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.
This document discusses cost and schedule reporting requirements for NASA projects, how NASA manages this reporting, and how to provide estimates for reporting. It notes that NASA must report to Congress and OMB on project progress and managing cost growth. NASA coordinates budget and cost reports, collects data quarterly using a uniform template, and provides consolidated data to meet external reporting needs. Congress has expressed concern about NASA's ability to manage technical problems and cost overruns on projects like Constellation.
The document discusses integrating SAP cost reporting modules with PCF. It reviews key SAP modules like controlling, project systems, materials management, and plant maintenance that contribute cost reporting data. It then shows how PCF could integrate with SAP using BAPIs to extract project, cost center, purchase order, and other transactional data to provide cost reporting and forecasts in PCF without needing to drill down in SAP. The integration would make SAP cost reporting easier to understand and access by surfacing key data and allowing filtering and visualization of costs in PCF.
The document discusses proposed updates to the city's subdivision code. Key points include:
- The commission will review proposed code changes and discuss anticipated schedules at the meeting.
- Last meeting concluded the first phase of the project which included code review, site visits, analysis of historic plats, and research.
- Ten specific areas of direction for improvements were identified, including standards for buffers, open space, street connectivity, and non-motorized transportation.
- Additional input from commissioners and stakeholders will be incorporated into further revisions. The commission provided engaging discussion and identified many areas for improvement.
The document discusses confidence level estimating and budgeting policies. It provides a recap of the joint confidence level (JCL) policy, which requires programs to be baselined at a 70% JCL and projects to be baselined/budgeted at a JCL that supports the program's approved level. It discusses the status of JCL calculations for various programs and projects, issues learned from implementing JCLs, and actions taken to address lessons learned to improve the process.
This document provides an outline for a presentation on achieving IT project success using NASA standards 7120 and 7123. It discusses key project elements like lifecycles, work breakdown structures, work products, stakeholder outreach, timelines, and an example NASA project. The outline also describes work products generated at different phases for project management, system engineering, subsystems, integration and validation, and deployment/operations. A table shows time-phased work products mapped to project phases and key decision points.
The document provides an overview of iElect5, a benefits administration platform. It describes the platform's architecture including modules for HR administration, census data intake management, document management, and reporting. It also outlines iElect5's process for loading census data, configuring user and client settings, and determining feature releases through customer and market feedback on both minor monthly and major semi-annual releases. Finally, it shares the product roadmap for the next year.
The document discusses Dassian's integrated program management solution. It begins with an introduction to Dassian and its evolution from a consulting firm to a product company to a solution provider. It then discusses the challenges of interfaced program management systems and describes Dassian's solution which provides integrated program management natively within SAP. Key benefits highlighted include improved data quality and visibility, increased compliance and productivity. The solution roadmap is presented along with examples of customer implementations and benefits.
This document discusses cost and schedule reporting requirements for NASA projects, how NASA manages this reporting, and how to provide estimates for reporting. It notes that NASA must report to Congress and OMB on project progress and managing cost growth. NASA coordinates budget and cost reports, collects data quarterly using a uniform template, and provides consolidated data to meet external reporting needs. Congress has expressed concern about NASA's ability to manage technical problems and cost overruns on projects like Constellation.
The document discusses integrating SAP cost reporting modules with PCF. It reviews key SAP modules like controlling, project systems, materials management, and plant maintenance that contribute cost reporting data. It then shows how PCF could integrate with SAP using BAPIs to extract project, cost center, purchase order, and other transactional data to provide cost reporting and forecasts in PCF without needing to drill down in SAP. The integration would make SAP cost reporting easier to understand and access by surfacing key data and allowing filtering and visualization of costs in PCF.
The document discusses proposed updates to the city's subdivision code. Key points include:
- The commission will review proposed code changes and discuss anticipated schedules at the meeting.
- Last meeting concluded the first phase of the project which included code review, site visits, analysis of historic plats, and research.
- Ten specific areas of direction for improvements were identified, including standards for buffers, open space, street connectivity, and non-motorized transportation.
- Additional input from commissioners and stakeholders will be incorporated into further revisions. The commission provided engaging discussion and identified many areas for improvement.
The document discusses confidence level estimating and budgeting policies. It provides a recap of the joint confidence level (JCL) policy, which requires programs to be baselined at a 70% JCL and projects to be baselined/budgeted at a JCL that supports the program's approved level. It discusses the status of JCL calculations for various programs and projects, issues learned from implementing JCLs, and actions taken to address lessons learned to improve the process.
This document provides an outline for a presentation on achieving IT project success using NASA standards 7120 and 7123. It discusses key project elements like lifecycles, work breakdown structures, work products, stakeholder outreach, timelines, and an example NASA project. The outline also describes work products generated at different phases for project management, system engineering, subsystems, integration and validation, and deployment/operations. A table shows time-phased work products mapped to project phases and key decision points.
The document provides an overview of iElect5, a benefits administration platform. It describes the platform's architecture including modules for HR administration, census data intake management, document management, and reporting. It also outlines iElect5's process for loading census data, configuring user and client settings, and determining feature releases through customer and market feedback on both minor monthly and major semi-annual releases. Finally, it shares the product roadmap for the next year.
The document discusses Dassian's integrated program management solution. It begins with an introduction to Dassian and its evolution from a consulting firm to a product company to a solution provider. It then discusses the challenges of interfaced program management systems and describes Dassian's solution which provides integrated program management natively within SAP. Key benefits highlighted include improved data quality and visibility, increased compliance and productivity. The solution roadmap is presented along with examples of customer implementations and benefits.
This document provides an overview of the Levin-Ward Competency Model for program management. It defines complexity and discusses key concepts related to complexity such as nonlinear dynamics and self-organization. It then outlines the basic structure of the competency model, including its purpose to identify important competencies. It describes the six performance competencies and eight personal competencies that make up the model. Examples are given of elements, performance criteria, and types of evidence for both performance and personal competencies. The document concludes by discussing how the model can be used to assess competency at the organizational, program manager, and prospective program manager levels and provides a five step process for implementing the model.
The document discusses determining requirements compliance during the design phase for a system of systems. It outlines the methodology used, which involves identifying and resolving non-compliant design aspects early through objective evidence and assessments. Requirements traceability and stakeholder involvement are important. The process connects requirements to verification and provides periodic assessments of design health. Making it work for complex systems requires collaboration, clear communication, and a simple approach.
The document provides an overview of the Human Exploration Framework Team (HEFT) which was created by NASA to develop a decision framework for human space exploration. The HEFT process generated recommendations for human space flight capabilities and missions over the next 5-20 years, with Mars as the ultimate destination. Key outcomes included identifying technology and system development needs. General findings indicated that affordable human exploration is challenging and will require a "lean" approach with changes to NASA's business model.
This document discusses opportunities for international collaboration on understanding climate change. It outlines key issues including the need for open data exchange, the many potential partners across nations and agencies, balancing scope and continuity of observations, deciding between collaborative missions or programs, and coordinating roles between entities. The goal is to efficiently and effectively address the large challenge of climate change through collaborative Earth system science.
The document discusses the NASA approach to prioritizing software verification and validation (IV&V) tasks. It describes the Software Integrity Level Assessment Process (SILAP) used to determine the risk level of software components and identify the appropriate set of IV&V tasks. SILAP involves assessing the consequence of potential defects and error potential of software based on factors like developer experience and complexity. The resulting risk scores map to specific IV&V tasks to establish confidence in software fitness for purpose.
