Jerald kerby

National Aeronautics and Space Administration
NASA Earned Value Management (EVM) Capability Project

NASA Earned Value Management (EVM)
Update
PM Challenge

Jerald Kerby
Feb., 2012

evm.nasa.gov

NASA Earned Value Management (EVM) Capability Project Outline

• EVM Requirements
• NASA EVM Capability
• Available EVM Resources

2

Overarching EVM Requirements
• OMB Circular A-11 requires for total project EVM (in-house and

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

NPR 7120.5 NID- EVM Requirements

• EVM is applied in phases C and D to projects with an estimated life

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

EVM Requirements - Excerpts of Interest
• 7120.5D:

– (2) The Project's 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 project's 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.

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

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

What is the NASA EVM Capability?
Overall Objective was to develop an Agency EVM capability that complies with the guidelines in

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

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

Agency EVM Capability Implementation Schedule –
Phased Rollout

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

Phased Rollout - Contracts
• Contracts (1-2 yrs.) – Agency-wide

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

Phased Roll-out Approach – Project/Centers
• In-house Projects (1-5 yrs.) – Phased by selected projects

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

Products Developed by EVM Capability
 EVM process flow diagrams (Storyboard)

 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

Summarized Remaining Risks During Rollout
• Support organizations add-on overheads not linked to performance

• 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

Maintaining Integrity in the EVM Process

• Surveillance is a key function to ensure usefulness as a

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

NASA’s EVM Capability Process
EVM Capability

 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

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

NASA EVM Resources
POLICY , HANDBOOKS, GUIDANCE
• NPR 7120.5

• 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

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

NASA Earned Value Management (EVM) Capability Project NASA EVM Website (Homepage)

https://nen.nasa.gov
NASA Engineering Network

NASA Earned Value Management (EVM) Capability Project NEN - NASA Community of Practice

NASA Earned Value Management (EVM) Capability Project NEN - NASA EVM Community of Practice

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

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


Backups

26

7120 EVM Language - Comparison
7120.5d 7120.5 NID Proposed 7120.5E
Describe the program's 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 D

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 project's 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 project's 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.
Center's best practices. place to conduct EVM.
(2) The Project's 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:
project's life-cycle cost is at or greater than $20M.
(5) If the project's 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.

Top 5 Lessons Learned (linked to remaining risks)

1. Projects have to consider EVM Implementation from Day 1 of

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

Overview of EVM Documents
• NASA Earned Value Management (EVM) System Description

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.

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)

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

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 3.07
NASAInstitutional/ 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

Jerald kerby

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Viewers also liked

Viewers also liked (20)

Similar to Jerald kerby

Similar to Jerald kerby (20)

More from NASAPMC

More from NASAPMC (20)

Recently uploaded

Recently uploaded (20)

Jerald kerby