0
No CAM Left Behind:          APL’s Incremental          Approach to EVMS           Implementation                 Steve Sh...
AgendaBrief APL OverviewIn the beginningFactors that precipitated EVMS developmentAPL Space Department approach to EVMS  M...
APL, a Division of The Johns HopkinsUniversitySchool of Arts and   Bloomberg School     Applied Physics   Nitze School of ...
APL Profile                                                            • Not-for-profit DoD-chartered “University         ...
Civilian SpaceWorld-Class Science and Innovative Engineering                        Key Programs:                         ...
APL Spacecraft: 1996–2007                  MSX                                                                           =...
In the BeginningReal Quotes Prior to EVM Implementation    “Earned Value doesn’t work, and I have the empirical evidence t...
Factors That Precipitated EVMImplementation    From 1979 to 1996, APL was singularly successful in arriving at program    ...
EVMS Part of Mission Delivery    The APL Quality Management System states that:        The Laboratory’s policy is to make ...
Financial Management Supportto the Project Lifecycle
APL Vision for EVMSProvide project management with a consistent, standard framework for assessing project  performance on ...
Making the Vision a Reality: What Worked     Management support – critical to success     “What’s in it for me?” – show va...
APL Management Support     With a foundation in place, management took a series of steps to support the     EV implementat...
Our Approach: One CAM at a TimeNew system users (or processes/policies) can be organized into three groups:The Advocates –...
Graduated Approach     EV utilized ($3M) -Time of Flight board (2005)       Managed by exception       EV deemed beneficia...
Graduated Approach (cont.)     Project Management Control System (PMCS) Description       The description explains the pro...
Graduated Approach for ANSI Compliance     First: Implement the most meaningful pieces of the system.     Second: Ensure t...
Collaboration and Cooperation     Too many systems are “private” and/or stove-piped.     Involve stakeholders in the syste...
Our Solution to Common EVMS Pitfalls     To keep EVMS from being an administrative burden, focus on value first     and th...
APL EVM Long-Term Goals     Continue to foster organizational change with demonstrated EV     capability     Integrated ap...
Implementation Details21
EVMS Architecture                   Accounting Interface                                                               Sha...
“Practice, Practice, Practice” (Phases A/B)     RBSP project      Phase A          IMP/IMS and related schedule reports   ...
Baby StepsFocus on value:  Agreement between stakeholders (functional supervisors and CAM)  Processes developed  Not a tim...
“No CAM Left Behind”     Work closely with the CAM       Schedule development       Understanding the data from the EVMS  ...
Training     Generic EVMS training        Basic EV        Control Account Manager (CAM) duties/description        EV types...
Reports Available Through EVMSS e c tio n S - S c h e d u le Re p o r ts                                                  ...
CPR – Sponsor                                                                                                             ...
wInsight Charts        WBS Number      BCWS                 BCWP                 ACWP          SV            CV           ...
IMS Schedule Reports     S7 Critical Path                        S11 3 Month Look ahead30
SharePoint     SharePoint Toolkit – Central online repository for project performance data     (EVMS Portal)       Include...
SharePoint – CAM Notebook       Categories of      monthly reports Monthly Earned Value       Reports32
Where Are We Now?33
Program Manager and SD ManagementInvolvement in Our Current EVMSThe EVMS:     Is providing the PM with a consistent, stand...
EVMS: Comments from Our PMs     Helped to pinpoint areas where development was behind schedule     and there was potential...
Closing: Making EVMS Work     Don’t implement EVMS for the sake of implementation.     Show value at every step of the pro...
Questions?     It must be remembered that there is nothing more difficult to plan,     more doubtful of success, more dang...
