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Jerald kerby

  1. 1. National Aeronautics and Space AdministrationNASA Earned Value Management (EVM) Capability Project NASA Earned Value Management (EVM) Update PM Challenge Jerald Kerby Feb., 2012 evm.nasa.gov
  2. 2. NASA Earned Value Management (EVM) Capability Project Outline • EVM Requirements • NASA EVM Capability • Available EVM Resources 2
  3. 3. Overarching EVM Requirements • OMB Circular A-11 requires for total project EVM (in-house andNASA Earned Value Management (EVM) Capability Project contracted effort) to comply with the ANSI/EIA-748 guidelines – Details are in the Capital Planning Guide Supplement • The OMB Circular A-11 requirement has been flowed down to the current version of NPR 7120.5 3
  4. 4. NPR 7120.5 NID- EVM Requirements • EVM is applied in phases C and D to projects with an estimated lifeNASA Earned Value Management (EVM) Capability Project cycle cost >$20 million and to Phase E modifications, enhancements, or upgrades with an estimated cost > $20 million. • EVM system complies with the guidelines in ANSI/EIA-748 and is described in the Project Plan. • EVM system requirements are flowed down to applicable suppliers. (NFS 1834 is applied to contractors.) • The project’s Performance Measurement Baseline (PMB) is established in Phase B in preparation for KDP C approval and is assessed during a review of the integrated baseline for the project. • Project EVM reporting begins no later than 60 days after the start of Phase C. Contract EVM reporting begins no later than 90 days after contract award. • NPR 7120.5e expected to be finalized by summer of 2012 • EVM requirements will not change from NID Page 4
  5. 5. EVM Requirements - Excerpts of Interest • 7120.5D:NASA Earned Value Management (EVM) Capability Project – (2) The Projects EVM approach is in-place by KDP C and implemented in Phase C through KDP E. – (4) As a minimum, EVM principles, as defined by ANSI/EIA-748, Earned Value Management Systems, apply from KDP C through KDP E, if the projects life-cycle cost is at or greater than $20M. • 7120.5E (draft): – 2.2.7 Programs, at the discretion of the MDAA, projects in phases C and D with a life cycle cost estimated to be greater than $20 million and Phase E project modifications, enhancements, or upgrades with an estimated development cost greater than $20 million shall perform earned value management (EVM) with an EVM system that complies with the guidelines in ANSI/EIA-748, Standard for Earned Value Management Systems. Use of the NASA’s EVM capability and processes, will ensure compliance with the ANSI standard. This capability allows tailoring to match the individual needs of the program or project, while still meeting the ANSI-748 guidelines. – 2.2.8 EVM system requirements shall be applied to applicable suppliers in accordance with the NASA Federal Acquisition Regulation (FAR) Supplement 1834.201 and to in-house elements. – 2.2.9 In accordance with the NASA Federal Acquisition Regulation (FAR) Supplement 1834.201, EVM system requirements shall be applied to applicable suppliers and to in-house work elements. For contracts that require EVM, a Contract Performance Report (CPR), Integrated Master Schedule (IMS), and Work Breakdown Structure (WBS) are required deliverables and the appropriate data requirements descriptions (DRDs) included in the contract and/or agreement. – 2.2.10 For projects requiring EVM, Mission Directorates shall conduct an pre-approval integrated baseline review as part of their preparations for KDP C to ensure that the project’s work is properly linked with its cost, schedule, and risk and that the systems are in place to conduct EVM.
