Implementing an EVM System for the Constellation Program
February 10, 2010
Lisa McCann, Schedules Cost Estimating and Assessments Deputy Manager
SGT-Inc
Used with Permission
Topics
Program Overview EVM Implementation and Process Overview Integrated Baseline Reviews (IBRs) Going Forward Questions
SGT-Inc, [email protected]/10/10 2
Constellation Content Across the Nation
2/10/10 SGT-Inc, [email protected] Page 3
WA
MT
CA
NVUT
CO
TX
AZ NM
MN
LAMS AL
FL
IA
MO
IL OH
PA
VA
CT
MD
Dryden• Lead Abort Flight Test
Integration/Operations• Abort Test Booster procurement• Flight Test Article
Johnson Space Center• Home for Program and Projects:
Orion, MOP, EVA, Altair, Lunar Surface• Element lead for lunar lander crew module/
ascent stage• Lead lunar surface crew habitation, environmental
control /life support systems, human mobility • GFE projects management• Flight Test Program
Kennedy• Home for Ground Ops Project• Ground processing• Launch operations• Recovery operations• Final assembly, ground
processing for human lunar lander
• Lead for lunar surface in-situ resource utilization systems
Langley• Lead Launch Abort System
integration• Ares I-X vehicle integration• Ares aerodynamics lead• Lead Ares V aerodynamics• Subsystem lead for lunar lander
structures and mechanisms including ascent and descent stages
• Lunar lander and lunar surface radiation protection
Marshall• Home for Ares Project• Ares I and V development and integration lead• Support LAS and Service Module, Ares V EDS
development, test and oversight• Core stage development, test and oversight• Altair decent stage and subsystem support
Glenn• Lead Service Module and Spacecraft Adapter
integration• Flight Test Article “Pathfinder” fabrication• Ares I-X upper stage simulator lead• Lead Ares V power, thrust vector control and
payload shroud development• Lead EDS orbital environments testing at Plum Brook• Lead lunar lander ascent stage propulsion, ascent and
descent stage power generation• Passive thermal systems and surface element
communications• J-2X altitude/in-space testing
Goddard• Lead program requirements for
unpressurized cargo carriers• Subsystem lead for lunar
lander avionics• Lunar surface and surface
telenet communications• EVA tools and equipment
Michoud Assembly Facility• Manufacturing of Ares I Upper Stage, Ares V
Stages and Orion Primary Structure
Alliant Techsystems, Inc.
Pratt and WhitneyRocketdyne
Lockheed Martin
Boeing
Jet Propulsion Laboratory• Thermal protection system support• Lunar lander support including spacecraft
design; guidance, navigation, and control; life support systems, and avionics
• Lead specific robotic surface mobility• Environmental monitoring and control and
surface system local element communications
Stennis• Rocket propulsion testing• Lead Ares V liquid rocket
systems and stage testing at sea level and altitude
• Lead altitude development and certification testing for upper stage engine
White Sands Test Facility• Orion Abort Test Booster test site
Ames• Lead Thermal Protection System
Advanced Development Program• Ares mission operations simulation• Software & Guidance, Navigation &
Control support• Lunar systems support
CSSS
National Aeronautics and Space Administration
EVM Implementation and Process Overview
EVM Requirements Hierarchy
OMB Circular A-11
NPD 7120.5D Policy for Flight and Ground Systems Projects
ESMD EVM PolicyDecember 2006
ESMD Integ. Prog. Mgmt. LetterDecember 2007
CxP 70070 Annex 9 EVM System Description
CxP EVM Management Directive -038
IPAO SOP on EVMOctober 2008
Organization (Guideline 1-5) - Define the authorized work by WBS and assign a responsibility organization for work. Integrate all work for effective internal management control.
Planning Scheduling, and Budgeting (Guideline 6-15) – Plan, schedule, budget and authorize work. Establish interdependencies to meet the requirements and maintain a time-phased budget baseline.
Accounting Considerations (Guideline 16-21) - Accumulate and record costs of work performed consistent with budgets in a formal system controlled by the general books of account.
