NARA EVM Case Study Presentation For MPA

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NARA EVM Case Study Presentation For MPA

  1. 1. EVM at the National Archives using MS Project Server MICROSOFT PROJECT USER GROUP PRESENTATION DELIVERED BY GERALD LEONARD
  2. 2. National Archives and Records Administration  is a self-governing Federal agency that preserves our nation's history by overseeing the management of all Federal records.  houses the Declaration of Independence, the Constitution of the United States and the Bill of Rights.  has 34 facilities hold about 2.9 million cubic feet of original textual materials.
  3. 3. National Archives and Records Administration  houses: 93,000+ motion picture films  5 million+ maps, charts, and architectural drawings  207,000+ sound and video recordings  18 million + aerial photographs  nearly 35 million still pictures and posters  electronic records comprising about 4 billion logical data records   receives sixteen millions requests for records a year 64,000 requests a day  8,000 requests an hour 
  4. 4. Mission  The National Archives and Records Administration (NARA) began searching for a Project Management Tool (PROMT) to address the issues with effectively managing its portfolio of IT projects according to the guidelines set forth by the Office of Management and Budget (OMB) and the United States General Accounting Office (GAO).  After reviewing various vendor products the selected team members recommended Microsoft Project Server / Professional 2003 as the solution of choice.  The team also selected wInsight from CS-Solutions as the product of choice to calculate earned value which will fulfill the requirements of an ANSI/EIA 784-A compliant EVMS application. .
  5. 5. PROMT to Support the ERA Program  The Electronic Records Archives (ERA) will be a comprehensive, systematic, and dynamic means for preserving virtually any kind of electronic record, free from dependence on any specific hardware or software  ERA will authentically preserve and provide access to any kind of electronic record, free from dependence on any specific hardware or software, enabling NARA to carry out its mission into the future.
  6. 6. NARA’s Business Requirements for PROMT  The Project Management tool assists the project team to:         schedule tasks and link task dependencies assign resources collect project costs collaborate on project deliverables (including documents) manage project risks and issues report on project accomplishments communicate with stakeholders calculate earned value
  7. 7. Value to Management  The Project Management tool assists NARA          track project progress from the desktop drill into project specifics (tasks, resources, dates, issues, risks and documents) participate in threaded discussions on deliverables, risks and issues view documents in the project library see standard reports on every tracked project reduce time spent reporting and summarizing project status view project dependencies (both inter and intra) determine project priorities evaluate impact when resources are realigned
  8. 8. Approach  Discovery  Determine Current People, Processes and Technologies that support their existing PMO infrastructure  Planning   Develop Process requirements Develop Technical and configuration requirements  Design   Developed solution design based on meeting NARA’s business requirements Developed a system that was flexible, reliable and scalable.  Prototype  Quickly developed a prototype to demo to Senior Management so they could see their customized version of the PROMT solution
  9. 9. Approach (cont.)  Pilot  Conducted 3 pilots  Each iteration of the pilot included additional functionality and complexity for the team to test.  Transition to Production  Worked with the IT organization to documents a robust and rigors T2P plan and handoff.  Full Implementation  Rollout to the remaining agency  New instance of PROMT called PROMT2 that is currently being rolled out to the rest of the agency.  Training Mentoring and Operational Support
  10. 10. Initial Configuration using Managed Periods
  11. 11. Customized PWA Configurations
  12. 12. Server Configuration
  13. 13. Group Configuration
  14. 14. Timesheet Approvers Group Permissions
  15. 15. PROMT Actual Work Input Planned Work/Activities Sends to Deliverable Manager for approval Deliverables (in bold) Record actual hours worked
  16. 16. Timesheet Approval in PROMT Submission of Staff Time Each entry can be Approved/disapprov ed In this column. Save updates the master schedule
  17. 17. PMO Earned Value Reports  Output from PROMT to Project Connect is exported to Excel spreadsheets and provided to PMO management for review and analysis  Currently done at WBS Level 3 (data is automatically rolled up to the summary levels by Project Connect) for the work packages
  18. 18. Input to EV Reports Steps Description of Activity Responsibility Collect status of each lowest level task (Physical % Complete) for the specified time period from deliverable owner Project Control Enter status data into MS Project File (PMO IMS) Project Control Load statused end of period MS Project file onto the desktop computer that has Project Connect, 2/Insight Administrator and CS Glue installed Project Control Open the MS Project File. Note the Project Control Toolbar and follow step by step directions below Project Control
  19. 19. Project Connect Setup Set the Period End Dates to match the defined end of period status date that will be used with each MS Project file: a.Select the X12 button on the Project Connect Toolbar. b.Select the Periods button.
