The document discusses the Federal Aviation Administration's (FAA) successful implementation of Earned Value Management (EVM). It describes how the FAA used EVM to get off the Government Accountability Office's high-risk list. The FAA established an EVM council, revised acquisition policies to require EVM implementation, and conducted industry days to obtain best practices from suppliers. As a result of these efforts, the FAA improved program performance, increased EVM compliance across projects, and was recognized as a leader in EVM adoption within the federal government.
The document discusses the role of in-house consulting at NASA. It proposes that staff offices at NASA centers can take on the perspective of internal consultants by understanding project manager needs, interpreting policies, developing expertise, and providing ongoing support. This would help staff offices maintain relevance and justify their roles, rather than focusing only on processes. Examples are provided of how NASA Goddard's Policy and Standards Office takes a consulting approach to activities like Integrated Baseline Reviews. Potential benefits include improved consistency, training, and cultural alignment across NASA. Risks of undesirable roles like being an "enforcer" or "going native" are also discussed.
The document discusses influencing culture change within an organization. It outlines a process that includes initial planning, establishing a framework, rollout, and making the change stick. The process is then illustrated through an example of restructuring a NASA safety and mission assurance division during the transition away from the space shuttle program. The case study describes dreaming up a new vision, analyzing roles and structure, communicating the changes, and taking actions to continually reinforce the new culture.
National Aeronautics and Space Administration (NASA) Goddard Space Flight Center's Innovative Partnerships Program (IPP) seeks to form partnerships to enhance future mission capabilities. The IPP acts as a facilitator and catalyst by bringing parties together, implementing new approaches, and identifying ways for partnerships to benefit NASA, partners, and taxpayers. The presentation provides an example partnership between NASA and Carnegie Mellon University's Robotics Institute to demonstrate how innovative partnerships can leverage resources and accelerate technology maturation.
This presentation discusses analyses conducted by NASA's Strategic Investments Division to support agency management and decision making. It provides examples of performance analyses of projects, analyses for key decision points, budget decision analyses, and strategic investment analyses. The presentation emphasizes that objective, complete analyses from multiple sources and perspectives are critical to informing complex management decisions at NASA.
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 provides an overview of key project management concepts including definitions of project management, the Project Management Body of Knowledge (PMBOK), and important processes like requirements definition, work breakdown structure, scheduling, and risk management. It also discusses project constraints, stakeholders, and offers advice on how to identify why projects fail and how to prevent failures.
The document discusses NASA's Experimental Program to Stimulate Competitive Research (EPSCoR). [1] EPSCoR aims to strengthen research capabilities in jurisdictions that have not participated equally in aerospace research. [2] It provides seed funding through Research Infrastructure Development awards and Research awards to help jurisdictions develop self-sustaining research capabilities. [3] EPSCoR projects follow standard life cycles and involve multi-project management across jurisdictions and NASA directorates.
This document summarizes a presentation about lessons learned from the Big Dig project in Boston. It provides background on the project, discusses existing literature on cost overruns in mega projects, and analyzes cost and schedule data over the life of the Big Dig. The presentation examines project structure, organization, and factors that contributed to cost increases from the initial $2.5 billion estimate to the final $14.8 billion. It aims to identify techniques for improving cost estimation and management of large infrastructure projects.
The document discusses the role of in-house consulting at NASA. It proposes that staff offices at NASA centers can take on the perspective of internal consultants by understanding project manager needs, interpreting policies, developing expertise, and providing ongoing support. This would help staff offices maintain relevance and justify their roles, rather than focusing only on processes. Examples are provided of how NASA Goddard's Policy and Standards Office takes a consulting approach to activities like Integrated Baseline Reviews. Potential benefits include improved consistency, training, and cultural alignment across NASA. Risks of undesirable roles like being an "enforcer" or "going native" are also discussed.
The document discusses influencing culture change within an organization. It outlines a process that includes initial planning, establishing a framework, rollout, and making the change stick. The process is then illustrated through an example of restructuring a NASA safety and mission assurance division during the transition away from the space shuttle program. The case study describes dreaming up a new vision, analyzing roles and structure, communicating the changes, and taking actions to continually reinforce the new culture.
National Aeronautics and Space Administration (NASA) Goddard Space Flight Center's Innovative Partnerships Program (IPP) seeks to form partnerships to enhance future mission capabilities. The IPP acts as a facilitator and catalyst by bringing parties together, implementing new approaches, and identifying ways for partnerships to benefit NASA, partners, and taxpayers. The presentation provides an example partnership between NASA and Carnegie Mellon University's Robotics Institute to demonstrate how innovative partnerships can leverage resources and accelerate technology maturation.
This presentation discusses analyses conducted by NASA's Strategic Investments Division to support agency management and decision making. It provides examples of performance analyses of projects, analyses for key decision points, budget decision analyses, and strategic investment analyses. The presentation emphasizes that objective, complete analyses from multiple sources and perspectives are critical to informing complex management decisions at NASA.
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 provides an overview of key project management concepts including definitions of project management, the Project Management Body of Knowledge (PMBOK), and important processes like requirements definition, work breakdown structure, scheduling, and risk management. It also discusses project constraints, stakeholders, and offers advice on how to identify why projects fail and how to prevent failures.
The document discusses NASA's Experimental Program to Stimulate Competitive Research (EPSCoR). [1] EPSCoR aims to strengthen research capabilities in jurisdictions that have not participated equally in aerospace research. [2] It provides seed funding through Research Infrastructure Development awards and Research awards to help jurisdictions develop self-sustaining research capabilities. [3] EPSCoR projects follow standard life cycles and involve multi-project management across jurisdictions and NASA directorates.
This document summarizes a presentation about lessons learned from the Big Dig project in Boston. It provides background on the project, discusses existing literature on cost overruns in mega projects, and analyzes cost and schedule data over the life of the Big Dig. The presentation examines project structure, organization, and factors that contributed to cost increases from the initial $2.5 billion estimate to the final $14.8 billion. It aims to identify techniques for improving cost estimation and management of large infrastructure projects.
The Space and Life Sciences Directorate at NASA Johnson Space Center faced challenges with their configuration control board processes that were labor intensive and not fully compliant with new configuration management standards. They tasked Tietronix to automate the processes using a new process-centric software system called BPSCM. BPSCM streamlined the processes, increased compliance and productivity, and led to rapid adoption across the directorate and other organizations. Within a few years, over 45 boards were using BPSCM, institutionalizing the processes and improving management visibility.
Val Lunz of NASA Goddard Space Flight Center presented best practices for enhancing the Capital Planning Investment Control (CPIC) framework to optimize business portfolio analysis. The CPIC provides a framework to strategically assess IT assets and prioritize investments. Managing the portfolio through sub-portfolios of similar investments and streamlining processes can maximize returns and leverage existing resources. Continuous evaluation and stakeholder involvement are also important to ensure the appropriate investments are selected and controlled in the current fiscal environment.
This document discusses integrating risk and knowledge management practices at NASA's Exploration Systems Mission Directorate (ESMD). It outlines five practices ESMD has adopted: 1) establishing "Pause and Learn" processes to reflect on lessons; 2) generating and using "Knowledge-Based Risks" to convey lessons; 3) establishing "Communities of Practice" to share knowledge; 4) providing knowledge sharing forums; and 5) promoting experience-based training. The goal is for ESMD to effectively learn from the past and generate shared knowledge to help achieve the complex technical challenges of returning to the Moon and Mars.
This document discusses challenges in managing NASA's Small Business Innovation Research (SBIR) program. It provides an overview of NASA's SBIR implementation including its focus areas of technology, innovation, and partnerships. It explains the goals of the SBIR program as defined by Congress and lists the government agencies that participate. The document outlines NASA's strategic management approach to the SBIR program and process.
The document discusses balancing NASA's portfolio within tight budgets between successful programs and maintaining institutional capabilities. It addresses whether programs and institutions are competing priorities or if a competitive environment is healthy. It also questions if NASA can succeed with only one or the other. The document also notes challenges around effectively managing NASA's aging infrastructure portfolio, given it controls over 5,400 buildings and structures. Finally, it outlines NASA's budget formulation process and timeline, which allows only a small window for integrating program and institutional budgets.
This document outlines improvements made to NASA's independent program review process in fiscal year 2010. It discusses the reviews completed, including 8 program and 20 project reviews. Process improvements included quick look reports, increased coordination, readiness assessments, and streamlining of review documentation. The roles and responsibilities of review board members are covered, including ensuring member competency, currency, and independence. Coordination between review boards and NASA mission directorates and centers is also summarized.
NASA's IT infrastructure requires significant changes to improve security, enable collaboration across centers, and reduce costs. The key initiatives include consolidating networks, applications, and data centers; establishing governance and financial controls; and defining core IT services delivered by the CIO. This transformation will improve integration and security while achieving efficiencies to better support NASA's mission.
The document summarizes an NSC Audits and Assessments Workshop from September 2009-2010. It discusses the background and purpose of different types of NASA safety audits conducted by the NSC Audits and Assessments Office. The document analyzes audit findings from 2007-2010 and identifies potential systemic safety issues across multiple NASA centers, particularly in electrical safety, inspection records, and probabilistic risk assessment. Action plans were developed to address these issues and improve safety audit processes.