Analysis and Management Reports (Guideline 22-27) – At lease monthly, compare and analyze planned, performance and actual cost and schedule variances. Identify managerial actions taken to support horizontal and vertical communications and traceability.
Revisions and Data Maintenance (Guideline 28-32) – Incorporate, record authorize budget and schedule changes in a timely manner and maintain traceability from original budgets. Prohibit retroactive changes.
ANSI 748 EVMS Criteria
ESMD EVM DirectiveJanuary 2005
Federal
Agency
Directorate
Program
CxP IBR Guidebook
ESMD Integ. Prog Mgmt LetterNovember 2009
The agency, directorate and program are behind EVM and fully support through various policy documents in accordance with EVM Criteria.
2/10/10 5SGT-Inc, [email protected]
Projects provide monthly cost and schedule variances at these levels per these thresholds
Work Breakdown StructureConstellation
ConstellationProgram
234A
Project Mgmt206518.01
Systems Engineering206518.02
S&MA206518.03
Spacecraft Module206518.08
Flight Integration& Test206518.10
Core Stage206518.08.01
Core StageBooster206518.08.02
Earth Departure Stage206518.08.03
Earth Departure Stage Engine206518.08.04
Ares V
206518
Project Mgmt206518.01
Systems Engineering206518.02
S&MA206518.03
Spacecraft Module206518.08
Flight Integration& Test206518.10
Core Stage206518.08.01
Core StageBooster206518.08.02
Earth Departure Stage206518.08.03
Earth Departure Stage Engine206518.08.04
Ares V
206518
Altair
182306
Project Mgmt182306.01
Vehicle Integration182306.02
Safety & MissionAssurance182306.03
Technology Development 182306.04
Payloads182306.05
Spacecraft Development182306.06
Ops Integration 182306.07
Launch VehicleServices182306.08
Ground Operations 182306.09
Test & Verification 182306.10
Education & Public Outreach182306.11
Altair
182306
Project Mgmt182306.01
Vehicle Integration182306.02
Safety & MissionAssurance182306.03
Technology Development 182306.04
Payloads182306.05
Spacecraft Development182306.06
Ops Integration 182306.07
Launch VehicleServices182306.08
Ground Operations 182306.09
Test & Verification 182306.10
Education & Public Outreach182306.11
Lunar Surface Systems
Project Mgmt342806.01
LSS Integration 342806.02
Safety & Mission Assurance342806.03
Technology Development 342806.04
Payloads342806.05
Spacecraft (LSS Elements)342806.06
Mission Operations 342806.07
Ground Systems342806.09
Test & Verification 342806.10
Education & Public Outreach182306.11
342806
Lunar Surface Systems
Project Mgmt342806.01
LSS Integration 342806.02
Safety & Mission Assurance342806.03
Technology Development 342806.04
Payloads342806.05
Spacecraft (LSS Elements)342806.06
Mission Operations 342806.07
Ground Systems342806.09
Test & Verification 342806.10
Education & Public Outreach182306.11
342806
Project Mgmt141141.01
Systems Engineering 141141.02
Safety & Mission Assurance141141.03
Science/Technology 141141.04
Aircraft/Spacecraft141141.06
Mission Operations 141141.07
Ground Systems141141.09
Systems Integration & Testing 141141.10
Agency Cost Assessment 141141.99
Space Comm& Navigation Integration
141141
Project Mgmt141141.01
Systems Engineering 141141.02
Safety & Mission Assurance141141.03
Science/Technology 141141.04
Aircraft/Spacecraft141141.06
Mission Operations 141141.07
Ground Systems141141.09
Systems Integration & Testing 141141.10
Agency Cost Assessment 141141.99
Space Comm& Navigation Integration
141141
Space Comm& Navigation Integration