  6. 6. NASA Earned Value Management (EVM) Capability Project EVM Requirements NASA Projects > $50M $20M to $50M $0 to $20M 32 Guidelines 32 Guidelines Non-EVM NASA System NASA System Performance Mgmt Flow-Down to Contractors > $50M $20M or More Less than $20M 32 Guidelines 32 Guidelines Non-EVM Validated Compliance Performance Mgmt Full EVM Full EVM Performance Mgmt Terms and Terms and Terms and Conditions of Conditions of DRDs Conditions of DRD DRDs All Supporting Contractors Page 6
  7. 7. NASA Earned Value Management (EVM) Capability Project EVM Assessment/Maturity Model NPR 7120.5e NPR 7120.5d The Earned Value Management Maturity Model ® and the abbreviation EVM 3® are trademarks of MMI 7
  8. 8. What is the NASA EVM Capability? Overall Objective was to develop an Agency EVM capability that complies with the guidelines inNASA Earned Value Management (EVM) Capability Project ANSI/EIA-748 and test through two pilots, refine and finalize EVM process and documentation based on test results. • A common agency EVM capability/process that complies with the guidelines in ANSI/EIA-748 for in-house projects • Documented with supporting handbooks, instructions, workarounds, etc. • Tested through two pilot projects, Extra-vehicular Activities (EVA) and Ice, Clouds and Land Elevation Satellite (ICESat) II • Approved by independent Peer Review Team with representation from each Mission Directorate and Center • Reported to a senior level Agency Steering Committee represented by each Mission Directorate and Center • Approved initial (phased) rollout by the Agency Project Management Council (APMC) in Dec. 2011 – Space Launch System (SLS) - (MSFC) – ICESat II (GSFC) – Focus on EVM flow-down to contracts across the Agency 8
  9. 9. NASA Earned Value Management (EVM) Capability Project Why develop a common process? NASA utilizes EVM data on contracts but lacks the capability to: (1) readily apply EVM on in-house development effort; and (2) integrate in-house and contracted EVM data for total project performance assessment. – CxP was in the process of building EVM capability but consistent center processes do not exist – Centers are also in process of building capability but none are ANSI compliant except JPL – Consistent roles and responsibilities between programs, projects and centers do not exist to streamline EVM – NASA lacks an approach to coordinate necessary business system, policy, and process changes 9
  10. 10. Agency EVM Capability Implementation Schedule – Phased RolloutNASA Earned Value Management (EVM) Capability Project FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 Architecture Development  Processes  Documentation/Products  Pilot Testing  Tools EVM Capability Implementation Contracts SLS Survey, 10/20 SLS Implementation Plan SLS Tool Set-up & Configuration SLS EVM Processes & Tool Training SLS EVM Implementation Surveillance MSFC Survey, 10/27 GSFC Survey, 11/2 ICESat-2 Survey, 11/2 ICESat-2 Implementation Plan ICESAT-2 Tool Set-up & Configuration ICESAT-2 EVM Processes & Tool Training ICESat-2 EVM Implementation Other Center’s/Project’s Surveys & Visits *Other Project Implementation Plan, etc. TBD 10
  11. 11. Phased Rollout - Contracts • Contracts (1-2 yrs.) – Agency-wideNASA Earned Value Management (EVM) Capability Project 1. Clarify NPR 7120 contract EVM requirements per NASA FAR Supplement (NFS) from contract award 2. Work with OP to refine/reinforce Agency process for flowing down EVM requirements to development contracts that exceed $20M threshold 1. Strengthen Procurement Strategy Meetings (PSM) 2. Implement a contracts checklist to include EVM requirements 3. Utilize standard EVM DRDs 4. Check for other control points to ensure consistent EVM flow-down of contractual requirements and reporting cross Agency/Center/Projects 3. House EVM data in centralized database for roll-up reporting capability, cost estimating, software tools, etc. 4. Improve the data analysis used to make management decisions 5. Implement EVM analysis training within APPEL for Agency implementation • Improving and consistently flowing down the contractual EVM requirements corrects a number of the agency’s EVM issues 11