This document discusses best practices for contract technical monitoring. It emphasizes that technical monitoring requires skills like leadership, diplomacy, persuasion, teamwork and communication. It recommends building trust with contractors through open communication and understanding their work. Technical monitors should help fix problems by guiding contractors to solutions rather than dictating solutions. Regular communication and providing feedback on both strengths and weaknesses is important. The goal of monitoring should be improving performance rather than finding faults. Award fees should not be adversarial but used to motivate continuous improvement.
Operations control centers are evolving from dedicated missions to support multiple missions and customers more efficiently. Control center management struggles to accurately model resource requirements and costs for providing mission services. A proposed solution is a mission resource/capability analyzer tool that uses a visual interface in Excel to estimate costs across different operational scenarios, identify resource shortfalls, and support budget planning through what-if analyses of resource usage and funding. The tool would build off a previous budget analysis tool by allowing automated selection of predefined common service characteristics and expansion to detailed monthly resource needs.
The Constellation Program is transitioning from defining requirements to preliminary design and development of hardware and software for its systems. It leverages a nationwide team from NASA and industry. This team is focused on designing and incrementally integrating and verifying a set of increasingly capable systems over the next decade to meet exploration goals of completing the ISS, retiring the Shuttle, developing Orion and Ares launch vehicles, and returning to the Moon by 2020.
1) GAO will request technical, cost, schedule, and contract data from your project on an annual basis through Data Collection Instruments.
2) You should expect site visits from GAO analysts to discuss your project.
3) It is important to work closely with GAO to understand their requests and provide clear and contextualized responses within 3 weeks.
4) While GAO has rights to all requested data, NASA can work with them to specify appropriate handling and interpretation of sensitive information.
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.
This document discusses tools for effective team building on complex projects. It begins by noting the diversity of personalities that must work together and proposes a high-performance horizontal team model with mutual accountability. Three examples are provided of both teamwork failures (Hurricane Katrina response) and successes (Chico's Black Friday response). The main section then outlines five tools for team building: 1) developing leaders and players, 2) aiming for high performance, 3) making great team decisions, 4) communicating effectively, and 5) building teams at the top levels of organizations. The conclusion reiterates that successful team building requires knowledge and skills to manage diverse personalities toward common goals.
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.
The document discusses the evolution and increasing use of web-based collaboration tools at NASA, particularly wikis. It provides examples of how wikis have been implemented to support program management, systems engineering, and risk management at NASA. Wikis allow for asynchronous collaboration, knowledge sharing, and social networking across the agency. They have proven effective for organizing work processes and documentation and integrating risk information from various databases. The document envisions future applications of wikis, such as a "RiskNet Wiki," to provide even greater visibility and integration of risk data agency-wide.
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 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.
The document discusses the Discovery and New Frontiers programs, which fund solar system exploration missions with fixed-price cost caps. Discovery missions have a $425 million cap and opportunities every 18-24 months, while New Frontiers missions have a $625 million cap and opportunities every 42-52 months. Both programs use a principal investigator-led model and full and open competition to select science investigations for development.
The document discusses managing requirements and architecture volatility for NASA's CPAS (CEV Parachute Assembly System) project. It summarizes how [1] requirements and architectures can change over time as multiple organizations work together, [2] early CPAS requirements exceeded Apollo-era requirements, and [3] collaboration between CPAS and Lockheed Martin helped establish interim requirements to allow design work to proceed.
Gwyn E. Smith is an employee at NASA's Johnson Space Center in Houston, Texas. She has worked there for over 20 years in various engineering and management roles related to space shuttle and International Space Station operations. This document provides her contact information for professional purposes.
The document summarizes a study conducted by NASA, NOAA, and DoD to evaluate challenges facing instrument development across the agencies. The study team administered surveys to instrument developers and general workforces, conducted independent research, and held workshops. They analyzed the data and identified five themes. The study found most instruments had budgets less than $50 million and schedules less than four years initially, but many experienced delays based on the most recent project reviews. The study provided findings and recommendations to address common issues impacting instrument development.
The document outlines NASA's lessons learned organization and process. It discusses the congressional authority mandating NASA improve its lessons learned sharing. It provides a brief history of reports identifying issues with NASA's lessons learned systems. It then describes NASA's current lessons learned and knowledge sharing approach, which includes the NASA Engineering Network for collaboration and the NASA Lessons Learned Information System for documenting lessons. It discusses how lessons are captured throughout the project and program lifecycles to improve processes.
The document discusses best practices for incorporating a work breakdown structure (WBS) into the capital expenditure (capex) planning process in SAP Business Planning and Consolidation (BPC). It presents two options - incorporating the WBS only for existing projects or for both new and existing projects. For the first option, the document outlines how to modify the PROJECT dimension to include the WBS. For the second option, it describes adding a new WBS dimension, which would require changes to input forms and reports. The document provides details on how each option could be implemented.
The document outlines the Define, Measure, Analyze, Improve, and Control (DMAIC) process for a Lean Six Sigma project. It provides details on the key deliverables for the Define phase, including:
1) Define VOC, VOB, and CTQs to understand the customer problem and specifications;
2) Define the project boundaries and scope through a problem statement, process mapping, and project charter;
3) Quantify the project value by calculating the costs of poor quality;
4) Develop a project management plan identifying stakeholders, communication plans, milestones, and timelines.
This document provides an overview of the Levin-Ward Competency Model for program management. It defines complexity and discusses key concepts related to complexity such as nonlinear dynamics and self-organization. It then outlines the basic structure of the competency model, including its purpose to identify important competencies. It describes the six performance competencies and eight personal competencies that make up the model. Examples are given of elements, performance criteria, and types of evidence for both performance and personal competencies. The document concludes by discussing how the model can be used to assess competency at the organizational, program manager, and prospective program manager levels and provides a five step process for implementing the model.
The document discusses determining requirements compliance during the design phase for a system of systems. It outlines the methodology used, which involves identifying and resolving non-compliant design aspects early through objective evidence and assessments. Requirements traceability and stakeholder involvement are important. The process connects requirements to verification and provides periodic assessments of design health. Making it work for complex systems requires collaboration, clear communication, and a simple approach.
The document provides an overview of the Human Exploration Framework Team (HEFT) which was created by NASA to develop a decision framework for human space exploration. The HEFT process generated recommendations for human space flight capabilities and missions over the next 5-20 years, with Mars as the ultimate destination. Key outcomes included identifying technology and system development needs. General findings indicated that affordable human exploration is challenging and will require a "lean" approach with changes to NASA's business model.
This document discusses opportunities for international collaboration on understanding climate change. It outlines key issues including the need for open data exchange, the many potential partners across nations and agencies, balancing scope and continuity of observations, deciding between collaborative missions or programs, and coordinating roles between entities. The goal is to efficiently and effectively address the large challenge of climate change through collaborative Earth system science.
The document discusses the NASA approach to prioritizing software verification and validation (IV&V) tasks. It describes the Software Integrity Level Assessment Process (SILAP) used to determine the risk level of software components and identify the appropriate set of IV&V tasks. SILAP involves assessing the consequence of potential defects and error potential of software based on factors like developer experience and complexity. The resulting risk scores map to specific IV&V tasks to establish confidence in software fitness for purpose.
This document discusses best practices for contract technical monitoring. It emphasizes that technical monitoring requires skills like leadership, diplomacy, persuasion, teamwork and communication. It recommends building trust with contractors through open communication and understanding their work. Technical monitors should help fix problems by guiding contractors to solutions rather than dictating solutions. Regular communication and providing feedback on both strengths and weaknesses is important. The goal of monitoring should be improving performance rather than finding faults. Award fees should not be adversarial but used to motivate continuous improvement.