141141
Project Mgmt136905.01
Vehicle Integration136905.02
Safety & Mission Assurance136905.03
Mission Operations 136905.07
Launch Vehicle/ Services136905.08
Ground System(s )136905.09
Systems Integration& Testing136905.10
Construction of Facility 136905.98
Agency Cost Assessment
First Stage136905.08.01Upper Stage 136905.08.02Upper Stage Engine (SSME) 136905.08.03
Upper Stage Engine – J2136905.08.04
Upper Stage136905.08.05
Ares 1
136905
Project Mgmt136905.01
Vehicle Integration136905.02
Safety & Mission Assurance136905.03
Mission Operations 136905.07
Launch Vehicle/ Services136905.08
Ground System(s )136905.09
Systems Integration& Testing136905.10
Construction of Facility 136905.98
Agency Cost Assessment 136905.99
First Stage136905.08.01Upper Stage 136905.08.02Upper Stage Engine (SSME) 136905.08.03
Upper Stage Engine – J2136905.08.04
Upper Stage136905.08.05
Ares 1
136905
Project Mgmt731384.01
SE&I731384.02
S&MA731384.03
Science/Technology731384.04
Aircraft/Spacecraft731384.06
Sys Integ & Testing731384.10
Education &Public Outreach
731384.11
Agency Cost Assessment 731384.99
H/W Mgmt731384.06.01
Sustaining Engineering731384.06.02
H/W Development731384.06.04
H/W Processing & Logistics731384.06.05
EVA
731384
Project Mgmt731384.01
SE&I731384.02
S&MA731384.03
Science/Technology731384.04
Aircraft/Spacecraft731384.06
Sys Integ & Testing731384.10
Education &Public Outreach
731384.11
Agency Cost Assessment 731384.99
H/W Mgmt731384.06.01
Sustaining Engineering731384.06.02
H/W Development731384.06.04
H/W Processing & Logistics731384.06.05
EVA
731384
Project Mgmt282938.01
SE&I282938.02
S&MA282938.03
Science/Technology282938.04
Mission Ops282938.07
Ground System Dev282938.09
System Integration& Testing282938.10
Education &Public Outreach
282938.11
Agency Cost Assessment 282938.99
Mission Ops
282938
Project Mgmt282938.01
SE&I282938.02
S&MA282938.03
Science/Technology282938.04
Mission Ops282938.07
Ground System Dev282938.09
System Integration& Testing282938.10
Education &Public Outreach
282938.11
Agency Cost Assessment 282938.99
Mission Ops
282938
Project Mgmt644423.01
Sys. Engineering644423.02
Safety & Mission Assurance 644423.03
Science/Technology644423.04
Spacecraft 644423.06
Integ & Testing644423.10
Education &Public Outreach
644423.11
Construction of Facility 644423.98
Agency Cost Assessment 644423.99
Crew Module644423.06.01
Service Module64423.06.02
Launch Abort System644423.06.04
Software644423.06.05
Orion
644423
Project Mgmt644423.01
Sys. Engineering644423.02
Safety & Mission Assurance 644423.03
Science/Technology644423.04
Spacecraft 644423.06
Integ & Testing644423.10
Education &Public Outreach
644423.11
Construction of Facility 644423.98
Agency Cost Assessment 644423.99
Crew Module644423.06.01
Service Module64423.06.02
Launch Abort System644423.06.04
Software644423.06.05
Orion
644423
Program Manager 604746.01.01
Program Integration
604746
Project Mgmt 604746.01
Systems Engineering604746.02
Safety & Mission Assurance 604746.03
Science/Technology604746.04
Aircraft/Spacecraft 604746.06
Mission Operations604746.07
Systems Integration & Testing 604746.10
Education &Public Outreach
604746.11
Agency Fee For Service (FFS) 604746.90
Program Reserves604746.99
Program Mgmt & Administration604746.01.01.01
PP&C 604746.01.01.02
Program Manager 604746.01.01
Program Integration
604746
Project Mgmt 604746.01
Systems Engineering604746.02
Safety & Mission Assurance 604746.03
