This document provides an overview of implementing an Earned Value Management (EVM) system for the Constellation Program. It discusses the program overview, EVM implementation process, Integrated Baseline Reviews (IBRs), and the path forward. Key aspects covered include defining EVM requirements, establishing organizational roles and responsibilities, developing documentation and tools, conducting IBRs for major projects, and ongoing monitoring to ensure the EVM system provides useful performance data. The overall goal is to fully integrate EVM into the program's processes to facilitate cost and schedule monitoring and control.
The Orion contract is a complex project involving Lockheed Martin as the prime contractor and many subcontractors. The contract is structured into three schedules for design, development, testing, production, and operations. Since the initial award, the contract has undergone several changes totaling over $2 billion to realign requirements and accommodate changes to the Constellation program. These changes ensured Orion's design supported its mission of transporting crew to the International Space Station.
The document summarizes the initial formulation of NASA's Commercial Crew Development Program from concept to formulation. It discusses how the program was assigned to NASA centers including Kennedy Space Center and Johnson Space Center. The formulation established objectives, relationships with commercial partners and other agencies, an organization structure, and a risk management approach including a board structure and decision making process. It also touches on other topics like human certification, business case, and the NASA/FAA relationship.
This document defines key terms related to theoretical and conceptual frameworks, including concepts, constructs, variables, conceptual framework, and theoretical framework. It explains that a conceptual framework consists of concepts and proposed relationships between concepts, while a theoretical framework is based on existing theories. The purposes of conceptual and theoretical frameworks are to clarify concepts, propose relationships between concepts, provide context for interpreting findings, and stimulate further research and theory development.
The Constellation Program is transitioning from defining requirements to preliminary design and development of hardware and software for its systems. It leverages a nationwide team from NASA and industry. This team is focused on designing and incrementally integrating and verifying a set of increasingly capable systems over the next decade to meet exploration goals of completing the ISS, retiring the Shuttle, developing Orion and Ares launch vehicles, and returning to the Moon by 2020.
The document discusses the roles and implementation plan of the Constellation Space Transportation Planning Office (CSTP). It outlines that NASA engineers will lead design, development, testing and evaluation of Ares and Orion hardware as well as ground systems. The CSTP will establish key personnel, engage with Constellation projects, define processes, and work on production contracts. The implementation plan shows activities from FY2009 to FY2012 such as establishing project offices, assigning managers, and defining production structure.
Argon ST Active & Aircraft Services provides quick reaction, cost efficient aircraft modification services in support of prototype and low rate production projects.
The Orion contract is a complex project involving Lockheed Martin as the prime contractor and many subcontractors. The contract is structured into three schedules for design, development, testing, production, and operations. Since the initial award, the contract has undergone several changes totaling over $2 billion to realign requirements and accommodate changes to the Constellation program. These changes ensured Orion's design supported its mission of transporting crew to the International Space Station.
The document provides an overview of the engineering services offered by Sonalysts including systems engineering, RF engineering, reliability testing, and automatic test equipment. It describes capabilities in areas such as specification development, environmental testing, mechanical and electrical engineering, prototype and production engineering, and reliability testing. Application areas mentioned include acoustic sensor heads, antennas, power supplies, and integrated submarine imaging systems.
The Orion contract is a complex project involving Lockheed Martin as the prime contractor and many subcontractors. The contract is structured into three schedules for design, development, testing, production, and operations. Since the initial award, the contract has undergone several changes totaling over $2 billion to realign requirements and accommodate changes to the Constellation program. These changes ensured Orion's design supported its mission of transporting crew to the International Space Station.
The document summarizes the initial formulation of NASA's Commercial Crew Development Program from concept to formulation. It discusses how the program was assigned to NASA centers including Kennedy Space Center and Johnson Space Center. The formulation established objectives, relationships with commercial partners and other agencies, an organization structure, and a risk management approach including a board structure and decision making process. It also touches on other topics like human certification, business case, and the NASA/FAA relationship.
This document defines key terms related to theoretical and conceptual frameworks, including concepts, constructs, variables, conceptual framework, and theoretical framework. It explains that a conceptual framework consists of concepts and proposed relationships between concepts, while a theoretical framework is based on existing theories. The purposes of conceptual and theoretical frameworks are to clarify concepts, propose relationships between concepts, provide context for interpreting findings, and stimulate further research and theory development.
The Constellation Program is transitioning from defining requirements to preliminary design and development of hardware and software for its systems. It leverages a nationwide team from NASA and industry. This team is focused on designing and incrementally integrating and verifying a set of increasingly capable systems over the next decade to meet exploration goals of completing the ISS, retiring the Shuttle, developing Orion and Ares launch vehicles, and returning to the Moon by 2020.
The document discusses the roles and implementation plan of the Constellation Space Transportation Planning Office (CSTP). It outlines that NASA engineers will lead design, development, testing and evaluation of Ares and Orion hardware as well as ground systems. The CSTP will establish key personnel, engage with Constellation projects, define processes, and work on production contracts. The implementation plan shows activities from FY2009 to FY2012 such as establishing project offices, assigning managers, and defining production structure.
Argon ST Active & Aircraft Services provides quick reaction, cost efficient aircraft modification services in support of prototype and low rate production projects.
The Orion contract is a complex project involving Lockheed Martin as the prime contractor and many subcontractors. The contract is structured into three schedules for design, development, testing, production, and operations. Since the initial award, the contract has undergone several changes totaling over $2 billion to realign requirements and accommodate changes to the Constellation program. These changes ensured Orion's design supported its mission of transporting crew to the International Space Station.
The document provides an overview of the engineering services offered by Sonalysts including systems engineering, RF engineering, reliability testing, and automatic test equipment. It describes capabilities in areas such as specification development, environmental testing, mechanical and electrical engineering, prototype and production engineering, and reliability testing. Application areas mentioned include acoustic sensor heads, antennas, power supplies, and integrated submarine imaging systems.
The document compares the operational complexity and costs of the Space Shuttle versus the Sea Launch Zenit rocket. [1] The Space Shuttle was designed for performance but not operational efficiency, resulting in costly ground, mission planning, and flight operations. [2] In contrast, the Zenit rocket was designed from the start to have automated and robust processes to keep operations simple and costs low. [3] The key lesson is that designing a launch system with operational requirements in mind from the beginning leads to much more efficient operations long-term.
The document provides an overview of project management and procurement at NASA. It discusses the key skills required for project managers, including acquisition management. It notes that 80-85% of NASA's budget is spent on contracts, and procurement processes are complex and constantly changing. The document outlines some common contract types and how they allocate risk between the government and contractor. It also discusses the relationship between contracting officers and project managers, and how successful procurement requires effective communication rather than direct control or authority.
The document introduces the NASA Engineering Network (NEN), which was created by the Office of the Chief Engineer to be a knowledge management system connecting NASA's engineering community. The NEN integrates various tools like a content management system, search engine, and collaboration tools. It provides access to key knowledge resources like NASA's Lessons Learned database and engineering databases. The NEN is working to expand by adding more communities, engineering disciplines, and knowledge repositories.