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  1. 1. No CAM Left Behind: APL’s Incremental Approach to EVMS Implementation Steve Shinn Howard Hunter2009 NASA Project Management Challenge2/24/2009
  2. 2. AgendaBrief APL OverviewIn the beginningFactors that precipitated EVMS developmentAPL Space Department approach to EVMS Management support Graduated approachImplementation details Architecture “Practice” during mission phases A/B Training - “No CAM left behind” ReportingEV system highlightsWhere are we now?ClosingQuestions
  3. 3. APL, a Division of The Johns HopkinsUniversitySchool of Arts and Bloomberg School Applied Physics Nitze School of The PeabodySciences of Public Health Laboratory Advanced InstituteWhiting School of School of Medicine International StudiesEngineering School of NursingCarey BusinessSchool3
  4. 4. APL Profile • Not-for-profit DoD-chartered “University Affiliated Research Center” (UARC) • Staffing: 4,500+ employees (70% scientists and engineers) • $960M annual portfolio • Business areas: MAIN Air and Missile Defense CAMPUS Biomedicine Civilian SpaceSOUTH MONTPELIER Homeland ProtectionCAMPUS RESEARCH PARK Infocentric Operations National Security Space Precision Engagement Science and Technology Strategic Systems• Main campus in Maryland: 400 acres, 50+ buildings Undersea Warfare• Thirty locations across the United States Warfare Analysis 4
  5. 5. Civilian SpaceWorld-Class Science and Innovative Engineering Key Programs: TIMED – Thermosphere, Ionosphere, Mesosphere Energetics and Dynamics MESSENGER – MErcury Surface, Space ENvironment, GEochemistry, and Ranging CRISM – Compact Reconnaissance Imaging Spectrometer for Mars New Horizons – Mission to Pluto/Charon STEREO – Solar Terrestrial Relations Observatory RBSP – Radiation Belt Storm ProbesCritical Challenge: Answer fundamental space and earth sciencequestions for our sponsors, our nation, and humanity5
  6. 6. APL Spacecraft: 1996–2007 MSX = From PDR to I&T NEAR = Arrival at I&T faclity through launch ACE TIMED CONTOUR MESSENGER New Horizons STEREO 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 20076
  7. 7. In the BeginningReal Quotes Prior to EVM Implementation “Earned Value doesn’t work, and I have the empirical evidence to prove it.” “If [EVMS] takes up too much of my time, I’m going to leave. I really don’t have time for this. I came here to do science!” “EV is a waste of time – I have my own system that I developed.” “EVMS money should be spent on science!” “Our engineers and scientists are sensitive to new processes. We can’t have a single engineer quit because of your EVM system.” “I don’t control the resources. How am I supposed to be responsible for this?” “I don’t need this earned value stuff. All I need is a functional WBS and a good system engineer.”7
  8. 8. Factors That Precipitated EVMImplementation From 1979 to 1996, APL was singularly successful in arriving at program costs that were largely within a few percentage points of the planned costs at completion. Eight Spacecraft Bus Programs were within ±8% of the initial cost estimate at the start of phases C/D. Recent missions and instruments experienced cost growth. To combat future cost/schedule growth, APL implemented several new processes and systems. EVM was introduced as a project management tool. State-of-the-practice capabilities for cost/schedule analysis and estimating were needed to complement EVM and attack the cost growth challenge. 5-year vision: Create an organic cost/schedule estimating and analysis function within the SD that incorporates state- of-the-practice methods for resource estimation and analysis.8
