Lisa mc cann

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

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

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

EVM Implementation and Process Overview

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.


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%


Organization
 Dynamic
organization
across all centers
 Institutions such
as Engineering
are support to all
programs and
projects


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)

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


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

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


CxP EVM Implementation Schedule


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

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


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


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


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


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)


Cobra Set up Example – Program Integ.

Schedule EVM data
loaded in Cobra


Integrated Baseline Reviews (IBRs)

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

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