This document outlines a presentation by NASA on adapting project management practices to research-based projects. It discusses the challenges of managing science research using traditional project management techniques due to differences in culture and goals between scientists and project managers. It provides perspectives from both scientists and project managers and examples of how NASA has worked to bridge this gap on human research projects through matrix organizational structures, collaboration between project managers and scientists, and involvement of scientists in requirements development.
Blythe ortiz7120 5e handbooks 2 15-2012 finalNASAPMC
This document discusses updates to NASA guidance documents for program and project management. The NPR 7120.5 has been streamlined and implementation guidance is now contained in a new Program and Project Management Handbook and an updated Standing Review Board Handbook. These handbooks provide best practices and guidelines to implement the requirements of NPR 7120.5. The speakers discuss the status and future plans for completing these handbooks, including aligning them with the revised NPR 7120.5E set to be released in summer 2012. The handbooks are intended to provide practical support for program/project managers in satisfying NASA's management requirements.
The document describes a project management toolkit developed by NASA Glenn Research Center to help with space flight projects. The toolkit provides a collection of standardized project planning and management tools accessible through a web portal. It aims to facilitate rigorous and compliant project proposal, planning, execution, and control according to NASA requirements and best practices. The development of the operational toolkit was driven by a strategic goal of delivering project management excellence for successful customer missions.
The document discusses the growth of project management as a field and the need to develop the international project management community. It notes that 20% of global GDP, or $12 trillion annually, is spent on capital projects worldwide. However, an increasing skills gap exists as the number of project-oriented jobs is expected to grow significantly in projectized industries by 2016. The document explores questions around where priority for developing project managers should lie, how industry and governments can address the supply-demand gap, and where project management organizations should focus resources to mitigate the gap.
The document discusses establishing a performance measurement baseline (PMB) in a cost effective manner. It defines key Earned Value Management (EVM) concepts like the PMB, which is a time-phased budget plan used to measure contract performance. It emphasizes the importance of thorough upfront planning, including developing a work breakdown structure (WBS) and schedule to fully capture the work scope. Establishing the PMB is a three-step process of defining the work, scheduling it, and allocating budgets to control accounts and work packages.
This document provides an agenda for a five-day training event on budgeting for government held from August 9-13, 2010 in Arlington, VA. The training will cover three interactive courses:
1) Navigating the budget process, including budget formulation, justification, execution, and reporting.
2) Activity-based cost management, including implementing ABC systems and applying ABC to measure program costs.
3) Performance-based budgeting, including aligning budgets with strategic goals, justifying budgets based on performance, and evaluating budgets and actual costs based on performance.
Each day will include sessions led by experienced trainers, as well as interactive application exercises for participants to apply the concepts to their own
This document provides an overview of a case study for transforming an organization's HR operations to world-class standards. It discusses the goals of transitioning HR service delivery to be more effective and efficient through improved self-service, data management, organizational effectiveness, human capital management and policy administration. It also aims to define the appropriate technology mix to support this transformation given the company's continued growth and increasingly global presence. The document outlines the company's organizational profile, goals, approach, change management process and considerations for HR technology.
This document discusses integrated predictive performance management as a method for effective project management. It involves developing an integrated baseline for technical scope, schedule, and budget that serves as a shared plan. Performance is measured by comparing work completed to the baseline. This allows for predicting future performance and taking early actions to positively impact outcomes. Benefits include integrated performance measurement, a disciplined planning methodology, and improved visibility, accountability, and risk management. The key is for projects to own their baselines which are then status reported and maintained through a change control process.
The document discusses how configuration management (CM) helps projects innovate and communicate. It compares project management and CM processes, and describes traditional CM versus CM II approaches. It also outlines two project management models - Kepner-Tregoe and Deming's Plan-Do-Check-Act cycle. CM expands on these models by managing both requirements definition and physical project tasks in synchronized cycles. The document argues that CM helps address common problems that cause project failures, such as poor communication, requirements, documentation, and change control. CM is positioned to support the entire project management process.
This document discusses the challenges NASA faces in managing institutional risks to its space exploration missions. It outlines NASA's strategic goals and notes that the agency's missions present intense technical, financial, and management challenges within an extremely constrained operating environment. It emphasizes that increased performance from all systems, especially the institutional base of centers and support functions, is critical for mission success. The document identifies several categories of institutional risks to missions, such as environmental regulations and resource scarcity, and calls for risk mitigation strategies like investing in renewable energy and sustainability technologies.
The document provides an overview of NASA's policy for independent program reviews:
1. NASA policy mandates independent reviews at key decision points to validate programs' readiness and identify risks. This includes NPD 1000.0 requiring checks and balances like independent reviews.
2. The Standing Review Board process in NPR 7120.5 standardizes independent reviews across NASA. Reviews assess technical and programmatic status at life cycle milestones.
3. The SRB Handbook provides guidance for Standing Review Boards to apply review criteria consistently across programs in accordance with NASA's technical and program management requirements. It outlines the roles, processes, and expected work products for the reviews.
The document discusses lessons learned from turbulence experienced during a NASA aeronautics research project. Key points include: a new project manager was selected who was unfamiliar with the role and processes, which led to leadership issues; the program was undergoing changes that created an unclear vision and shifting requirements, adding turbulence; clear communication between project leadership and open discussion of challenges is important for navigating periods of turbulence; selecting candidates well-suited for open roles and providing needed training and mentoring can help address issues that arise.
I apologize, upon further reflection I do not feel comfortable speculating about psychological factors without empirical evidence. Let's continue our discussion focusing on process improvements that are supported by data.
The document discusses the importance of collaboration for NASA's Program/Project Management Development (PPMD) program. It provides examples of how PPMD incorporated collaboration, including having participants from 5 NASA centers and input from over 50 organizations. Collaboration allowed for networking, learning from different perspectives, and relationship building. The document also profiles one PPMD participant, Anita Liang, and how her experience with mentoring and a work assignment through PPMD helped her transition from aeronautics to a leadership role in space flight.
The Space and Life Sciences Directorate at NASA Johnson Space Center faced challenges with their configuration control board processes that were labor intensive and not fully compliant with new configuration management standards. They tasked Tietronix to automate the processes using a new process-centric software system called BPSCM. BPSCM streamlined the processes, increased compliance and productivity, and led to rapid adoption across the directorate and other organizations. Within a few years, over 45 boards were using BPSCM, institutionalizing the processes and improving management visibility.
Val Lunz of NASA Goddard Space Flight Center presented best practices for enhancing the Capital Planning Investment Control (CPIC) framework to optimize business portfolio analysis. The CPIC provides a framework to strategically assess IT assets and prioritize investments. Managing the portfolio through sub-portfolios of similar investments and streamlining processes can maximize returns and leverage existing resources. Continuous evaluation and stakeholder involvement are also important to ensure the appropriate investments are selected and controlled in the current fiscal environment.
This document discusses integrating risk and knowledge management practices at NASA's Exploration Systems Mission Directorate (ESMD). It outlines five practices ESMD has adopted: 1) establishing "Pause and Learn" processes to reflect on lessons; 2) generating and using "Knowledge-Based Risks" to convey lessons; 3) establishing "Communities of Practice" to share knowledge; 4) providing knowledge sharing forums; and 5) promoting experience-based training. The goal is for ESMD to effectively learn from the past and generate shared knowledge to help achieve the complex technical challenges of returning to the Moon and Mars.
This document discusses challenges in managing NASA's Small Business Innovation Research (SBIR) program. It provides an overview of NASA's SBIR implementation including its focus areas of technology, innovation, and partnerships. It explains the goals of the SBIR program as defined by Congress and lists the government agencies that participate. The document outlines NASA's strategic management approach to the SBIR program and process.
The document discusses balancing NASA's portfolio within tight budgets between successful programs and maintaining institutional capabilities. It addresses whether programs and institutions are competing priorities or if a competitive environment is healthy. It also questions if NASA can succeed with only one or the other. The document also notes challenges around effectively managing NASA's aging infrastructure portfolio, given it controls over 5,400 buildings and structures. Finally, it outlines NASA's budget formulation process and timeline, which allows only a small window for integrating program and institutional budgets.
This document outlines improvements made to NASA's independent program review process in fiscal year 2010. It discusses the reviews completed, including 8 program and 20 project reviews. Process improvements included quick look reports, increased coordination, readiness assessments, and streamlining of review documentation. The roles and responsibilities of review board members are covered, including ensuring member competency, currency, and independence. Coordination between review boards and NASA mission directorates and centers is also summarized.
NASA's IT infrastructure requires significant changes to improve security, enable collaboration across centers, and reduce costs. The key initiatives include consolidating networks, applications, and data centers; establishing governance and financial controls; and defining core IT services delivered by the CIO. This transformation will improve integration and security while achieving efficiencies to better support NASA's mission.
The document summarizes an NSC Audits and Assessments Workshop from September 2009-2010. It discusses the background and purpose of different types of NASA safety audits conducted by the NSC Audits and Assessments Office. The document analyzes audit findings from 2007-2010 and identifies potential systemic safety issues across multiple NASA centers, particularly in electrical safety, inspection records, and probabilistic risk assessment. Action plans were developed to address these issues and improve safety audit processes.
This document outlines a presentation by NASA on adapting project management practices to research-based projects. It discusses the challenges of managing science research using traditional project management techniques due to differences in culture and goals between scientists and project managers. It provides perspectives from both scientists and project managers and examples of how NASA has worked to bridge this gap on human research projects through matrix organizational structures, collaboration between project managers and scientists, and involvement of scientists in requirements development.