  9. 9. EVMS Part of Mission Delivery The APL Quality Management System states that: The Laboratory’s policy is to make critical contributions to critical national challenges through the application of science and technology. All products for our sponsors meet requirements for intended use as well as schedule and cost. We are committed to continual improvement. Cost and Schedule Development and Management Standards are intended to define standard cost and schedule planning and management practices for all SD projects and programs. This includes: Cost planning Cost management Schedule planning Schedule management EVMS This charter formed the basis for our move to EVMS.9
  10. 10. Financial Management Supportto the Project Lifecycle
  11. 11. APL Vision for EVMSProvide project management with a consistent, standard framework for assessing project performance on major projects. Proposal/Initial Project Concept: Provide up-front planning and a clearer definition of work using a standardized Work Breakdown Structure (WBS).For project initiation through delivery: Integrate cost and schedule for each phase of the project; utilize the Responsibility Assignment Matrix (RAM) and the Work Statement Authorization (WSA). Utilize management best practices. Monitor and control the project. Provide an early warning system. Make use of regular, rigorous estimates at completion (EACs) to ensure better understanding of future work. Think of EVMS as one part of the CAM project management tool suite.Exploit EVMS, where practical, for integrated, efficient collection and reporting of 533, contract performance reporting (CPR), risk management, and CADRe data.11
  12. 12. Making the Vision a Reality: What Worked Management support – critical to success “What’s in it for me?” – show value to users Keep it simple Incremental approach Don’t expect to have an ANSI 748A-compliant system on day 1 Always show utility “One-System Approach” – collaborate closely with sponsors and subcontractors Open Communication12
  13. 13. APL Management Support With a foundation in place, management took a series of steps to support the EV implementation. Promoted a cultural shift from Senior Department Managers through Program Managers to Lead Engineers (CAM) with the use of an EVMS to manage a project (part of the program management discipline) Implementing an EVMS prior to external requirements Use of EVMS prior to key decision point (KDP) C SD utilization of EVM on projects >$15M EV steering committee established “We use EVM not because we have to but because it’s the right thing to do.” As people witness senior management “buy in,” the process change gets easier.13
  14. 14. Our Approach: One CAM at a TimeNew system users (or processes/policies) can be organized into three groups:The Advocates – These are the people who recognize a good idea and embrace new systems that may help them do their jobs. Get as many of these people on your side. They become the “town-criers” who will ultimately help get the system embraced.The Uninformed/Indifferent – This group may be either unaware of the concepts or unsure if the system will ultimately help them. You need to show the value of the system to this group ASAP. If they like what they hear, they will become advocates. If you are unable to show value, this group will join the group below.The Naysayers – This group often resists any change. Perhaps they have been successful for a long time and see no reason for change. This group is often sarcastic and/or skeptical of any communications. Minimize this group’s effectiveness. You can’t completely ignore them (think termites in wood), but you can’t devote too much time to them. Limit their damage while keeping others from joining.14