Science/Technology604746.04
Aircraft/Spacecraft 604746.06
Mission Operations604746.07
Systems Integration & Testing 604746.10
Education &Public Outreach
604746.11
Agency Fee For Service (FFS) 604746.90
Program Reserves604746.99
Program Mgmt & Administration604746.01.01.01
PP&C 604746.01.01.02
Program Integration
604746
Project Mgmt 604746.01
Systems Engineering604746.02
Safety & Mission Assurance 604746.03
Science/Technology604746.04
Aircraft/Spacecraft 604746.06
Mission Operations604746.07
Systems Integration & Testing 604746.10
Education &Public Outreach
604746.11
Agency Fee For Service (FFS) 604746.90
Program Reserves604746.99
Program Mgmt & Administration604746.01.01.01
PP&C 604746.01.01.02
Project Mgmt292360.01
SE&I292360.02
S&MA292360.03
Future Elements Dev & Ops 292360.05
Orion Dev Support & Ground Ops292360.06
Integrated Ops292360.07
Launch Vehicle Dev Supt & Ops292360.08
Ground Systems Dev & Sustaining292360.09
Integrated T&V292360.10
Education & Public Outreach292360.11
Integrated Logistics292360.12
Construction of Facility 292360.98
Agency Cost Assessment 292360.99
Ground Ops
Project Mgmt292360.01
SE&I292360.02
S&MA292360.03
Future Elements Dev & Ops 292360.05
Orion Dev Support & Ground Ops292360.06
Integrated Ops292360.07
Launch Vehicle Dev Supt & Ops292360.08
Ground Systems Dev & Sustaining292360.09
Integrated T&V292360.10
Education & Public Outreach292360.11
Integrated Logistics292360.12
Construction of Facility 292360.98
Agency Cost Assessment 292360.99
Ground Ops
Project Mgmt292360.01
SE&I292360.02
S&MA292360.03
Future Elements Dev & Ops 292360.05
Orion Dev Support & Ground Ops292360.06
Integrated Ops292360.07
Launch Vehicle Dev Supt & Ops292360.08
Ground Systems Dev & Sustaining292360.09
Integrated T&V292360.10
Education & Public Outreach292360.11
Integrated Logistics292360.12
Construction of Facility 292360.98
Agency Cost Assessment 292360.99
Ground Ops
292360
Projects Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 TotalAres 1 18 31 44 94Orion 1 36 21 58EVA 1 6 5 3 15Ground Ops 1 11 1 3 16Mission Ops 1 6 26 33Program Int 1 5 6Totals 6 28 86 58 0 44 222
CxP Projects EVM Directive WBS Reporting Areas
Thresholds for variance explanations5 largest cum cost variances exceeding +/- $250K and +/- 5%5 largest cum schedule variances exceeding +/- $250K and +/- 5%
2/10/10 6SGT-Inc, [email protected]
Organization Dynamic
organization across all centers
Institutions such as Engineering are support to all programs and projects
2/10/10 SGT-Inc, [email protected] 7
CxP EVM Organization
CxPSCEA EVM/IMS Lead
Ares Ground OpsEVAOrion Mission Ops Lunar ProjectsProgram Integration
CxP Project EVM Focals and Support
MSFC JSC KSC
HQ and Center EVM Focal CxP Support
Institutional support office
35 CAMs 17 CAMs 10 CAMs 14 CAMs 8 CAMs
Resources
Scheduling
Assessments
Organizational Interfaces
GAO
IG
SRB
External Interfaces
SCEA Manager
PP&C Director
Program Manager
ESMD Assoc. Administrator
Office of Chief Engineer Headquarters
OMB
DCMA
Industry
JCL Analysis
LARC
TBD
SGT-Inc, [email protected]/10/10 8
Strong collaboration is key to success:• Bi-monthly EVM Working Group meeting
and telecoms (~23 participants)• Quarterly HQ EVMWG meetings (~20
participants• Training and monthly reviews (~100
NASA CAMs and upper Management)
How CxP implemented EVM Solid Communication with all involved
• Face to face• Telecoms and WebEx• Website portals