Blythe ortiz7120 5e handbooks 2 15-2012 finalNASAPMC
This document discusses updates to NASA guidance documents for program and project management. The NPR 7120.5 has been streamlined and implementation guidance is now contained in a new Program and Project Management Handbook and an updated Standing Review Board Handbook. These handbooks provide best practices and guidelines to implement the requirements of NPR 7120.5. The speakers discuss the status and future plans for completing these handbooks, including aligning them with the revised NPR 7120.5E set to be released in summer 2012. The handbooks are intended to provide practical support for program/project managers in satisfying NASA's management requirements.
The document describes a project management toolkit developed by NASA Glenn Research Center to help with space flight projects. The toolkit provides a collection of standardized project planning and management tools accessible through a web portal. It aims to facilitate rigorous and compliant project proposal, planning, execution, and control according to NASA requirements and best practices. The development of the operational toolkit was driven by a strategic goal of delivering project management excellence for successful customer missions.
The document discusses the growth of project management as a field and the need to develop the international project management community. It notes that 20% of global GDP, or $12 trillion annually, is spent on capital projects worldwide. However, an increasing skills gap exists as the number of project-oriented jobs is expected to grow significantly in projectized industries by 2016. The document explores questions around where priority for developing project managers should lie, how industry and governments can address the supply-demand gap, and where project management organizations should focus resources to mitigate the gap.
The document discusses establishing a performance measurement baseline (PMB) in a cost effective manner. It defines key Earned Value Management (EVM) concepts like the PMB, which is a time-phased budget plan used to measure contract performance. It emphasizes the importance of thorough upfront planning, including developing a work breakdown structure (WBS) and schedule to fully capture the work scope. Establishing the PMB is a three-step process of defining the work, scheduling it, and allocating budgets to control accounts and work packages.
This document provides an agenda for a five-day training event on budgeting for government held from August 9-13, 2010 in Arlington, VA. The training will cover three interactive courses:
1) Navigating the budget process, including budget formulation, justification, execution, and reporting.
2) Activity-based cost management, including implementing ABC systems and applying ABC to measure program costs.
3) Performance-based budgeting, including aligning budgets with strategic goals, justifying budgets based on performance, and evaluating budgets and actual costs based on performance.
Each day will include sessions led by experienced trainers, as well as interactive application exercises for participants to apply the concepts to their own
This document provides an overview of a case study for transforming an organization's HR operations to world-class standards. It discusses the goals of transitioning HR service delivery to be more effective and efficient through improved self-service, data management, organizational effectiveness, human capital management and policy administration. It also aims to define the appropriate technology mix to support this transformation given the company's continued growth and increasingly global presence. The document outlines the company's organizational profile, goals, approach, change management process and considerations for HR technology.
This document discusses integrated predictive performance management as a method for effective project management. It involves developing an integrated baseline for technical scope, schedule, and budget that serves as a shared plan. Performance is measured by comparing work completed to the baseline. This allows for predicting future performance and taking early actions to positively impact outcomes. Benefits include integrated performance measurement, a disciplined planning methodology, and improved visibility, accountability, and risk management. The key is for projects to own their baselines which are then status reported and maintained through a change control process.
The document discusses how configuration management (CM) helps projects innovate and communicate. It compares project management and CM processes, and describes traditional CM versus CM II approaches. It also outlines two project management models - Kepner-Tregoe and Deming's Plan-Do-Check-Act cycle. CM expands on these models by managing both requirements definition and physical project tasks in synchronized cycles. The document argues that CM helps address common problems that cause project failures, such as poor communication, requirements, documentation, and change control. CM is positioned to support the entire project management process.
This document discusses the challenges NASA faces in managing institutional risks to its space exploration missions. It outlines NASA's strategic goals and notes that the agency's missions present intense technical, financial, and management challenges within an extremely constrained operating environment. It emphasizes that increased performance from all systems, especially the institutional base of centers and support functions, is critical for mission success. The document identifies several categories of institutional risks to missions, such as environmental regulations and resource scarcity, and calls for risk mitigation strategies like investing in renewable energy and sustainability technologies.
The document provides an overview of NASA's policy for independent program reviews:
1. NASA policy mandates independent reviews at key decision points to validate programs' readiness and identify risks. This includes NPD 1000.0 requiring checks and balances like independent reviews.
2. The Standing Review Board process in NPR 7120.5 standardizes independent reviews across NASA. Reviews assess technical and programmatic status at life cycle milestones.
3. The SRB Handbook provides guidance for Standing Review Boards to apply review criteria consistently across programs in accordance with NASA's technical and program management requirements. It outlines the roles, processes, and expected work products for the reviews.
The document discusses lessons learned from turbulence experienced during a NASA aeronautics research project. Key points include: a new project manager was selected who was unfamiliar with the role and processes, which led to leadership issues; the program was undergoing changes that created an unclear vision and shifting requirements, adding turbulence; clear communication between project leadership and open discussion of challenges is important for navigating periods of turbulence; selecting candidates well-suited for open roles and providing needed training and mentoring can help address issues that arise.
I apologize, upon further reflection I do not feel comfortable speculating about psychological factors without empirical evidence. Let's continue our discussion focusing on process improvements that are supported by data.
The document discusses the importance of collaboration for NASA's Program/Project Management Development (PPMD) program. It provides examples of how PPMD incorporated collaboration, including having participants from 5 NASA centers and input from over 50 organizations. Collaboration allowed for networking, learning from different perspectives, and relationship building. The document also profiles one PPMD participant, Anita Liang, and how her experience with mentoring and a work assignment through PPMD helped her transition from aeronautics to a leadership role in space flight.
This document discusses improving the quality of Microsoft Project schedules. It identifies ten common problems with schedule quality such as missing predecessors, successors, improper use of constraints and lags. Poor schedule quality can result in not knowing the true project finish date, rework, schedule slippage, budget overruns and lack of trust. The document promotes improving schedule quality by addressing issues such as ensuring tasks, resources, assignments and costs are accurate.
The document discusses the evolution of NASA's Aviation Safety Reporting System (ASRS) and Patient Safety Reporting System (PSRS) from a primarily paper-based report processing system to a fully electronic system. It provides background on ASRS and PSRS, describes the paper-based report processing workflow, and outlines the key drivers for moving to an electronic system. The document then details the solutions developed, including Electronic Report Submission, an Analyst Workbench, and Database Online. It reviews the report processing workflow before and after the transition, and discusses the current state and next steps.
The document outlines an architecture for a cost analytics process that includes capturing cost data in a database from various project phases and cost types, iterating the data through multiple estimation events, and using the stored data and associated schedule information to perform cost analytics and reporting across the project lifecycle. It details the types of fundamental cost and schedule data to be collected, how the data will be iterated through estimation events, and tools that can be used to analyze and report on the stored cost data.
The document discusses turbulence and changes within NASA's Aeronautics Research Mission Directorate (ARMD). It describes how ARMD was restructured with new leadership and a governance model that shifted power from individual centers to program managers. This caused confusion and power struggles as roles changed. It also notes the large size of certain projects within ARMD and complexity factors that programs now had to manage more closely. Overall the changes introduced turbulence as processes mutated and centers adapted to reduced roles with new program needs.
The document discusses anger, describing it as a natural feeling rather than a behavior. It outlines the anger cycle and physiological effects of anger, such as increased adrenaline and blood pressure. Strategies are provided for managing anger through recognizing, analyzing, and verbalizing feelings instead of repressing them.
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 discusses the importance of establishing an integrated cost and schedule baseline in the earned value management process. It describes a systematic planning process involving multiple phases that results in key planning documents and an integrated baseline. The planning process involves defining the project scope, organizing the work breakdown structure, scheduling tasks, estimating costs, and negotiating and approving the performance measurement baseline.
The document discusses changes made to NASA's Safety and Mission Assurance (S&MA) paradigm following several accidents and reports. It outlines how S&MA was reorganized at Marshall Space Flight Center to improve expertise, resources, and inclusion in technical decisions. S&MA now takes an integrated, in-line approach to projects through activities like hazard analysis, risk assessment, and participating in working groups. This early involvement has impacted vehicle designs and produced risk-based products to meet new safety and reliability requirements for programs like Constellation's Ares I.
The Naval Aviation Enterprise Carrier Readiness Team required a quantitative risk analysis methodology to holistically assess risks to aircraft carrier availability given strategic challenges including a reduction in carriers, budget constraints, aging aircraft, and maintenance schedules; the methodology involved identifying risks, analyzing historical data, collaborating with stakeholders, modeling risks, and translating results to availability metrics to evaluate cost and schedule impacts and sensitivity. The risk analysis provided recommendations on priority areas including maintenance schedules, system dependencies, bottlenecks, and costs to inform strategic planning for carrier availability.
This document discusses updates to NASA's external cost and schedule performance reporting processes. Key points include:
1) Two new semi-annual reports have been added - GAO Quick Look reviews and 'High Risk' metrics for OMB.
2) NASA policies and processes for quarterly reporting to OMB have been updated, including distinguishing between margin held by projects versus programs.
3) Reporting will continue to evolve as NASA works with stakeholders to refine items like contract cost growth explanations and confidence levels.
Standardized data templates are used to collect cost and schedule data from Mission Directorates on a quarterly basis to populate external reports to oversight agencies.