  15. 15. Graduated Approach EV utilized ($3M) -Time of Flight board (2005) Managed by exception EV deemed beneficial to management of project Secondary project ($4M) (2006) Leveraged this project to demonstrate the discrete measurement of performance for Subcontractor effort and material Aid in developing the change control process (CBB,UB, BCR & MR) First Mission - RBSP (2007) IMP/IMS and related schedule reports Cost & schedule integration WBS/Dictionary, WSA’s, RAM, CPR’s Data reviewed each month with CAM’s – workshop format Supported monthly sponsor meetings. Reviewed schedule & CPR data EVMS was used through phase B of the RBSP project. Phase C/D cost and schedule baselines are being established. Small successes built positive “press”.15
  16. 16. Graduated Approach (cont.) Project Management Control System (PMCS) Description The description explains the processes, procedures, and methodologies used by the SD for the planning and control of projects through the use of the EVMS. Training held: The initial training course has been completed. Over 175 individuals have been trained. Hands-on workshops are held every month on EVMS-active programs during data reviews. Ensures just-in-time training Lower training cost than intensive 3/5/7-day EVMS courses16
  17. 17. Graduated Approach for ANSI Compliance First: Implement the most meaningful pieces of the system. Second: Ensure that each portion of your system is ANSI-748A compliant from the start. You may not implement all elements, but make sure that the ones you do implement are reasonably sound. Third: Perform a gap analysis to determine holes. Fourth: Determine a plan/path to complete compliance. Fifth: Plan remaining activities and stick to your schedule! Earned Value Report Project - XXXXX Month End 10/31/2005 Cumulative to Date Actual Start Small! Budgeted Cost Cost Variance Work Work Work WBS 1.110 Management & Administration %Com Scheduled Performed 16% 63,791 42,618 Performed Schedule 44,264 -21,173 Cost -1,646 Budgeted 269,959 A simple 1.120 Reliability & Quality Assurance; 1.210 Engineering 12% 17% 24,755 242,632 31,098 156,780 15,711 6,344 72,923 -85,853 15,388 83,857 251,862 915,936 spreadsheet 1.220 Integration & Testing 1.240 Instrument Calibration 0% 0% 0 0 0 0 0 0 0 0 0 0 35,488 21,154 summary can get 1.310 Lo Science 1.320 Hi Science 0% 0% 0 0 0 0 0 0 0 0 0 0 109,057 81,573 you started. 1.810 Phase E 0% 0 0 0 0 0 263,604 1.820 Phase E 0% 0 0 0 0 0 374,848 1.830 Phase E 0% 0 0 0 0 0 404,338 1.RMA Rocket & Mission Analysis 46% 16,427 16,944 22,019 518 -5,075 37,000 Total 361,978 261,813 168,691 -100,165 93,122 2,779,19417
  18. 18. Collaboration and Cooperation Too many systems are “private” and/or stove-piped. Involve stakeholders in the system. Minimize the “us versus them” mentality. APL PMs have worked with NASA counterparts to utilize EV data. Collaborative environment System is based on NASA policies (7120.5D) to ensure that projects don’t “reinvent the wheel.” Work with subcontractors and instrument providers early and often. Early engagement is critical to receiving timely information. Make EVMS part of a larger, integrated project management suite. Integrate risk management, scheduling, funding, project milestones, and system engineering tools18
  19. 19. Our Solution to Common EVMS Pitfalls To keep EVMS from being an administrative burden, focus on value first and then on administrative elements. To minimize “gotcha” audit mentality, maintain a collaborative environment. To lower EVM system implementation costs, leverage existing project management processes.Bottom Line: The data are only as good as the people reviewing it. Many of the elements of EVMS are simply good project management.19