Laptops were first used in space in 1983 on the Space Shuttle, when Commander John Young brought the GRiD Compass portable computer on STS-9. Laptops are now widely used on the Space Shuttle and International Space Station for tasks like monitoring spacecraft systems, tracking satellites, inventory management, procedures viewing, and videoconferencing. Managing laptops in space presents challenges around cooling, power, and software/hardware compatibility in the harsh space environment.
Laptops were first used in space in 1983 on the Space Shuttle, when Commander John Young brought the GRiD Compass portable computer on STS-9. Laptops are now widely used on the Space Shuttle and International Space Station for tasks like monitoring spacecraft systems, planning rendezvous and proximity operations, inventory management, procedure reviews, and communication between space and ground via software like WorldMap and DOUG. Managing laptops in space presents challenges around hardware durability, cooling, and software/data management in the space environment.
This document discusses the use of market-based systems to allocate scarce resources for NASA missions and projects. It provides examples of how market-based approaches were used for instrument development for the Cassini mission, manifesting secondary payloads on the space shuttle, and mission planning for the LightSAR Earth imaging satellite project. The document finds that these applications of market-based allocation benefited or could have benefited from a decentralized, incentive-based approach compared to traditional centralized planning methods. However, it notes that resistance to new approaches and loss of managerial control are barriers to adoption of market-based systems.
The Stardust mission collected samples from comet Wild 2 and interstellar dust particles. It launched in February 1999 and encountered Wild 2 in January 2004, collecting dust samples in aerogel. It returned the samples to Earth safely in January 2006. The spacecraft used an innovative Whipple shield to protect itself from comet dust impacts during the encounter. Analysis of the Stardust samples has provided insights about comet composition and the early solar system.
This document discusses solutions for integrating schedules on NASA programs. It introduces Stuart Trahan's company, which provides Earned Value Management (EVM) solutions using Microsoft Office Project that comply with OMB and ANSI requirements. It also introduces a partner company, Pinnacle Management Systems, that specializes in enterprise project management solutions including EVM, project portfolio management, and enterprise project resource management, with experience in the aerospace, defense, and other industries. The document defines schedule integration and describes some methods including importing to a centralized Primavera database for review or using Primavera ProjectLink for updates, and challenges including inconsistent data formats and levels of detail across sub-schedules.
The document discusses NASA's implementation of earned value management (EVM) across its Constellation Program to coordinate work across multiple teams. It outlines the organizational structure, current target groups, and an EVM training suite. It also summarizes lessons learned and the need for project/center collaboration to integrate schedules horizontally and vertically.
This document summarizes a presentation about systems engineering processes for principle investigator (PI) mode missions. It discusses how PI missions face special challenges due to cost caps and lower technology readiness levels. It then outlines various systems engineering techniques used for PI missions, including safety compliance, organizational communication, design tools, requirements management, and lessons learned from past missions. Specific case studies from NASA's Explorers Program Office are provided as examples.
This document discusses changes to NASA's business practices for managing projects, including adopting a new acquisition strategy approach and implementing planning, programming, and budget execution (PPBE). The new acquisition strategy involves additional approval meetings at the strategic planning and project levels to better integrate acquisition with strategic and budgetary planning. PPBE focuses on analyzing programs and infrastructure to align with strategic goals and answer whether proposed programs will help achieve NASA's mission. The document also notes improvements in funds distribution and inter-center transfers, reducing the time for these processes from several weeks to only a few days.
Spaceflight Project Security: Terrestrial and On-Orbit/Mission
The document discusses security challenges for spaceflight projects, including protecting space assets from disruption, exploitation, or attack. It highlights national space policy principles of protecting space capabilities. It also discusses trends in cyber threats, including the increasing capabilities of adversaries and how even unskilled attackers can compromise terrestrial support systems linked to space assets if defenses are not strong. Protecting space projects requires awareness of threats, vulnerabilities, and strategies to defend, restore, and increase situational awareness of space assets and supporting systems.
Humor can positively impact many aspects of project management. It can improve communication, aid in team building, help detect team morale issues, and influence leadership, conflict management, negotiation, motivation, and problem solving. While humor has benefits, it also has risks and not all uses of humor are positive. Future research is needed on humor in multicultural teams, its relationship to team performance, how humor is learned, and determining optimal "doses" of humor. In conclusion, humor is a tool that can influence people and projects, but must be used carefully and spontaneously for best effect.
The recovery of Space Shuttle Columbia after its loss in 2003 involved a massive multi-agency effort to search a wide debris field, recover crew remains and evidence, and compensate local communities. Over 25,000 people searched over 680,000 acres, recovering 38% of Columbia's weight. Extensive engineering investigations were conducted to identify the causes of failure and implement changes to allow the safe return to flight of Discovery in 2005.
This document summarizes research on enhancing safety culture at NASA. It describes a survey developed to assess NASA's safety culture based on principles of high reliability organizations. The survey was tailored specifically for NASA and has been implemented to provide feedback and identify areas for improvement. It allows NASA to benchmark its safety culture within and across other industries pursuing high reliability.
This document summarizes a presentation about project management challenges at NASA Goddard Space Flight Center. The presentation outlines a vision for anomaly management, including establishing consistent problem reporting and analysis processes across all missions. It describes the current problem management approach, which lacks centralized information sharing. The presentation aims to close this gap by implementing online problem reporting and trend analysis tools to extract lessons learned across missions over time. This will help improve spacecraft design and operations based on ongoing anomaly experiences.
This document discusses leveraging scheduling productivity with practical scheduling techniques. It addresses scheduling issues such as unwieldy schedule databases and faulty logic. It then discusses taming the schedule beast through using a scheduler's toolkit, schedule templates, codes to manipulate MS Project data, common views/filters/tables, limiting constraints, and other best practices. The document provides examples of using codes and custom views/filters to effectively organize and display schedule information.
This document describes Ball Aerospace's implementation of a Life Cycle and Gated Milestone (LCGM) process to improve program planning, execution, and control across its diverse portfolio. The LCGM provides a standardized yet flexible framework that maps out program activities and products across phases. It was developed through cross-functional collaboration and introduced gradually across programs while allowing flexibility. Initial results showed the LCGM supported improved planning and management while aligning with Ball Aerospace's entrepreneurial culture.
This document discusses the importance of situation awareness (SA) for project team members. It defines SA as having three levels: perception of elements in the current situation, comprehension of the current situation, and projection of the future status. Good team SA is achieved by turning individual SAs into shared SA through communication. Teams with strong SA prepare more, focus on comprehending and projecting, and maintain awareness through techniques like questioning assumptions and seeking additional information.
This document discusses theories of leadership and how a project manager's leadership style may impact project success depending on the type of project. It outlines early hypotheses that a PM's competence, including leadership style, is a success factor on projects. It presents a research model linking PM leadership competencies to project success, moderated by factors like project type. Initial interviews found that leadership style is more important on complex projects, and different competencies are needed depending on if a project is technical or involves change. Certain competencies like communication skills and cultural sensitivity were seen as important for different project types and contexts.