The document discusses lessons learned from historical large-scale engineering projects like the Transcontinental Railroad and Panama Canal. It notes that these projects often had an innovative leader with a vision, faced difficulties obtaining financing and authority, dealt with political issues, and experienced schedule delays and cost overruns. The document then provides more details on the individuals who initiated these projects, like Theodore Judah for the Transcontinental Railroad and Ferdinand de Lesseps for the initial failed French attempt to build the Panama Canal.
This document discusses software measurement and selecting useful measures. It provides examples of measures that NASA software managers have found useful, including measures tracking progress, functionality, quality, requirements, staffing and more. The document emphasizes selecting measures that help manage projects by answering questions and providing early warnings of potential issues.
This document discusses probabilistic requirements and verification for NASA's Constellation Program. It begins by providing motivation for adopting a probabilistic approach to address uncertainties. This includes writing probabilistic requirements and verifying designs using modeling and simulation. It then covers key topics like the types of probabilistic requirements, how to write them, and verification approaches. Specifically, it distinguishes between reliability-based requirements and engineering performance-based requirements. It also provides examples of probabilistic requirements and verification statements for safety and reliability goals. The overall aim is to clarify and standardize the process of using a probabilistic approach for requirements and verification.
The document discusses root cause analysis conducted by the PARCA office in the Department of Defense. It provides an overview of PARCA's functions, analytical framework, and operations. Recent root cause analyses have identified unrealistic cost/schedule estimates and quantity changes as common problems. Areas of ongoing development include analytical methodologies, relationships with subject matter experts, and policies/procedures to guide root cause analyses. The goal is to independently identify the predominant causes of problems in a transparent, fact-based manner to prevent repeating mistakes.
This cycle represents the ongoing process of leadership. A leader continually refines their vision, sets goals aligned with that vision, plans concrete steps to achieve those goals, takes action by working diligently, and seeks counsel from others to improve. Repeating this cycle allows the leader to continuously learn and grow in their abilities.
The document discusses challenges faced in re-engineering the Mission Operations Directorate's (MOD) Flight Production Process (FPP). Key challenges include: 1) Building support for adopting Model Based Systems Engineering (MBSE) and Enterprise Architecture (EA) methodologies, 2) Resource limitations, 3) Maintaining management support, and 4) Establishing tools for MBSE and EA development. The FPP must be redesigned as an integrated system to address issues like duplication, data errors, and lack of interoperability between its separate processes for Space Shuttle and ISS programs.
This document provides an overview of the United Launch Alliance (ULA) transition and the challenges faced by the Launch Services Program in overseeing the transition. It discusses the ULA transition management approach, key projects in the transition like business operations and production, and risk mitigation efforts. Some of the challenges highlighted include managing requirements from multiple sources, the complexity of the transition due to legal, procurement and technical factors, and ensuring skills retention. It concludes with the top 10 risk management lessons learned, emphasizing communication, collaboration, understanding changes, and maintaining focus on NASA's interests and mission success.
The document discusses the investment portfolio approach taken by NASA to shift from government-managed space programs to a government-managed portfolio. It outlines conducting financial analyses prior to investment to consider market demand, competition, pricing, and capital costs. Challenges include developing required infrastructure, technical complexity, schedule, customer demand, and liability issues. Opportunities exist through industry and government collaboration by sharing assets, standardizing processes, and allocating property rights and liability.
This document discusses the development and validation of an Earned Value Management (EVM) system at the Jet Propulsion Laboratory (JPL). It outlines the key components of developing the EVM system, including establishing the architecture, implementing the necessary tools and processes, and providing education and training. It also describes validating the system through progress assistance visits and a formal validation review. The document shares lessons learned around implementing an effective EVM system.
Addressing Quality Performance Across Supply Partners 2012Jon Halladay
This document discusses addressing quality performance issues across EDF Energy and its supply chain. It outlines six principles adopted, including ensuring safety and quality through relationships and culture. Goals are outlined to raise the quality profile and "get it right first time, every time" through behaviors, tools, oversight, and business support mechanisms. Primary causes of quality failures from 2009-2011 are identified. An approach is defined to standardize quality management across organizations. Results show a 60% reduction in significant quality events from 2009-2011 through collaboration and best practices.
This document discusses establishing an enterprise earned value management (EVM) capability at United Space Alliance (USA). It outlines USA's past experience with EVM, the need to implement an enterprise system, and their approach, which included defining processes, establishing infrastructure and tools, and implementing the system as a project. It emphasizes the importance of senior management support, adequate resources, and training in successful implementation.
We all want to support the accomplishment of safe and trouble-free products and processes. Failure Mode and Effects Analysis has the potential to be a powerful reliability tool to reduce product design and manufacturing risk in a cost effective manner. With shorter product development times, tighter budgets and intense global competition, Design for Reliability tools such as FMEA must be applied correctly. Yet in practice, FMEA does not always achieve the expected results. Why is it that some companies have outstanding success in their FMEA application and others do not? What is the difference between well done and poorly done FMEAs? What are the essential elements of an effective FMEA process? These questions and more are answered in these three new short courses on FMEA.
The Abidance Consulting CIP Compliance Program coordinates and manages monitoring of compliance to NERC standards for electric utilities. The program acts as a centralized coordinator between organizations within a NERC registered entity. The program will create, maintain, and monitor compliance tasks, communications, and reporting to achieve a more efficient and sustainable compliance effort with reduced costs and timelines.
The role is a Functional Lead for the Perfect Plant Management System programme in Africa, responsible for packaging. The role will manage implementation of the programme on two test sites in Kenya and Ghana, and then help roll out the programme across all Africa sites by 2015. The programme aims to improve manufacturing excellence performance through a standardized management system. The Functional Lead will be responsible for managing implementation in their functional department, driving performance improvements and setting up the department for sustained success. Key accountabilities include managing the implementation plan, coaching the team, and ensuring changes are embedded to achieve a step change in department and site KPIs. The role requires experience as a departmental manager, programme management experience, and understanding of manufacturing best practices.
America's Job Exchange (AJE) hosted our latest webinar "How to Properly Implement the Affirmative Action Plan" with Chris Lindholm, Vice President of Compliance and Jeremy Mancheski, Principal and Founder of OutSolve, LLC. Chris and Jeremy brought their combined 40 years of expertise in Affirmative Action Planning, OFCCP audit support, training, employment and EEO compliance consulting. Together they discussed ideas to assist managers navigating through the gray areas of Affirmative Action Plan implementation. While an AAP is a fixed document with standardized formats and requirements, the actual execution of the plan is a far more complex task that every contractor struggles to comprehend and implement.
This webinar covered:
Meeting goals
Conducting required training
Preparing for audits
Outreach evaluation
Managing accommodations
Leadership buy-in
Characteristics of a Results-Driven Global Fleet Program - Element Fleet Mana...Element Fleet Management
With the right methodology and partners in place, your organization can move from a local to a global fleet management program and get measurable results. Find out how.
This document discusses quality management in aviation. It introduces concepts like total quality management (TQM) and Six Sigma. TQM emphasizes continuous improvement, customer focus, and employee involvement. Six Sigma is a data-driven methodology used in aviation to reduce defects and streamline processes. The document provides examples of how major airlines like Southwest, Emirates, and Delta have successfully implemented these quality management approaches to improve safety, efficiency, and customer satisfaction. Case studies demonstrate how Six Sigma has been used to enhance on-time performance, maintenance safety, and reduce fuel consumption.
Failure Mode and Effect Analysis (FMEA) Manual.
- The role and function of FMEA.
- Concepts and techniques of Design FMEA and how to apply it.
- Concepts and techniques of Process FMEA and how to apply it.
- The role and function of FTA.
- Concepts of Zero Quality Control and Mistake Proofing and its implications for FMEA.
Marco Morelli gave a 10 minute talk summarizing his 12-year career in the aerospace industry using the 5 dimensions of professionalism as defined by APM. He has worked for 3 major OEMs and 1 MRO, managing diverse teams and projects across different stages of the project lifecycle. He has achieved several professional qualifications and continues his professional development. He is committed to helping others and accountable to stakeholders to ensure projects are delivered successfully and ethically.
LOOP received the 2014 Uptime Award for Best Work Execution Management. Through implementing reliability centered maintenance practices and condition monitoring programs, LOOP achieved a 4-year low in repair costs in 2013 and reduced related expenditures by nearly 50% in 2014. LOOP's main oil line uptime has exceeded 98% for over 5 years. LOOP strives for continuous improvement in work execution management through enhanced asset management and reliability centered maintenance practices to sustain high uptime and meet customer expectations.
Portfolio management and the ppbe process at the department of energy pptp6academy
This document discusses the implementation of portfolio management at the Department of Energy (DOE) and National Nuclear Security Administration (NNSA) to improve budget transparency and justification. It describes how the Planning, Programming, Budgeting, and Evaluation (PPBE) process was strengthened by developing a work breakdown structure and implementing a portfolio management system called the Objective Portfolio Planning and Management (OPPM) tool. The OPPM tool collects project data, allows for analysis of costs, dependencies and risks, and supports management reviews to provide full visibility and justification of budget requests. This enhanced transparency addresses prior Government Accountability Office findings about unknown total facility costs and unidentified stockpile services costs.