Developed process documentation Developed and maintain an implementation schedule Defined clear requirements and expectations between the Program
and Projects Used existing industry tools, guidelines and experts (ANSI Standard,
DCMA documents, EVM Implementation Guides, industry consultants)
Implemented off the shelf software tools to mirror existing financial reporting systems prior to providing EVM data
Understood existing cultures and slowly worked to change resistance to EVM and remained flexible
Stayed optimistic each step of the way Demonstrated the benefits to key stakeholders Met implementation deadlines and delivered products and data
2/10/10 SGT-Inc, [email protected] 9
CxP EVM Implementation Timeline
SGT-Inc, [email protected]
PHASE A
2006 2007 2008 2009 2010
Requirements
Process
Integration
Tools
EVM Data
People and Training
ESMD EVM Policy NPR 7120.5D
Gilbrecht IPM Letter
CxP EVM Directive -038 CxP IBR Strategy
CxP EVM Sys Des CxP Report Generator Format CxP IBR Guide and Toolkit
PADs Released
IBRs Complete
PWR, Lockheed Martin IBRs
ATK, Boeing IBRs
CxP EVM Working Group Established CxP EVM Summit CxP EVM F2F CxP EVM F2F
HQ EVM Working Group interface established
MPR Reporting Established
SRB EVM Status Provided
Resume MPR Reporting
.xml Connect EVM Tool Actuate Actuals Report
wInsight in Citrix environment
Cobra project initiated
Windchill and Wiki established
Primavera established
Pertmaster established Cobra in Citrix environment
J-2X Prime EVM Reports Early In-House EVM Reports
Level II EVM Metric Templates established
Some EVM reporting stops, replanning underway
PAD-based EVM Reporting
wInsight Training CxP Program Support Contract Start
Cobra Workshop
wInsight Training
KSC Cobra Pilot
Cobra Training
CAM Training InitiativeKickoff
Ares Cobra Pilot
IBR Training APPEL CAM Training/Cert Course (TBD)
PMR07 PMR08 PMR08 Rev 1 PMR09
Ares and Orion Prime EVM Reports
Multiple EVM Training courses initiated in SATERN Multiple EVM Training
courses initiated at various Centers
EVM Healthcheck Reviews
Lifecycle Phase PHASE CPHASE B
CxP IBR Guide
TIME NOW2/10/10 10
EVM Implementation Process Flow
SGT-Inc, [email protected]
Bottoms-Up Planning
Constellation EVM System Overview
ESM
DCo
nste
llatio
n Pr
ogra
mCo
nste
llatio
n Pr
ojec
ts
ESMD EVM Policy Guidance
Review Program Performance
EVM SDDEVM Report
Format/Reporting Directive (038)
Formulation Authorization
Documents (FAD)
Project Authorization
Document (PAD)Conduct IBRsValidate PMB
Load and maintain EVM cost
engine
wInsight EVM data storage
Control Program
Program Integrated EVM Data
Analysis/Reports
Analyze Project EVM Data
WAD PMB
Formulate Schedule
Generate EVM performance measurement
data
Analyze EVM data
Control ProjectFormulate CAP
Project EVM reports
OBS
WBS Dictionary
WBS
RAM
2/10/10 11
CxP EVM Implementation Schedule
SGT-Inc, [email protected]/10/10 12
EVM Components Process – Project Example
2/10/10 SGT-Inc, [email protected]
Budgets Earned Value Actuals Forecasts Variances Reports
PPBE /CAP Excel Plan
Internal Task Agreements
Collected monthly from CAMS and Schedulers
ALDS & SAP
Labor Processed
WebTADs
Labor Collection
Bus. Ware.
SAP Report Tool
Actuate
Bus Ware Report Tool
Collected monthly from CAMs and Resource Analysts
wInsight
• CxP Monthly wInsight Charts
• EVM Graphs and Metrics
• Control Account Plan (CAP) Reports
• Baseline Change Reports
• CPRs 1-5• Variance
Worksheets
Phasing Plans
Phasing Plans
Cobra or .xml Con.