Let's Integrate MuleSoft RPA, COMPOSER, APM with AWS IDP along with Slackshyamraj55
Discover the seamless integration of RPA (Robotic Process Automation), COMPOSER, and APM with AWS IDP enhanced with Slack notifications. Explore how these technologies converge to streamline workflows, optimize performance, and ensure secure access, all while leveraging the power of AWS IDP and real-time communication via Slack notifications.
The document compares the operational complexity and costs of the Space Shuttle versus the Sea Launch Zenit rocket. [1] The Space Shuttle was designed for performance but not operational efficiency, resulting in costly ground, mission planning, and flight operations. [2] In contrast, the Zenit rocket was designed from the start to have automated and robust processes to keep operations simple and costs low. [3] The key lesson is that designing a launch system with operational requirements in mind from the beginning leads to much more efficient operations long-term.
The document provides an overview of project management and procurement at NASA. It discusses the key skills required for project managers, including acquisition management. It notes that 80-85% of NASA's budget is spent on contracts, and procurement processes are complex and constantly changing. The document outlines some common contract types and how they allocate risk between the government and contractor. It also discusses the relationship between contracting officers and project managers, and how successful procurement requires effective communication rather than direct control or authority.
The document introduces the NASA Engineering Network (NEN), which was created by the Office of the Chief Engineer to be a knowledge management system connecting NASA's engineering community. The NEN integrates various tools like a content management system, search engine, and collaboration tools. It provides access to key knowledge resources like NASA's Lessons Learned database and engineering databases. The NEN is working to expand by adding more communities, engineering disciplines, and knowledge repositories.
Laptops were first used in space in 1983 on the Space Shuttle, when Commander John Young brought the GRiD Compass portable computer on STS-9. Laptops are now widely used on the Space Shuttle and International Space Station for tasks like monitoring spacecraft systems, tracking satellites, inventory management, procedures viewing, and videoconferencing. Managing laptops in space presents challenges around cooling, power, and software/hardware compatibility in the harsh space environment.
Laptops were first used in space in 1983 on the Space Shuttle, when Commander John Young brought the GRiD Compass portable computer on STS-9. Laptops are now widely used on the Space Shuttle and International Space Station for tasks like monitoring spacecraft systems, planning rendezvous and proximity operations, inventory management, procedure reviews, and communication between space and ground via software like WorldMap and DOUG. Managing laptops in space presents challenges around hardware durability, cooling, and software/data management in the space environment.
This document discusses the use of market-based systems to allocate scarce resources for NASA missions and projects. It provides examples of how market-based approaches were used for instrument development for the Cassini mission, manifesting secondary payloads on the space shuttle, and mission planning for the LightSAR Earth imaging satellite project. The document finds that these applications of market-based allocation benefited or could have benefited from a decentralized, incentive-based approach compared to traditional centralized planning methods. However, it notes that resistance to new approaches and loss of managerial control are barriers to adoption of market-based systems.
The Stardust mission collected samples from comet Wild 2 and interstellar dust particles. It launched in February 1999 and encountered Wild 2 in January 2004, collecting dust samples in aerogel. It returned the samples to Earth safely in January 2006. The spacecraft used an innovative Whipple shield to protect itself from comet dust impacts during the encounter. Analysis of the Stardust samples has provided insights about comet composition and the early solar system.
This document discusses solutions for integrating schedules on NASA programs. It introduces Stuart Trahan's company, which provides Earned Value Management (EVM) solutions using Microsoft Office Project that comply with OMB and ANSI requirements. It also introduces a partner company, Pinnacle Management Systems, that specializes in enterprise project management solutions including EVM, project portfolio management, and enterprise project resource management, with experience in the aerospace, defense, and other industries. The document defines schedule integration and describes some methods including importing to a centralized Primavera database for review or using Primavera ProjectLink for updates, and challenges including inconsistent data formats and levels of detail across sub-schedules.
The document discusses NASA's implementation of earned value management (EVM) across its Constellation Program to coordinate work across multiple teams. It outlines the organizational structure, current target groups, and an EVM training suite. It also summarizes lessons learned and the need for project/center collaboration to integrate schedules horizontally and vertically.
This document summarizes a presentation about systems engineering processes for principle investigator (PI) mode missions. It discusses how PI missions face special challenges due to cost caps and lower technology readiness levels. It then outlines various systems engineering techniques used for PI missions, including safety compliance, organizational communication, design tools, requirements management, and lessons learned from past missions. Specific case studies from NASA's Explorers Program Office are provided as examples.
This document discusses changes to NASA's business practices for managing projects, including adopting a new acquisition strategy approach and implementing planning, programming, and budget execution (PPBE). The new acquisition strategy involves additional approval meetings at the strategic planning and project levels to better integrate acquisition with strategic and budgetary planning. PPBE focuses on analyzing programs and infrastructure to align with strategic goals and answer whether proposed programs will help achieve NASA's mission. The document also notes improvements in funds distribution and inter-center transfers, reducing the time for these processes from several weeks to only a few days.
Spaceflight Project Security: Terrestrial and On-Orbit/Mission
The document discusses security challenges for spaceflight projects, including protecting space assets from disruption, exploitation, or attack. It highlights national space policy principles of protecting space capabilities. It also discusses trends in cyber threats, including the increasing capabilities of adversaries and how even unskilled attackers can compromise terrestrial support systems linked to space assets if defenses are not strong. Protecting space projects requires awareness of threats, vulnerabilities, and strategies to defend, restore, and increase situational awareness of space assets and supporting systems.
Humor can positively impact many aspects of project management. It can improve communication, aid in team building, help detect team morale issues, and influence leadership, conflict management, negotiation, motivation, and problem solving. While humor has benefits, it also has risks and not all uses of humor are positive. Future research is needed on humor in multicultural teams, its relationship to team performance, how humor is learned, and determining optimal "doses" of humor. In conclusion, humor is a tool that can influence people and projects, but must be used carefully and spontaneously for best effect.
The recovery of Space Shuttle Columbia after its loss in 2003 involved a massive multi-agency effort to search a wide debris field, recover crew remains and evidence, and compensate local communities. Over 25,000 people searched over 680,000 acres, recovering 38% of Columbia's weight. Extensive engineering investigations were conducted to identify the causes of failure and implement changes to allow the safe return to flight of Discovery in 2005.
This document summarizes research on enhancing safety culture at NASA. It describes a survey developed to assess NASA's safety culture based on principles of high reliability organizations. The survey was tailored specifically for NASA and has been implemented to provide feedback and identify areas for improvement. It allows NASA to benchmark its safety culture within and across other industries pursuing high reliability.
This document summarizes a presentation about project management challenges at NASA Goddard Space Flight Center. The presentation outlines a vision for anomaly management, including establishing consistent problem reporting and analysis processes across all missions. It describes the current problem management approach, which lacks centralized information sharing. The presentation aims to close this gap by implementing online problem reporting and trend analysis tools to extract lessons learned across missions over time. This will help improve spacecraft design and operations based on ongoing anomaly experiences.
This document discusses leveraging scheduling productivity with practical scheduling techniques. It addresses scheduling issues such as unwieldy schedule databases and faulty logic. It then discusses taming the schedule beast through using a scheduler's toolkit, schedule templates, codes to manipulate MS Project data, common views/filters/tables, limiting constraints, and other best practices. The document provides examples of using codes and custom views/filters to effectively organize and display schedule information.