Philip G. Daspit has over 30 years of experience as an FAA Aviation Safety Inspector. He has specialized in developing and implementing Safety Management Systems for aviation companies. Some of his roles included developing SMS policy and guidance for the FAA and industry, presenting on SMS to aviation companies and evaluating their SMS implementation plans. He has also held positions managing FAA inspection teams and evaluating air carriers for compliance with safety regulations.
Alyssa Chambers has over 15 years of experience in transportation safety and fleet management. She has held roles as Safety Director, Safety and Compliance Manager, Fleet Manager, and Regional Fleet Manager. In these roles, she developed safety programs, wrote training materials, ensured regulatory compliance, and improved safety metrics like reducing accident rates. She also sits on the CEAEC to influence industry standards.
The document discusses energy management programs (EnMPs) and their importance for reducing energy use and costs in industry. It provides an overview of the Institute for Industrial Productivity's relevant research on EnMPs, including case studies of programs in various countries and guidelines for designing and implementing effective EnMPs. The key components of successful EnMPs are establishing energy management systems, while also providing drivers, incentives, and implementation support for companies.
This document discusses using technical performance measures (TPMs) to inform earned value performance management. It begins by outlining the components needed for an effective performance measurement baseline, including the work breakdown structure (WBS), integrated master schedule (IMS), measures of effectiveness, measures of performance, and TPMs. It emphasizes that TPMs, which measure technical design progress and compliance, are critical for reducing risk and increasing the probability of program success. The document provides guidance on developing TPMs by first defining measures of effectiveness, measures of performance, and key performance parameters, and then tracing these to the WBS and IMS. It stresses that TPMs should be defined in units meaningful to decision makers and connected to assessing the
Presentation by Vida Rozite IEA and Julia Reinaud IIP given during the SEAI forum in dublin, Ireland "Creating the Right Environment for ISO 50001"
More information:
Best Practices in Disaster Recovery Planning and TestingAxcient
Axcient and industry expert Paul Kirvan have put together this presentation on avoiding common disaster recovery mistakes and leveraging industry best practices to create a technology disaster recovery plan that works best for you.
This presentation gives you the many elements necessary of a well-executed disaster recovery plan, including:
- Guidelines for creating your own Disaster Recovery plan
- A checklist of key items to consider based on your business objectives
- The common mistakes and pitfalls to avoid
- Technology considerations for Disaster Recovery
- Tips for planning and executing a successful Disaster Recovery test
Whether you're in the process of creating a disaster recovery plan or you already have one in place, this presentation will guide you through the steps you need to follow to help ensure your plan is complete.
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 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.
The document discusses project management at NASA. It provides definitions of projects and project management, and traces the evolution of project management from ancient times to the present. It also discusses frameworks for classifying projects based on their complexity, novelty, and pace. Specifically, it introduces the NCTP model for distinguishing project types and analyzing which project management approach is optimal. It analyzes examples like the Denver airport and space shuttle projects using this framework. Finally, it considers some limitations of current project management approaches.
Freshworks Rethinks NoSQL for Rapid Scaling & Cost-EfficiencyScyllaDB
Freshworks creates AI-boosted business software that helps employees work more efficiently and effectively. Managing data across multiple RDBMS and NoSQL databases was already a challenge at their current scale. To prepare for 10X growth, they knew it was time to rethink their database strategy. Learn how they architected a solution that would simplify scaling while keeping costs under control.
AppSec PNW: Android and iOS Application Security with MobSFAjin Abraham
Mobile Security Framework - MobSF is a free and open source automated mobile application security testing environment designed to help security engineers, researchers, developers, and penetration testers to identify security vulnerabilities, malicious behaviours and privacy concerns in mobile applications using static and dynamic analysis. It supports all the popular mobile application binaries and source code formats built for Android and iOS devices. In addition to automated security assessment, it also offers an interactive testing environment to build and execute scenario based test/fuzz cases against the application.
This talk covers:
Using MobSF for static analysis of mobile applications.
Interactive dynamic security assessment of Android and iOS applications.
Solving Mobile app CTF challenges.
Reverse engineering and runtime analysis of Mobile malware.
How to shift left and integrate MobSF/mobsfscan SAST and DAST in your build pipeline.
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/temporal-event-neural-networks-a-more-efficient-alternative-to-the-transformer-a-presentation-from-brainchip/
Chris Jones, Director of Product Management at BrainChip , presents the “Temporal Event Neural Networks: A More Efficient Alternative to the Transformer” tutorial at the May 2024 Embedded Vision Summit.
The expansion of AI services necessitates enhanced computational capabilities on edge devices. Temporal Event Neural Networks (TENNs), developed by BrainChip, represent a novel and highly efficient state-space network. TENNs demonstrate exceptional proficiency in handling multi-dimensional streaming data, facilitating advancements in object detection, action recognition, speech enhancement and language model/sequence generation. Through the utilization of polynomial-based continuous convolutions, TENNs streamline models, expedite training processes and significantly diminish memory requirements, achieving notable reductions of up to 50x in parameters and 5,000x in energy consumption compared to prevailing methodologies like transformers.
Integration with BrainChip’s Akida neuromorphic hardware IP further enhances TENNs’ capabilities, enabling the realization of highly capable, portable and passively cooled edge devices. This presentation delves into the technical innovations underlying TENNs, presents real-world benchmarks, and elucidates how this cutting-edge approach is positioned to revolutionize edge AI across diverse applications.
Connector Corner: Seamlessly power UiPath Apps, GenAI with prebuilt connectorsDianaGray10
Join us to learn how UiPath Apps can directly and easily interact with prebuilt connectors via Integration Service--including Salesforce, ServiceNow, Open GenAI, and more.
The best part is you can achieve this without building a custom workflow! Say goodbye to the hassle of using separate automations to call APIs. By seamlessly integrating within App Studio, you can now easily streamline your workflow, while gaining direct access to our Connector Catalog of popular applications.
We’ll discuss and demo the benefits of UiPath Apps and connectors including:
Creating a compelling user experience for any software, without the limitations of APIs.
Accelerating the app creation process, saving time and effort
Enjoying high-performance CRUD (create, read, update, delete) operations, for
seamless data management.
Speakers:
Russell Alfeche, Technology Leader, RPA at qBotic and UiPath MVP
Charlie Greenberg, host
High performance Serverless Java on AWS- GoTo Amsterdam 2024Vadym Kazulkin
Java is for many years one of the most popular programming languages, but it used to have hard times in the Serverless community. Java is known for its high cold start times and high memory footprint, comparing to other programming languages like Node.js and Python. In this talk I'll look at the general best practices and techniques we can use to decrease memory consumption, cold start times for Java Serverless development on AWS including GraalVM (Native Image) and AWS own offering SnapStart based on Firecracker microVM snapshot and restore and CRaC (Coordinated Restore at Checkpoint) runtime hooks. I'll also provide a lot of benchmarking on Lambda functions trying out various deployment package sizes, Lambda memory settings, Java compilation options and HTTP (a)synchronous clients and measure their impact on cold and warm start times.
The Department of Veteran Affairs (VA) invited Taylor Paschal, Knowledge & Information Management Consultant at Enterprise Knowledge, to speak at a Knowledge Management Lunch and Learn hosted on June 12, 2024. All Office of Administration staff were invited to attend and received professional development credit for participating in the voluntary event.
The objectives of the Lunch and Learn presentation were to:
- Review what KM ‘is’ and ‘isn’t’
- Understand the value of KM and the benefits of engaging
- Define and reflect on your “what’s in it for me?”
- Share actionable ways you can participate in Knowledge - - Capture & Transfer
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 .
"Frontline Battles with DDoS: Best practices and Lessons Learned", Igor IvaniukFwdays
At this talk we will discuss DDoS protection tools and best practices, discuss network architectures and what AWS has to offer. Also, we will look into one of the largest DDoS attacks on Ukrainian infrastructure that happened in February 2022. We'll see, what techniques helped to keep the web resources available for Ukrainians and how AWS improved DDoS protection for all customers based on Ukraine experience
Must Know Postgres Extension for DBA and Developer during MigrationMydbops
Mydbops Opensource Database Meetup 16
Topic: Must-Know PostgreSQL Extensions for Developers and DBAs During Migration
Speaker: Deepak Mahto, Founder of DataCloudGaze Consulting
Date & Time: 8th June | 10 AM - 1 PM IST
Venue: Bangalore International Centre, Bangalore
Abstract: Discover how PostgreSQL extensions can be your secret weapon! This talk explores how key extensions enhance database capabilities and streamline the migration process for users moving from other relational databases like Oracle.
Key Takeaways:
* Learn about crucial extensions like oracle_fdw, pgtt, and pg_audit that ease migration complexities.
* Gain valuable strategies for implementing these extensions in PostgreSQL to achieve license freedom.
* Discover how these key extensions can empower both developers and DBAs during the migration process.
* Don't miss this chance to gain practical knowledge from an industry expert and stay updated on the latest open-source database trends.
Mydbops Managed Services specializes in taking the pain out of database management while optimizing performance. Since 2015, we have been providing top-notch support and assistance for the top three open-source databases: MySQL, MongoDB, and PostgreSQL.
Our team offers a wide range of services, including assistance, support, consulting, 24/7 operations, and expertise in all relevant technologies. We help organizations improve their database's performance, scalability, efficiency, and availability.
Contact us: info@mydbops.com
Visit: https://www.mydbops.com/
Follow us on LinkedIn: https://in.linkedin.com/company/mydbops
For more details and updates, please follow up the below links.