Operations control centers are evolving from dedicated missions to support multiple missions and customers more efficiently. Control center management struggles to accurately model resource requirements and costs for providing mission services. A proposed solution is a mission resource/capability analyzer tool that uses a visual interface in Excel to estimate costs across different operational scenarios, identify resource shortfalls, and support budget planning through what-if analyses of resource usage and funding. The tool would build off a previous budget analysis tool by allowing automated selection of predefined common service characteristics and expansion to detailed monthly resource needs.
The Constellation Program is transitioning from defining requirements to preliminary design and development of hardware and software for its systems. It leverages a nationwide team from NASA and industry. This team is focused on designing and incrementally integrating and verifying a set of increasingly capable systems over the next decade to meet exploration goals of completing the ISS, retiring the Shuttle, developing Orion and Ares launch vehicles, and returning to the Moon by 2020.
1) GAO will request technical, cost, schedule, and contract data from your project on an annual basis through Data Collection Instruments.
2) You should expect site visits from GAO analysts to discuss your project.
3) It is important to work closely with GAO to understand their requests and provide clear and contextualized responses within 3 weeks.
4) While GAO has rights to all requested data, NASA can work with them to specify appropriate handling and interpretation of sensitive information.
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.
This document discusses tools for effective team building on complex projects. It begins by noting the diversity of personalities that must work together and proposes a high-performance horizontal team model with mutual accountability. Three examples are provided of both teamwork failures (Hurricane Katrina response) and successes (Chico's Black Friday response). The main section then outlines five tools for team building: 1) developing leaders and players, 2) aiming for high performance, 3) making great team decisions, 4) communicating effectively, and 5) building teams at the top levels of organizations. The conclusion reiterates that successful team building requires knowledge and skills to manage diverse personalities toward common goals.
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.
The document discusses the evolution and increasing use of web-based collaboration tools at NASA, particularly wikis. It provides examples of how wikis have been implemented to support program management, systems engineering, and risk management at NASA. Wikis allow for asynchronous collaboration, knowledge sharing, and social networking across the agency. They have proven effective for organizing work processes and documentation and integrating risk information from various databases. The document envisions future applications of wikis, such as a "RiskNet Wiki," to provide even greater visibility and integration of risk data agency-wide.
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 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.
The document discusses the Discovery and New Frontiers programs, which fund solar system exploration missions with fixed-price cost caps. Discovery missions have a $425 million cap and opportunities every 18-24 months, while New Frontiers missions have a $625 million cap and opportunities every 42-52 months. Both programs use a principal investigator-led model and full and open competition to select science investigations for development.
The document discusses managing requirements and architecture volatility for NASA's CPAS (CEV Parachute Assembly System) project. It summarizes how [1] requirements and architectures can change over time as multiple organizations work together, [2] early CPAS requirements exceeded Apollo-era requirements, and [3] collaboration between CPAS and Lockheed Martin helped establish interim requirements to allow design work to proceed.
Gwyn E. Smith is an employee at NASA's Johnson Space Center in Houston, Texas. She has worked there for over 20 years in various engineering and management roles related to space shuttle and International Space Station operations. This document provides her contact information for professional purposes.
The document summarizes a study conducted by NASA, NOAA, and DoD to evaluate challenges facing instrument development across the agencies. The study team administered surveys to instrument developers and general workforces, conducted independent research, and held workshops. They analyzed the data and identified five themes. The study found most instruments had budgets less than $50 million and schedules less than four years initially, but many experienced delays based on the most recent project reviews. The study provided findings and recommendations to address common issues impacting instrument development.
The document outlines NASA's lessons learned organization and process. It discusses the congressional authority mandating NASA improve its lessons learned sharing. It provides a brief history of reports identifying issues with NASA's lessons learned systems. It then describes NASA's current lessons learned and knowledge sharing approach, which includes the NASA Engineering Network for collaboration and the NASA Lessons Learned Information System for documenting lessons. It discusses how lessons are captured throughout the project and program lifecycles to improve processes.
The document discusses best practices for incorporating a work breakdown structure (WBS) into the capital expenditure (capex) planning process in SAP Business Planning and Consolidation (BPC). It presents two options - incorporating the WBS only for existing projects or for both new and existing projects. For the first option, the document outlines how to modify the PROJECT dimension to include the WBS. For the second option, it describes adding a new WBS dimension, which would require changes to input forms and reports. The document provides details on how each option could be implemented.
The document outlines the Define, Measure, Analyze, Improve, and Control (DMAIC) process for a Lean Six Sigma project. It provides details on the key deliverables for the Define phase, including:
1) Define VOC, VOB, and CTQs to understand the customer problem and specifications;
2) Define the project boundaries and scope through a problem statement, process mapping, and project charter;
3) Quantify the project value by calculating the costs of poor quality;
4) Develop a project management plan identifying stakeholders, communication plans, milestones, and timelines.
The document outlines the Define, Measure, Analyze, Improve, and Control (DMAIC) process for a Lean Six Sigma project. It provides details on the key deliverables for the Define phase, including:
1) Define VOC, VOB, and CTQs to understand the customer problem and specifications;
2) Define the project boundaries and scope through a problem statement, process mapping, and project charter;
3) Quantify the project value by calculating the cost of poor quality and benefits; and
4) Develop a project management plan identifying stakeholders, communication, milestones, and timelines.
This document provides an overview of NASA's external cost and schedule performance reporting process, which was developed to meet multiple requirements from Congress, GAO, and OMB. It describes the various reporting requirements, frequency of reporting, data included, thresholds for reporting cost and schedule growth, and the roles of different NASA organizations in the process. The reporting process aims to provide a single, controlled way for NASA to report project cost and schedule data externally while balancing different stakeholder needs.
- Over 3.2 years of experience in SAP ABAP implementation, production support, and development with expertise in modules like SD, MM, PP, FI/CO and APO.
- Currently a senior consultant at NTT DATA with experience delivering various projects for clients.
- Educational qualifications include a Bachelor's degree in Electronics and Telecommunication.
This document describes how to push data from an SAP Business Planning and Consolidation (BPC) application to SAP Business Warehouse (BW) for reporting purposes. It involves developing a query in BPC, creating the required data structures in BW, mapping source fields in BPC to target fields in BW using an ABAP routine, creating a process chain in BPC to trigger the data push, and setting up a data manager package in BPC to execute the process chain. The goal is to leverage BW for reporting on data stored in BPC.
The document discusses Maire Tecnimont's adoption of BIM360 for engineering, procurement, and construction projects. It provides background on the speakers and company. Maire Tecnimont sees BIM360 as helping to increase efficiency through a centralized, cloud-based collaboration platform. The presentation outlines the business case for cost savings, assesses current "as-is" processes, and proposed "to-be" digitized processes including document management, design collaboration, approval workflows, design reviews, and Forge customizations. A SWOT analysis identifies strengths like real-time collaboration and opportunities to include vendors, as well as weaknesses in flexibility and threats from low adoption.
KDP C is an important decision point for NASA projects where the agency decides whether to proceed to implementation and commits to a project's cost and schedule estimates. This panel discusses updated NASA processes to help ensure projects are on track for technical success within budget and schedule by KDP C. These include developing an integrated baseline, independent reviews, and documenting approvals and commitments in a decision memorandum to formalize support and establish external commitments. The integration of baseline development, independent checks, approval to proceed, and commitments is meant to help projects successfully complete implementation.