  12. 12. Phased Roll-out Approach – Project/Centers • In-house Projects (1-5 yrs.) – Phased by selected projectsNASA Earned Value Management (EVM) Capability Project 1. NPR 7120 requirement to comply with ANSI/EIA-748 guidelines 1. Point to EVM Capability process in NPR as agency standard 2. HEO and SMD Senior managers agreed to initial Rollout to SLS (MSFC) and ICESat II (GSFC) – By following the process other Centers could get involved with flow-down requirements from SLS or ICESat II 3. Slowly rollout to others as new projects are identified by MDs 4. Goal is to eventually rollout to a project at each Center 2. Conduct surveys at projects and Centers to scope the support/tools needed for agency implementation 3. Tool support/setup 4. Implementation/Training/Surveillance Support 5. Mitigate remaining Risks during project implementations 6. Continuous improvement - modify process/documentation as needed 7. Center should develop the capability/tools/infrastructure to support its project’s EVM implementation 8. During implementation, it’s the projects and Centers ultimate responsibility for success 9. It is the Center’s responsibility to develop or acquire the skills to repeat the process and maintain compliance with the overarching requirements within the agency process 12
  13. 13. Products Developed by EVM Capability  EVM process flow diagrams (Storyboard)NASA Earned Value Management (EVM) Capability Project  System Description (Detailed Process)  Narratives (Summary Process)  Project-Control Account Manager’s (P-CAM) Reference Guide – Provides a quick reference for Technical Managers  EVM Handbook – Overall Agency and general EVM guidance  Pilots results – Lessons Learned/Issues/Workarounds/Recommendations  EVM Acceptance/Surveillance Strategy – Acceptance Strategy – Surveillance Overview  Software Acquisition Strategy – Hardware/Software access/acquisition  Training Modules by Process Area – Modularized training for each process area Latest documents are on the www.nen.nasa.gov website under the EVM sub community folder 13
  14. 14. Summarized Remaining Risks During Rollout • Support organizations add-on overheads not linked to performanceNASA Earned Value Management (EVM) Capability Project • Support contractors cost reporting at appropriate level to support EVM – Cost over obligations – Contracts not owned by projects • SAP restricted to seven WBS levels for EVM reporting • Lack of skilled PP&C competencies to support EVM • Technical WBS driven by financial WBS • Increased scope without associated budget/schedule – Lack of disciplined agency work authorization process • Management Reserve and UFE confusion • Change Management/Culture/Training • Lack of EVM considerations from day 1 of project • There are workarounds for all risks and all can be mitigated over time 14
  15. 15. Maintaining Integrity in the EVM Process • Surveillance is a key function to ensure usefulness as aNASA Earned Value Management (EVM) Capability Project management tool and compliance with external mandates. • Surveillance Frequency (programmatic/institutional) – Recurring assessment as part of the lifecycle reviews and – NPR 7120.5 Surveys • Mature EVM Capability for improved support of multi-center programs and projects 15
  16. 16. NASA’s EVM Capability Process EVM CapabilityNASA Earned Value Management (EVM) Capability Project  EVM in-house capability has been demonstrated by one or more pilots.  Results of the pilots are documented.  Integrated set of processes, tools, guidance and training products are finalized, incorporating the lessons learned gained from the pilots.  The system description, training and other EVM capability products are transitioned to the OCE and other responsible functional organizations for implementation.  Final Peer Review results in no show stoppers Next Steps  Rollout on 1st two projects – SLS (MSFC) and ICESat II (GSFC)  Remaining Items that still need to be addressed through Implementation  Cost Issues/Business Rules – OCFO working long-term solutions (Interim Workarounds developed)  Mitigate Remaining Risks during rollout  Continuous Improvement of the Process through Implementation Lessons Learned 16
  17. 17. NASA Earned Value Management (EVM) Capability Project EVM Capability Toolbox EVM Capability Components Process Flow Documented Training Pilots Center EVM Surveillance Tools (Storyboard) Procedures Materials Lessons Focal Points Instructions (Classroom) Learned Storyboard System Description APPEL (JIT) EVA Implementation Institutional wInsight Narratives Handbooks ICESat II Support Projects Cobra Guides