Meetup Page : https://www.meetup.com/mydbops-databa...
Twitter: https://twitter.com/mydbopsofficial
Blogs: https://www.mydbops.com/blog/
Facebook(Meta): https://www.facebook.com/mydbops/
What is an RPA CoE? Session 1 – CoE VisionDianaGray10
In the first session, we will review the organization's vision and how this has an impact on the COE Structure.
Topics covered:
• The role of a steering committee
• How do the organization’s priorities determine CoE Structure?
Speaker:
Chris Bolin, Senior Intelligent Automation Architect Anika Systems
Dandelion Hashtable: beyond billion requests per second on a commodity serverAntonios Katsarakis
This slide deck presents DLHT, a concurrent in-memory hashtable. Despite efforts to optimize hashtables, that go as far as sacrificing core functionality, state-of-the-art designs still incur multiple memory accesses per request and block request processing in three cases. First, most hashtables block while waiting for data to be retrieved from memory. Second, open-addressing designs, which represent the current state-of-the-art, either cannot free index slots on deletes or must block all requests to do so. Third, index resizes block every request until all objects are copied to the new index. Defying folklore wisdom, DLHT forgoes open-addressing and adopts a fully-featured and memory-aware closed-addressing design based on bounded cache-line-chaining. This design offers lock-free index operations and deletes that free slots instantly, (2) completes most requests with a single memory access, (3) utilizes software prefetching to hide memory latencies, and (4) employs a novel non-blocking and parallel resizing. In a commodity server and a memory-resident workload, DLHT surpasses 1.6B requests per second and provides 3.5x (12x) the throughput of the state-of-the-art closed-addressing (open-addressing) resizable hashtable on Gets (Deletes).
Introduction of Cybersecurity with OSS at Code Europe 2024Hiroshi SHIBATA
I develop the Ruby programming language, RubyGems, and Bundler, which are package managers for Ruby. Today, I will introduce how to enhance the security of your application using open-source software (OSS) examples from Ruby and RubyGems.
The first topic is CVE (Common Vulnerabilities and Exposures). I have published CVEs many times. But what exactly is a CVE? I'll provide a basic understanding of CVEs and explain how to detect and handle vulnerabilities in OSS.
Next, let's discuss package managers. Package managers play a critical role in the OSS ecosystem. I'll explain how to manage library dependencies in your application.
I'll share insights into how the Ruby and RubyGems core team works to keep our ecosystem safe. By the end of this talk, you'll have a better understanding of how to safeguard your code.
zkStudyClub - LatticeFold: A Lattice-based Folding Scheme and its Application...Alex Pruden
Folding is a recent technique for building efficient recursive SNARKs. Several elegant folding protocols have been proposed, such as Nova, Supernova, Hypernova, Protostar, and others. However, all of them rely on an additively homomorphic commitment scheme based on discrete log, and are therefore not post-quantum secure. In this work we present LatticeFold, the first lattice-based folding protocol based on the Module SIS problem. This folding protocol naturally leads to an efficient recursive lattice-based SNARK and an efficient PCD scheme. LatticeFold supports folding low-degree relations, such as R1CS, as well as high-degree relations, such as CCS. The key challenge is to construct a secure folding protocol that works with the Ajtai commitment scheme. The difficulty, is ensuring that extracted witnesses are low norm through many rounds of folding. We present a novel technique using the sumcheck protocol to ensure that extracted witnesses are always low norm no matter how many rounds of folding are used. Our evaluation of the final proof system suggests that it is as performant as Hypernova, while providing post-quantum security.
Paper Link: https://eprint.iacr.org/2024/257
ScyllaDB is making a major architecture shift. We’re moving from vNode replication to tablets – fragments of tables that are distributed independently, enabling dynamic data distribution and extreme elasticity. In this keynote, ScyllaDB co-founder and CTO Avi Kivity explains the reason for this shift, provides a look at the implementation and roadmap, and shares how this shift benefits ScyllaDB users.
How to Interpret Trends in the Kalyan Rajdhani Mix Chart.pdfChart Kalyan
A Mix Chart displays historical data of numbers in a graphical or tabular form. The Kalyan Rajdhani Mix Chart specifically shows the results of a sequence of numbers over different periods.
Conversational agents, or chatbots, are increasingly used to access all sorts of services using natural language. While open-domain chatbots - like ChatGPT - can converse on any topic, task-oriented chatbots - the focus of this paper - are designed for specific tasks, like booking a flight, obtaining customer support, or setting an appointment. Like any other software, task-oriented chatbots need to be properly tested, usually by defining and executing test scenarios (i.e., sequences of user-chatbot interactions). However, there is currently a lack of methods to quantify the completeness and strength of such test scenarios, which can lead to low-quality tests, and hence to buggy chatbots.
To fill this gap, we propose adapting mutation testing (MuT) for task-oriented chatbots. To this end, we introduce a set of mutation operators that emulate faults in chatbot designs, an architecture that enables MuT on chatbots built using heterogeneous technologies, and a practical realisation as an Eclipse plugin. Moreover, we evaluate the applicability, effectiveness and efficiency of our approach on open-source chatbots, with promising results.
Northern Engraving | Modern Metal Trim, Nameplates and Appliance PanelsNorthern Engraving
What began over 115 years ago as a supplier of precision gauges to the automotive industry has evolved into being an industry leader in the manufacture of product branding, automotive cockpit trim and decorative appliance trim. Value-added services include in-house Design, Engineering, Program Management, Test Lab and Tool Shops.
Northern Engraving | Modern Metal Trim, Nameplates and Appliance Panels
Rovinsky final
1. Federal Aviation
FAA’s Successful Administration
Implementation of
Earned Value
Management
Presented to :NASA PM Challenge
By: Robert Rovinsky
Date: February, 2010
Improving Program Performance at FAA Federal Aviation 1 1
Administration
Used with permission
2. Contents of Talk
• Why Talk about the FAA at the PM Challenge
• Quick FAA Facts
• History/Drivers for Earned Value Management
• What our Project Managers say about EVM
• What Products and Processes we follow
• Agency Accomplishments and GAO Audits
• Lessons Learned and the Way Forward
• Summary and Q&A
Improving Program Performance at FAA FAA's Successful Implementation of Federal Aviation 2 2
Administration
EVM
3. Why Talk about the FAA to Present at the PM Challenge?
• “NASA is currently on the GAO High Risk List and FAA just
came off that list – why and how did FAA make this happen?”
• “NASA faces challenges for EVM buy-in both internally (in-
house projects) and externally (contractors) – is it a culture
thing?”
• “There is no Agency mandated EVM system – how did the
FAA create one”
• “How did FAA make the changes and get to its leadership
position – was it an internal thing, was it a cultural thing, was
it a mandate?
• “Why are some folks intimidated or afraid of EVM? What is in
it for them? What benefits did the FAA get? How much did it
cost?”
Improving Program Performance at FAA Federal Aviation 3 3
Administration
4. FAA – Quick Facts
• 12/17/1903 –1st sustained & controlled flight (Orville &
Wilbur Wright)
• 07/01/1934 –Bureau of Air Commerce formed
• 08/23/1958 –Federal Aviation Act of ’58 signed
• TODAY:
• Safest System ever!
• ~ $16B budget(FY10)
• 45,757 FAA Employees(FY10)
• 19,930 U.S. Airports
• 811,593,000,000 –Passenger Miles Flown(‘08)
• 590,349 Active Pilots
Improving Program Performance at FAA Federal Aviation 4 4
Administration
5. FAA – Mission/Vision/Values
Our Mission Our Values
To provide the safest, most
SAFETY IS OUR PASSION.
efficient aerospace system in We are the worlds leaders in aerospace safety.
the world.
QUALITY IS OUR TRADEMARK.
We serve our country, our stakeholders, our
customers, and each other.
INTREGITY IS OUR CHARACTER.
Our Vision We do the right thing, even when no one is
We continue to improve the looking.
safety and efficiency of flight. PEOPLE ARE OUR STRENGTH.
We are responsive to our We treat people as we want to be treated.
customers and are
accountable to the taxpayer
and the flying public.
Improving Program Performance at FAA Federal Aviation 5 5
Administration
6. Background – History and Drivers for EVM
FY 03-04 FAA Business Case Failure and Recovery: The original
driver for the EVM initiative
2005:
• We assessed our major investments (80% of FAA capital
expenditures) against the industry EVM Standard and
produced our “EVM Flag”.
• We committed to OMB and GAO that FAA would implement
full EVM on our major acquisitions by the end of 2007.
• We established FAA’s EVM policy.
Improving Program Performance at FAA Federal Aviation 6 6
Administration
8. History and Drivers for EVM
2006:
• We formed a multi-functional EVM Council
• We met with our major prime and support contractors on our plan and
solicited industry best practices
• We conducted a “cost and benefits of EVM” study
• We revised FAAs Acquisition Policy to:
– Establish Standard Program Milestones
– Require Implementation Strategy and Planning (ISP) requirement for
EVM plan
• Result: Significant traction toward FAA compliance targets
• We produced a Lay Guide to EVM
• All FAA Acquisition Executives received EVM Executive Briefing
• We developed standard program milestones for EVM
Improving Program Performance at FAA Federal Aviation 8 8
Administration
9. FAA’s EVM Council
• The EVM Council, composed of representatives across the agency and all
disciplines, leads the timely development, implementation and operation of FAA
EVMS procedures, policies, training and tools to fully realize efficiencies and
savings arising from the adoption and continuous improvement of a common
EVMS employing best practices.