  20. 20. APL EVM Long-Term Goals Continue to foster organizational change with demonstrated EV capability Integrated approach to the reporting of the 533, CPR, and CADRe Enterprise system in place EVMS compliant with ANSI/EIA-748A guidelines Provide a meaningful management tool to the APL project management community20
  21. 21. Implementation Details21
  22. 22. EVMS Architecture Accounting Interface SharePoint Toolkit Central online repository for project performance data Data Warehouse RMIS Actua ls Tra nslat ion Data Accru base Actual Cost of Work als E s timat Performed (ACWP) or S ystem Budgeted Cost of Work Resources into Scheduled (BCWS) Operating Plan wInsight Cobra MS Project Project Server EV trend .MPP analysis andForProject reporting Schedule data EV data analysis, Schedule data (multiple projects, reporting and Resource (Budgeted Cost of access and control, baseline control, loaded Work Performed alerts through web, and rate and schedules [BCWP] calculation) status update) efficiency variances 22
  23. 23. “Practice, Practice, Practice” (Phases A/B) RBSP project Phase A IMP/IMS and related schedule reports Cost and schedule integration WBS, WBS dictionary, WSAs, RAM, and CPRs Schedule management plan and PMCS/draft CAM training Phase B Data reviewed each month with CAM (workshop format) SharePoint data repository established for SD projects IMS developed Operating Plan/EAC demonstrated in the CPR Supported monthly sponsor meetings. Reviewed schedule and CPR data. Monthly EV review with PM and Deputy PMs (management by exception) Baseline status review completed successfully23
  24. 24. Baby StepsFocus on value: Agreement between stakeholders (functional supervisors and CAM) Processes developed Not a time burden Not a punitive system Management by exception Ability to drill down into the data Information readily available24
  25. 25. “No CAM Left Behind” Work closely with the CAM Schedule development Understanding the data from the EVMS Frequent interactive meetings Mentoring relationship Part of the team Work with the PM He/She is our most important customer Value added to the PM team (internal and sponsor) Provide key insight and analysis to the data The focus of the EV team should be mission success25
  26. 26. Training Generic EVMS training Basic EV Control Account Manager (CAM) duties/description EV types/accounting considerations Analysis and reporting Emphasis placed on advanced skills through CAM/PM workshops Variance analysis MR Baseline change control CPR EAC/estimate to complete (ETC)/Operating plan update Integrated baseline review26
  27. 27. Reports Available Through EVMSS e c tio n S - S c h e d u le Re p o r ts Section E - Earned Value Reports # D e scription Fre que ncy Format S1 S c hedule Health C hec k Monthly XLS # Description Frequency Format Contract Performance Report Format S2 C AM S tatus Update R eques t Monthly XLS E1 Monthly XLS 1, 2, 3, 4 S3 C AM S c hedule Update Monthly XLS E2 Contract Performance Report Format 5 Monthly XLS S4 R es ourc e O rphan R eport Monthly .P D F E3 Cost Variance Chart (wInsight) Monthly .PDF S5 R es ourc e Mis m atc h R eport Monthly .P D F S6 3 Month Lookahead Monthly .P D F E4 Schedule Variance Chart (wInsight) Monthly .PDF S7 C ritic al P ath Monthly .P D F Section T - Trending S8 S c hedule Update Narrative Monthly .D O C # Description Frequency Format S9 B as eline S c hedule Varianc e Monthly .P D F T1 Total Milestones Monthly XLS S 10 D etailed S c hedule Monthly MP P T2 IMP/Contract Milestones Monthly XLS S 11 D eliverables - 3 Month Lookahead Monthly XLS T3 Total Slack Monthly XLS S 12 P has e B - Miles tones Monthly .P D F T4 Estimate At Completion Monthly XLS S 13 P has e B - D eliverables Monthly .P D F T5 Management Reserve Monthly XLS Section F - Financial Reports # Description Frequency Format 533 Monthly Financial Management Report Monthly XLS 533 Quarterly Financial Management Report Quarterly XLS 27