  18. 18. NASA EVM Resources POLICY , HANDBOOKS, GUIDANCE • NPR 7120.5NASA Earned Value Management (EVM) Capability Project • EVM Handbook • Scheduling Handbook • IBR Toolkit • WBS Handbook • Project Control Account Manager (CAM) Guide (draft) • Standardized WBS (7120.5) • EVM Capability Products PRODUCTS & SERVICES • Process/Storyboard • System Description • Center EVM Implementation Plans • DRDs and Support MISSION • Support for Agency and Centers EVM Policy & Procedures PROGRAM / PROJECT Mission Directorate • Training & Center • RFP Development REQUEST EVM Focal Point • SEB EVM Evaluation • IBR Support • Data Analysis/Tools • Surveillance RESOURCES, SYSTEMS, TOOLS • In-house EVM Support • Automated Tools • wInsight/Cobra • Access to Training Materials and • online EVM/Scheduling/CAM/IBR training available through SATERN • Websites • evm.nasa.gov • Internal material/Knowledge Now • nen.nasa.gov • EVM Working Group Meetings and Peer Support
  19. 19. NASA Earned Value Management (EVM) Capability Project Organizational EVM Focal Points ORGANIZATION NAME EMAIL ADDRESS TEL Headquarters - Focal Points IPCE Charles Hunt charles.d.hunt@nasa.gov 202.358.0803 Procurement Carl Weber carl.c.weber@nasa.gov 202.358.1784 OCIO John Bosco john.f.bosco@nasa.gov 202.358.1352 OCFO Richard Savitsky richard.savitsky-1@nasa.gov 202.358.2329 Mission Directorates - Focal Points SMD Claude Freaner claude.freaner@nasa.gov 202.358.2522 HEOMD Cris Guidi cristina.guidi-1@nasa.gov 202.358.1777 Centers - Focal Points Ames Alan Wong alan.n.wong@nasa.gov 650.604.4952 Dryden Patty Daws patricia.r.daws@nasa.gov 661.276.2964 Glenn Bob Sefcik robertj.sefcik@nasa.gov 216.433.8445 Stephen Shinn stephen.a.shinn@nasa.gov 301.286.5894 Goddard Julie Baker julie.m.baker@nasa.gov 301.286.8096 Jet Propulsion Lab Cal Chambers calvin.r.chambers@jpl.nasa.gov 818.354.0092 Johnson Charlie Stegemoeller charles.m.stegemoeller@nasa.gov 281.483.0576 Kennedy - Deputy Chair Kristen Kehrer kristen.c.kehrer@nasa.gov 321.867.3691 Langley Dr. Barry Lazos barry.s.lazos@nasa.gov 757.864.5731 Marshall - Chair Jerald Kerby jerald.g.kerby@nasa.gov 256.544.3243 Deborah Norton deborah.s.norton@nasa.gov 228.688.1168 Stennis Robert Ross robert.b.ross@nasa.gov 228.688.2320
  20. 20. NASA Earned Value Management (EVM) Capability Project NASA EVM Website (Homepage)
  21. 21. NASA Earned Value Management (EVM) Capability Project https://nen.nasa.gov NASA Engineering Network
  22. 22. NASA Earned Value Management (EVM) Capability Project NEN - NASA Community of Practice
  23. 23. NASA Earned Value Management (EVM) Capability Project NEN - NASA EVM Community of Practice
  24. 24. NASA Earned Value Management (EVM) Capability Project EVM Support During the Project Life Cycle Approval Project Pre-Formulation Project Formulation Project Implementation Pre-Phase A Phase A Phase B Phase C Phase D Phase E Phase F Project Evaluation EVM Focal Points • Up-front Project Planning • wInsight© Support (EVM Data Analysis Tool) • WBS Development • Monthly Analysis • Schedule Development & Evaluation • Schedule Risk Assessment (SRA) • Program Planning & Control (PP&C) Training Initiative • Integrated Baseline Review (IBR) Preparation & Support • Earned Value Management (EVM) Data Analysis Processes/Practices 24
  25. 25. NASA Earned Value Management (EVM) Capability Project Key Components of EVM Process Processes Documentation Requirement (7120) Curriculum Tools Roll Out Support  Training Materials Customer Surveillance Target Support Program Audiences 25 Everything is in place to begin implementation
  26. 26. NASA Earned Value Management (EVM) Capability Project Backups26
  27. 27. 7120 EVM Language - Comparison 7120.5d 7120.5 NID Proposed 7120.5E Describe the programs EVMS if EVM requirements are levied at the 2.2.7 Programs, at the discretion of the MDAA, and projects in phases C 2.2.7 Programs, at the discretion of the MDAA, projects in phases C and DNASA Earned Value Management (EVM) Capability Project program level and D (and project modifications, enhancements, or upgrades during Phase with a life cycle cost estimated to be greater than $20 million and Phase E E) with a life cycle cost estimated to be greater than $20 million shall project modifications, enhancements, or upgrades with an estimated perform earned value management (EVM) with an EVM system that development