  20. 20. Project Connect Setup (Cont). •Select a Month in the End Dates and the Day that ends the period in the calendar. •When finished select Save which will generate a Template File that can be used for any project. For consistent calculations the MS Project Status Date and the Project Connect Period End Date must match.
  21. 21. Master Schedule (MS Project) w/ Project Connect Application X12 Transfer File button Project Connect Adds Calc BCWP Data column automatically Clicking on EVM button will initiate BCWP calculation. Physical % Complete entered For those tasks With EVM = 5. Earned value method has been determined For each task. 5 = Physical % Complete EVM not needed for summary elements
  22. 22. Sample Project Information Statistics WBS NAME BCWP BCWS ACWP BAC CPI SPI EAC VAC TCPI 1 Electronic Records Archives (ERA) Program 8,448,757.70 9,329,437.34 7,688,031.13 11,784,003.98 1.10 0.91 $11,039,327.09 $744,676.88 0.81 1.01 Program Management (ERA PMO) 4,009,651.86 4,376,980.30 3,023,481.76 5,399,230.25 1.33 0.92 $4,167,285.90 $1,231,944.35 0.58 1.01.01 Plans (ERA PMO) 52,729.40 114,106.20 60,773.67 168,182.15 0.87 0.46 $348,727.82 ($180,545.67) 1.07 1.01.02 Program Control (ERA PMO) 758,025.22 979,869.02 750,522.44 1,450,148.85 1.01 0.77 $1,636,347.74 ($186,198.89) 0.99 1.01.03 Management and Administration (ERA PMO) 574,625.63 574,625.63 599,856.39 666,667.57 0.96 1.00 $695,939.72 ($29,272.15) 1.38 1.01.04 Program Management Training (ERA PMO) 221,030.65 221,030.66 151,546.50 236,755.86 1.46 1.00 $162,328.26 $74,427.60 0.18 1.01.05 Procurement Management (ERA PMO) 44,323.47 44,507.87 31,202.12 57,986.05 1.42 1.00 $40,860.09 $17,125.96 0.51 1.01.06 Risk Management (ERA PMO) 199,337.77 199,337.76 97,668.07 234,247.10 2.04 1.00 $114,772.34 $119,474.76 0.26 1.01.07 Quality Management (ERA PMO) 27,139.89 77,949.64 13,273.71 81,200.05 2.04 0.35 $89,213.19 ($8,013.14) 0.80 1.01.08 Steering Committee Meetings 3,339.00 3,339.00 980.68 3,339.00 3.40 1.00 $980.68 $2,358.32 0.00 1.01.09 ERA PMO Configuration Management 1.01.10 Communications (ERA PMO) 1.01.11 Records Management (ERA PMO) 1.01.12 Oversight Support for FY 2005 (ERA PMO) 1.01.13 Program Management Tools (ERA PMO) 53,803.86 80,521.09 33,237.74 95,191.86 1.62 0.67 $71,501.59 $23,690.27 0.67 562,325.18 568,162.20 316,143.27 670,637.41 1.78 0.99 $377,669.27 $292,968.14 0.31 25,313.96 25,313.96 9,661.10 27,741.21 2.62 1.00 $10,587.46 $17,153.75 0.13 27,576.58 27,576.58 12,379.39 30,203.14 2.23 1.00 $13,558.47 $16,644.67 0.15 516,422.12 516,981.56 159,758.91 581,470.02 3.23 1.00 $179,903.74 $401,566.27 0.15
  23. 23. Sample EVMS Performance Indices SPI CPI TCPI 1.4 1.2 1 0.8 0.6 0.4 0.2 0 Sep 03 Oct 03 Nov 03 Dec 03 Jan 04 Feb 04 Mar 04 Apr 04 May-04 Jun-04 Jul-04 Aug-04 Sep-04 Oct-04 Nov-04 Dec-04 Jan-05 Feb-05 SPI 0.51576 0.52326 0.5659 0.56673 0.66468 0.69503 0.84323 0.82301 0.9056 0.88114 0.90628 0.94626 0.94021 0.94084 0.94158 0.94535 0.9461 0.97689 CPI 0.7829 0.7633 0.85293 0.93039 1.11618 1.17588 1.1713 1.12081 1.09895 1.10372 1.04246 0.98029 0.99599 1.00804 1.01693 1.03082 1.04923 1.0646 TCPI 1.01618 1.03889 1.03395 1.02081 0.95325 0.90705 0.86203 0.89027 0.82229 0.76483 0.84445 1.16573 1.00438 0.99035 0.97745 0.95441 0.92064 0.88206 SPI = Schedule Performance Index CPI = Cost Performance Index TCPI = To Complete Performance Index