The document discusses proposed changes to NASA's NPR 7120.7 policy regarding project baselining and rebaselining, and the implementation of a standard Level 2 work breakdown structure (WBS) for IT projects. It outlines draft definitions for project baselining and rebaselining, as well as proposed cost, schedule and scope thresholds for determining when a project rebaseline is warranted. The presentation also discusses benefits of adopting a standard Level 2 WBS, including facilitating project planning, cost/schedule control and identifying performance issues.
Data extraction and retraction in bpc bivikram2355
This document provides an overview of data integration between SAP BPC and SAP BI. Master and transactional data is stored in SAP BI objects and tables and needs to be extracted into BPC cubes for planning and reporting purposes. Planned data in BPC can also be retracted back into BI cubes as needed. Data can be extracted from BI to BPC using either a BW ETL process or the BPC Data Manager functionality, while retraction from BPC to BI currently requires loading data to a flat file first before loading into BI.
This document provides an overview of data integration between SAP BPC and SAP BI. Master and transactional data is stored in SAP BI objects and tables and needs to be extracted into BPC cubes for planning and reporting. Planned data in BPC can also be retracted back into BI cubes. Data can be extracted from BI to BPC using either a BW ETL process or the BPC Data Manager functionality. Retraction of data from BPC to BI currently requires loading data to a flat file first before loading it into BI.
NASA is required to regularly report cost and schedule performance data to Congress, the Office of Management and Budget (OMB), and the Government Accountability Office (GAO) for its major projects. The types of reports include baseline reports, current estimate reports, threshold reports if growth exceeds certain levels, and rebaseline reports if costs grow by 30% or more. NASA manages this reporting by linking it to agency policies and using a single standardized data tracking system to provide consistent information across all reports on project-managed costs, unfunded enhancements held by program offices, and other agency-managed costs.
How to build a credible performance measurement baseline (v5)Glen Alleman
The document provides guidance on establishing a credible performance measurement baseline (PMB) in 8 steps:
1) Build a work breakdown structure (WBS)
2) Define program events
3) Define significant accomplishments
4) Define accomplishment criteria
5) Develop work packages
6) Identify interdependencies between work packages
7) Assemble an integrated master schedule (IMS)
8) Iteratively tune the IMS considering risk, mitigation activities, and past performance.
Following these 8 steps ensures the PMB includes the right work in the right order, work that can be measured against technical performance measures, sufficient resources, and risk retirement tasks embedded in the IMS.
This document provides a template for conducting an operational analysis review of a federal IT system or investment. The template includes sections for identifying the system, summarizing the lifecycle and review findings, assessing performance indicators, customer satisfaction, operational costs, stakeholder input, and an overall operational assessment. The purpose of the review is to evaluate ongoing performance against established goals and identify any issues to inform future investment decisions.
The document discusses earned value management features in Microsoft Project including EVMS fields, baseline cost fields, and physical percent complete fields, and also describes how the Cobra software can integrate with Microsoft Project to calculate earned value metrics, forecast costs, and load actual costs from budgets into projects. The Cobra software allows users to perform earned value analysis across multiple projects, calculate forecasts using different methods, and automate earned value calculations through batch processing.
BPC stand for Business Planning and Consolidation.
BPC is one of the SAP product to deal with Planning , Budgeting, Forecasting and Consolidation for any Company/Enterprise with irrespective of their business sector (Retail,Oil&Gas, Insurance, banking, Steel & Cements,....etc).
Current Version in BPC Is 10.1
10.1 Sub-classified into Classic and Embedded Versions.
10.1 Classic Deals with both Planning and Consolidation.
10.1 Embedded deals with Planning only. If you want to make use of it , HANA&BW7.4 are the pre-requisites.
NBITS Offers SAP BPC Training Online Contact for More Details Email: info@nbits.in or Visit URL: www.nbits.com
Brahmeswara Sarma Ganti has over 4 years of experience working for HSBC in development, enhancement, testing and maintenance of mainframe applications. He has 1 year of experience analyzing HSBC's mainframe systems and migrating databases to Avaloq. Currently working as a technical lead for Barclays on an Avaloq wealth management project involving OTC derivatives products. Skilled in COBOL, JCL, PL/SQL, Avaloq scripting and has worked on various banking application projects throughout his career.
In this presentation we provide an overview of how the SAE process can evolve to support Application Modernization, by introducing new disciplines to cover the planning and architectural aspects of Application Modernization, the discovery of knowledge encapsulated in the applications, and finally to perform the reengineering that may result in new business requirements.
The document provides details about Rexx Shih's profile, including his work experience, skills, education, certifications, and project experience. It consists of several sections:
- Personal profile and skills: Outlines Rexx's expertise in IT solutions, project management certifications, and business analysis skills.
- Work experience: Lists Rexx's roles and responsibilities in various companies from 2007-2014, including as a system engineer, business analyst, and section manager.
- Education: Details Rexx's master's degree in information technology management.
- Project experience: Provides summaries of 9 projects Rexx worked on, describing objectives, roles, technologies used, and benefits achieved. Projects involved areas like project
Agile development methods increase the Probability of Program Success. Agile can be integrated with the FAR / DFAR and OMB mandates for program performance measures using Earned Value.
The document compares the operational complexity and costs of the Space Shuttle versus the Sea Launch Zenit rocket. [1] The Space Shuttle was designed for performance but not operational efficiency, resulting in costly ground, mission planning, and flight operations. [2] In contrast, the Zenit rocket was designed from the start to have automated and robust processes to keep operations simple and costs low. [3] The key lesson is that designing a launch system with operational requirements in mind from the beginning leads to much more efficient operations long-term.
The document provides an overview of project management and procurement at NASA. It discusses the key skills required for project managers, including acquisition management. It notes that 80-85% of NASA's budget is spent on contracts, and procurement processes are complex and constantly changing. The document outlines some common contract types and how they allocate risk between the government and contractor. It also discusses the relationship between contracting officers and project managers, and how successful procurement requires effective communication rather than direct control or authority.
The document introduces the NASA Engineering Network (NEN), which was created by the Office of the Chief Engineer to be a knowledge management system connecting NASA's engineering community. The NEN integrates various tools like a content management system, search engine, and collaboration tools. It provides access to key knowledge resources like NASA's Lessons Learned database and engineering databases. The NEN is working to expand by adding more communities, engineering disciplines, and knowledge repositories.
Laptops were first used in space in 1983 on the Space Shuttle, when Commander John Young brought the GRiD Compass portable computer on STS-9. Laptops are now widely used on the Space Shuttle and International Space Station for tasks like monitoring spacecraft systems, tracking satellites, inventory management, procedures viewing, and videoconferencing. Managing laptops in space presents challenges around cooling, power, and software/hardware compatibility in the harsh space environment.
Laptops were first used in space in 1983 on the Space Shuttle, when Commander John Young brought the GRiD Compass portable computer on STS-9. Laptops are now widely used on the Space Shuttle and International Space Station for tasks like monitoring spacecraft systems, planning rendezvous and proximity operations, inventory management, procedure reviews, and communication between space and ground via software like WorldMap and DOUG. Managing laptops in space presents challenges around hardware durability, cooling, and software/data management in the space environment.
This document discusses the use of market-based systems to allocate scarce resources for NASA missions and projects. It provides examples of how market-based approaches were used for instrument development for the Cassini mission, manifesting secondary payloads on the space shuttle, and mission planning for the LightSAR Earth imaging satellite project. The document finds that these applications of market-based allocation benefited or could have benefited from a decentralized, incentive-based approach compared to traditional centralized planning methods. However, it notes that resistance to new approaches and loss of managerial control are barriers to adoption of market-based systems.