EVM Cost Engine
PAD, WADs initiate budget authorization
Excel or .csv
Flat files
EVM Analysis
via XML file
Prime .xml or X12 Deliverable
Prime Format 5 Variance Analysis
CIRR
Phasing Plans
Primavera /MS Project
Schedule Performance
Collected monthly from Resources
Collected monthly from CAMs and Resource Analysts
Rates, WBS, OBS Codes, Cost Elements
13
EVM Analyst loads Actuals into EVM
Cost Engine
CAMEV ReportReviews
Load variance explanations/EAC’s into Cost Engine
database
Internal MPR
Review
MPR
Actuate Actuals Report
EVM Cost
Engine.xml file wInsight
CAM Reports
wInsight
CAM’s determine variance explanations and new EAC’s and generate variance explanation form
Variance Explanations
Var. explanations, EAC’s
Monthly EVM Report
EVM Report Updates
Final PI EV Report
Week One
Week Four
Weeks 2 & 3
Upload to ICE
CAM Briefing
Schedule Status
Prime .xml files
Wbs Description SV CV VAC BCWS BCWP ACWP SV SV% CV CV% BAC EAC CPI SPI VAC CAM
1 604746.03 Safety & Mission Assurance ↔ ↓ ↔ 22,509.8 22,509.8 21,245.9 0.0 0.00 1,263.8 5.61 54,680.7 53,416.9 1.059 1.000 1,263.8 SRQ2 604746.03.00 Safety & Mission Assurance ↔ ↔ ↑ 186.0 186.0 0.0 0.0 0.00 186.0 100.00 558.0 372.0 0.000 1.000 186.0 SRQ3 604746.03.01 Management & Control ↔ ↓ ↔ 2,680.0 2,680.0 2,203.3 0.0 0.00 476.6 17.79 9,439.4 8,962.7 1.216 1.000 476.6 SRQ4 604746.03.02 System Safety ↔ ↔ ↔ 6,717.6 6,717.6 6,448.9 0.0 0.00 268.7 4.00 18,325.7 18,057.1 1.042 1.000 268.7 SRQ5 604746.03.03 Quality Assurance ↔ ↑ ↑ 1,927.1 1,927.1 1,590.6 0.0 0.00 336.5 17.46 5,574.0 5,237.5 1.212 1.000 336.5 SRQ6 604746.03.05 Risk Management & Analysis ↔ ↓ ↓ 4,135.0 4,135.0 4,351.9 0.0 0.00 -216.9 -5.24 9,155.1 9,372.0 0.950 1.000 -216.9 SRQ7 604746.03.06 Software Safety and Quality ↔ ↓ ↓ 1,810.7 1,810.7 1,731.8 0.0 0.00 78.8 4.35 4,867.7 4,788.8 1.046 1.000 78.8 SRQ8 604746.03.07 SR&QA Infor Systems Development ↔ ↓ ↓ 3,272.7 3,272.7 3,458.0 0.0 0.00 -185.3 -5.66 3,429.7 3,615.0 0.946 1.000 -185.3 SRQ9 604746.03.08 JSC-SRQA Program Support ↔ ↓ ↓ 1,095.0 1,095.0 1,144.0 0.0 0.00 -49.0 -4.47 1,283.0 1,332.0 0.957 1.000 -49.0 SRQ10 604746.03.09 Reliability and Maintainability ↔ ↔ ↑ 685.7 685.7 317.3 0.0 0.00 368.4 53.72 2,048.2 1,679.8 2.161 1.000 368.4 SRQ
$$ In Thousands BCWS BCWP ACWP Schedule Variance Cost Variance Element StatusCurrent Pd. 1,571 1,571 1,665 0 0.0% G -93 -5.9% Y Cumulative 22,510 22,510 21,246 0 0.0% G 1264 5.6% B
BACEACVAC
EAC Forecast Min. Max
SPI CurrentCumulative
CPI CurrentCumulative
Percent ScheduledPercent Complete
Percent Spent
54,681 53,417 1264
41.2%41.2%38.9%
1.001.000.941.06
51,323 52,488
Performance
R Worse than -10% G Between -5% and 5%Y Between -10% and -5% Change Threshold = 10% Improving WorseningB Better than 5%
R Worse than -10% G Between -5% and 5%Y Between -10% and -5% Change Threshold = 10% Improving WorseningB Better than 5%R Worse than -10% G Between -5% and 5%Y Between -10% and -5% Change Threshold = 10% Improving WorseningB Better than 5%B Better than 5%
1.000
1.010
1.020
1.030
1.040
1.050
1.060
1.070
1.0802008OCT NOVDEC
2009JAN
CxP PRODElement: 604746.03 Name: Safety & MissioCPI & SPI
Index of Dollars
TCPILRE 1.0001.0001.0001.000CUM CPI 1.0591.0691.0701.058CUM SPI 1.0001.0001.0001.000
Overall variance explanation to be added
SAP/BW
Output
Similar monthly process used by all projects for EVM Reporting
CxP Projects EVM Monthly Process Rhythm
2/10/10 SGT-Inc, [email protected] Page 14
EVM Data Integration
