IBR Artifacts - Integration, Assembly, Test & Checkout · C.1.1.1 Integration, Assembly, Test &...

IBR Artifacts

WBS 1.1.1 INTEGRATION, ASSEMBLY, TEST & CHECKOUT

LAR Vehicle IBR Artifacts WBS 1.1.1 Integration, Assembly, Test & Checkout

EVM 202 UNCLASSIFIED i

Increda Corporation 1100 West Hollymolly Street Los Angeles, CA 90293-1300

January 2, 2017

LAR Vehicle Program Office PM LAR Vehicle Warren, MI 48397-5000

Dear Colonel Paine:

The Increda Team looks forward to establishing a mutual understanding of the risks inherent in

the Lightweight, Assault and Reconnaissance (LAR) Vehicle program performance

measurement baseline (PMB). Our joint Integrated Baseline Review (IBR) establishes the

management processes that will be used to deliver the LAR Vehicle program on schedule and

budget. The baseline review process will continue after the IBR and be employed throughout

the life of the LAR Vehicle program to maintain our mutual understanding of the risks.

In accordance with the direction we received from your office, we’ve prepared the attached

comprehensive documentation package for your review. The package specifically addresses the

four control accounts that were identified for in-depth review. Control account interviews have

been scheduled for 16 January 2017.

This IBR will establish a solid foundation for understanding project risks and an invaluable

opportunity for us to compare expectations and to address differences before problems arise.

Sincerely,

Pop I Smith LAR Vehicle Program Manager Increda Corporation


EVM 202 UNCLASSIFIED ii

Table of Contents

Tab 1: LAR Vehicle Program Statement of Work .......................................................................................... 1

Tab 2: LAR Vehicle Technical Performance Metrics (TPMs) ....................................................................... 10

Tab 3: LAR Vehicle Program Management Reports .................................................................................... 14

Tab 4: LAR Vehicle Responsibility Assignment Matrix (RAM) ..................................................................... 26

Tab 5: LAR Vehicle Integrated Master Schedule ......................................................................................... 28

Tab 6: Work Authorization Documents for WBS 1.1.1 Integration, Assembly, Test & Checkout............... 32

Tab 7: CAM Documents for WBS 1.1.1 Integration, Assembly, Test & Checkout ....................................... 36


EVM 202 UNCLASSIFIED 1

Tab 1: LAR Vehicle Program Statement of Work

The purpose of this section is to describe the scope of work, which shall be performed under the

contract. All reference documents, listed in Section J, are part of this Statement of Work (SOW).

The U.S. Army is responsible for: all programmatic, policy and funding decisions; the

establishment of goals and objectives; and monitoring the performance of the contractor. The

U.S. Army will hold the contractor fully accountable for the entire scope of work as described in

the Request for Proposals (RFP) including the performance of the subcontractors. The

contractor shall maintain an Earned Value Management System (EVMS) and manage the

program using integrated plans, schedules, and cost control systems to ensure the LAR Vehicle

program succeeds in a timely and cost effective manner. The contractor shall use Earned Value

Management (EVM) to quantify cost and schedule status while integrating this with the tracking

of technical progress. The U.S. Army will conduct surveillance, formal program management

and contractor system reviews, and audit exercises of all aspects of the terms and conditions of

this contract to ensure compliance with the SOW contractually set forth. The results of the

audits and surveillance conducted will be resolved through the contractor and approved by the

Government Program Office authority. The proper Government authority will reserve the right to

intervene any time imminent danger to workers or the public is identified.

Description of Work The contractor will be responsible for managing the design, development, engineering, element

fabrication, element assembly, element integration, testing, manufacturing, and production.

Periodic reports:

Integrated Program Management Report (IPMR) Contract Data Requirements List

(CDRL)

Monthly Management Status Report CDRL

Interim and Final Reports CDRL

Discrepancies and inconsistencies will be addressed at the Monthly Management

Reviews.

C.1 LAR Vehicle System WBS The LAR Vehicle System element refers to the complex of equipment, data, services, and

facilities required to develop and produce a vehicle system with the capability to navigate over

the surface. This element includes cargo and logistics vehicles, mobile work units, and combat

vehicles. It also includes combat vehicles serving as armored weapons platforms,

reconnaissance vehicles, and amphibians.

C.1.1 Prime Vehicle The Prime Vehicle element refers to the mobile element of the system embodying means for

performing operational missions. This element includes means of propulsion and structure for

adaptation of mission equipment or accommodations for disposable loads. It also includes the



design, development, and production of complete units (i.e., the prototype or operationally

configured units, which satisfy the requirements of their applicable specification(s), regardless of

end use).

C.1.1.1 Integration, Assembly, Test & Checkout In those instances in which an Integration, Assembly, Test & Checkout element is used, it will

include all effort of technical and functional activities associated with the design, development,

and production of mating surfaces, structures, equipment, parts, materials, and software

required to assemble the level 3 equipment (hardware/software) elements into a level 2 mission

equipment (hardware/software) as a whole and not directly part of any other individual level 3

element. Integration, Assembly, Test, & Checkout exclude all systems engineering/program

management and system test and evaluation, which are associated with the overall system.

When an Integration, Assembly, Test & Checkout element is utilized at lower levels of the

Contract Work Breakdown Structure (CWBS), it will be summarized into the next higher level

equipment (hardware/software) Work Breakdown Structure (WBS) element and should never be

summarized directly into a level 3 Integration, Assembly, Test & Checkout element.

C.1.1.2 Hull/Frame and Body/Cab The Hull/Frame and Body/Cab element refers to the vehicle's primary load bearing component,

which provides the structural integrity to withstand the operational loading stresses generated

while traversing various terrain profiles (Hull/Frame), and the major component to be mated to a

chassis to provide a complete vehicle having a defined mission capability (Body/Cab).

C.1.1.2.1 Frame The Frame element refers to the vehicle's primary load bearing component, which provides the

structural integrity to withstand the operational loading stresses generated while traversing

various terrain profiles. This element could be a simple wheeled vehicle frame or a more

complicated combat vehicle hull (The LAR Vehicle must accommodate a narrow wheelbase for

easy fit into a transport helicopter), which satisfies not only the structural requirements but also

provides armor protection. It includes all structural subassemblies and appendages, which

attach directly to the primary structure. This element, for example, includes towing and lifting

fittings, bumpers, hatches, and grilles. It also includes provision to accommodate other

subsystems such as mountings for suspension, weapons, turret, truck body, cab, special

equipment loads, etc. All effort directly associated with the remaining level 3 WBS elements and

the integration, assembly, test, and checkout of these elements into the prime vehicle is

excluded.

C.1.1.2.2 Body/Cab The Body/Cab element refers to the major component to be mated to a chassis to provide a

complete vehicle having a defined mission capability. This element includes accommodations

for personnel, cargo, and such subsystems as need to be placed in proximity to operators. All

effort directly associated with the remaining level 3 WBS elements and the integration,

assembly, test, and checkout of these elements into the prime vehicle is excluded.