The Stardust mission collected samples from comet Wild 2 and interstellar dust particles. It launched in February 1999 and encountered Wild 2 in January 2004, collecting dust samples in aerogel. It returned the samples to Earth safely in January 2006. The spacecraft used an innovative Whipple shield to protect itself from comet dust impacts during the encounter. Analysis of the Stardust samples has provided insights about comet composition and the early solar system.
This document discusses solutions for integrating schedules on NASA programs. It introduces Stuart Trahan's company, which provides Earned Value Management (EVM) solutions using Microsoft Office Project that comply with OMB and ANSI requirements. It also introduces a partner company, Pinnacle Management Systems, that specializes in enterprise project management solutions including EVM, project portfolio management, and enterprise project resource management, with experience in the aerospace, defense, and other industries. The document defines schedule integration and describes some methods including importing to a centralized Primavera database for review or using Primavera ProjectLink for updates, and challenges including inconsistent data formats and levels of detail across sub-schedules.
The document discusses NASA's implementation of earned value management (EVM) across its Constellation Program to coordinate work across multiple teams. It outlines the organizational structure, current target groups, and an EVM training suite. It also summarizes lessons learned and the need for project/center collaboration to integrate schedules horizontally and vertically.
This document summarizes a presentation about systems engineering processes for principle investigator (PI) mode missions. It discusses how PI missions face special challenges due to cost caps and lower technology readiness levels. It then outlines various systems engineering techniques used for PI missions, including safety compliance, organizational communication, design tools, requirements management, and lessons learned from past missions. Specific case studies from NASA's Explorers Program Office are provided as examples.
This document discusses changes to NASA's business practices for managing projects, including adopting a new acquisition strategy approach and implementing planning, programming, and budget execution (PPBE). The new acquisition strategy involves additional approval meetings at the strategic planning and project levels to better integrate acquisition with strategic and budgetary planning. PPBE focuses on analyzing programs and infrastructure to align with strategic goals and answer whether proposed programs will help achieve NASA's mission. The document also notes improvements in funds distribution and inter-center transfers, reducing the time for these processes from several weeks to only a few days.
Spaceflight Project Security: Terrestrial and On-Orbit/Mission
The document discusses security challenges for spaceflight projects, including protecting space assets from disruption, exploitation, or attack. It highlights national space policy principles of protecting space capabilities. It also discusses trends in cyber threats, including the increasing capabilities of adversaries and how even unskilled attackers can compromise terrestrial support systems linked to space assets if defenses are not strong. Protecting space projects requires awareness of threats, vulnerabilities, and strategies to defend, restore, and increase situational awareness of space assets and supporting systems.
Humor can positively impact many aspects of project management. It can improve communication, aid in team building, help detect team morale issues, and influence leadership, conflict management, negotiation, motivation, and problem solving. While humor has benefits, it also has risks and not all uses of humor are positive. Future research is needed on humor in multicultural teams, its relationship to team performance, how humor is learned, and determining optimal "doses" of humor. In conclusion, humor is a tool that can influence people and projects, but must be used carefully and spontaneously for best effect.
The recovery of Space Shuttle Columbia after its loss in 2003 involved a massive multi-agency effort to search a wide debris field, recover crew remains and evidence, and compensate local communities. Over 25,000 people searched over 680,000 acres, recovering 38% of Columbia's weight. Extensive engineering investigations were conducted to identify the causes of failure and implement changes to allow the safe return to flight of Discovery in 2005.
This document summarizes research on enhancing safety culture at NASA. It describes a survey developed to assess NASA's safety culture based on principles of high reliability organizations. The survey was tailored specifically for NASA and has been implemented to provide feedback and identify areas for improvement. It allows NASA to benchmark its safety culture within and across other industries pursuing high reliability.
This document summarizes a presentation about project management challenges at NASA Goddard Space Flight Center. The presentation outlines a vision for anomaly management, including establishing consistent problem reporting and analysis processes across all missions. It describes the current problem management approach, which lacks centralized information sharing. The presentation aims to close this gap by implementing online problem reporting and trend analysis tools to extract lessons learned across missions over time. This will help improve spacecraft design and operations based on ongoing anomaly experiences.
This document discusses leveraging scheduling productivity with practical scheduling techniques. It addresses scheduling issues such as unwieldy schedule databases and faulty logic. It then discusses taming the schedule beast through using a scheduler's toolkit, schedule templates, codes to manipulate MS Project data, common views/filters/tables, limiting constraints, and other best practices. The document provides examples of using codes and custom views/filters to effectively organize and display schedule information.
This document describes Ball Aerospace's implementation of a Life Cycle and Gated Milestone (LCGM) process to improve program planning, execution, and control across its diverse portfolio. The LCGM provides a standardized yet flexible framework that maps out program activities and products across phases. It was developed through cross-functional collaboration and introduced gradually across programs while allowing flexibility. Initial results showed the LCGM supported improved planning and management while aligning with Ball Aerospace's entrepreneurial culture.
This document discusses the importance of situation awareness (SA) for project team members. It defines SA as having three levels: perception of elements in the current situation, comprehension of the current situation, and projection of the future status. Good team SA is achieved by turning individual SAs into shared SA through communication. Teams with strong SA prepare more, focus on comprehending and projecting, and maintain awareness through techniques like questioning assumptions and seeking additional information.
This document discusses theories of leadership and how a project manager's leadership style may impact project success depending on the type of project. It outlines early hypotheses that a PM's competence, including leadership style, is a success factor on projects. It presents a research model linking PM leadership competencies to project success, moderated by factors like project type. Initial interviews found that leadership style is more important on complex projects, and different competencies are needed depending on if a project is technical or involves change. Certain competencies like communication skills and cultural sensitivity were seen as important for different project types and contexts.
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 .
Let's Integrate MuleSoft RPA, COMPOSER, APM with AWS IDP along with Slackshyamraj55
Discover the seamless integration of RPA (Robotic Process Automation), COMPOSER, and APM with AWS IDP enhanced with Slack notifications. Explore how these technologies converge to streamline workflows, optimize performance, and ensure secure access, all while leveraging the power of AWS IDP and real-time communication via Slack notifications.
Taking AI to the Next Level in Manufacturing.pdfssuserfac0301
Read Taking AI to the Next Level in Manufacturing to gain insights on AI adoption in the manufacturing industry, such as:
1. How quickly AI is being implemented in manufacturing.
2. Which barriers stand in the way of AI adoption.
3. How data quality and governance form the backbone of AI.
4. Organizational processes and structures that may inhibit effective AI adoption.
6. Ideas and approaches to help build your organization's AI strategy.
AI 101: An Introduction to the Basics and Impact of Artificial IntelligenceIndexBug
Imagine a world where machines not only perform tasks but also learn, adapt, and make decisions. This is the promise of Artificial Intelligence (AI), a technology that's not just enhancing our lives but revolutionizing entire industries.
Project Management Semester Long Project - Acuityjpupo2018
Acuity is an innovative learning app designed to transform the way you engage with knowledge. Powered by AI technology, Acuity takes complex topics and distills them into concise, interactive summaries that are easy to read & understand. Whether you're exploring the depths of quantum mechanics or seeking insight into historical events, Acuity provides the key information you need without the burden of lengthy texts.
Building Production Ready Search Pipelines with Spark and MilvusZilliz
Spark is the widely used ETL tool for processing, indexing and ingesting data to serving stack for search. Milvus is the production-ready open-source vector database. In this talk we will show how to use Spark to process unstructured data to extract vector representations, and push the vectors to Milvus vector database for search serving.