2/10/10 SGT-Inc, [email protected] Page 15
In-House
Prime Contractors with EVM
Ares Orion Ground Ops EVA Mission Ops Program Integration
.xml Connect
Cobra Cobra CobraAthena.xml Connect
•includes institutional contractors•civil servant labor and non-labor•other procurement costs (Primes with EVM reporting excluded)
Data loaded in wInsight Project Sandbox
Data Validation
Data loaded in CxP wInsight Production database
Provides .xml/X12
Provides .xml/X12
Provides .xml/X12
-250
-200
-150
-100
-50
0
50
200809/3010/3111/3012/31
200901/3102/2803/3104/3005/3106/3007/3108/31
0.50
0.60
0.70
0.80
0.90
1.00
1.10
NASA Element: CxP Name: ConstellationDual-Axis Sample
Dollars in Thousands
Index of Dollars
CV CUM -244.0-222.8-263.6-199.2-176.4-154.3-151.6-157.4-160.9-154.8-171.1-1.9CV CUR -21.240.8-64.4-22.8-22.1-2.75.83.5-6.116.3-169.340.2CPI CUM 0.9580.9610.9510.9620.9650.9620.9640.9610.9590.9590.9540.998CPI CUR 0.8941.1290.5240.8890.9771.0121.0311.0290.9611.1910.9310.848
NASA Element: CxP Name: ConstellationGauge Sample
0.90
0.95
1.10
CPI CUMIndex of Dollars
08/31/090.958
0.90
0.95
1.10
SPI CUMIndex of Dollars
08/31/090.976
0.90
0.95
1.10
CPI CURIndex of Dollars
08/31/090.894
0.90
0.95
1.10
SPI CURIndex of Dollars
08/31/090.946
0.50
0.60
0.70
0.80
0.90
1.00
1.10
1.20
1.30
1.40
1.50200809/30 10/31 11/30 12/31
200901/31 02/28 03/31 04/30 05/31 06/30 07/31 08/31
NASA Element: CxP Name: ConstellationCum/Cur SPI/CPI
Index of Dollars
CPI Cum 0.9580.9610.9510.9620.9650.9620.9640.9610.9590.9590.9540.998SPI Cum 0.9760.9770.9760.9790.9760.9770.9810.9780.9840.9860.9770.944CPI Cur 0.8941.1290.5240.8890.9771.0121.0311.0290.9611.1910.9310.848SPI Cur 0.9460.9890.7951.0540.9741.0591.0410.8380.9331.4200.9961.059
All EVM data collected is summarized at the project level and loaded into wInsight for CxP review, analysis and reporting.
EVM Wiki and Windchill Sites Wiki is a one-stop-shop for
all CxP EVM related guidance, references, example products, meetings, etc.
Windchill will house the monthly EVM MPR Charts and will serve as the location for the electronic CAM Notebooks
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Cobra Implementation Process – Program Integration
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Fully understand and determine reporting requirements
Create core Cobra Tables in Excel
•Work Breakdown Structure (WBS)•Organizational Breakdown Structure (OBS)•Resource Breakdown Structure (RBS)•Fiscal Calendar•Rates•Budget Element
Import core files to Cobra
Create Cobra Program and link core files
Prepare CAPs Load budget into Cobra via Integration Wizard
Load actuals Load earned value Calculate forecast
Load variance explanations
Export .xml file Load .xml file into wInsight
Prepare EVM reports
Post EVM reports to Windchill/Wiki
1 2 3 4
5 6 7 8 9 10
11 12 13 14 15
Planning and Development
Execution
Analysis and Reporting
Monthly Process noted in Red
Cobra Reporting Requirements
Things to consider…
WBS Level Reporting requirements per EVM Management Directive (3rd Level WBS 604746.01.01)
Department/Organization Numbers (ZB211, EA311) Charge Number Structure (604746.01.01.22.10) Hierarchies (Level of detail for reporting) Organization Chart Structure Resource/Budget Element Titles (Eng I, JSC EA, 22) .xml outputs to wInsight Code Fields for additional reports (PPBE Phases, CAM
Names)
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Cobra Set up Example – Program Integ.