  28. 28. CPR – Sponsor CLASSIFICATION (When Filled In) CONTRACT PERFORMANCE REPORT FORM APPROVED FORMAT 1 - WORK BREAKDOWN STRUCTURE DOLLARS IN $ OMB No. 0704-01881. CONTRACTOR 2. CONTRACT 3. PROGRAM 4. REPORT PERIODa. NAME a. NAME a. NAME a. FROM (YYYYMMDD)The Johns Hopkins University Applied Phy G-MIG G-MIG Phase Bb. LOCATION (Address and ZIP Code) b. NUMBER b. PHASE 2008 / 07 / 01Johns Hopkins Road, Laurel, MD 20723 NAS5-012345 TO 10 B b. TO (YYYYMMDD) c. TYPE d. SHARE RATIO c. EVMS ACCEPTANCE CPFF NO X YES (YYYYMMDD) 2008 / 07 / 315. CONTRACT DATAa. QUANTITY b. NEGOTIA c. ESTIMATED COST OF d. TARGET PROFIT/ e. TARGET f. ESTIMATED g. CONTRACT h. ESTIMATED CONTRACT i. DATE OF OTB/OTS COST THORIZED UNPRICED WO FEE PRICE PRICE CEILING CEILING (YYYYMMDD) 1 75,500,000 0 0 75,500,000 0 0 06. ESTIMATED COST AT COMPLETION 7. AUTHORIZED CONTRACTOR REPRESENTATIVE MANAGEMENT ESTIMATE CONTRACT BUDGET VARIANCE a. NAME (Last, First, Middle Initial) b. TITLE AT COMPLETION BASE (1) (2) (3) Shinn, Steve O. Program Managersa. BEST CASE 0 c. SIGNATURE d. DATE SIGNEDb. WORST CASE 0 (YYYYMMDD)c. MOST LIKELY 0 75,500,000 75,500,0008. PERFORMANCE DATA NASA WBS[21] CURRENT PERIOD CUMULATIVE TO DATE REPROGRAMMING AT COMPLETION ACTUAL ACTUAL ADJUSTMENTS BUDGETED COST COST VARIANCE BUDGETED COST COST VARIANCE WORK WORK WORK WORK WORK WORK COST SCHEDULE BUDGETED ESTIMATED VARIANCE ITEM SCHEDULEDPERFORMEDPERFORMED SCHEDULE COST SCHEDULED PERFORMED PERFORMED SCHEDULE COST VARIANCE VARIANCE BUDGET (1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12a) (12b) (13) (14) (15) (16)2.1.1 Project Management 170,200 170,200 165,000 0 5,200 675,000 675,000 670,420 0 4,580 0 0 0 1,428,028 1,693,400 -265,3722.10.1 Satellite Integration, Assembly and Test 122,500 121,644 98,000 -856 23,644 559,425 519,616 348,750 -39,808 170,866 0 0 0 1,208,500 1,094,200 114,3002.10.4 Logistics Preparations & LV Support 11,500 0 0 -11,500 0 25,000 0 0 -25,000 0 0 0 0 61,590 38,400 23,1902.10.5 Launch Vehicle Interface 2,200 2,200 2,300 0 -100 11,500 11,500 12,700 0 -1,200 0 0 0 22,483 26,500 -4,0172.11.1 Education/Public Outreach Activities (Phases A-D) 23,800 16,500 31,800 -7,300 -15,300 110,230 70,410 88,600 -39,820 -18,190 0 0 0 220,551 170,758 49,7932.2.1 System Engineering 205,000 205,000 208,500 0 -3,500 821,000 821,000 775,200 0 45,800 0 0 0 1,850,000 2,000,500 -150,5002.2.2 Spacecraft System Engineering (lead, deputy electrical, depu 69,000 69,000 44,100 0 24,900 284,200 284,200 255,000 0 29,200 0 0 0 630,250 460,450 169,8002.2.4 Contamination & Configuration Engr 60,400 53,700 54,632 -6,700 -932 318,950 231,700 225,500 -87,250 6,200 0 0 0 579,000 735,125 -156,1252.2.5 Deep Dielectric Parts Testing 17,575 25,550 85,000 7,975 -59,450 182,530 118,410 230,520 -64,120 -112,110 0 0 0 220,700 544,444 -323,7442.3.1 Performance Assurance Engineering 70,926 70,926 109,500 0 -38,574 286,971 286,971 322,612 0 -35,641 0 0 0 634,759 786,416 -151,6572.4.1 Project Scientist-APL 79,880 79,880 90,475 0 -10,595 325,800 325,800 330,500 0 -4,700 0 0 0 723,754 735,700 -11,94628