C.1.1.5 Suspension/Steering The Suspension/Steering element refers to the means for generating traction efforts, thrust, lift,

and steering forces generally at or in proximity to the earth's surface and adapting the vehicle to

the irregularities of the surface. This element includes, for example, wheels, tracks, brakes, and

steering gears for traction and control functions. It also includes springs, shock absorbers,

skirts, and other suspension members. All effort directly associated with the remaining level 3

WBS elements and the integration, assembly, test, and checkout of these elements into the

prime vehicle is excluded.

C.1.1.6 Electronics The Electronics element refers to all electronic subsystems and components

(hardware/software) distributed throughout the vehicle and not directly attributable to other WBS

level 3 elements. This includes computers and other devices for command and control, data

control and distribution, controls and displays, and power distribution and management. It does

not include hardware and software directly associated with other WBS elements.

C.1.1.7 Power Package/Drive Train The Power Package/Drive Train element refers to the means for generating power and

delivering power in the required quantities and driving rates to the driving member (The LAR

Vehicle must accommodate a quiet running diesel engine and protection from emitting heat to

avoid detection by unfriendly heat-seeking radar). This element includes, for example, engine-

mounted auxiliaries such as air ducting and manifolds, controls and instrumentation, exhaust

systems, and cooling means. It also includes such power transport components as clutches,

transmission, shafting assemblies, torque converters, differentials, final drivers, and power

takeoffs. It may include brakes and steering when these are integral to power transmission

rather than in the Suspension/Steering element. All effort directly associated with the remaining

level 3 WBS elements and the integration, assembly, test, and checkout of these elements into

the prime vehicle is excluded.

C.1.1.8 Auxiliary Automotive The Auxiliary Automotive element refers to the group of subsystems (hardware/software) that

provide services to all of the prime vehicle subsystems, as distinguished from the special

equipment subsystems, and which outfit the chassis. This element includes, for example, the

vehicle electrical or electronics system, on-board diagnostics/prognostics system, fire

extinguisher system and controls; chassis-mounted accessories such as the winch and power

take-off, tools, and on-vehicle equipment. When otherwise not provided for, it includes crew

accommodations. All effort directly associated with the remaining level 3 WBS elements and the

integration, assembly, test, and checkout of these elements into the prime vehicle is excluded.

C.1.1.10 Armament The Armament element refers to the means for combatant vehicles to deliver fire on hostile

targets and for logistics and other vehicles to exercise self-defense. This element includes, for

example, the main gun, launchers, and secondary armament. Fire control systems are



excluded. All effort directly associated with the remaining level 3 WBS elements and the


C.1.1.14 Communications The Communications element refers to that equipment (hardware/software) that provides the

means within the system for commanding, controlling, navigating, and transmitting information

to vehicle crews and other personnel exterior to operating vehicles. This element includes radio

frequency equipment, microwave and fiber optic communication links, and navigational

equipment, networking equipment for multiple vehicle control, and intercom and external phone

systems. It also includes the means for supplementary communication such as visual signaling

devices. All effort directly associated with the remaining level 3 WBS elements and the


C.1.4 Systems Engineering The Systems Engineering element includes but is not limited to: the systems engineering effort

to transform an operational need or statement of deficiency into a description of system

requirements and a preferred system configuration; and the technical planning and control effort

for planning, monitoring, measuring, evaluating, directing, and planning the management of the

technical program. All programs, where applicable, include: value engineering, configuration

management, human factors, maintainability, reliability, survivability/vulnerability, system safety,

environmental protection, standardization, systems analysis, logistics support analysis, etc.

C.1.5 Program Management The Program Management element is defined as the business and administrative planning,

organizing, directing, coordinating, controlling, and approval actions designated to accomplish

overall program objectives that are not associated with specific hardware elements and are not

included in systems engineering.

C.1.6 System Test and Evaluation The System Test and Evaluation element refers to the use of prototype, production, or

specifically fabricated hardware/software to obtain or validate engineering data on the

performance of the system during the development phase of the program (normally funded from

Research, Development, Test, and Evaluation (RDT&E)). This element includes the detailed

planning, conduct, support, data reduction, and reports (excluding the CDRL data) from such

testing, and all hardware/software items, which are consumed or planned to be consumed in the

conduct of such testing. It also includes all effort associated with the design and production of

models, specimens, fixtures, and instrumentation in support of the system level test program. All

formal and informal testing up through the subsystem level that can be associated with the

hardware/software element are excluded. Acceptance testing is also excluded. These excluded

efforts are to be included with the appropriate hardware or software elements.



C.1.6.1 Development Test and Evaluation The Development Test and Evaluation element refers to the test and evaluation conducted to:

(a) demonstrate that the engineering design and development process is complete; (b)

demonstrate that the design risks have been minimized; (c) demonstrate that the system will

meet specifications; (d) estimate the system's military utility when introduced; (e) determine

whether the engineering design is supportable (practical, maintainable, safe, etc.) for

operational use; (f) provide test data with which to examine and evaluate trade-offs against

specification requirements, life cycle cost, and schedule; and (g) perform the logistics testing

efforts to evaluate the achievement of supportability goals, the adequacy of the support package

for the system, (e.g., deliverable maintenance tools, test equipment, technical publications,

maintenance instructions, and personnel skills and training requirements, etc.). Development

Test and Evaluation includes all contractor in-house effort and is planned, conducted, and

monitored by the developing agency of the DoD Component. All programs, where applicable,

include models, tests, and associated simulations such as wind tunnel, static, drop, and fatigue;

integration ground tests; test bed aircraft and associated support; qualification test and

evaluation (QT&E), development flight test, test instrumentation, environmental tests, ballistics,

radiological, range and accuracy demonstrations, test facility operations, test equipment

(including its support equipment), chase and calibrated pacer aircraft and support thereto, and

logistics testing. For engines, include engine military qualification tests and engine preliminary

night rating tests.

C.1.6.2 Operational Test and Evaluation The Operational Test and Evaluation element refers to the test and evaluation conducted by

agencies other than the developing command to assess the prospective system's military utility,

operational effectiveness, operational suitability, logistics supportability (including compatibility,

interoperability, reliability, maintainability, logistic requirements, etc.), cost of ownership, and

need for any modifications. Initial operational test and evaluation (IOT&E) conducted during the

development of a weapon system will be included in this element. This element encompasses

such tests as system demonstration, flight tests, sea trials, mobility demonstrations, on-orbit

tests, spins demonstration, stability tests, qualification operational test and evaluation (QOT&E),

etc., and support required to prove the operational capability of the deliverable system. It

includes contractor support (e.g., technical assistance, maintenance, labor, material, etc.)

consumed during this phase of testing. It also includes performing the logistics testing efforts to

evaluate the achievement of supportability goals and the adequacy of the support for the system

(e.g., deliverable maintenance tools, test equipment, technical publications, maintenance

instructions, personnel skills and training requirements, and software support

facility/environment elements).

C.1.6.3 Mock-ups The Mock-ups element refers to the design engineering and production of system or subsystem

mock-ups that have special contractual or engineering significance, or which are not required

solely for the conduct of one of the above elements of testing.