This document describes Ball Aerospace's implementation of a Life Cycle and Gated Milestone (LCGM) process to improve program planning, execution, and control across its diverse portfolio. The LCGM provides a standardized yet flexible framework that maps out program activities and products across phases. It was developed through cross-functional collaboration and introduced gradually across programs while allowing flexibility. Initial results showed the LCGM supported improved planning and management while aligning with Ball Aerospace's entrepreneurial culture.
This document discusses the importance of situation awareness (SA) for project team members. It defines SA as having three levels: perception of elements in the current situation, comprehension of the current situation, and projection of the future status. Good team SA is achieved by turning individual SAs into shared SA through communication. Teams with strong SA prepare more, focus on comprehending and projecting, and maintain awareness through techniques like questioning assumptions and seeking additional information.
This document discusses theories of leadership and how a project manager's leadership style may impact project success depending on the type of project. It outlines early hypotheses that a PM's competence, including leadership style, is a success factor on projects. It presents a research model linking PM leadership competencies to project success, moderated by factors like project type. Initial interviews found that leadership style is more important on complex projects, and different competencies are needed depending on if a project is technical or involves change. Certain competencies like communication skills and cultural sensitivity were seen as important for different project types and contexts.
Let's Integrate MuleSoft RPA, COMPOSER, APM with AWS IDP along with Slackshyamraj55
Discover the seamless integration of RPA (Robotic Process Automation), COMPOSER, and APM with AWS IDP enhanced with Slack notifications. Explore how these technologies converge to streamline workflows, optimize performance, and ensure secure access, all while leveraging the power of AWS IDP and real-time communication via Slack notifications.
Trusted Execution Environment for Decentralized Process MiningLucaBarbaro3
Presentation of the paper "Trusted Execution Environment for Decentralized Process Mining" given during the CAiSE 2024 Conference in Cyprus on June 7, 2024.
This presentation provides valuable insights into effective cost-saving techniques on AWS. Learn how to optimize your AWS resources by rightsizing, increasing elasticity, picking the right storage class, and choosing the best pricing model. Additionally, discover essential governance mechanisms to ensure continuous cost efficiency. Whether you are new to AWS or an experienced user, this presentation provides clear and practical tips to help you reduce your cloud costs and get the most out of your budget.
leewayhertz.com-AI in predictive maintenance Use cases technologies benefits ...alexjohnson7307
Predictive maintenance is a proactive approach that anticipates equipment failures before they happen. At the forefront of this innovative strategy is Artificial Intelligence (AI), which brings unprecedented precision and efficiency. AI in predictive maintenance is transforming industries by reducing downtime, minimizing costs, and enhancing productivity.
Monitoring and Managing Anomaly Detection on OpenShift.pdfTosin Akinosho
Monitoring and Managing Anomaly Detection on OpenShift
Overview
Dive into the world of anomaly detection on edge devices with our comprehensive hands-on tutorial. This SlideShare presentation will guide you through the entire process, from data collection and model training to edge deployment and real-time monitoring. Perfect for those looking to implement robust anomaly detection systems on resource-constrained IoT/edge devices.
Key Topics Covered
1. Introduction to Anomaly Detection
- Understand the fundamentals of anomaly detection and its importance in identifying unusual behavior or failures in systems.
2. Understanding Edge (IoT)
- Learn about edge computing and IoT, and how they enable real-time data processing and decision-making at the source.
3. What is ArgoCD?
- Discover ArgoCD, a declarative, GitOps continuous delivery tool for Kubernetes, and its role in deploying applications on edge devices.
4. Deployment Using ArgoCD for Edge Devices
- Step-by-step guide on deploying anomaly detection models on edge devices using ArgoCD.
5. Introduction to Apache Kafka and S3
- Explore Apache Kafka for real-time data streaming and Amazon S3 for scalable storage solutions.
6. Viewing Kafka Messages in the Data Lake
- Learn how to view and analyze Kafka messages stored in a data lake for better insights.
7. What is Prometheus?
- Get to know Prometheus, an open-source monitoring and alerting toolkit, and its application in monitoring edge devices.
8. Monitoring Application Metrics with Prometheus
- Detailed instructions on setting up Prometheus to monitor the performance and health of your anomaly detection system.
9. What is Camel K?
- Introduction to Camel K, a lightweight integration framework built on Apache Camel, designed for Kubernetes.
10. Configuring Camel K Integrations for Data Pipelines
- Learn how to configure Camel K for seamless data pipeline integrations in your anomaly detection workflow.
11. What is a Jupyter Notebook?
- Overview of Jupyter Notebooks, an open-source web application for creating and sharing documents with live code, equations, visualizations, and narrative text.
12. Jupyter Notebooks with Code Examples
- Hands-on examples and code snippets in Jupyter Notebooks to help you implement and test anomaly detection models.
Ivanti’s Patch Tuesday breakdown goes beyond patching your applications and brings you the intelligence and guidance needed to prioritize where to focus your attention first. Catch early analysis on our Ivanti blog, then join industry expert Chris Goettl for the Patch Tuesday Webinar Event. There we’ll do a deep dive into each of the bulletins and give guidance on the risks associated with the newly-identified vulnerabilities.
Driving Business Innovation: Latest Generative AI Advancements & Success StorySafe Software
Are you ready to revolutionize how you handle data? Join us for a webinar where we’ll bring you up to speed with the latest advancements in Generative AI technology and discover how leveraging FME with tools from giants like Google Gemini, Amazon, and Microsoft OpenAI can supercharge your workflow efficiency.
During the hour, we’ll take you through:
Guest Speaker Segment with Hannah Barrington: Dive into the world of dynamic real estate marketing with Hannah, the Marketing Manager at Workspace Group. Hear firsthand how their team generates engaging descriptions for thousands of office units by integrating diverse data sources—from PDF floorplans to web pages—using FME transformers, like OpenAIVisionConnector and AnthropicVisionConnector. This use case will show you how GenAI can streamline content creation for marketing across the board.
Ollama Use Case: Learn how Scenario Specialist Dmitri Bagh has utilized Ollama within FME to input data, create custom models, and enhance security protocols. This segment will include demos to illustrate the full capabilities of FME in AI-driven processes.
Custom AI Models: Discover how to leverage FME to build personalized AI models using your data. Whether it’s populating a model with local data for added security or integrating public AI tools, find out how FME facilitates a versatile and secure approach to AI.
We’ll wrap up with a live Q&A session where you can engage with our experts on your specific use cases, and learn more about optimizing your data workflows with AI.
This webinar is ideal for professionals seeking to harness the power of AI within their data management systems while ensuring high levels of customization and security. Whether you're a novice or an expert, gain actionable insights and strategies to elevate your data processes. Join us to see how FME and AI can revolutionize how you work with data!
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Main news related to the CCS TSI 2023 (2023/1695)Jakub Marek
An English 🇬🇧 translation of a presentation to the speech I gave about the main changes brought by CCS TSI 2023 at the biggest Czech conference on Communications and signalling systems on Railways, which was held in Clarion Hotel Olomouc from 7th to 9th November 2023 (konferenceszt.cz). Attended by around 500 participants and 200 on-line followers.