Driving Business Innovation: Latest Generative AI Advancements & Success StorySafe Software
Are you ready to revolutionize how you handle data? Join us for a webinar where we’ll bring you up to speed with the latest advancements in Generative AI technology and discover how leveraging FME with tools from giants like Google Gemini, Amazon, and Microsoft OpenAI can supercharge your workflow efficiency.
During the hour, we’ll take you through:
Guest Speaker Segment with Hannah Barrington: Dive into the world of dynamic real estate marketing with Hannah, the Marketing Manager at Workspace Group. Hear firsthand how their team generates engaging descriptions for thousands of office units by integrating diverse data sources—from PDF floorplans to web pages—using FME transformers, like OpenAIVisionConnector and AnthropicVisionConnector. This use case will show you how GenAI can streamline content creation for marketing across the board.
Ollama Use Case: Learn how Scenario Specialist Dmitri Bagh has utilized Ollama within FME to input data, create custom models, and enhance security protocols. This segment will include demos to illustrate the full capabilities of FME in AI-driven processes.
Custom AI Models: Discover how to leverage FME to build personalized AI models using your data. Whether it’s populating a model with local data for added security or integrating public AI tools, find out how FME facilitates a versatile and secure approach to AI.
We’ll wrap up with a live Q&A session where you can engage with our experts on your specific use cases, and learn more about optimizing your data workflows with AI.
This webinar is ideal for professionals seeking to harness the power of AI within their data management systems while ensuring high levels of customization and security. Whether you're a novice or an expert, gain actionable insights and strategies to elevate your data processes. Join us to see how FME and AI can revolutionize how you work with data!
Threats to mobile devices are more prevalent and increasing in scope and complexity. Users of mobile devices desire to take full advantage of the features
available on those devices, but many of the features provide convenience and capability but sacrifice security. This best practices guide outlines steps the users can take to better protect personal devices and information.
Cosa hanno in comune un mattoncino Lego e la backdoor XZ?Speck&Tech
ABSTRACT: A prima vista, un mattoncino Lego e la backdoor XZ potrebbero avere in comune il fatto di essere entrambi blocchi di costruzione, o dipendenze di progetti creativi e software. La realtà è che un mattoncino Lego e il caso della backdoor XZ hanno molto di più di tutto ciò in comune.
Partecipate alla presentazione per immergervi in una storia di interoperabilità, standard e formati aperti, per poi discutere del ruolo importante che i contributori hanno in una comunità open source sostenibile.
BIO: Sostenitrice del software libero e dei formati standard e aperti. È stata un membro attivo dei progetti Fedora e openSUSE e ha co-fondato l'Associazione LibreItalia dove è stata coinvolta in diversi eventi, migrazioni e formazione relativi a LibreOffice. In precedenza ha lavorato a migrazioni e corsi di formazione su LibreOffice per diverse amministrazioni pubbliche e privati. Da gennaio 2020 lavora in SUSE come Software Release Engineer per Uyuni e SUSE Manager e quando non segue la sua passione per i computer e per Geeko coltiva la sua curiosità per l'astronomia (da cui deriva il suo nickname deneb_alpha).
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.
Have you ever been confused by the myriad of choices offered by AWS for hosting a website or an API?
Lambda, Elastic Beanstalk, Lightsail, Amplify, S3 (and more!) can each host websites + APIs. But which one should we choose?
Which one is cheapest? Which one is fastest? Which one will scale to meet our needs?
Join me in this session as we dive into each AWS hosting service to determine which one is best for your scenario and explain why!
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
Webinar: Designing a schema for a Data WarehouseFederico Razzoli
Are you new to data warehouses (DWH)? Do you need to check whether your data warehouse follows the best practices for a good design? In both cases, this webinar is for you.
A data warehouse is a central relational database that contains all measurements about a business or an organisation. This data comes from a variety of heterogeneous data sources, which includes databases of any type that back the applications used by the company, data files exported by some applications, or APIs provided by internal or external services.
But designing a data warehouse correctly is a hard task, which requires gathering information about the business processes that need to be analysed in the first place. These processes must be translated into so-called star schemas, which means, denormalised databases where each table represents a dimension or facts.
We will discuss these topics:
- How to gather information about a business;
- Understanding dictionaries and how to identify business entities;
- Dimensions and facts;
- Setting a table granularity;
- Types of facts;
- Types of dimensions;
- Snowflakes and how to avoid them;
- Expanding existing dimensions and facts.
1. NASA External Cost/Schedule
Performance Reporting:
Update on How Changes are being
Folded in
Mary Beth Zimmerman
February 24, 2009
2. What’s New Since the last PM
Challenge?
• Two new reports
– GAO Quick Look semi-annual reviews (Julie Pollitt’s presentation covers
in detail)
– ‘High Risk’ Metrics for OMB (Riva Svarcas’ presentation covers in detail)
• Updated NASA policies and process affecting reporting
– Distinction between margin held by projects and that held by programs
or Mission Directorates
– Review of quarterly reports to OMB by projects and centers
– Update of quarterly data for operating plan changes
• Distinguishing between internal and external reasons for reported
cost and schedule changes.
• Reporting will continue to evolve as additional details are worked
with NASA’s stakeholders. Key items being refined:
– Contract cost growth -- Milestone completion dates
– Changes in content & scope -- Explanations of change
– Confidence Levels
3. Folding Changes into the Process
Report template
+ Data template Data template Report templates
Reporting Quarterly Any MDs prepare
baseline data thresholds threshold
established updates breached? notifications &
form MDs reports
OMB quarterly
Data template
MPAR
Operating Plan
GAO Quick Look (cost & schedule sections)
data updates
‘High Risk’ metrics
4. Coordinated Data Management
• Integrated quarterly data call to Mission Directorates includes:
– A common data template and guidance serves as a basis for the cost
and schedule information required in annual, semi-annual, and quarterly
external reports.
– Templates for any required baseline or threshold reports.
– Guidance for completing each.
– New policy being worked into quarterly process: projects, centers &
Mission Directorates will sign off on quarterly reports to OMB.
• Coordination of quarterly data call with other reporting elements.
– Q1 report is coordinated with annual reporting (MPAR).
– A GAO template is used to collect additional information on technology.
– Lifecycle cost estimate (LCCE) changes reported in Agency Operation
Plans to Congress will be based on updates to quarterly reports.
• Coordination with Agency Baseline Program Review (BPI)
– Distinguishes between cost margin held by the project and held for the
project by the Program or Mission Directorate.
– Coordination with cost and schedule data from KDPs.
– Data call is being transitioned from PA&E to OCE to merge with BPR
data collection.
5. Data Requirements
Project Cost Contracts
Phase Pending awards
Year Cost growth
WBS2 Explanation of Change
Budget line Changes in content
Project Schedule Reasons for change
Key milestone Technical progress
Interim milestones Technical maturity
Project Content Design stability
Scope Project Risk
Parameters Confidence level
Critical technologies Backup technologies
Blue text: New since last PM Challenge
6. Baseline Reports: No Changes
• Baseline Reports are prepared for projects subject to MPAR reporting
to Congress or NSPD-49 reporting to OMB when:
– A project in formulation awards contract w/ development content =>$50M
(for OMB only).
– A project with a lifecycle cost estimate (LCCE) of $250M or more receives
KDP-C approval to enter Phase C (for OMB & Congress).
• Baseline Report includes
– baseline numbers subject to threshold requirements.
• Projects in development: • Projects in formulation
– Lifecycle cost – Ave. contract value
– Development cost
– Key schedule milestone
– additional information as required by Congress or OMB.
