the product structure, a Work
Breakdown Structure (WBS) was created,
then broken down further into an
Integrated Master Plan (IMP). From this,
details were added to create an Integrated
Master Schedule (IMS). This WBS approach
was also used to track earned value and
provides a consistent structure to track cost
and schedule performance. Figure 1 summarizes
the WBS approach.
An Integrated Product Team (IPT), including
representatives from many of headquarters’
functional areas, was formed to address
specific parts of the building. Points of contact
for each function were identified to
ensure a smooth transition to the new
headquarters. Figure 2 shows the initial IPT
structure. New IPT’s are created as needed.
An IPDS Gate Plan was developed for the
project, beginning with the Gate 5 Start-Up
meeting. The architect and the construction
project management team were invited to
participate in the development of the
program plan to prepare for the Gate 5
meeting. This plan provided the necessary