The original Czech 🇨🇿 version of the presentation can be found here: https://www.slideshare.net/slideshow/hlavni-novinky-souvisejici-s-ccs-tsi-2023-2023-1695/269688092 .
The videorecording (in Czech) from the presentation is available here: https://youtu.be/WzjJWm4IyPk?si=SImb06tuXGb30BEH .
1. Implementing an EVM System for the
Constellation Program
February 10, 2010
Lisa McCann, Schedules Cost Estimating and
Assessments Deputy Manager
SGT-Inc
Used with Permission
2. Topics
Program Overview
EVM Implementation and Process Overview
Integrated Baseline Reviews (IBRs)
Going Forward
Questions
2/10/10 SGT-Inc, lisa.mccann@sgt-inc.com 2
3. Constellation Content Across the Nation
Ames Marshall Glenn Goddard
• Lead Thermal Protection System • Home for Ares Project • Lead Service Module and Spacecraft Adapter • Lead program requirements for
Advanced Development Program • Ares I and V development and integration lead integration unpressurized cargo carriers
• Ares mission operations simulation • Support LAS and Service Module, Ares V EDS • Flight Test Article “Pathfinder” fabrication • Subsystem lead for lunar
• Software & Guidance, Navigation & development, test and oversight • Ares I-X upper stage simulator lead lander avionics
Control support • Core stage development, test and oversight • Lead Ares V power, thrust vector control and • Lunar surface and surface
• Lunar systems support • Altair decent stage and subsystem support payload shroud development telenet communications
WA • Lead EDS orbital environments testing at Plum Brook • EVA tools and equipment
• Lead lunar lander ascent stage propulsion, ascent and
descent stage power generation
Langley
MT • Passive thermal systems and surface element
• Lead Launch Abort System
communications
• J-2X altitude/in-space testing integration
• Ares I-X vehicle integration
MN • Ares aerodynamics lead
• Lead Ares V aerodynamics
CT
• Subsystem lead for lunar lander
structures and mechanisms
Alliant Techsystems, Inc. PA
IA including ascent and descent
stages
NV MD • Lunar lander and lunar surface
UT Lockheed Martin IL OH radiation protection
CA CO VA
MO Boeing Kennedy
• Home for Ground Ops Project
• Ground processing
Dryden Pratt and Whitney • Launch operations
• Lead Abort Flight Test Rocketdyne AZ • Recovery operations
Integration/Operations NM White Sands Test Facility • Final assembly, ground
• Abort Test Booster procurement processing for human lunar
• Flight Test Article • Orion Abort Test Booster test site
lander
MS AL • Lead for lunar surface in-situ
resource utilization systems
LA
TX FL
Jet Propulsion Laboratory Johnson Space Center CSSS Stennis
• Thermal protection system support • Home for Program and Projects: • Rocket propulsion testing
• Lunar lander support including spacecraft Orion, MOP, EVA, Altair, Lunar Surface • Lead Ares V liquid rocket
design; guidance, navigation, and control; • Element lead for lunar lander crew module/ systems and stage testing at
life support systems, and avionics ascent stage sea level and altitude
• Lead specific robotic surface mobility • Lead lunar surface crew habitation, environmental Michoud Assembly Facility • Lead altitude development and
• Environmental monitoring and control and control /life support systems, human mobility • Manufacturing of Ares I Upper Stage, Ares V certification testing for upper
surface system local element • GFE projects management Stages and Orion Primary Structure stage engine
communications • Flight Test Program
2/10/10 SGT-Inc, lisa.mccann@sgt-inc.com Page 3
National Aeronautics and Space Administration
5. EVM Requirements Hierarchy
ANSI 748 EVMS Criteria
OMB Circular A-11 Federal Organization (Guideline 1-5) - Define the authorized work by WBS and
assign a responsibility organization for work. Integrate all work for
effective internal management control.
NPD 7120.5D Policy for Flight and
Ground Systems Projects Planning Scheduling, and Budgeting (Guideline 6-15) – Plan,
schedule, budget and authorize work. Establish interdependencies to
Agency meet the requirements and maintain a time-phased budget baseline.
IPAO SOP on EVM
October 2008
Accounting Considerations (Guideline 16-21) - Accumulate and record
costs of work performed consistent with budgets in a formal system
controlled by the general books of account.
ESMD EVM Directive
January 2005
Analysis and Management Reports (Guideline 22-27) – At lease
ESMD EVM Policy monthly, compare and analyze planned, performance and actual cost
December 2006 and schedule variances. Identify managerial actions taken to support
horizontal and vertical communications and traceability.
ESMD Integ. Prog. Mgmt. Letter Directorate
December 2007
Revisions and Data Maintenance (Guideline 28-32) – Incorporate,
ESMD Integ. Prog Mgmt Letter
record authorize budget and schedule changes in a timely manner and
November 2009 maintain traceability from original budgets. Prohibit retroactive changes.
CxP 70070 Annex 9 EVM
System Description
CxP EVM Management Directive - Program
038 The agency, directorate and program are behind
EVM and fully support through various policy
CxP IBR Guidebook documents in accordance with EVM Criteria.