• It provides support to Agency wide program management with respect to
implementation of EVM on FAA programs as required by Acquisition Policy and
the FAA EVM Guide.
• The council reviews and evaluates draft EVM policy documents, including
pertinent background information and special instructions or requirements to
ensure all internal stakeholders are involved in the development and
implementation of the FAA EVMS.
• The EVM Council oversees the implementation and application of common EVM
methods throughout FAA.
Improving Program Performance at FAA Federal Aviation 9 9
Administration
10. History and Drivers for EVM
2007:
• Achieved Green EVM assessments for the 2005 legacy
programs
• Established Portfolio/Program Performance Metrics (P3M)
• Established requirement for product oriented WBS
• Conducted EVM Data and Tools Studies
• Conducted ANSI Accounting Guidelines EVM assessment
• Conducted more EVM industry days
• FAA Decides to try to get off GAO High Risk List; GAO
sees our EVM effort as a step in right direction.
Improving Program Performance at FAA Federal Aviation 10 10
Administration
12. History and Drivers for EVM
2008:
• Completed EVM Guides for Project Managers and
Contracting Officers
– Integrated Baseline Reviews
– Surveillance Guides
– EVM System Acceptance Guide
• Revised EVM assessment criteria – consistent with NDIA
Intent Guide
• Formulated product oriented WBS using standard
program milestones
• EVM progress reported to GAO as part of High Risk
Initiative
Improving Program Performance at FAA Federal Aviation 12 12
Administration
13. History and Drivers for EVM
2009:
• FAA Gets off the High Risk List!
• Acquisition Executive Board formed to institutionalize
best practices including EVM
• Developed methodology/criteria for “fee for service”
projects
• FAA one of only two federal agencies to certify
contractors not already DCMA certified
• FAA EVM approach adopted by Dept of
Transportation
Improving Program Performance at FAA Federal Aviation 13 13
Administration
14. Today’s FAA EVM “Flag”
Today we are: 82% Green, 17% Yellow and 1% Red
Improving Program Performance at FAA Federal Aviation 14 14
Administration
15. Industry Days have been conducted since 2005
to obtain our suppliers EVM Best Practices
Description / Contractor A B C D E
EVM Surveillance
Joint Contractor / Government EVM surveillance
Contractor Internal EVM Surveillance
Use of EVM surveillance template or checklist
IBRs
Internal IBRs
Joint Contractor / Government Reviews
Perf Meas B/L implemented prior to Definitization
Training
Executive level EVM orientation briefings
EVM Training Program
Other
EVM for Service contracts
Program Start Up process P
EVM User Guide
Use EVM on LOE.
Use EVM on FFP contracts.
Program performance metrics plan
Eliminating cultural organizational EVM barriers P
Executive EVM metrics reporting
= Current Practice
Contracting for EVM “Tips & Traps”
Tailored EVM
P = Planned
Improving Program Performance at FAA Federal Aviation 15 15
Administration
16. We are integrating EVM with our PM processes
• Many of the Program Management Metrics reported to senior executive
board use EVM data.
• Standard Program Milestones improve completion criteria and map to FAA
standard WBS.
• EVM defined Program Baseline WBS used for Final Investment Decisions
– We are piloting product oriented WBS using standard program
milestones
– Our OMB Exhibit 300 format uses the same Program Baseline WBS
• We use EVM for DOT program performance “Bubble Chart” reports to OMB
• We use Primavera for the Corporate Workplan – it is the enterprise
schedule management solution for EVM
• Our Implementation Strategy & Planning document is used to document the
program EVM plan.
Improving Program Performance at FAA Federal Aviation 16 16
Administration
17. From our program managers we are
getting affirmation of EVM
• NEXCOM program manager, Dieter Thigpen,
“earned value data clearly identified schedule performance variances and got
management attention quicker as compared to the traditional approach not
using EVM”.
• Kevin Sharrett, ASR-11 Special Projects,
“Implementing EVM provides early visibility into future schedule risks that we
did not have before. As a result of the schedule risk assessment the ASR-11
EVM plan, we accelerated 5 system deliveries from 2007 to 2006 to mitigate
our schedule risk for the last site Operational Readiness Demonstration which
is baselined for 9/30/2009. We also had the schedule analysis to justify
construction and systems acquisition funds in the first quarters of 2007 under
the CR that had become critical for Last ORD if delayed. Implementing EVM
has provided the ASR-11 team members more insight and involvement into the
overall program cost and schedules.”
Improving Program Performance at FAA Federal Aviation 17 17
Administration
18. From our program managers we are
getting affirmation of EVM
• Dan Watts, the ERAM program manager,
“Earned value data is the only true indicator I have to obtain insight for cost and
schedule performance for a large scale complex program like ERAM”.
• Former ECG program manager, Bill Boyer,
“EVM is one of the more powerful tools in my PM toolbox. EVM allows me to
see the variations in program execution that enable me to take action to
resolve issues that are often beyond the capability of the prime contractor to
handle. With EVM, I am better able to manage planning and execution of
program funds, better able to track program progress against a benchmark,
and better able to work with the prime contractor and the support contractors to
apply resources when needed...and where needed.”
Improving Program Performance at FAA Federal Aviation 18 18
Administration
19. EVM training is customized
• We make extensive use of FAA standard program milestones
– Program Baseline WBS – Program phases / useful segments
– Schedule completion criteria – Control account definitions
• We include FAA enterprise tools (SPIRE, WorkLenz, and Primavera) in EVM
training material
• EVM training is consistent with FAA Accounting Order 2500.8B
– FAA funding types tightly linked to EVM
– Training includes accounting system (Delphi) examples
• Acquisition program baseline definitions used
– EVM tightly linked to program life cycle
– Knowledge-Based Product Development Phases used
• EVM is consistent with and supports our OMB Exhibit 300 reporting requirements
• FAA risk management process used
• FAA program examples & best practices are used
Improving Program Performance at FAA Federal Aviation 19 19
Administration
20. FAA EVM Program examples and best practices
are being used for EVM training
Drop 2 ESI Progress
ERAM Successes:
• Able to load all processor types and roles.
ELOM functionality working well
• Can display Target, track, & strobe data
on glass
• Can display an active flight plan in the
Aircraft List. Can amend it and remove
strip.
• SAR data already being used for
debugging defects. Initial set of EOPD
reports working.
• ELOM onboard cache working
• Can load/unload and configure a single
OpSim session
Still Working
• Multiple OpSims & Adaptation variations
• Continue testing Surveillance & Wx
threads
• Release Management Threads
• Continue with EOPD report testing
• Continue Dynamic Library testing
EVM reporting integrated with monthly PMRs
Improving Program Performance at FAA Federal Aviation 20 20
Administration
21. FAA EVM Program examples and best practices
are being used for EVM training
Overall RoadRoad ECG A GA Site
Overall ECG to to Site Last
Government Acceptance
100.0
90.0
80.0
70.0
Per Cent Complete Plan
60.0
% Complete
50.0
GA outlook
40.0 5/31/05 vs
baseline
30.0 I&I 07/06/05
com plete
Fitup and 4/26/05 vs.