• Baseline Reports look similar to the project pages in the Agency’s
budget.
7. Data Template
Projects in Formulation
NASA Formulation Cost and Contract Data Template Rev 3
Person completing this form: Project Name:
Most recent budget/op plan assumed: 6-digit project code
Date of Estimate:
Schedule Assumptions
Expanded Milestone Date
System Design Review
schedule Start Phase B
NAR/PDR
milestone Start Phase C
Start Phase D
information for LRD/IOC
GAO Quick Current LCC Estimate-At-Completion
Additional assumptions required to understand ROM LCC cost estimate:
Look Explanation of changes to direct project costs since last update:
Explanation of changes to indirect project costs since last update:
Prior FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 BTC TOTAL
Project LCC by Year 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
To be completed by Mission Directorate:
Direct Costs 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
No WBS Pre Formulation *
Formulation (A, B)
0.0
0.0
elements at Development (C, D)
Operations Prime (E)
0.0
0.0
this stage Operations Extended (E')
Closeout (F)
0.0
0.0
Will be updated by PA&E based on OCFO rates:
Indirect costs assigned to project 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Center M&O 0.0
Corporate G&A 0.0
Other indirect costs 0.0
Contract Description: Provider: Project Element(s) this Supports Current Date of Current Reason(s) for Change in Value
Contract Contract Value (month/year)
($M)
information
8. Data Template
Projects in Development
NASA Development Project Cost & Schedule Data Template (Rev 5)
• Filled out for: Person completing this form:
Budget/Op Plan assumed:
Project Name:
Date of Estimate:
6-digit project code
– Each baseline Current Estimated Schedule Directions
Milestone Date Milestone Date Other Milestones Date
Expanded schedule information
1 Do NOT change any cell location or headings, or overwright formulas
– Each quarter Start Phase A Start Phase D 2 Report current best estimate-at-completion, whether or not it exceeds last approved.
SRR
MDR/SDR (PNAR)
ORR/FRR
LRD per Quick Look reporting.
3 Report $ in millions to the 1st decimal place; use nominal (real year) $ or note otherwise..
4 When 2 phases occur in one FY, include a comment as to how these were allocated.
– Each Op Plan Start Phase B Launch/IOC 5 Fill in future years through FY18 before placing remianing in BTC
LCC
PDR (NAR)
Start Phase C
Start Phase E/FOC
End Prime Mission Confidence level information goes
6 Report new obligation authority (NOA) required for each year, not the expected costing.
7 Clearly note any exceptions to NASA's Cost Handbook requirements for this LCC estimate.
CDR End Ex Mission 8 List ALL MPAR & APG milestones; do not change any of these milestones.
SIR here Completed by project; verified by MD Completed by SI-PA&E
• Technical Current LCC Estimate at Completion
information is Estimated confidence level for this LCC: Check here if no changes from last quarter:
provided Explanation of changes to project scope, schedule, or diret costs since last update:
Explanations of Change goes here
separately. Prior FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 BTC TOTAL
Full Cost LCC by Year 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
– GAO Quick To be completed by Mission Directorate:
Direct Costs 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Look Data Pre Formulation *
Formulation (A, B)
0.0
0.0
Collection Development (C, D)
Technology Development
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
0.0
Instrument Aircraft/Spacecraft
Payload(s)
0.0
0.0
(DCI) Systems I&T
Launch Vehicle/Services
0.0
0.0
– Written
Ground Systems 0.0
Science/Technology 0.0
Other direct project cost 0.0
reports, Reserves*
MO&DA - Prime (E)
0.0
0.0
budget pages MO&DA - Extended * (E')
Closeout (F)
0.0
0.0
Additional reserves
New: ‘purple line” provides for reporting of portion of
cost held for projects by Programs or MDs.
9. Quarterly Reports to OMB
Development Projects (no changes)
External LCC Updated totals by % change
baseline quarter from baseline
Project Q4 FY 2008 Cost and Schedule Update Report to OMB
Date of Estimate
Table 1: Summary
FY08
Accounting Base at Reporting
Q1 Q2 Q3 Q4 Change to
adjustments LCC
KDP-C Base
($M) ($M) ($M) ($M)
Last Rpt
%
Base
%
Reason(s) for change
Direct 224 247 10%
Full Cost - Unadjusted 266 251
Full Cost - Adjusted to Current Accounting 228 251 10%
Development Development Cost ($M) ($M) ($M) ($M) ($M) % % Explanation
Direct 170 195 15%
Cost Baseline Full Cost - Unadjusted
Full Cost - Adjusted to Current Accounting
204
172
197
197 15%
of changes
Schedule months months
CDR
Schedule Instrument Pre-ship Review
Launch Readiness Date Dec-2011 Jun-12 6
Baseline
Table 2: Estimated Annual Phasing ($M)
Reporting Baseline (unadjusted Prior FY02 FY03 FY04 FY05 FY06 FY07* FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 BTC TOTAL*
Direct 5 10 10 12 30 40 30 25 22 20 5 5 5 5 - - - - 224
Baseline cost Formulation
Development
5 10 10
10
2
30 40 30 25 20 15
27
170
by phase, & Op/Disposal
Indirect - - 2 2 6 8 6 5
2
4
5
4
5
1
5
1
5
1
5
1
197
42
accounting. Full Cost 5 10 12 14 36 48 36 30 26 24 6 6 6 6 266
Current Quarter Prior FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 BTC TOTAL*
Direct 5 10 10 12 30 30 40 30 30 25 10 5 5 5 247
Current cost Formulation
Development
5 10 10
10
2
30 30 40 30 30 20 5
27
195
by phase, & Op/Disposal
Indirect 2 2
5 5 5 5 5 5 222
4
accounting. Full Cost 5 10 12 14 30 30 40 30 30 25 10 5 5 5 - 251
Note: Reported information & format developed with OMB.
10. As Reported to OMB
Formulation Projects
No project % changes
LCCE & reported
schedule Project Q1 FY 2009 Cost and Schedule Baseline Report to OMB
Date of Estimate
only
Table 1: Preliminary Estimated Lifecycle Cost and Schedule for Project in Formulation*
OMB Base FY08 FY08 FY08 FY08 FY09
Estimate Q1 Q2 Q3 Q4 Q1 Reason(s) for Changes from Last Quarter
Estimated TDRS LCC ($M) ($M) ($M) ($M) ($M) ($M)
Direct
Full Cost - Unadjusted
Full Cost - Adjusted Base
Base Current
Estimated Schedule Assumptions
value value
LRD/IOC/FOC
Table 2: Contracts with Development Elements
Base Last Current
Project Element(s) this Base Contract Quarter Contract Reason(s) for Change in Contract
Contract Description Provider Supports Quarter Value ($M) Value ($M) Value ($M) Value
Contract totals $0 $0 $0
% Change from Base 0%
% Change from Last Quarter 0%
Calculation of average change in Note: Percent changes do not include the addition of new contracts.
value for those project contracts
included quarterly reports to OMB
11. Data ‘rolled up’ for reporting: Roll-in
of ‘purple line’ only change.
Prior FY05 FY06 FY07 FY08 FY09 BTC TOTAL
Project Cost Estimate 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Projects in Formulation or Operations need not complete the light blue cells for WBS level 2 cost breakout.