cost greater than $20 million shall perform earned value complies with the guidelines in ANSI/EIA-748, Standard for Earned Value management (EVM) with an EVM system that complies with the Management Systems. This includes flowing down EVM system guidelines in ANSI/EIA-748, Standard for Earned Value Management requirements to applicable suppliers. Systems. Use of the NASA’s EVM capability and processes, will ensure compliance with the ANSI standard. This capability allows tailoring to match the individual needs of the program or project, while still meeting the ANSI-748 guidelines. Describe the projects implementation of Earned Value Management 2.2.8 Projects will conduct an integrated review of project baselines as part 2.2.8 EVM system requirements shall be applied to applicable suppliers in (EVM). The following requirements apply: of their preparations for KDP C to ensure that the project‘s work is accordance with the NASA Federal Acquisition Regulation (FAR) (1) The projects EVM approach is consistent with the participating properly linked with its cost, schedule, and risk and that the systems are in Supplement 1834.201 and to in-house work elements. Centers best practices. place to conduct EVM. (2) The Projects EVM approach is in-place by KDP C and implemented in 2.2.9 For projects requiring EVM, Mission Directorates shall conduct an Phase C through KDP E. pre-approval integrated baseline review as part of their preparations for KDP C to ensure that the project’s work is properly linked with its cost, schedule, and risk and that the systems are in place to conduct EVM. (3) Project EVM reporting begins within 60 days after the start of Phase C. 3.1 Describe the program‘s Earned Value Management System (EVMS), if EVM requirements are to be levied at the program level. (4) As a minimum, EVM principles, as defined by ANSI/EIA-748, Earned Describe the project‘s implementation of Earned Value Management Value Management Systems, apply from KDP C through KDP E, if the (EVM) including: projects life-cycle cost is at or greater than $20M. (5) If the projects primary NASA Center has a fully validated Earned (1) How the PMB will be developed and maintained for the project and Value Management System (EVMS), the project uses that system rather how UFE will be established and controlled. than EVM principles. (6) For contracts and subcontracts, application of an EVMS is required as (2) The methods the project will use to authorize the work and to follows: communicate changes for the scope, schedule, and budget of all suppliers. This plan is updated as make-buy decisions and agreements are made. (i) For development or production (including flight and ground support) (3) The process to be used by the project to communicate the time-phased contracts and subcontracts valued at $20M or more, the contractor EVMS levels of funding that have been forecast to be made available to each must comply with the guidelines in ANSI/EIA-748. supplier. (ii) For development or production (including flight and ground support) (4) For the class of suppliers not required to use EVM, the schedule and contracts and subcontracts valued at $50M or more, the contractor EVMS resource information required of the suppliers to establish and maintain a has been formally determined compliant with ANSI/EIA-748 by the baseline and to quantify schedule and cost variances. cognizant Federal contract management agency. (iii) EVM is not required for grants, non-developmental level-of-effort (5) How the cost and schedule data from all partners/suppliers will be engineering support services, steady-state operations, basic and applied integrated to form a total project-level assessment of cost and schedule research, and routine services such as janitorial services or grounds performance. maintenance services; however, application is at the discretion of the Program/Project Manager. (iv) A Contract Performance Report (CPR), Integrated Master Schedule (IMS), WBS, and WBS dictionary are required whenever EVM is required on contracts and subcontracts. (v) In accordance with NFS Part 1834, require IBRs through Phase D for contracts requiring EVM. Schedule such reviews not later than 180 calendar days after contract award or the exercise of significant contract options, or not later than 60 calendar days after a significant funding or work scope realignment.