  29. 29. wInsight Charts WBS Number BCWS BCWP ACWP SV CV BAC LRE VAC CPI CPI Trend SPI SPI Trend 2008 Dollars in Thousands1 1.1.1 999,274 999,274 1,018,459 0 -19,184 2,252,836 2,534,816 -281,980 0.981 ↓ 1.000 ↔ APR MAY JUN JUL2 1.1.2 1,307,702 1,231,300 1,284,581 -76,402 -53,281 2,725,734 3,006,397 -280,663 0.959 ↓ 0.942 ↑ Time Now3 1.1.3 128,088 128,404 114,655 316 13,749 333,106 330,429 2,676 1.120 ↓ 1.002 ↓4 1.1.4 463,455 398,455 438,331 -65,000 -39,877 959,504 1,125,652 -166,148 0.909 ↓ 0.860 ↑ 22,5005 1.1.5 0 0 -3,625 0 3,625 0 -3,625 3,625 0.000 ↔ 0.0006 1.2.1 1,092,109 1,092,109 770,696 0 321,413 2,440,502 2,047,976 392,526 1.417 ↔ 1.000 ↔ 20,0007 1.2.2 4,796,782 2,701,523 1,557,108 -2,095,1,144,415 9,129,851 9,075,061 54,790 1.735 ↓ 0.563 ↑8 1.2.3 1,256,429 1,164,733 712,632 -91,696 452,101 2,890,155 3,233,190 -343,035 1.634 ↑ 0.927 ↓ 17,5009 1.2.4 1,061,590 1,050,751 1,209,673 -10,840 -158,922 2,803,497 2,906,861 -103,364 0.869 ↑ 0.990 ↑10 1.2.5 761,117 461,833 466,577 -299,28 -4,745 1,661,783 2,020,141 -358,358 0.990 ↑ 0.607 ↑11 1.2.8 377,654 342,666 197,849 -34,988 144,818 604,349 457,776 146,573 1.732 ↑ 0.907 ↑ 15,00012 1.2.A 243,888 129,526 105,849 -114,36 23,677 785,410 711,738 73,672 1.224 ↑ 0.531 ↓13 1.3.1 571,270 298,793 388,985 -272,47 -90,192 881,657 1,249,516 -367,859 0.768 ↓ 0.523 ↓ 12,50014 1.3.2 944,104 802,596 728,212 -141,50 74,385 3,042,791 2,975,302 67,488 1.102 ↑ 0.850 ↑15 1.3.3 89,891 17,362 67,057 -72,529 -49,695 447,605 449,511 -1,906 0.259 ↓ 0.193 ↔ 10,00016 1.3.4 723,487 578,804 559,563 -144,68 19,241 2,985,923 2,954,738 31,185 1.034 ↑ 0.800 ↓17 1.3.5 84,829 84,829 86,726 0 -1,897 187,866 187,923 -57 0.978 ↑ 1.000 ↔18 1.3.6 1,434,152 1,138,575 1,255,722 -295,57 -117,147 3,227,629 3,221,265 6,364 0.907 ↓ 0.794 ↔ 7,50019 1.3.7 3,380,911 2,614,847 2,171,696 -766,06 443,151 9,887,536 9,161,729 725,807 1.204 ↔ 0.773 ↓20 1.3.8 474,096 570,634 400,206 96,538 170,428 1,293,190 1,227,774 65,416 1.426 ↑ 1.204 ↑ 5,00021 1.3.9 38,988 38,988 60,287 0 -21,299 786,434 822,135 -35,701 0.647 ↔ 1.000 ↔22 1.3.F 856,383 651,171 721,677 -205,21 -70,505 2,162,331 2,031,313 131,018 0.902 ↓ 0.760 ↔ 2,50023 1.4.1 559,425 519,616 348,750 -39,808 170,866 1,209,538 1,104,719 104,819 1.490 ↓ 0.929 ↑24 1.4.5 27,228 0 0 -27,228 0 62,591 37,371 25,220 0.000 0.000 ↓25 1.4.6 10,604 10,606 13,881 3 -3,275 23,483 26,531 -3,048 0.764 ↑ 1.000 ↑ BCWS 6,016 12,292 16,839 23,16926 1.7.1 1,069,586 1,133,640 933,653 64,054 199,987 2,212,768 2,305,788 -93,020 1.214 ↓ 1.060 ↓ BCWP 3,892 8,003 13,271 18,51527 1.7.2 207,460 172,217 159,171 -35,243 13,046 547,665 506,692 40,974 1.082 ↓ 0.830 ↑ ACWP 2,975 6,475 11,629 15,99928 1.7.3 108,492 108,651 145,681 158 -37,030 207,049 292,302 -85,252 0.746 ↓ 1.001 ↓ ETC29 1.9.1 100,061 72,727 84,835 -27,335 -12,109 222,551 171,758 50,793 0.857 ↓ 0.727 ↔ WBS LVL LL SV CV VAC VAR SV CV VAC 90,000 160 Dollars in Thousands 1 1.1.1 3 ↔ ↓ ↓ V 0 -19,184 -281,980 1.1.2 3 ↑ ↓ ↓ cV -76,402 -53,281 -280,663 Start Complete Percent of PMB 2 3 1.1.3 3 ↓ ↓ ↓ C 316 13,749 2,676 80,000 140 4 1.1.4 3 ↑ ↓ ↓ cSCV -65,000 -39,877 -166,148 5 1.1.5 3 cCV 0 3,625 3,625 70,000 6 1.2.1 3 ↔ ↔ ↑ cCV 0 321,413 392,526 120 7 1.2.2 3 ↑ ↓ ↑ scSC -2,095,259 1,144,415 54,790 8 1.2.3 3 ↓ ↑ ↓ scCV -91,696 452,101 -343,035 60,000 9 1.2.4 3 ↑ ↑ ↔ scC -10,840 -158,922 -103,364 100 10 1.2.5 3 ↑ ↑ ↓ scSV -299,284 -4,745 -358,358 50,000 11 1.2.8 3 ↑ ↑ ↔ scCV -34,988 144,818 146,573 80 12 1.2.A 3 ↓ ↑ ↑ scSC -114,362 23,677 73,672 40,000 13 1.3.1 3 ↓ ↓ ↓ scSCV -272,477 -90,192 -367,859 14 1.3.2 3 ↑ ↑ ↓ scS -141,508 74,385 67,488 60 15 1.3.3 3 ↔ ↓ ↓ scSC -72,529 -49,695 -1,906 30,000 16 1.3.4 3 ↓ ↑ ↓ sS -144,683 19,241 31,185 ↔ ↑ ↑ 40 17 1.3.5 3 c 0 -1,897 -57 20,000 18 1.3.6 3 ↔ ↓ ↓ scSC -295,577 -117,147 6,364 19 1.3.7 3 ↓ ↔ ↔ scSC -766,064 443,151 725,807 20 10,000 20 1.3.8 3 ↑ ↑ ↑ scSC 96,538 170,428 65,416 21 1.3.9 3 ↔ ↔ ↓ cC 0 -21,299 -35,701 22 1.3.F 3 ↔ ↓ ↔ scSC -205,211 -70,505 131,018 0 0 23 1.4.1 3 ↑ ↔ ↓ cC -39,808 170,866 104,819 24 1.4.5 3 ↓ ↑ scSV -27,228 0 25,220 25 1.4.6 3 ↑ ↑ ↑ cCV 3 -3,275 -3,048 2008 2009 26 1.7.1 3 ↓ ↓ ↓ cC 64,054 199,987 -93,020 BCWS 23,169 CBB/TAB 77,320 27 1.7.2 3 ↑ ↓ ↓ S -35,243 13,046 40,974 BCWP 18,515 Program Managers Estimate 0 28 1.7.3 3 ↓ ↓ ↓ cCV 158 -37,030 -85,252 ACWP 15,999 Contractors Estimate 56,173 29 1.9.1 3 ↔ ↓ ↑ scSCV -27,335 -12,109 50,793 29