C.1.6.4 Test and Evaluation Support The Test and Evaluation Support element refers to all support elements necessary to operate

and maintain systems and subsystems during test and evaluation that are not consumed during

the testing phase and are not allocated to a specific phase of testing. This element includes, for

example, repairable spares, repair of reparable, repair parts, warehousing and distribution of

spares and repair parts, test and support equipment, test bed vehicles, drones, surveillance

aircraft, tracking vessels, contractor technical support, etc. It also includes operational and

maintenance personnel, consumables, special fixtures, special instrumentation, etc., that are

utilized and/or consumed in a single element of testing and should therefore be included under

that element of testing are excluded.

C.1.7 Training

The Training element is defined as the deliverable training services, devices, accessories, aids,

equipment, and parts used to facilitate instruction through which personnel will acquire sufficient

concepts, skills, and aptitudes to operate and maintain the system with maximum efficiency.

This element includes all effort associated with the design, development, and production of

deliverable training equipment as well as the execution of training services. This element and its

sub-elements exclude the overall planning, management, and task analysis function inherent in

the WBS element Systems Engineering/Program Management.

C.1.8 Data The Data element refers to all deliverable data required to be listed on a CDRL, DD Form 1423.

The data requirements will be selected from the Acquisition Management Systems and Data

Requirements Control List (DoD 5010.12-L). This element includes only such effort that can be

reduced or will not be incurred if the data item is eliminated. If the data are Government

peculiar, include the efforts for acquiring, writing, assembling, reproducing, packaging, and

shipping. It also includes the effort for transforming into Government format with reproduction

and shipment if data are identical to that used by the contractor, but in a different format.

C.1.8.1 Technical Publications The Technical Publications element is defined as technical data that provides instructions for

the installation, operation, maintenance, training, and support of a system or equipment that is

formatted into a technical manual. A technical manual normally includes operation and

maintenance instructions, parts lists or parts breakdown, and related technical information or

procedures exclusive of administrative procedures. This data may be presented in any form

(regardless of the form or method of recording). Technical orders that meet the criteria of this

definition may also be classified as technical manuals.

C.1.8.2 Engineering Data The Engineering Data element is defined as recorded information (regardless of the form or

method of recording) of a scientific or technical nature (including computer software

documentation). Engineering data does not include computer software or financial,



administrative, cost or pricing, or management data or other information incidental to contract

administration.

C.1.8.3 Management Data The Management Data element is defined as those data items necessary for configuration

management, cost, schedule, contractual data management, program management, etc.,

required by the Government. This element includes contractor cost reports, Integrated Program

Management Reports (IPMRs), Contractor Funds Status Reports (CFSRs), schedules,

milestones, networks, integrated support plans, etc.

C.1.9 Peculiar Support Equipment The Peculiar Support Equipment element is defined to include the design, development, and

production of those deliverable items and associated software required to support and maintain

the system or portions of the system while not directly engaged in the performance of its

mission, and which have application peculiar to a given defense materiel item. This element

includes, for example, vehicles, equipment, tools, etc., used to fuel, service, transport, hoist,

repair, overhaul, assemble, disassemble, test, inspect, or otherwise maintain the mission

equipment. It also includes any production of duplicate or modified factory test or tooling

equipment delivered to the Government for use in maintaining the system (factory test and

tooling equipment initially used by the Contractor in the production process but subsequently

delivered to the Government will be included as cost of the item produced). It also includes any

additional equipment or software that will be required to maintain or modify the software portions

of the system. This element and its sub-elements specifically exclude the overall planning,

management and task analysis functions inherent in the WBS element Systems

Engineering/Program Management, and the common support equipment presently in the DoD

inventory or commercially common within the industry which is bought by the using command

and not by the acquiring command.

C.1.9.1 Test and Measurement Equipment The Test and Measurement Equipment element is defined as peculiar or unique testing and

measurement equipment that allows an operator or maintenance function to evaluate

operational conditions of a system or equipment by performing specific diagnostics, screening,

or quality assurance effort at an organizational, intermediate, or depot level of equipment

support. It includes test measurement and diagnostic equipment, precision measuring

equipment, automatic test equipment, manual test equipment, automatic test systems, test

program sets, appropriate interconnect devices, automated load modules tap(s), and related

software, firmware and support hardware (power supply equipment, etc.) used at all levels of

maintenance. It includes packages that enable a line or shop replaceable unit, printed circuit

boards, or similar items to be diagnosed using automatic test equipment.

C.1.9.2 Support and Handling Equipment The Support and Handling Equipment element is defined as the deliverable tools and handling

equipment used for support of the mission system. It typically includes ground support

equipment, vehicular support equipment, powered support equipment, non-powered support



equipment, munitions material handling equipment, material handling equipment, and software

support equipment (hardware/software).

C.1.13 Initial Spares and Repair (S&R) Parts The Initial Spares and Repair (S&R) Parts element is defined as the deliverable spare

components, assemblies, and subassemblies used for initial replacement purposes in the

materiel system equipment end item. This element includes the repairable spares and repair

parts required as initial stock to support and maintain newly fielded systems or subsystems

during the initial phase of service, including pipeline and war reserve quantities, at all levels of

maintenance and support. This element excludes development test spares and spares provided

specifically for use during installation, assembly, and checkout on site.

C.1.13.1 Brakes Spares and Repair (S&R) Parts The Brakes Spares and Repair (S&R) Parts element is defined as the deliverable spare


materiel system equipment end item related to the vehicle’s brakes. This element includes the

repairable spares and repair parts required as initial stock to support and maintain newly fielded

systems or subsystems during the initial phase of service, including pipeline and war reserve

quantities, at all levels of maintenance and support. This element excludes development test

spares and spares provided specifically for use during installation, assembly, and checkout on

site.

C.1.13.2 Wheels Spares and Repair (S&R) Parts The Wheels Spares and Repair (S&R) Parts element is defined as the deliverable spare


materiel system equipment end item related to the vehicle’s wheels. This element includes the





site.

C.1.13.3 Skid Plates Spares and Repair (S&R) Parts The Skid Plates Spares and Repair (S&R) Parts element is defined as the deliverable spare


materiel system equipment end item related to the vehicle’s skid plates. This element includes

the repairable spares and repair parts required as initial stock to support and maintain newly

fielded systems or subsystems during the initial phase of service, including pipeline and war

reserve quantities, at all levels of maintenance and support. This element excludes

development test spares and spares provided specifically for use during installation, assembly,

and checkout on site.



C.1.13.4 Engine Spares and Repair (S&R) Parts The Engine Spares and Repair (S&R) Parts element is defined as the deliverable spare


materiel system equipment end item related to the vehicle’s engine. This element includes the





site.

C.1.13.5 Drive Train Spares and Repair (S&R) Parts The Drive Train Spares and Repair (S&R) Parts element is defined as the deliverable spare


materiel system equipment end item related to the vehicle’s drive train. This element includes

the repairable spares and repair parts required as initial stock to support and maintain newly

fielded systems or subsystems during the initial phase of service, including pipeline and war

reserve quantities, at all levels of maintenance and support. This element excludes

development test spares and spares provided specifically for use during installation, assembly,

and checkout on site.

C.1.13.6 Miscellaneous Spares and Repair (S&R) Parts The Miscellaneous Spares and Repair (S&R) Parts element is defined as the deliverable spare


materiel system equipment end item related to all other parts of the vehicle not specifically

called-out above. This element includes the repairable spares and repair parts required as initial

stock to support and maintain newly fielded systems or subsystems during the initial phase of

service, including pipeline and war reserve quantities, at all levels of maintenance and support.