2/10/10 SGT-Inc, lisa.mccann@sgt-inc.com 5
6. Work Breakdown Structure
Constellation
Program
Constellation 234A
Space Comm Lunar
Ares 1 Program
Orion Mission Ops Ground Ops EVA Ares V & Navigation Altair Surface
Integration
Integration Systems
136905 644423 282938 292360 604746 731384 206518 141141 182306 342806
Project Mgmt Project Mgmt Project Mgmt Project Mgmt Project Mgmt Project Mgmt Project Mgmt Project Mgmt Project Mgmt Project Mgmt
136905.01 644423.01 292360.01 604746.01 731384.01 141141.01 342806.01
282938.01 206518.01 182306.01
Vehicle Integration Sys. Engineering SE&I SE&I SE&I Systems Engineering Systems Engineering Vehicle Integration LSS Integration
136905.02
644423.02 282938.02 292360.02 Program Manager 731384.02 206518.02 141141.02 182306.02 342806.02
604746.01.01
Safety & Mission Safety & Mission S&MA S&MA S&MA S&MA Safety & Mission Safety & Mission Safety & Mission
Program Mgmt &
Assurance Assurance 282938.03 292360.03
Administration
731384.03 206518.03 Assurance Assurance Assurance
644423.03
136905.03 Science/Technology Future Elements 604746.01.01.01 Science/Technology Spacecraft 141141.03 182306.03 342806.03
Science/Technology 282938.04 Dev & Ops 292360.05 PP&C 731384.04
Module Science/Technology Technology Technology
Mission Operations 644423.04
Mission Ops
604746.01.01.02
Aircraft/Spacecraft 206518.08 141141.04
Development Development
136905.07 Orion Dev Support
Spacecraft 282938.07
& Ground Ops
731384.06
Aircraft/Spacecraft 182306.04 342806.04
Launch Vehicle/ 644423.06 Systems Engineering Core Stage 141141.06
Payloads Payloads
Ground System Dev 292360.06
604746.02 206518.08.01
Services Crew Module 282938.09 Mission Operations 182306.05 342806.05
Integrated Ops H/W Mgmt
Core Stage
136905.08 644423.06.01 Safety & Mission 731384.06.01 141141.07
Spacecraft Spacecraft (LSS
System Integration 292360.07 Booster
Service Module Assurance Sustaining Engineering 206518.08.02 Ground Systems Development Elements)
First Stage
64423.06.02 & Testing Launch Vehicle 604746.03 731384.06.02
282938.10 Earth Departure 141141.09 182306.06 342806.06
136905.08.01 Launch Abort Dev Supt & Ops H/W Development Stage
Upper Stage System Education & 292360.08 Science/Technology 731384.06.04 206518.08.03 Systems Integration Ops Integration Mission Operations
604746.04 342806.07
136905.08.02 644423.06.04
Public Outreach Ground Systems H/W Processing & Earth Departure & Testing 182306.07
Upper Stage
Engine (SSME)
Software 282938.11
Dev & Sustaining Aircraft/Spacecraft Logistics Stage Engine
141141.10
Launch Vehicle Ground Systems
644423.06.05 604746.06
136905.08.03 Agency Cost 292360.09 731384.06.05 206518.08.04 Agency Cost Services 342806.09
Upper Stage Assessment 282938.99 Integrated T&V Mission Operations Assessment 141141.99 182306.08 Test & Verification
Integ & Testing 604746.07 Flight Integration 342806.10
Engine – J2 644423.10 292360.10
Sys Integ & Testing Ground Operations
136905.08.04
Systems Integration & Test 182306.09 Education & Public
Upper Stage Education & Education & Public 731384.10
206518.10
136905.08.05 Public Outreach Outreach & Testing Education & Test & Verification Outreach
292360.11 604746.10 182306.10 182306.11
644423.11
Public Outreach
Ground System(s ) Integrated Logistics Education & Education & Public
Construction of 731384.11
136905.09 292360.12 Public Outreach Outreach
Facility 644423.98 604746.11 Agency Cost
Systems Integration Construction of Assessment 731384.99
182306.11
& Testing Agency Cost Agency Fee For
Assessment Facility 292360.98
136905.10 Service (FFS)
644423.99 Agency Cost 604746.90
Construction of
Facility 136905.98
Assessment
292360.99 Program Reserves
604746.99
Projects provide monthly cost and
Agency Cost
Assessment
136905.99 schedule variances at these levels per
CxP Projects EVM Directive WBS Reporting Areas these thresholds
Projects Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Total
Ares 1 18 31 44 94
Orion 1 36 21 58
EVA 1 6 5 3 15
Ground Ops 1 11 1 3 16
Mission Ops 1 6 26 33
Thresholds for variance explanations
Program Int 1 5 6 5 largest cum cost variances exceeding +/- $250K and +/- 5%
Totals 6 28 86 58 0 44 222 5 largest cum schedule variances exceeding +/- $250K and +/- 5%
2/10/10 SGT-Inc, lisa.mccann@sgt-inc.com 6
7. Organization
Dynamic
organization
across all centers
Institutions such
as Engineering
are support to all
programs and
projects
2/10/10 SGT-Inc, lisa.mccann@sgt-inc.com 7
8. CxP EVM Organization
ESMD Assoc. Administrator
Program Manager
PP&C Director
SCEA Manager
CxP
SCEA EVM/IMS Lead
CxP Project EVM Focals and Support
Ares Orion EVA Ground Ops Mission Ops Program Integration Lunar Projects
35 CAMs 17 CAMs 10 CAMs 14 CAMs TBD 8 CAMs
HQ and Center EVM Focal CxP Support
Office of Chief Engineer Headquarters MSFC JSC KSC LARC
Institutional support office
Strong collaboration is key to success: Organizational Interfaces External Interfaces
• Bi-monthly EVM Working Group meeting Resources GAO DCMA
and telecoms (~23 participants) Scheduling IG Industry
• Quarterly HQ EVMWG meetings (~20
participants Assessments SRB
• Training and monthly reviews (~100 JCL Analysis OMB
NASA CAMs and upper Management)
2/10/10 SGT-Inc, lisa.mccann@sgt-inc.com 8
9. How CxP implemented EVM
Solid Communication with all involved
• Face to face
• Telecoms and WebEx
• Website portals
Developed process documentation
Developed and maintain an implementation schedule
Defined clear requirements and expectations between the Program
and Projects
Used existing industry tools, guidelines and experts (ANSI Standard,
DCMA documents, EVM Implementation Guides, industry
consultants)
Implemented off the shelf software tools to mirror existing financial
reporting systems prior to providing EVM data
Understood existing cultures and slowly worked to change
resistance to EVM and remained flexible
Stayed optimistic each step of the way
Demonstrated the benefits to key stakeholders
Met implementation deadlines and delivered products and data
2/10/10 SGT-Inc, lisa.mccann@sgt-inc.com 9
10. CxP EVM Implementation Timeline PMR07 PMR08 PMR08 Rev 1 PMR09
2006 2007 2008 2009 2010
Lifecycle Phase PHASE A PHASE B PHASE C
Requirements ESMD EVM Policy NPR 7120.5D CxP EVM Directive -038 CxP IBR Strategy
Gilbrecht IPM Letter CxP IBR Guide
CxP EVM Sys Des CxP Report Generator Format CxP IBR Guide and Toolkit IBRs Complete
Process
ATK, Boeing IBRs PADs Released
PWR, Lockheed Martin
EVM Healthcheck
IBRs
Reviews
CxP EVM Working Group
Established SRB EVM Status Provided
CxP EVM Summit CxP EVM F2F CxP EVM F2F
Integration HQ EVM Working Group
interface established
MPR Reporting Established Resume MPR Reporting
.xml Connect EVM Tool Actuate Actuals Report Windchill and Wiki established Pertmaster established Cobra in Citrix environment
Tools
Primavera established
wInsight in Citrix environment
Cobra project initiated
J-2X Prime EVM Reports Ares and Orion Prime Early In-House EVM Reports Some EVM reporting stops, PAD-based EVM Reporting
EVM Reports replanning underway
EVM Data
Level II EVM Metric Templates
established
Cobra Training
People and Multiple EVM Training wInsight Training CxP Program Support Contract IBR Training APPEL CAM Training/Cert
courses initiated in Start Course (TBD)
Training SATERN Multiple EVM Training KSC Cobra Pilot
courses initiated at Cobra Workshop Ares Cobra Pilot
various Centers
wInsight Training CAM Training Initiative
Kickoff
2/10/10 SGT-Inc, lisa.mccann@sgt-inc.com TIME NOW 10
11. EVM Implementation Process Flow
Constellation EVM System Overview
ESMD EVM Formulation
ESMD
Review Program
Policy Guidance Authorization Performance
Documents (FAD)
EVM Report Control Program
EVM SDD Format/Reporting
Constellation Program
Directive (038)
Program Integrated
EVM Data
Analysis/Reports
wInsight
Project EVM data
storage Analyze Project
Authorization
EVM Data
Document (PAD)
Conduct IBRs
Validate PMB
Project EVM
Constellation Projects
Load and reports
Formulate
Schedule maintain
WBS EVM cost
engine Analyze
WBS
EVM data
Dictionary RAM WAD PMB
Formulate CAP
Generate EVM Control Project
OBS
performance
Bottoms-Up measurement
Planning data
2/10/10 SGT-Inc, lisa.mccann@sgt-inc.com 11
13. EVM Components Process – Project Example
Budgets Earned Value Actuals Forecasts Variances Reports
Collected monthly Collected monthly Collected monthly • CxP Monthly
PAD, WADs initiate Collected monthly
from CAMS and from CAMs and from CAMs and wInsight Charts
budget authorization from Resources
Schedulers Resource Analysts Resource Analysts • EVM Graphs and
Primavera /MS WebTADs Metrics
PPBE /CAP
Project • Control Account
Excel Plan Schedule Performance
Labor Collection
Phasing Plans Plan (CAP)
Reports
Internal Task ALDS & SAP • Baseline Change
Agreements Labor Processed
Reports
Phasing Plans • CPRs 1-5
• Variance
Bus. Ware. Worksheets
CIRR
SAP Report Tool
Phasing Plans
Rates, WBS, OBS Actuate
Codes, Cost Elements Bus Ware Report Tool
Excel or .csv
Flat files
Cobra or .xml Con.