  28. 28. Top 5 Lessons Learned (linked to remaining risks) 1. Projects have to consider EVM Implementation from Day 1 ofNASA Earned Value Management (EVM) Capability Project project 1. Each time a charge code is created it effectively changes the technical WBS for the life of the project 2. Where will the work be controlled and performance taken? EVM construct must be considered for control accounts and work packages. 2. Support Contractor costs will continue to be a constraint unless proper cost reporting requirements are flowed down to contracts • Support Contracts are often owned by other organizations outside of the projects with no EVM requirements. 3. Work Authorization agreements that document an agreement of scope, schedule and budget by both sponsor and performing orgs. are fundamental to the implementation of EVM 4. PP&C skills must be strengthened to support EVM and project management 5. Senior Level Management support is needed across the agency with the change management process 28
  29. 29. Overview of EVM Documents • NASA Earned Value Management (EVM) System DescriptionNASA Earned Value Management (EVM) Capability Project 1.Purpose: This document describes the NASA management system that will integrate the scope, schedule, and budget of a program or project for optimal planning and control of prime contracts and in-house work that can be used to ensure compliance with NASA’s EVM requirements (e.g., complies with the ANSI/EIA-748 guidelines). It is intended to establish a common project management process across all centers and Mission Directorates to facilitate adoption of best business practices, the application of timely and predictive analysis, and ultimately provide all stakeholders with greater insight into project performance. • NASA Earned Value Management (EVM) Implementation Guide • Purpose: This handbook provides Earned Value Management (EVM) guidance for the effective application, implementation, and utilization of EVM on NASA programs, projects, major contracts and subcontracts in a consolidated reference document. This handbook was developed to serve as the central EVM guidance document for NASA personnel. • Content: Key components of NASA’s EVM policy addressed in this handbook include: Roles and Responsibilities, EVM Implementation on NASA Contracts (pre-award contract requirements (e.g., Data Requirement Descriptions, Statement of Work (SOW), contract type/incentives, etc.); EVM Implementation on NASA in-house Programs/Projects and EVM System (EVMS) Acceptance and Surveillance Processes. NASA EVM best practices and lessons learned are also included. • NASA Project Control Account Manager (P-CAM) Handbook 1.Purpose: This handbook is intended to be a quick reference for a P-CAM or technical manager empowered with a project’s cost, schedule, and technical responsibilities where EVM is required. The overall objective is to support the P-CAMs in performing their responsibilities as they relate to EVM. • NASA Integrated Baseline Review (IBR) Handbook (NASA/SP-2010-3406) 1.Purpose: This handbook is intended to be a how-to guide to prepare for, conduct, and close-out an IBR. 2.Content: The guide describes the steps that should be considered for the IBR, offers tips for tailoring the IBR based on risk, cost, and need for management insight. Appendices to the guide contain samples of documentation typically used in connection with the IBR. • NASA Schedule Management Handbook (NASA/SP-2010-3403) 1.Purpose: The purpose of this handbook is to provide the framework for time-phasing, resource planning, coordination, and communicating the necessary tasks within a work effort. The intent is to improve schedule management by providing recommended concepts, processes, and techniques used within the Agency and industry. 2.Content: Describe the schedule management approach and best practices for developing and maintaining an integrated master schedule. Includes schedule tool considerations, pre-schedule development activities, development of the IMS, status updates and maintenance, schedule assessment and analysis, schedule control and lessons learned. • NASA Work Breakdown Structure (WBS) Handbook (NASA/SP-2010-3404) 1.Purpose: Provide WBS development guidance for the Agency to include government partners, international partners and contractors to extent required by their contracts.