This element excludes development test spares and spares provided specifically for use during

installation, assembly, and checkout on site.



Tab 2: LAR Vehicle Technical Performance Metrics (TPMs)



Contract Specifications as of December 2016

KPPs Contract Specification

Survivability 0.97

Grade 40⁰

Turning Radius 25 ft.

Range 385 mi.

Combat Vehicle Weight 13,000 kg

Interoperability See CDD

Availability 0.97

MTBCMF 680

Milestones Contract Specification

Subsystem CDR FEB 2017

System CDR SEP 2017

PPD NOV 2018

Specification Estimates* Status as of 15 December 2016

Survivability – 0.97

Range – 385 mi.

Turning Radius – 25 ft.

Grade – 40°

EMD$ – $624.9M

Average Unit Production Cost – $2.75M

Empty Vehicle Weight – 11,000 kg

Combat Vehicle Weight – 13,000 kg

KPPs Driving WBS Element Technical Risk

Survivability – Body/Cab, Testing, Power Package (IR Signature), & Communications

Range and Grade – Power Package

Gross Vehicle Weight – Power Package, Armament, Body/Cab, & Auxiliary Equipment

Turning Radius – Suspension/Steering and Armament

EMD$ – Driven by all

Average Unit Production Cost – Calculated using actual and projected recurring costs.

*All projections based on engineering design simulations and testing completed to date.

Acronyms and Abbreviations:

CDD – Capability Development Document

CDR – Critical Design Review

EMD – Engineering and Manufacturing Development

MTBCMF – Mean Time between Critical Mission Failures

MTTR – Mean Time to Repair

PPD – Production Prototype Delivery



Tab 3: LAR Vehicle Program Management Reports



Integrated Program Management Report (IPMR) Format 1—As of 31 Dec 2016



IPMR Format 2—As of 31 Dec 2016



IPMR Format 4 EAC—As of 31 Dec 2016



IPMR Format 4 BAC—As of 31 Dec 2016




Contract Summary The contract is behind schedule (11%) and over cost (8%), projecting a positive variance at

completion (VAC) of $14.2M.

Formal Reprogramming (OTB/OTS) There has been no reprogramming.

Estimate at Completion (EAC) Best Case: $595.1M

Worst Case: $647.1M

Most Likely Case: $633.8M

Due to a later start in the contract than originally planned, many subsystems’ design efforts are

behind schedule. We project that once we get past the subsystem design packages and

drawings, we will be back on schedule and will finish under cost.

Undistributed Budget (UB) There is no UB.

Management Reserve (MR) Minor internal replanning was performed this period, with small amounts of budget and scope

removed from multiple Work Breakdown Structure (WBS) elements. $184K of work was

removed from the performance measurement baseline (PMB) and returned to MR.

Integrated Master Schedule (IMS) Subsystem Design activities on multiple subsystems are slightly behind schedule. Additional

engineering support will correct this situation and meet critical milestone events.

Milestones are still on track to complete per baseline schedule.

An IMS Schedule Risk Analysis (SRA) was completed prior to the Integrated Baseline Review

(IBR). We will perform another SRA during the summer 2017 timeframe.

Format 3 Changes No engineering change orders (ECOs) were processed during the month of Dec 2016.

However, to accommodate recovery in problem areas, some internal replanning of work was

completed during the month of December.

Format 4 Changes Changes in Format 4 were minor and were made to accommodate schedule shifts due to

realignment of resources.



Cost and Schedule Variances

Schedule

Significant negative schedule variances were reported in the Armament, Body/Cab, Suspension

Steering, and System Engineering areas. These variances resulted from delays in design

activity for subsystems such as steering, and wheel and brake assemblies. Once the design

activities are complete, the schedule variance will greatly improve.

Cost

The areas of System Engineering, Armament, Suspension Steering, and Cooling are driving the

biggest cost variances. This is a result of attempts to utilize additional engineering expertise to

expedite design activities, while ensuring we achieve the Key Performance Parameters (KPPs).

Corrective Actions

To get back on schedule and complete the subsystem design activities, some internal

replanning budget shifts were implemented to reflect the changes in planned work.

At Completion Variances With the current plan and additional resources, the program will realize efficiencies in finalizing

designs and test & integration activities. Despite small negative cost variances, we project to

underrun the contract at completion.

Variance Analysis

December 2016 Schedule Drivers

December 2016 Cost Drivers

1.1.10 Armament

Schedule Variance (SV): -$4.36M

Cost Variance (CV): -$1.4M.

During the Armament design phase, we found some minor issues in size and weight of the side

armor, as well as the gun barrel length. The planned redesign will get the program back on

schedule and meet requirements.



This has resulted in a schedule slip of 14 days and unexpected cost increase of $1.4M in labor

charges.

1.1.2.2 Body/Cab

SV: -$3.69M

CV: -$6.36M (within threshold)

The SV (-$3.69M) resulted from minor issues in size and weight of the side armor which

affected the Armament activities. Due to this issue, we had to relook at position of the armor on

the vehicle. Due to future efficiencies, this will recover in the next few months.

Following the redesign of the armor placement, the budget for this task was reduced by $6K this

period due to the change in future planned work. This is reflective of the efficiencies discovered

when looking at the plan.

1.1.5 Suspension/Steering

SV: -$3.27M

CV: -$1.3M

The steering and wheel systems are behind schedule by 4 weeks. This SV (-$3.27M) is caused

by subsystem relooks due to the armament issues. Due to the length of the gun barrel, the

probability of rollover while traversing slight grades was beyond limits. This rollover probability

required a relook at the steering subsystem to identify ways to accommodate turning radius,

while decreasing rollover threat.

The CV (-$1.3M) indicates that this system is costing more than was planned. A breakdown of

this variance indicates an impact on both material and labor.

Also this month, the budget at completion (BAC) for the Suspension/Steering system has been

reduced by $30K to account for change in scope associated with not requiring an additional

subsystem design review, as originally baselined. This is reflective of efficiencies.

1.4 System Engineering

SV: -$2.79M

CV: -$2.19M

The SV (-$2.79M) is tied to the inability to meet baselined subsystem design activity deadlines.

The performance of System Engineering activities is tied to other WBS elements. As those

activities failed to claim performance, the System Engineering element also cannot claim

performance. Once all subsystem design work is complete, this variance will improve.

The CV (-$2.19M) is attributable to unexpected labor needs and has two main contributors: 1)

an extensive design review requiring far more time than planned; and 2) a change in manpower

mix using more senior engineers when junior engineers were reallocated to support work in

other areas (Suspension/Steering).



The CV (-$2.19M) will correct itself due to anticipated cost efficiencies as we plan to underrun

this element. Junior engineers will return from working Suspension/Steering tasks this month,

reducing the actual cost for future planned work. Additional meetings and the delay of

acceptance test planning has the potential to delay System CDR if we attempt to reduce costs

by adjusting the labor skill mix again. No further corrective action identified.