EVM Cost Engine
via XML file
Prime .xml or X12 wInsight
Deliverable
EVM Analysis
Prime Format 5
Variance Analysis
2/10/10 SGT-Inc, lisa.mccann@sgt-inc.com 13
14. CxP Projects EVM Monthly Process Rhythm
Actuate CAM
EVM
Actuals Reports
Similar monthly process used
Cost .xml file wInsight
SAP/ Report
Engine
BW
by all projects for EVM
EVM Analyst loads
Actuals into EVM
Schedule
Status Reporting
Cost Engine
Week One
Variance CAM
Explanations
EV Report
Reviews
Prime .xml
Weeks 2 & 3 files
Week Four CAM’s determine
Load variance explanations/ variance explanations
Var. explanations,
EAC’s into Cost Engine EAC’s and new EAC’s and $$ In Thousands BCWS BCWP ACWP Schedule Variance Cost Variance Element Status
G Y
database generate variance Current Pd.
Cumulative
1,571
22,510
1,571
22,510
1,665
21,246
0
0
0.0%
0.0% G 1264
-93 -5.9%
5.6% B Overall variance
explanation form explanation to be
CxP PROD
Element: 604746.03 CPI & SPI Name: Safety & Missio
2008 2009 added
Index of Dollars
OCT NOV DEC JAN
EVM Report Updates 1.080
1.070
1.060 Performance
Upload to Internal wInsight 1.050 BAC 54,681
EAC 53,417
ICE Final PI EV Report MPR 1.040 VAC 1264
Output
1.030
Review EAC Forecast Min.
51,323
Max
52,488
1.020
Percent Scheduled 41.2%
1.010
Percent Complete 41.2%
1.000 Percent Spent 38.9%
Monthly EVM SPI Current 1.00
MPR CAM Briefing Report TCPILRE 1.000
1.000 1.0001.000
Cumulative 1.00
CUM CPI 1.070
1.058 1.0691.059 CPI Current 0.94
CUM SPI 1.000
1.000 1.0001.000 Cumulative 1.06
Improving
R Worse than -10% Y Between -10% and -5% G Between -5% and 5% B Better than 5% Change Threshold = 10% Worsening
Wbs Description SV CV VAC BCWS BCWP ACWP SV SV% CV CV% BAC EAC CPI SPI VAC CAM
1 604746.03 Safety & Mission Assurance ↔ ↓ ↔ 22,509.8 22,509.8 21,245.9 0.0 0.00 1,263.8 5.61 54,680.7 53,416.9 1.059 1.000 1,263.8 SRQ
2 604746.03.00 Safety & Mission Assurance ↔ ↔ ↑ 186.0 186.0 0.0 0.0 0.00 186.0 100.00 558.0 372.0 0.000 1.000 186.0 SRQ
3 604746.03.01 Management & Control ↔ ↓ ↔ 2,680.0 2,680.0 2,203.3 0.0 0.00 476.6 17.79 9,439.4 8,962.7 1.216 1.000 476.6 SRQ
4 604746.03.02 System Safety ↔ ↔ ↔ 6,717.6 6,717.6 6,448.9 0.0 0.00 268.7 4.00 18,325.7 18,057.1 1.042 1.000 268.7 SRQ
5 604746.03.03 Quality Assurance ↔ ↑ ↑ 1,927.1 1,927.1 1,590.6 0.0 0.00 336.5 17.46 5,574.0 5,237.5 1.212 1.000 336.5 SRQ
6 604746.03.05 Risk Management & Analysis ↔ ↓ ↓ 4,135.0 4,135.0 4,351.9 0.0 0.00 -216.9 -5.24 9,155.1 9,372.0 0.950 1.000 -216.9 SRQ
7 604746.03.06 Software Safety and Quality ↔ ↓ ↓ 1,810.7 1,810.7 1,731.8 0.0 0.00 78.8 4.35 4,867.7 4,788.8 1.046 1.000 78.8 SRQ
8 604746.03.07 SR&QA Infor Systems Development ↔ ↓ ↓ 3,272.7 3,272.7 3,458.0 0.0 0.00 -185.3 -5.66 3,429.7 3,615.0 0.946 1.000 -185.3 SRQ
9 604746.03.08 JSC-SRQA Program Support ↔ ↓ ↓ 1,095.0 1,095.0 1,144.0 0.0 0.00 -49.0 -4.47 1,283.0 1,332.0 0.957 1.000 -49.0 SRQ
10 604746.03.09 Reliability and Maintainability ↔ ↔ ↑ 685.7 685.7 317.3 0.0 0.00 368.4 53.72 2,048.2 1,679.8 2.161 1.000 368.4 SRQ
2/10/10 SGT-Inc, lisa.mccann@sgt-inc.com Page 14
15. EVM Data Integration
Prime Ares Orion Ground Ops EVA Mission Ops Program Integration
Contractors Provides Provides Provides
with EVM .xml/X12 .xml/X12 .xml/X12
In-House .xml Cobra .xml Cobra Athena Cobra
Connect Connect
•includes institutional contractors
•civil servant labor and non-labor
•other procurement costs
(Primes with EVM reporting
excluded)
NSAA
E m n CP
le e t: x C m u S I/C I
u /C r P P N m : C n lla n
a e o ste tio
20
08 20
09
Index of Dollars
0 /3 1 /3 1 /3 1 /3 0 /3 0 /2 0 /3 0 /3 0 /3 0 /3 0 /3 0 /3
9 0 0 1 1 0 2 1 1 1 2 8 3 1 4 0 5 1 6 0 7 1 8 1
1 0
.5
1 0
.4
1 0
.3
1 0
.2
Data loaded in wInsight
1 0
.1
1 0
.0
Project Sandbox
0 0
.9
0 0
.8
0 0
.7
0 0
.6
NS
AA
E m n CP
le e t: x G u eS m le
ag a p N m : C n lla n
a e o ste tio
0 0
.5
C IC M
P U S IC M
P U
All EVM data collected is summarized at 0.9
In e o D llas
dx f o r
C I C m 8 0 5 0 5 0 5 0 6 0.9 .9 4 0 6 0 6 0 6 0 5 0 6 0 5
P u 9 .9 4 .9 9 .9 9 .9 1 0 6 .9 2 .9 5 .9 2 .9 1 .9 1 .90.9
0.9
S I C m 4 0 7 0 8 0 8 0 7 0 8 0. 0 7 0 7 0 7 0 7 0 7 0 7 5
C I C r 4 0 3 1 9 0 6 1 2 1 3 90 .0 2 0 7 0 81.10 0 2 1 2 0 9
8
P u 4 .9 7 .9 6 .9 4 .9 8 5.9 1 .9 7 .9 6 .9 9 .9 6 .9 7 .9 6
P u 8 .9 1 1.10 1 .9 1 .0 9 .0 1 1 1 .9 7 .8 9 .5 4 .1 9 .8 4
0.8 .1
S ICr 5 0 9 1 2 0 3 0 3 1 4 1 5 0 7 1 5 0 9 0 8 0 4
P u 9 .9 6 .4 0 .9 3 .8 8 .0 1 .0 9 .9 4 .0 4 .7 5 .9 9 .9 6
1.0
In e o D llas
dx f o r
0.90
the project level and loaded into wInsight Data Validation 0 /3 /0
8 1 9
0 5
.9 8
0 /3 /0
8 1 9
0 7
.9 6
for CxP review, analysis and reporting. 1.10