  30. 30. LEGEND Document(s) Off-Page Agency EVM Capability Storyboard Decision (If blue, linked documents attached) Process (If blue, illustration attached) Connector(s) (May not be in proper swim lane)NASA Earned Value Management (EVM) Capability Project 1.0 Organization MDAA / HQ 1.01 KDP B No Program Mgr / Program Mgt Office 3.03 Project Office Prepare & Issue Manager / 1.02 Preliminary Project Finalize Project Plan Planning for Phase C (EVM Guidance / WAD / Approach) Dollarized RAM 1.03 Approve Project Plan Element Mgr / Subproject / 1.04 1.05 Extend & Team Yes Prepare WBS Refine Project Dictionary WBS 1.07 1.06 Extend & Extend & Refine 2.01 Refine Responsibility Extend and Refine Organizational Assignment Master Schedule Breakdown Matrix (RAM) & (Draft) Structure (OBS) Identify Control Accounts P-CAM Institutional/ Functional 8.01 Estimate Material Needs and Cost
  31. 31. LEGEND Document(s) Off-Page Agency EVM Capability Storyboard (If blue, linked Process Connector(s) Project (EVM) Capability Project Decision documents attached) (If blue, illustration (May not be in attached) proper swim lane) 2.0 Scheduling Developing IMS IMS Status & Update 7-1.11 Input CAPs/ 10.08 update IMS, Integrate WBS, RAM, Supplier WAD, etc. Management Manager / Project Office Cost/ Update budget Schedule logs (PBB, Data into AUW, 10.08 Cost & Contingency/ Integrate Schedule MR, UB) Supplier Cost/ Schedule Tools and Data into Cost Reports & Schedule 7-2.08 1.07 Tools and Input CAPs/ Extend & Reports update IMS, Refine WBS, RAM, 8.19 Responsibility WAD, etc. Claim Assignment Update budget No BCWP/Status Matrix (RAM) logs (PBB, Schedule & Identify AUW, Control Contingency/ 3.12 Accounts 2.08 MR, UB) Establish Conduct the PMB Schedule Health Check 2.01 2.11 2.16 Extend and Generate Input 2.04 Verify Refine Yes Vertical & status workaround 2.02 2.03 Extend & 2.07 gathering plans. Master Horizontal 2.17 Schedule Extend & Refine 2.05 Integrate 2.09 mechanism to 2.18 Schedule Traceability 2.13 2.14 Publish and logic at Refine Logic- Detailed CAP Extend & Detail Approve collect IMS Health Export data (Draft) Input P-CAM Calculate a Distribute Inter- Linked Schedules Refine Logic- Schedules IMS? 2.10 updates & Check and to cost tool (Includes Verify updates into new critical final mediate (Drafts), Linked from CAPs 3.07NASAInstitutional/ P-CAM Element Mgr on-going Intermediate Baseline & EVM status the detailed path and new Analysis schedules Earned Value Subproject/ Level? Define WPs, forming a Significant Status & Level Detailed CAP Reconcile Yes Publish from P-CAMs schedule and forecast & assign EV single IMS Project Updates Schedule Schedules Schedule IMS or cost tool dates Iterate Measure- 2.06 (Includes Milestones (Draft) (Drafts), with as needed. (Includes on- ment Define WPs, Create Roll- on-going Budget (Includes Techniques up status & Validate going Status & assign EV data Master, (Includes on- Intermediate updates) Critical Path & Updates Measure- until fully Intermediate going Status ment Level integrated & Detail & Updates Schedule Conduct Techniques Levels) using Task Schedule (Includes on- 6-1.01 Coding Risk 6-1.02 going Status Distributing Assessment Monthly & Updates Monthly 2.12 Performance Schedule Verify Provide status 2.15 Analysis No Intermediate- including AS/ Review Analysis Level Rollup AF, forecasted results of dates, status. Milestones, & EV Develop 3.05 workaround P-CAMs 9.14 plans Develop Integrate as needed to CAPs Contractor correct Functional (Budget Cost/ forecasted only) Schedule schedule Data into slips Cost & Schedule Tools and Reports

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