  24. 24. Scheduling  Project Control Staff integrates:  Remaining Work  % Complete  Network Logic, and  Other Factors that impact Earned Value data.  Staff develops realistic assessment of remaining work on unfinished activities/deliverables  Integrated Master Schedule Data ported to Project Connect for earned value calculations.
  25. 25. Requirements for Earned Value Management (EVM) Reporting  EVM data to be delivered to PMO monthly  Vendor EVM data must be delivered in one of the following two formats.   ANSI X12 839 EDI format wInsight compatible XML format  Other reporting standards:   DI-MGMT 81468, Contract Funds Status Report (CFSR) approved October 19, 1995 DI-MGMT-81466, Cost Performance Report, approved October 19, 1995  Developer initiated baseline or EV reporting changes bound by contract stipulations  Developer must use physical, not duration-based, percent complete  Developer Performance Measurement Baseline (PMB) to cover entire technical scope of contracted work, include realistic schedules integrated with appropriate level and mix of resources
  26. 26. Requirements for Earned Value Management (EVM) Reporting  Written variance analyses will be provided for    +/- $25,000 current cost and schedule variances, +/-$50,000 cumulative cost and schedule variances, and +/-$125,000 variances at completion.  All negative BCWS, BCWP or ACWP will be explained.  PMO will use EIA 748-A, EIA Standard-Earned Value Management Systems, January 2002, to validate data from Developer’s PMB.
  27. 27. Program Performance Reporting  Completed: Assessing PROMT, wInsight and Project Connect tools for data accuracy, consistency and relevance  Implementing procedures for resolving excessive variances  Government review of Contractors’ CDRLs  Integrate NHE EVMS data with the contractors’ performance during SA&D phase  Current: (Systems Analysis and Design Phase) Performance Reporting  Data analyzed monthly, compiled quarterly  Vendor Reporting Requirements defined in Contract  Coordinate CDRLs’ feedback with CORs and QA  Out years (Increments) Performance Reporting  wInsight is used by both developmental contractors  Developing Increment 1 Integrated Schedule for ERA Program Office  Working with DCMA and DCAA to support audits and baseline reviews  Improving the WBS Reporting Structure 
  28. 28. Integrated EVMS Analysis  Program Critical Events  SA&D Progress  EVMS Summary Analysis    Integrate the Budget Financial System with EVMS Integrate contractors’ EVMS XML data files with internal NHE EVMS Data Review monthly and provide a consolidated report quarterly
  29. 29. Sample EVMS Data EVMS Cumulative Data through FY05 $18,000,000 $16,000,000 $14,000,000 $12,000,000 BCWS $10,000,000 BCWP $8,000,000 ACWP $6,000,000 $4,000,000 $2,000,000 Ja n05 N ov -0 4 ep -0 4 S Ju l-0 4 ay -0 4 M ar 04 M 04 Ja n 03 N ov S ep 03 $0
  30. 30. Results NARA now has the necessary tools to perform enterprise management of its portfolio of IT projects through all phases of the software development life cycle in compliance with GAO’s requirements. U.S. GAO - Information Technology: Agencies Need to Improve the ...

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