Contract Funds Status Report (CFSR)—As of 31 Dec 2016

DD FORM 1586



Tab 4: LAR Vehicle Responsibility Assignment Matrix (RAM)

WBS NUMBER

WBS DESCRIPTION

BAC $(000)

TYPE CONTROL ACCOUNT NUMBER

CONTROL ACCOUNT MANAGER

JPO ESTIMATE

$(000)

1 LAR 647,115 Roll-up 10000000S 655,794

1.1 Prime Vehicle 363,174 Roll-up 10100000S 392,610

1.1.1 Integration, Assembly, Test & Checkout 35,743 CA 10101000S M Cohe 42,530

1.1.2 Hull/Frame/Body/Cab 65,969 CA 10102000S J Little 63,190

1.1.2.1 Frame 27,097 CA 10102100S D Melton 30,350

1.1.2.2 Body/Cab 38,872 CA 10102200S W Weedman 32,840

1.1.5 Suspension/Steering 81,140 CA 10105000S M Board 85,200

1.1.6 Electronics 567 CA 10106000S E Walter

1.1.7 Power Package/Drive Train 116,615 Roll-up 10107000S 134,970

1.1.7.1 Engine 40,815 CA 10107101P H James 49,250

1.1.7.2 Cooling System 23,323 CA 10107201P F Valore 30,010

1.1.7.3 Exhaust System 17,492 CA 10107301P J Martin 19,250

1.1.7.4 Other Power Package Components 34,985 CA 10107401P F Manzer 36,460

1.1.8 Auxiliary Automotive 2,268 CA 10108000S B Carlson 2,750

1.1.10 Armament 41,595 CA 10110000S R Goodman 41,760

1.1.14 Communications 19,277 CA 10114000P B Bohls 22,210

1.4 Systems Engineering 130,925 CA 10400000G G Troop 102,346

1.5 Program Management 41,512 CA 10500000G P I Smith 20,308

1.6 System Test & Evaluation 10,920 Roll-up 10600000S 18,630

1.6.1 Development Test & Evaluation 1,665 CA 10601000P P Schwarz 1,933

1.6.2 Operational Test & Evaluation 1,665 CA 10602000P P Schwarz 2,785

1.6.3 Mock-ups 4,101 CA 10603000P P Hornick 7,350



WBS NUMBER

WBS DESCRIPTION

BAC $(000)

TYPE CONTROL ACCOUNT NUMBER

CONTROL ACCOUNT MANAGER

JPO ESTIMATE

$(000)

1.6.4 Test & Evaluation Support 3,489 CA 10604000P J Rego 6,562

1.7 Training CA J Forman 8,150

1.8 Data 8,463 Roll-up 10800000S 11,160

1.8.1 Technical Publications 2,885 CA 10801000G V Kinney 3,160

1.8.2 Engineering Data 2,885 CA 10802000G V Kinney 4,360

1.8.3 Management Data 2,693 CA 10803000G T Finefield 3,640

1.9 Peculiar Support Equipment 14,107 Roll-up 10900000S 21,010

1.9.1 Test & Measurement Equipment 7,852 CA 10901000G T Shannon 13,870

1.9.2 Support & Handling Equipment 6,255 CA 10902000G S Tack 7,140

1.13 Initial S&R Parts 57,073 Roll-up 11300000S 81,580

1.13.1 Brakes S&R 12,932 CA 11301000P R Freeman 15,020

1.13.2 Wheels S&R 24,397 CA 11302000P J Hanby 35,130

1.13.3 Skid Plates S&R 1,043 CA 11303000P W Thurman 2,150

1.13.4 Engine S&R 1,173 CA 11304000P B Pellegrini 2,020

1.13.5 Drive Train S&R 5,220 CA 11305000P T Forburger 4,350

1.13.6 Misc. S&R 12,308 CA 11306000P R Johnson 22,910

[OH] OVERHEAD

[COM] COST OF MONEY 8,218 R White

[G&A] GEN & ADMIN 84,627 G Crystal

[UB] UNDIST BUDGET P I Smith

[PMB] PERF MEASURE BL 634,392 L Stone

[MR] MGT RESERVE 12,723 P I Smith



Tab 5: LAR Vehicle Integrated Master Schedule

Entire Schedule (Summary Level)



Critical Path Schedule (LOE Tasks Filtered Out)



Milestone Schedule



Schedule Assessment



Tab 6: Work Authorization Documents for WBS 1.1.1 Integration, Assembly, Test & Checkout

Integration, Assembly, Test & Checkout Program: LAR Vehicle WBS #: 1.1.1 Control Account ID: 10101000S Name: Integration, Assembly, Test & Checkout Contract #: DAAH01-16-C-0001 Control Account Manager: M. Cohe Start Date: 11/16/16 End Date: 12/26/18

Work Description

When an Integration, Assembly, Test & Checkout element is used, it will include all technical

and functional activities required to assemble the level 3 equipment elements into a level 2

mission equipment element. These technical and functional activities are associated with the

design, development, and production of mating surfaces, structures, equipment, parts,

materials, and software. Level 2 and level 3 equipment includes hardware and software. This

effort will be accomplished as a whole and not directly part of any other individual level 3

element. Integration, assembly, test, and checkout exclude all systems engineering/program

management and system test and evaluation, which are associated with the overall system.

When an Integration, Assembly, Test & Checkout element is utilized at lower levels of the

CWBS, it will be summarized into the next higher level equipment (hardware/software) WBS

element and should never be summarized directly into a level 3 Integration, Assembly, Test &

Checkout element.

Includes: Integration Design System Software Design and Integration Production Prototype Unit 1 Assembly Integration Test and Checkout Production Prototype Units 2-4 Assembly

Key Milestones: Subsystem CDR: 5/31/17 System CDR: 12/13/17 PPD: 11/11/18

REV # Approval Date Hours Labor $ Other $ Total $

0 Pop I Smith 9/1/16 170,164 $34,334,364 $1,408,636 $35,743,000



Integration, Assembly, Test & Checkout (Integration Design) Program: LAR Vehicle WBS #: 1.1.1.1 Control Account ID: 10101000S Name: Integration, Assembly, Test & Checkout (Integration Design) Contract #: DAAH01-16-C-0001 Control Account Manager: M. Cohe Start Date: 11/16/16 End Date: 12/13/17

Work Description See WBS # 1.1.1

Includes: Integration Design

Key Milestones: Subsystem CDR: 5/31/17 System CDR: 12/13/17


0 Pop I Smith 9/1/16 $10,303,800 $0 $10,303,800

Integration, Assembly, Test & Checkout (System Software Design and Integration) Program: LAR Vehicle WBS #: 1.1.1.2 Control Account ID: 10101000S Name: Integration, Assembly, Test & Checkout (System Software Design and Integration) Contract #: DAAH01-16-C-0001 Control Account Manager: M. Cohe Start Date: 11/16/16 End Date: 12/13/17


Includes: System Software Design and Integration

Key Milestones: Subsystem CDR: 5/31/17 System CDR: 12/13/17


0 Pop I Smith 9/1/16 $8,028,200 $0 $8,028,200



Integration, Assembly, Test & Checkout (Production Prototype Unit 1 Assembly) Program: LAR Vehicle WBS #: 1.1.1.3 Control Account ID: 10101000S Name: Integration, Assembly, Test & Checkout (Production Prototype Unit 1 Assembly) Contract #: DAAH01-16-C-0001 Control Account Manager: M. Cohe Start Date: 12/1/17 End Date: 11/11/18