Direct Costs (by Phase) 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Formulation (A, B) 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Pre Formulation * 0.0
Phase A 0.0
Phase B 0.0
Development (C, D) 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Technology Develop 0.0
Aircraft/Spacecraft 0.0
Payload(s) 0.0
Systems I&T 0.0
Launch Vehicle/Services 0.0
Ground Systems 0.0
Science/Technology 0.0
Other direct project cost 0.0
A Project-held Dev Reserve
Operations (E, F) 0.0 0.0 0.0 0.0 0.0 0.0 0.0
0.0
0.0
MO&DA - Prime (E)
MO&DA - Extended * (E') 0.0
Closeout (F) 0.0
C Indirect costs 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Program held reserves (UFE)
B
A Project UFE (‘reserves’)
B Program-held UFE (‘reserves’) Rolled into reported numbers
on a pro-rated basis.
C Indirect costs
12. Funding higher confidence level
Section 4 B: Project Cost Estim
• New ‘purple line’ captures TOTA
unallocated future expenses (UFE) Project baseline Project Cost Estimate
which are part of the project baseline Direct Costs (by Phase)
Formulation (A, B)
but held by the program or MD. = Pre Formulation *
Phase A
• Project is expected to perform to its Phase B
internal baseline (i.e., with UFE Managed by Development (C, D)
Technology Develop
included in its plan, but not additional project as part of Aircraft/Spacecraft
UFE held by program/MD). its approved Payload(s)
Systems I&T
plan & internal Launch Vehicle/Services
• Programs/Mission Directorates can baseline Ground Systems
Science/Technology
allocate UFE to the project if Other direct project cost
warranted without changing the
reported baseline.
+ Project-held Dev UFE
Operations (E, F)
MO&DA - Prime (E)
Indirect Costs MO&DA - Extended * (E')
• Helps implement new 1000.5 NPD Closeout (F)
on Acquisition Policy. + Indirect costs
Program/MD held UFE
•Project UFE sufficient for 50% CL UFE held by the
or as determined by Decision Program or MD
Authority.
more on UFE & confidence levels, next page
13. Confidence Levels & UFE
Within WBS UFE (‘reserve’)
• All projects have a elements within project’s
range of cost estimates approved plan
Probability of completing within cost est.
with differing levels of
90%
confidence.
• While it’s possible to
70%
assess the additional
confidence associated
50%
with higher cost UFE (‘reserve’)
estimates, it’s not within project’s
possible to know where approved plan
30%
within the project’s
WBS these costs will
10%
occur.
Cost Est. ($)
• Thus, they are
Most Project Agency cost
unallocated future likely plan commitment
expenses or UFE.
14. Indirect costs
FY08 PB FY04 FY05 FY06 FY07 FY08 Total
Baseline
Full Cost 88.7 75.0 132.3 103.5 71.5 471.0
Direct 86.4 74.6 119.8 93.3 64.2 438.4
LCC
Labor (1000) 1.0 0.4 1.5 0.9 0.5
Travel (2100) 0.0 0.0 0.0 0.0 0.0
Procurements (3000) 85.3 74.3 117.5 92.3 63.6
Service Pool (8020) - - 0.7 0.0 -
Indirect 2.3 0.4 12.5 10.2 7.2 32.7
Corporate G&A (8000) - - 5.6 4.4 3.0
Prior/PY Center G&A (6551) 0.5 0.4 - - -
Prior/PY Corporate G&A (6552) 1.8 - - - -
Institutional Investments (8002) - - 2.0 2.1 1.4
Center M&O (8008) - - 4.9 3.7 2.8
• Indirect costs were included in project budgets starting in
FY04.
• FY09 budget removed indirect costs for FY07 and out.*
• As a result, many projects have ‘legacy’ indirect costs
still included in the ‘Prior’ years of their NOA runout.
* Though still part of funds execution through the end of FY08.
15. Baseline indirect cost adjustments
Baseline LCC, originally reported
FY08 PB FY04 FY05 FY06 FY07 FY08 Total • Apples-to-apples
Full Cost 88.7 75.0 132.3 103.5 71.5 471.0
Direct 86.4 74.6 119.8 93.3 64.2 438.4
comparison
requires adjusting
the baseline to
Adjusted baseline LCC remove match the
FY08 PB FY04 FY05 FY06 FY07 FY08 Total
changes in indirect
Full Cost 88.7 75.0 119.8 93.3 64.2 441.1 costs in current
Direct 86.4 74.6 119.8 93.3 64.2 438.4 cost estimates.
Labor (1000) 1.0 0.4 1.5 0.9 0.5
Travel (2100) 0.0 0.0 0.0 0.0 0.0
• Direct project costs
Procurements (3000) 85.3 74.3 117.5 92.3 63.6 do not change as a
Service Pool (8020) - - 0.7 0.0 - result of these
Indirect 2.3 0.4 - - - 2.7
adjustments.
Corporate G&A (8000) - -
Prior/PY Center G&A (6551) 0.5 0.4
Prior/PY Corporate G&A (6552) 1.8 -
‘Legacy’ indirect
Institutional Investments (8002) - - costs in current
Center M&O (8008) - - accounting
systems
16. No wonder cost numbers don’t look
familiar!
Rolled-up elements projects may not see:
• ‘Legacy’ indirect costs (e.g., CM&O) from the full cost
years (FY04 to FY06) are included in order to be
consistent with the historical budget amounts.
• Baseline submissions are updated to reflect any
changes in accounting.
• UFE held for the project is included.
Also note:
• Reporting is broken out annually by the year the New
Obligation Authority (NOA) is required from Congress,
not the year the project expects to incur the cost.
• While cost assessments may be done in terms of
constant dollars (e.g., 2008 $), reported costs include
expected inflation.
17. Schedule: 7120.5D milestones
• Additional milestones
required for GAO Quick
Look Milestone Date Milestone Date
Start Phase A Start Phase D
• We founds that milestone SRR ORR/FRR
completion was not being MDR/SDR (PNAR) LRD
interpreted the same way Start Phase B Launch/IOC
across the agency, or
even with in the same PDR (NAR) Start Phase E/FOC
group, resulting in some Start Phase C End Prime Mission
inconsistencies in dates CDR End Ex Mission
provided. SIR
• As a result, we have
updated the guidance to
include definitions for
completion; as well as
providing the opportunity
alternative definitions for
individual projects.
18. Explanations of Change
Explanation of changes to project scope, schedule, or diret costs since last update:
• Beginning to work with MDs, Centers, and Projects to establish
greater clarity in reporting. For example:
– What factors contributed to the changed cost or schedule estimate?
– Have been any changes to the project’s budget which contributed to
the change in estimates?
– Is this a rough first estimate of changes to cost and schedule, or a
partial estimate, with additional refinement to be reported later?
– Have there been any changes to the project’s scope or planned
content?
– Has any content been moved into or out of the project?
• New requirement: Distinguish between internal and external
factors leading to changes in cost or schedule.
19. Project contract reporting
Contract Description: Provider: Project Current Date of Reason(s) for Change in
Element(s) this Contract Current Value
Supports Value (m/y)
Contract 1
Contract 2
• Each contract with development content is listed
separately.
• Contracts are added as they are awarded.
• Changes in value reported when finalized; estimated
future changes not included.
• The average growth in the value of all reported contracts
for the project provides the basis for estimating contract
cost growth.
• Still being worked: Specific guidance on determining
which contracts require reporting and how to distinguish
between changes in contract content & cost growth.
20. Portfolio Cost & Schedule
Reporting
• PART & PAR metrics reflect the combined
performance of projects within specified
themes or divisions.
• ‘High Risk’ Metrics reflect the combined
performance of projects in development
entering reporting as of 2008.
• Addressed as a weighted average of the
performance of individual projects in the
group.