  30. 30. IMS Schedule Reports S7 Critical Path S11 3 Month Look ahead30
  31. 31. SharePoint SharePoint Toolkit – Central online repository for project performance data (EVMS Portal) Includes all projects using EV Data available through SharePoint: WBS, WBS dictionary IMS Work authorizations EV and scheduling reports by month Internal and external Baseline versus Operating Plan versus Actuals Report EV report – indices, S, P, A, SV, CV etc. An electronic, interactive, real-time CAM notebook!31
  32. 32. SharePoint – CAM Notebook Categories of monthly reports Monthly Earned Value Reports32
  33. 33. Where Are We Now?33
  34. 34. Program Manager and SD ManagementInvolvement in Our Current EVMSThe EVMS: Is providing the PM with a consistent, standard framework for assessing project performance Is providing the PM with a sound program management tool that generates data in a format that enables management by exception Is providing the PM with early detection of problems, enabling faster response and corrective actionThe PM: Is the single point of integrated responsibility for project technical, schedule, and cost performance Sign-off on final monthly EV dataThe CAM: Is establishing and maintaining the schedule and budget Reports performance and assesses earned value Monitors costs charged to the control account Generates an Estimate at Completion Is reviewing variance analysis and developing and implementing corrective action, as requiredAPL Senior Management: Are provided with an EV analysis via weekly executive management meeting34
  35. 35. EVMS: Comments from Our PMs Helped to pinpoint areas where development was behind schedule and there was potential risk for cost growth Weighted milestone tracking has helped me understand how far behind/ahead the team is regarding performance The EVMS will be even more beneficial as we move through design, build and test phase of the project Allowed insight into trending across the project and enhanced management decision process Benefit of oversight far outweighs burden of implementation35
  36. 36. Closing: Making EVMS Work Don’t implement EVMS for the sake of implementation. Show value at every step of the process. Integrate EVM with all of your project management tools. EVM is NOT an island! Avoid an audit-like mentality. EVM is a management tool, not an accounting tool. Use GAO, OMB, and NASA documents as a guide to ensure that you’re on solid footing. EVMS really is a good thing! Reap the benefits of the only management system in the world that is both analytical and predictive! Rest assured: You won’t be leaving your CAMs behind.36
  37. 37. Questions? It must be remembered that there is nothing more difficult to plan, more doubtful of success, more dangerous to manage, than the creation of a new system. For the initiator has the enmity of all who would profit by the preservation of the old institutions and merely lukewarm defenders in those who would gain by the new ones. Niccolo Machiavelli First attempt to implement an EVMS for a defense system Florence, Italy circa 150937
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