Includes: Production Prototype Unit 1 Assembly

Key Milestones: PPD: 11/11/18


0 Pop I Smith 9/1/16 $12,022,986 $0 $12,022,986

Integration, Assembly, Test & Checkout (Integration Test & Checkout) Integration Design Program: LAR Vehicle WBS #: 1.1.1.4 Control Account ID: 10101000S Name: Integration, Assembly, Test & Checkout (Integration Test & Checkout) Integration Design Contract #: DAAH01-16-C-0001 Control Account Manager: M. Cohe Start Date: 12/1/17 End Date: 11/11/18


Includes: Integration Test & Checkout



0 Pop I Smith 9/1/16 $193,525 $0 $193,525



Integration, Assembly, Test & Checkout (Production Prototype Units 2, 3 and 4 Assembly) Program: LAR Vehicle WBS #: 1.1.1.5, 1.1.1.6, 1.1.1.7 Control Account ID: 10101000S Name: Integration, Assembly, Test & Checkout (Production Prototype Units 2, 3 and 4 Assembly) Contract #: DAAH01-16-C-0001 Control Account Manager: M. Cohe Start Date: 12/1/17 End Date: 11/11/18


Includes: Production Prototype Unit 2 Assembly Production Prototype Unit 3 Assembly Production Prototype Unit 4 Assembly



0 Pop I Smith 9/1/16 $2,110,800 $0 $2,110,800

0 Pop I Smith 9/1/16 $1,900,400 $0 $1,900,400

0 Pop I Smith 9/1/16 $1,183,289 $0 $1,183,289



Tab 7: CAM Documents for WBS 1.1.1 Integration, Assembly, Test & Checkout



Resource Sheet and Usage for 1.1.1 Integration, Assembly, Test & Checkout Resource Name Type Material Label Initials Group Max. Units Std. Rate Ovt. Rate Cost/Use Accrue At Base Calendar

M Cohe Work MC 1 $275/hr $0/hr 0 Prorated Standard

J Little Work JL 1 $275/hr $0/hr 0 Prorated Standard

J McCoy Work JM 1 $200/hr $0/hr 0 Prorated Standard

E Walter Work EW 1 $200/hr $0/hr 0 Prorated Standard

A Yoo Work AY 1 $200/hr $0/hr 0 Prorated Standard

R Verma Work RV 1 $200/hr $0/hr 0 Prorated Standard

Technicians Work Techs 24 $200/hr $0/hr 0 Prorated Standard

Test Support Work Test 20 $200/hr $0/hr 0 Prorated Standard

Sr Engineers Work Eng 54 $200/hr $0/hr 0 Prorated Standard

Materiel Cost Mtl Prorated

Resource Usage (Oct 2016 – Sep 2017) Resource Name Work Details October November December January February March April May June July August September

M Cohe 2,697 hrs Work 40h 80h 136h 160h 160h 104h 176h 168h 136h

J Little 3,192 hrs Work 120h 160h 184h 160h 8h 48h 168h

J McCoy 1,320 hrs Work

E Walter 960 hrs Work 176h 168h 136h

A Yoo 1,104 hrs Work 80h 160h 160h 104h

R Verma 1,928.67 hrs Work 120h 160h 184h 160h 8h 48h 168h

Technicians 30,133 hrs Work

Test Support 2,511.78 hrs Work

Sr Engineers 126,317 hrs Work 3,400h 5,400h 7,800h 5,040h 4,200h 3,200h 320h 4,200h 4,200h 6,300h 5,400h

Materiel Work




M Cohe 2,697 hrs Work 96h 184h 160h 176h 104h 56h 100h 180h 155h

J Little 3,192 hrs Work 176h 88h 96h 184h 160h 176h 168h 184h 168h 176h 184h 160h

J McCoy 1,320 hrs Work 96h 184h 160h 176h 104h 96h 160h

E Walter 960 hrs Work 64h 184h 168h 64h

A Yoo 1,104 hrs Work 176h 160h

R Verma 1,928.67 hrs Work 176h 88h 72h 184h 160h

Technicians 30,133 hrs Work 720h 4,416h 3,840h 4,224h 2,496h 560h 2,480h 3,741h 3,440h

Test Support 2,511.78 hrs Work 112h 448h 320h

Sr Engineers 126,317 hrs Work 5,400h 4,200h 4,272h 8,640h 8,640h 8,640h 6,128h 1,800h 2,000h 7,724h 6,412h 5,041h

Materiel Work


M Cohe 2,697 hrs Work 70h 112h 144h

J Little 3,192 hrs Work 184h 176h 64h

J McCoy 1,320 hrs Work 184h 160h

E Walter 960 hrs Work

A Yoo 1,104 hrs Work 184h 80h

R Verma 1,928.67 hrs Work 184h 123.33h 93.33h

Technicians 30,133 hrs Work 2,176h 1,640h 400h

Test Support 2,511.78 hrs Work 80h 658h 893.78h

Sr Engineers 126,317 hrs Work 5,200h 2,696h 64h

Materiel Work



Control Account Plan for 1.1.1.1 Integration Design Tasks The following excerpt from the control account plan (CAP) for WBS element 1.1.1.1.1

Integration Trades & Analysis shows a 50-50 EVM technique with 11,776 baseline work and

work hours and a baseline cost and cost of $2,368,400.

This element has two assigned resources. The first resource, M Cohe, has a total of 176

baseline work and work hours, and a baseline cost and cost of $48,400 broken out over three

months: 40 hours and $11,000 in November; 80 hours and $22,000 in December; and 56 hours

and $15,400 in January.

The second resource, Senior Engineers, has a total of 11,600 baseline work and work hours

and a baseline cost and cost of $2,320,000 broken out over three months: 3,400 hours and

$680,000 in November; 5,400 hours and $1,080,000 in December; and 2,800 hours and

$560,000 in January.



The following excerpt from the CAP for WBS element 1.1.1.1.2 Initial Engineering Layouts

shows a 50-50 EVM technique with 7,508 baseline work and work hours and a baseline cost

and cost of $1,539,400.

This element has three assigned resources. The first resource, M Cohe, has a total of 504

baseline work and work hours and a baseline cost and cost of $138,400 broken out over four

months: 80 hours and $22,000 in January; 160 hours and $44,000 in February and March; and

104 hours and $28,600 in April.

The second resource, A Yoo, has a total of 504 baseline work and work hours and a baseline

cost and cost of $100,800 broken out over four months: 80 hours and $16,000 in January; 160

hours and $32,000 in February and March; and 104 hours and $20,800 in April.

The third resource, Senior Engineers, has a total of 6,500 baseline work and work hours and a

baseline cost and cost of $1,300,000 broken out over four months: 1,800 hours and $360,000 in

January, February, and March; and 1,100 hours and $220,000 in April.



The following excerpt from the CAP for WBS element 1.1.1.1.3 Final Engineering Layouts


and cost of $2,748,000.


baseline work and work hours and a baseline cost and cost of $132,000 broken out over three

months: 176 hours and $48,400 in June; 168 hours and $46,200 in July; and 136 hours and

$37,400 in August.