C IC R
P U
In e o D llas
dx f o r
0 5
.9
0.90
1.10
S IC R
P U
In e o D llas
dx f o r
0 5
.9
0.90
NS
AA
E m n CP
le e t: x D a A is S m le
u l- x a p N m : C n lla n
a e o ste tio
20
08 20
09
Dollars in Thousands
Index of Dollars
0 /3 0 11 /3 2 10 /3 2 80 /3 4 00 /3 6 00 /3 8 1
9 01 /3 1 01 /3 1 10 /2 3 10 /3 5 10 /3 7 10 /3
Data loaded in CxP wInsight 50
0 /3 /0
8 1 9
0 9
.8 4
0 /3 /0
8 1 9
1.9 6
00
.14
Production database
0 1 0
.0
-0
5 0 0
.9
-0
10 0 0
.8
-5
10 0 0
.7
-0
20 0 0
.6
-5
20 0 0
.5
C C M .97 .11 4 - 6 .91 7 - 5 .61 4 - 7 .41 9 - 6 .62 2 - 4 .0
V U - - 1 - 5 .81 0 - 5 .41 1 - 5 .31 6 - 9 .22 3 - 2 .82 4
11
C C R0- 6 .3 1 .3 - .1 3
V U4 .2 91 6 6 .5 5 - .7- 2 - 2 - 4 4 .8- 1
.8 2 2 .1 2 .8 6 .4 0 2 .2
C I C .9 80 5 0 5 0 5 0 6 0 6 0 6 0 6 0 6 0 5 0 6 0 5
P 0M .9 4 .9 9 .9 9 .9 1 .9 4 .9 2 .9 5 .9 2 .9 1 .9 1 .9 8
U9
C I C .8 80 3 1 9 0 6 1 2 1 3 1 1 0 7 0 8 0 2 1 2 0 9
P 0R .9 1 .1 1 .9 1 .0 9 .0 1 .0 2 .9 7 .8 9 .5 4 .1 9 .8 4
U4
2/10/10 SGT-Inc, lisa.mccann@sgt-inc.com Page 15
16. EVM Wiki and Windchill Sites
Wiki is a one-stop-shop for
all CxP EVM related
guidance, references,
example products,
meetings, etc.
Windchill will house the
monthly EVM MPR Charts
and will serve as the
location for the electronic
CAM Notebooks
2/10/10 SGT-Inc, lisa.mccann@sgt-inc.com 16
17. Cobra Implementation Process – Program Integration
1 2 3 4
Fully Create core •Work Breakdown Structure (WBS) Import core
understand Cobra Tables in •Organizational Breakdown Structure (OBS) files to Cobra
and determine Excel •Resource Breakdown Structure (RBS)
reporting •Fiscal Calendar
requirements •Rates
•Budget Element
Planning and Development
5 6 7 8 9 10
Create Cobra Prepare CAPs Load budget Load actuals Load earned value Calculate forecast
Program and into Cobra via
link core files Integration
Wizard
Execution
11 12 13 14 15
Load Export .xml file Load .xml Prepare Post EVM
variance file into EVM reports to
explanations wInsight reports Windchill/Wiki
Analysis and Reporting
Monthly Process noted in Red
2/10/10 SGT-Inc, lisa.mccann@sgt-inc.com Page 17
18. Cobra Reporting Requirements
Things to consider…
WBS Level Reporting requirements per EVM
Management Directive (3rd Level WBS 604746.01.01)
Department/Organization Numbers (ZB211, EA311)
Charge Number Structure (604746.01.01.22.10)
Hierarchies (Level of detail for reporting)
Organization Chart Structure
Resource/Budget Element Titles (Eng I, JSC EA, 22)
.xml outputs to wInsight
Code Fields for additional reports (PPBE Phases, CAM
Names)
2/10/10 SGT-Inc, lisa.mccann@sgt-inc.com Page 18
19. Cobra Set up Example – Program Integ.
Schedule EVM data
loaded in Cobra
2/10/10 SGT-Inc, lisa.mccann@sgt-inc.com 19
21. Why IBR?
• CxP Requirement: IBRs are required on all Contracts, Projects, and In-House
efforts that have an EVM requirement
• Purpose of an IBR
– Aim to cover 80-85% of the Project, Sub-Project, Prime Contract, or In-House
effort value.
– Include all high-risk areas of the project.
– Include all activities on or near the critical path.
– Include at least some LOE, Material, and Sub-Contract Control Accounts in
order to provide insight into how these aspects of the project are planned.
– The Constellation Program and the Project Office or Prime Contractor as
applicable should agree on what is to be reviewed prior to IBR.
• Objectives of an IBR
− The technical scope of work is fully included in the WBS and Control Account
Plans and is consistent with authorizing documents (PAD/Contract).
− The technical scope of work can be accomplished within baseline cost and
schedule constraints.
− Key schedule milestones are identified and are consistent with Constellation
Program requirements.
− Supporting schedules reflect a logical flow to accomplish the technical work
scope.
− Resources (budgets, facilities, personnel, skills, etc.) are adequate and
available to support the scope and schedule.
− Control Account Plans and underlying PMB rationales and estimates are
reasonable.
− Tasks are planned and can be measured objectively, relative to technical
progress and that Earned Value measurement methods are reasonable given
the nature of the work.
− Key Candidate Risks have been identified and the cost and schedule
implications of those risks have been incorporated into the PMB.
− Managers have appropriately implemented required management processes.
IBRs will provide confidence in the Earned Value information that is reported and its use as a
predictor of future performance
2/10/10 SGT-Inc, lisa.mccann@sgt-inc.com 21