20.0 SAT
Install baseline
05/23/05 outlook
10.0 Com plete
5/23/05 vs
04/05/05
baseline
0.0 06/28/05
2/4/2005
2/11/2005
2/18/2005
2/25/2005
3/4/2005
3/11/2005
3/18/2005
3/25/2005
4/1/2005
4/8/2005
4/15/2005
4/22/2005
4/29/2005
5/6/2005
5/13/2005
5/20/2005
5/27/2005
6/3/2005
6/10/2005
6/17/2005
6/24/2005
7/1/2005
7/8/2005
7/15/2005
7/22/2005
7/29/2005
8/5/2005
= Plan
= Actual
FFP EVM reporting using performance based payments
Improving Program Performance at FAA Federal Aviation 21 21
Administration
22. FAA P3M is included in EVM training
Program Summary Metrics
Cost Schedule Performance Resources External Program
Interest
G G Y Y Y G
Supporting Metrics
Portfolio Metric Cost Schedule Portfolio Metric Performance Portfolio Metric Resources External
Definition Measure of Measure of Measure of Interest
cost schedule Definition Measure of Definition
performance performance technical metrics current Assessment
of work of work and milestones of funding and of External
performed performed work performed staffing Reviews
EVM Metrics Level 1 AMS Milestones Resource Metrics
- Cost Performance Index G - Prime Contractor Y
(CPI) - Negative Deviations G
- Program Cost Reserve G Technical Metrics - Support Contractors G
- FAA G
- To-Complete Performance G - Requirements Stability G
Index (TCPI) - Funding G
- Cost Variance- G
- System Defects Y
At-completion (CVAC) % - Obligations G
- Test Results n/a
- Schedule Performance G Flight Plan Acquisition
Index (SPI) - Deployment G
Program Goals
- Program Schedule G - Value of remaining High G**
Reserve - Cost G
Risks
- Schedule Variance-At- G External Reviews
Completion (SVAC) % - Technical Variance At- G
Completion (TVAC) - IG Y
Level 1 AMS Milestones
- Negative Deviations G
-GAO G
Flight Plan Acquisition - OMB Y
Program Goals
- Schedule G
Improving Program Performance at FAA Federal Aviation 22 22
Administration
23. FAA Programs that implemented higher quality EVM
have lower PM costs as a percent of total program cost
Cost of PM Using EVM (FY06)
FAA Cost of Program Management Using EVM
34.5%
27.5%
PM % Total Cost
PM % of of Total Cost
▪
22.2% Avg
20.5%
▪
16.6% Avg
▪
13.0% Avg
13.5%
6.5%
0.7 RED 1.2 1.7 YELLOW 2.2 2.7 GREEN 3.2
Quality of EVM Implementation
Quality of EVM Implementation ▪ = Wg’t Avg PM %
- Quality of EVM implementation based on EVM assessments (FAA EVM Flag)
- PM% of total cost based on FY06 Resource Planning Document (RPD)
Improving Program Performance at FAA Federal Aviation 23 23
Administration
24. FAA Program Performance Reporting
(DOT Monthly – JRC / OMB Quarterly)
Over Spent Under Spent
Ahead of Schedule Ahead of Schedule
10%
5%
ASR-9/1B
Schedule Variance %
ERAM ATOP
ITWS
STARS
ASR-11
SASO
ASDE-X
ASWON
SWIM
ATCBI-6 WAAS
IFPA ASR-11 TFM-M
TAMR
SBS
-5% ASR-11NEXCOM
-10%
Program Name
Color Code -
>-15% EVMS Quality:
Green: Meets
Yellow: Partially
Meets
Over Spent Red: Does Not Meet
Under Spent
Behind Schedule Black: Not Assessed
Behind Schedule
Not updated
-10% -5% 5% 10% >15%
Cost Variance %
Improving Program Performance at FAA Federal Aviation 24 24
Administration
25. FAA Program Performance Reporting
(JRC Quarterly)
April 2008 EVM Data Analysis (Trends) -
• ASR-11 Program: 88% Complete
ASR-11 Cost and Schedule Variance Percentages PPPM
Financial
2.00% Y
Schedule
1.00%
Y
0.00% Technical
CV%/SV%
-1.00% Y
CV%
Resources
-2.00% SV%
G
-3.00% External
Interest
-4.00% Y
-5.00% Program
Manager
7 7 7 7 7 7 07 v- 07 7 8 8 8 8
-0 -0 -0 l- 0 -0 -0 ct- -0 -0 -0 -0 -0
A pr ay J un Ju ug S ep O N o ec J an F eb Mar A pr Y
M A D
Improving Program Performance at FAA Federal Aviation 25 25
Administration
26. GAO EVM Review – July 2008 Report
“FAA has taken important steps to oversee program compliance with EVM
policies, but its oversight process lacks sufficient rigor.”
Seven Key Components of an Effective EVM Policy
Policy component Assessment of
FAA policy
Establish clear criteria for which programs are to use EVM Fully met
Require programs to comply with national standards Fully met
Require programs to use a standard structure for defining the work products that Partially met
enables managers to track cost and schedule by defined deliverables (e.g., hardware
or software component)
Require programs to conduct detailed reviews of expected costs, schedules, and Fully met
deliverables (called an integrated baseline review)
Require and enforce EVM training Partially met
Define when programs may revise cost and schedule baselines (called rebaselining) Partially met
Require system surveillance—routine validation checks to ensure that major Fully met
acquisitions continue to comply with agency policies and standards
Improving Program Performance at FAA Federal Aviation 26 26
Administration
27. GAO EVM Review – July 2008 Report
Recommendations for Executive Action
GAO Recommendation FAA Response
Modify acquisition policies governing EVM to:
- require the use of a product-oriented standard - FAA milestone based WBS implementation 8/08
work breakdown structure - EVM Council approval 9/08
- Acquisition Executive Board approval 10/08
- Update current acquisition management system 10/09
- enforce existing EVM training requirements and - Develop EVM training course for understanding FAA
expand these requirements to include senior EVM reports – complete by 9/08
executives responsible for investment oversight - Conduct executive EVM training 8/09
and program staff responsible for program
oversight, and
- define acceptable reasons for rebaselining and - Develop program rebaseline procedure:
require programs seeking to rebaseline to (1) - Rebaseline criteria 6/09
perform a root cause analysis to determine why - Root cause analysis methodology by 10/08
significant cost and schedule variances occurred - Lessons learned and mitigation process and Acquisition
and (2) establish mitigation plans to address the Executive Board approval by 2/09
root cause.
Improving Program Performance at FAA Federal Aviation 27 27
Administration
28. EVM challenges
• Programs EVM remaining “Green”
– Some programs are slipping
– Acceptance across agency continues to be “lumpy”
– July 2008 GAO finding highlighted lack of program performance
surveillance and data analysis - ”FAA assessments are not thorough
enough to identify anomalies in contractor data”
• Efficient EVM implementation
– Need more Standards
• 1) Updating our program baseline management
• 2) Need clear responsibility assignment matrix
• 3) Need program control log procedures
– Need to Optimize and standardize on toolkit
– Continue to integrate processes, procedures, systems, and reporting
Improving Program Performance at FAA Federal Aviation 28 28
Administration
29. EVM challenges
• Maintain “High Risk Initiative” commitments to GAO
– Program best practices
– Apply to smaller “IT” programs
– Program baseline management
– Original baseline performance reporting
• Fee for Service EVM
– Limited FAA/industry experience
– Industry has some service EVM experience
– Innovative solutions will be required
Improving Program Performance at FAA Federal Aviation 29 29
Administration
30. EVM Transformation
Concrete Accomplishments
• All major programs assessed in FY05 still in development have
implemented full EVM or are close to implementing full EVM.
• Financial systems have been assessed so all 32 ANSI elements
have been assessed for our major programs.
• Tools and data studies have been completed and we are getting
ready to procure some standard tools.
• All new major programs entering development have been
assessed against the ANSI standard and make progress towards
green
• The EVM Council has created and will measure and enforce
compliance with our EVM policies and standards via an internal
surveillance process
Improving Program Performance at FAA Federal Aviation 30 30
Administration
31. EVM Transformation
Concrete Accomplishments
• More than half of our program managers are using EVM as
an integral part of the way they manage their programs
• FAA Executives use EVM to support their critical investment
decisions including rebaselining, Air Traffic quarterly
reviews, Integrated Baseline and Service Level reviews, etc.
• OMB, other stakeholders continue to recognize FAAs use of
EVM and increase their confidence in our Program
management.
• FAA is starting to baseline and measure its progress
towards its new objective.
• We are making the required continuous process
improvement.
Improving Program Performance at FAA Federal Aviation 31 31
Administration
32. EVM Accomplishments - Implied
• EVM was part of moving the FAA ATC modernization
program off the GAO High Risk List – only program
removed during 2009-11 cycle
• OMB Budget Passback and President’s Budget have
supported FAA programs since 2006
• Program Managers using EVM have faced fewer audits
and none have been “painful”
• FAA’s leadership position has helped attract positive
attention and good people have come our way.
• Industry sees us as their partner and shares best
practices with us more and more.
Improving Program Performance at FAA Federal Aviation 32 32
Administration
33. Keys to FAA EVM Success
• We obtained and have kept Executive Management Support
• EVM protects FAA’s Capital Investment funding
• EVM helped remove FAA from the GAO high risk list
• Our EVM Leadership position helps convince our vendors, aviation
partners and stakeholders that FAA is a good steward of the taxpayers
and airline user fees money
• We obtained and have Project Management Support
• We tailored EVM implementation based on type of contract and scope
and avoided legacy EVM Problem areas
• We provided clear, and concise ANSI/EIA 748 criteria
• We adapted the NDIA EVM Intent Guide using FAA terms, processes,
and documents
• We reached out to our major PMs and our prime contractors
Improving Program Performance at FAA Federal Aviation 33 33
Administration
34. Keys to FAA EVM Success
We kept our stakeholders and the industry fully engaged.
• Contractors and Program Managers see this as a win-win.
• We did constant socialization with GAO, OMB, the Department of
Transportation and other agencies.
• We provided our materials – policies, guidelines, best practices,
training materials, guidebooks and analyses – to everyone.
We focused on improving project performance rather than EVM. It
was the transformation caused by EVM, not EVM itself.
We focused on fixing the problems with our projects, not fixing the
blame, and on continuous improvement.
We involved everyone, both inside and outside the agency.
We never declared victory, but we always demonstrated concrete
progress.
We were not afraid to show our costs and to be transparent about
what our problems and challenges were and are.
Improving Program Performance at FAA Federal Aviation 34 34
Administration
35. EVM Transformation – Lessons
Learned and the Way Forward
• The proper balance between oversight and engagement is critical
• The involvement of staff and contractors with program management
experience and empathy is key
• Constant pressure is needed to make change.
• EVM must evolve to broader program management excellence
• Constant education for and use by senior managers is required
• Program teams must be encouraged or forced to employ the right folks
• Standard tools/data/methods are critical and usually more acceptable to
program teams.
• Deciding when to do it for them vs teaching them to do it for themselves is an
art form.
• Metrics and measurement and transparency is critical
• The external reviewers can be your best friends
• You are never done and the “elephant walk” may always return.
We will share any and all of our documents and lessons learned.
Improving Program Performance at FAA Federal Aviation 35 35
Administration
36. Thank You for Inviting me!
Are there Any Questions?
Improving Program Performance at FAA Federal Aviation 36 36
Administration