The second resource, E Walter, has a total of 480 baseline work and work hours and a baseline

cost and cost of $96,000 broken out over three months: 176 hours and $35,200 in June; 168

hours and $33,600 in July; and 136 hours and $27,200 in August.


baseline cost and cost of $2,520,000 broken out over three months: 4,200 hours and $840,000

in June, July, and August.



The following excerpt from the CAP for WBS element 1.1.1.1.4 Final Assembly Drawings shows

a 50-50 EVM technique with 18,060 baseline work and work hours and a baseline cost and cost

of $3,648,000.

This element has three assigned resources. The first resource, J Little, has a total of 480


months: 48 hours and $13,200 in August; 168 hours and $46,200 in September; 176 hours and

$48,400 in October; and 88 hours and $24,200 in November.

The second resource, R Verma, has a total of 480 baseline work and work hours and a baseline

cost and cost of $96,000 broken out over four months: 48 hours and $9,600 in August; 168

hours and $33,600 in September; 176 hours and $35,200 in October; and 88 hours and $17,600

in November.



August; 5,400 hours and $1,080,000 in September and October; and 4,200 hours and $840,000

in November.



Control Account Plan for 1.1.1.2 System Software Design & Integration Tasks The following excerpt from the CAP for WBS element 1.1.1.2.1 Architectural and Data Design


and cost of $1,394,000.


baseline work and work hours and a baseline cost and cost of $66,000 broken out over two

months: 120 hours and $33,000 in January and February.


cost and cost of $48,000 broken out over two months: 120 hours and $24,000 in January and

February.


baseline cost and cost of $1,280,000 broken out over two months: 3,200 hours and $640,000 in

January and February.



The following excerpt from the CAP for WBS element 1.1.1.2.3 Design Walkthrough shows a

50-50 EVM technique with 5,644 baseline work and work hours and a baseline cost and cost of

$1,158,200.



months: 40 hours and $11,000 in February; 184 hours and $50,600 in March; 160 hours and

$44,000 in April; and 8 hours and $2,200 in May.


cost and cost of $78,400 broken out over four months: 40 hours and $8,000 in February; 184

hours and $36,800 in March; 160 hours and $32,000 in April; and 8 hours and $1,600 in May.


baseline cost and cost of $972,000 broken out over four months: 40 hours and $8,000 in

February; 2,400 hours and $480,000 in March; 2,100 hours and $420,000 in April; and 320

hours and $64,000 in May.



The following excerpt from the CAP for WBS element 1.1.1.2.4 Coding shows a 50-50 EVM

technique with 16,800 baseline work and work hours and a baseline cost and cost of

$3,414,000.


baseline work and work hours and a baseline cost and cost of $198,000 broken out over five

months: 96 hours and $26,400 in December; 184 hours and $50,600 in January; 160 hours and

$44,000 in February; 176 hours and $48,400 in March; and 104 hours and $28,600 in April.

The second resource, J McCoy, has a total of 720 baseline work and work hours and a baseline

cost and cost of $144,000 broken out over five months: 96 hours and $19,200 in December; 184

hours and $36,800 in January; 160 hours and $32,000 in February; 176 hours and $35,200 in

March; and 104 hours and $20,800 in April.


baseline cost and cost of $3,072,000 broken out over five months: 1,200 hours and $240,000 in

December; 4,320 hours and $864,000 in January, February, and March; and 1,200 hours and

$240,000 in April.



The following excerpt from the CAP for WBS element 1.1.1.2.5 Code Walkthrough shows a 50-

50 EVM technique with 7,360 baseline work and work hours and a baseline cost and cost of

$1,508,000.



months: 64 hours and $17,600 in April; 184 hours and $50,600 in May; 168 hours and $46,200

in June; and 64 hours and $17,600 in July.

The second resource, E Walter, has a total of 480 baseline work and work hours and a baseline

cost and cost of $96,000 broken out over four months: 64 hours and $12,800 in April; 184 hours

and $36,800 in May; 168 hours and $33,600 in June; and 64 hours and $12,800 in July.



April; 1,800 hours and $360,000 in May and June; and 1,200 hours and $240,000 in July.



The following excerpt from the CAP for WBS element 1.1.1.2.6 Unit Test shows a 50-50 EVM

technique with 2,680 baseline work and work hours and a baseline cost and cost of $554,000.



months: 112 hours and $30,800 in July and 128 hours and $35,200 in August.

The second resource, Test Support, has a total of 240 baseline work and work hours and a

baseline cost and cost of $48,000 broken out over two months: 112 hours and $22,400 in July

and 128 hours and $25,600 in August.


baseline cost and cost of $440,000 broken out over two months: 1,100 hours and $220,000 in

July and August.



Control Account Plan for 1.1.1.3 Production Prototype Unit 1 Assembly Tasks The following excerpt from the CAP for WBS element 1.1.1.3.1 Unit 1 Tooling shows a

Milestone EVM technique with 35,776 baseline work and work hours and a baseline cost and

cost of $8,617,836.

This element has four assigned resources. The first resource, M Cohe, has a total of 720


months: 96 hours and $26,400 in December; 184 hours and $50,600 in January; 160 hours and

$44,000 in February; 176 hours and $48,400 in March; and 104 hours and $28,600 in April.

The second resource, Technicians, has a total of 15,696 baseline work and work hours and a

baseline cost and cost of $3,139,200 broken out over five months: 720 hours and $144,000 in

December; 4,416 hours and $883,200 in January; 3,840 hours and $768,000 in February; 4,224

hours and $844,800 in March; and 2,496 hours and $499,200 in April.



December; 4,320 hours and $864,000 in January, February, and March; and 3,328 hours and

$665,600 in April.

The fourth resource, Materiel has a baseline cost and cost of $1,408,636 broken out over five

months: $187,818 in December; $359,985 in January; $313,030 in February; $344,333 in

March; and $203,470 in April.



The following excerpt from the CAP for WBS element 1.1.1.3.2 Final Assembly Unit 1 shows a


cost of $3,127,150.



months: 56 hours and $15,400 in June; 80 hours and $22,000 in July; 120 hours and $33,000 in

August; 80 hours and $22,000 in September; and 10 hours and $2,750 in October.



June; 1,760 hours and $352,000 in July; 1,840 hours and $368,000 in August; 1,600 hours and

$320,000 in September; and 240 hours and $48,000 in October.



June; 5,280 hours and $1,056,000 in July; 1,840 hours and $368,000 in August; 1,600 hours

and $320,000 in September; and 240 hours and $48,000 in October.



The following excerpt from the CAP for WBS element 1.1.1.3.3 Software Integration Unit 1


and cost of $278,000.



months: 56 hours and $15,400 in August and 24 hours and $6,600 in September.

The second resource, Technicians, has a total of 640 baseline work and work hours and a

baseline cost and cost of $128,000 broken out over two months: 320 hours and $64,000 in

August and September.

The third resource, Senior Engineers, has a total of 640 baseline work and work hours and a

baseline cost and cost of $128,000 broken out over two months: 320 hours and $64,000 in

August and September.