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Schedule EVM data loaded in Cobra
Integrated Baseline Reviews (IBRs)
• CxP Requirement: IBRs are required on all Contracts, Projects, and In-Houseefforts that have an EVM requirement
• Purpose of an IBR– Aim to cover 80-85% of the Project, Sub-Project, Prime Contract, or In-House
effort value.– Include all high-risk areas of the project.– Include all activities on or near the critical path.– Include at least some LOE, Material, and Sub-Contract Control Accounts in
order to provide insight into how these aspects of the project are planned.– The Constellation Program and the Project Office or Prime Contractor as
applicable should agree on what is to be reviewed prior to IBR.• Objectives of an IBR
− The technical scope of work is fully included in the WBS and Control Account Plans and is consistent with authorizing documents (PAD/Contract).
− The technical scope of work can be accomplished within baseline cost and schedule constraints.
− Key schedule milestones are identified and are consistent with Constellation Program requirements.
− Supporting schedules reflect a logical flow to accomplish the technical work scope.
− Resources (budgets, facilities, personnel, skills, etc.) are adequate and available to support the scope and schedule.
− Control Account Plans and underlying PMB rationales and estimates are reasonable.
− Tasks are planned and can be measured objectively, relative to technical progress and that Earned Value measurement methods are reasonable given the nature of the work.
− Key Candidate Risks have been identified and the cost and schedule implications of those risks have been incorporated into the PMB.
− Managers have appropriately implemented required management processes.
Why IBR?
IBRs will provide confidence in the Earned Value information that is reported and its use as a predictor of future performance
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IBR Expectations SummaryLevel II Expectations Project Evidences
Technical:• Scope fully included• Scope consistent w/ authorizing documents• Work can be accomplished within baseline cost & scheduleconstraints
• Trace from PAD/Contract to element-level control accounts and supporting work packages
• Review Team membership includes sufficient technical expertise to evaluate project’s technical plan
Schedule:• Key milestones identified• Logical flow to accomplish work
• Logically linked Tier 3 and Tier 4 Project Schedules updated to PMR09 baseline with completed schedule health assessment.
• Tier 3 schedules to the “box level” for key DDT&E items:• High Cost• High Risk• Central to development logic• Critical Path (on or near)
• All interdependencies identified with plans to work off discrepancies
o Include external dependencies (e.g., Technology Development)
Resources:• Adequate and available (budget, facilities, personnel, skills, etc)• Control Account Plans/PMB rationales and estimates are reasonable
• Time-Phased Budget based on Control Account Plans (no longer parametric estimates)
• CAM interviews
Management Processes:• Project planning and management• EVM implementation
• Key Project Documents baselined• EVM Wall Walk/Storyboard – process & products• Minimum of two EVM reports prior to IBR (PAD-based)• IBR Corrective Actions documented• IBR and EVM training, CA EVMS Tool Demo
Risk Management:• Key risks included in IBR discussions• CAM’s factor risk into EAC calculations• Mutual understanding of project risk posture achieved
• Key risks formally documented, mitigation plans in place and tied to specific WBS elements
• EAC risk-factors explained by CAM’s• IBR-identified candidate risks documented
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Going Forward Ensure successful completion of all project IBRs Document all processes Continue providing EVM-related training classes with a focus on
CAM training Ensure baseline control and that the EVM infrastructure is flexible
and can adapt to a changing environment Conduct surveillance reviews post Project IBRs Delta-IBRs to be conducted as needed for major scope changes Promote PPBE-EVM integration Update in-house financial systems to ensure compliance with ANSI
EVM guidelines Look at re-structuring existing WBS to enhance schedule integration
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The Program at all levels, across all divisions, centers and Contractors is committed to utilizing EVMS as a project management tool to proactively manage the project, analyze and use the data, and make informed decisions to ensure program success.