Control Account Plan for 1.1.1.4 Integration Test & Checkout Tasks The following excerpt from the CAP for WBS element 1.1.1.4.1 Software Validation Test shows

a 50-50 EVM technique with 275 baseline work and work hours and a baseline cost and cost of

$75,625.

This element has two assigned resources. The first resource, M Cohe, has a total of 35 baseline

work and work hours and a baseline cost and cost of $9,625 broken out over two months: 15

hours and $4,125 in September and 20 hours and $5,500 in September.

The second resource, J Little, has a total of 240 baseline work and work hours and a baseline

cost and cost of $66,000 broken out over two months: 136 hours and $37,400 in August and

104 hours and $28,600 in September.



The following excerpt from the CAP for WBS element 1.1.1.4.2 Unit 1 Production Acceptance

Test shows a 0-100 EVM technique with 516 baseline work and work hours and a baseline cost

and cost of $117,900.



months: 20 hours and $5,500 in October and 16 hours and $4,400 in September.

The second resource, J Little, has a total of 160 baseline work and work hours and a baseline

cost and cost of $44,000 broken out over two months: 80 hours and $22,000 in August and

September.

The third resource, Test Support, has a total of 160 baseline work and work hours and a

baseline cost and cost of $32,000 broken out over two months: 80 hours and $16,000 in August

and September.

The fourth resource, Senior Engineers, has a total of 160 baseline work and work hours and a

baseline cost and cost of $32,000 broken out over two months: 80 hours and $16,000 in August

and September.



Control Account Plan for 1.1.1.5 Production Prototype Unit 2 Assembly Tasks The following excerpt from the CAP for WBS element 1.1.1.5.1 Final Assembly Unit 2 shows a


cost of $1,776,800.



months: 20 hours and $5,500 in July; 60 hours and $16,500 in August and September; and 20

hours and $5,500 in October.


cost and cost of $120,000 broken out over four months: 72 hours and $14,400 in July; 184

hours and $36,800 in August; 160 hours and $32,000 in September; and 184 hours and

$36,800 in October.

The third resource, Technicians, has a total of 600 baseline work and work hours and a baseline

cost and cost of $120,000 broken out over four months: 720 hours and $144,000 in July; and

1,200 hours and $240,00 in August, September, and October.

The fourth resource, Senior Engineers, has a total of 3,744 baseline work and work hours and a

baseline cost and cost of $748,800 broken out over four months: 144 hours and $28,800 in July;

and 1,200 hours and $240,000 in August, September, and October.




Test shows a 0-100 EVM technique with 1,640 baseline work and work hours and a baseline

cost and cost of $334,000.

This element has five assigned resources. The first resource, M Cohe, has a total of 80 baseline

work and work hours and a baseline cost and cost of $22,000 broken out over the month of

November.


cost and cost of $24,000 broken out over the month of November.

The third resource, Technicians, has a total of 1,200 baseline work and work hours and a

baseline cost and cost of $240,000 broken out over the month of November.

The fourth resource, Test Support, has a total of 120 baseline work and work hours and a


The fifth resource, Senior Engineers, has a total of 120 baseline work and work hours and a




Control Account Plan for 1.1.1.6 Unit 3 Production Acceptance Test Tasks The following excerpt from the CAP for WBS element 1.1.1.6.1 Final Assembly Unit 3 shows a


cost of $1,799,400.

This element has three assigned resources. The first resource, A Yoo, has a total of 600


months: 176 hours and $35,200 in August; 160 hours and $32,000 in September; 184 hours

and $36,800 in October; and 80 hours and $16,000 in November.


baseline cost and cost of $120,000 broken out over four months: 701 hours and $140,200 in

August; 640 hours and $128,000 in September; 736 hours and $147,200 in October; and 320

hours and $64,000 in November.



August; 1,600 hours and $320,000 in September; 1,840 hours and $368,000 in October; and

800 hours and $160,000 in November.




Test shows a 0-100 EVM technique with 475 baseline work hours, 795 work hours, a baseline

cost of $101,000, and cost of $171,000.

This element has four assigned resources. The first resource, J Little, has a total of 80 baseline

work hours and a baseline cost of $22,000, and a total of 160 work hours and $44,000 cost.

This is broken out over two months: 96 work hours, 80 baseline work hours, and $26,400 in

November; and 64 work hours and $17,600 in December.

The second resource, Technicians, has a total of 40 baseline work hours and a baseline cost of

$8,000, and a total of 120 work hours and $24,000 cost. This is broken out over two months: 56

work hours, 40 baseline work hours, and $11,200 in November; and 64 work hours and $12,800

in December.

The third resource, Tech Support, has a total of 275 baseline work hours and a baseline cost of

$55,000, and a total of 355 work hours and $71,000 cost. This is broken out over two months:

291 work hours, 275 baseline work hours, and $58,200 in November; and 64 work hours and

$12,800 in December.

The fourth resource, Senior Engineers, has a total of 80 baseline work hours and a baseline

cost of $16,000, and a total of 160 work hours and $32,000 cost. This is broken out over two

months: 96 work hours, 80 baseline work hours, and $19,200 in November; and 64 work hours

and $12,800 in December.



Control Account Plan for 1.1.1.7 Production Prototype Unit 4 Assembly Tasks The following excerpt from the CAP for WBS element 1.1.1.7.1 Final Assembly Unit 4 shows a


cost of $910,000.

This element has two assigned resources. The first resource, J McCoy, has a total of 600


months: 96 hours and $19,200 in August; 160 hours and $32,000 in September; 184 hours and

$36,800 in October; and 160 hours and $32,000 in November.

The second resource, Senior Engineers, has a total of 3,953 baseline work and work hours and

a baseline cost and cost of $790,600 broken out over four months: 192 hours and $38,400 in

August; 321 hours and $64,200 in September; 1,840 hours and $368,000 in October; and 1,600

hours and $320,000 in November.




Test shows a 0-100 EVM technique with 1,333.45 baseline work hours, 1653.45 work hours, a

baseline cost of $272,689, and cost of $342,689.


baseline work hours and a baseline cost of $22,000, and a total of 160 work hours and $44,000

cost. This is broken out over two months: 16 work hours, 16 baseline work hours, and $4,400 in

November; and 144 work hours, 64 baseline work hours and $39,600 in December.

The second resource, R Verma, has a total of 16.67 baseline work hours and a baseline cost of

$3,333, and a total of 96.67 work hours and $19,333 cost. This is broken out over two months:

3.33 work hours, 3.33 baseline work hours, and $667 in November; and 93.33 work hours,

13.33 baseline work hours, and $18,667 in December.

The third resource, Technicians, has a of total of 320 baseline work hours and a baseline cost of

$64,000, and a total of 400 work hours and $80,000 cost. This is broken out over two months:

64 work hours, 64 baseline work hours, and $12,800 in November; and 336 work hours, 256

baseline work hours, and $67,200 in December.

The fourth resource, Tech Support, has a total of 916.78 baseline work hours and a baseline

cost of $183,356, and a total of 996.78 work hours and $199,356 cost. This is broken out over

two months: 167 work hours, 167 baseline work hours, and $33,400 in November; and 829.78

work hours, 749.78 baseline work hours, and $165,956 in December.

IBR Artifacts - Integration, Assembly, Test & Checkout · C.1.1.1 Integration, Assembly, Test &...

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