Lisa mc cann

Implementing an EVM System for the Constellation Program

February 10, 2010

Lisa McCann, Schedules Cost Estimating and Assessments Deputy Manager

SGT-Inc

Used with Permission

Topics

Program Overview EVM Implementation and Process Overview Integrated Baseline Reviews (IBRs) Going Forward Questions

SGT-Inc, [email protected]/10/10 2

Constellation Content Across the Nation

2/10/10 SGT-Inc, [email protected]

WA

MT

CA

NVUT

CO

TX

AZ NM

MN

LAMS AL

FL

IA

MO

IL OH

PA

VA

CT

MD

Dryden• Lead Abort Flight Test

Integration/Operations• Abort Test Booster procurement• Flight Test Article

Johnson Space Center• Home for Program and Projects:

Orion, MOP, EVA, Altair, Lunar Surface• Element lead for lunar lander crew module/

ascent stage• Lead lunar surface crew habitation, environmental

control /life support systems, human mobility • GFE projects management• Flight Test Program

Kennedy• Home for Ground Ops Project• Ground processing• Launch operations• Recovery operations• Final assembly, ground

processing for human lunar lander

• Lead for lunar surface in-situ resource utilization systems

Langley• Lead Launch Abort System

integration• Ares I-X vehicle integration• Ares aerodynamics lead• Lead Ares V aerodynamics• Subsystem lead for lunar lander

structures and mechanisms including ascent and descent stages

• Lunar lander and lunar surface radiation protection

Marshall• Home for Ares Project• Ares I and V development and integration lead• Support LAS and Service Module, Ares V EDS

development, test and oversight• Core stage development, test and oversight• Altair decent stage and subsystem support

Glenn• Lead Service Module and Spacecraft Adapter

integration• Flight Test Article “Pathfinder” fabrication• Ares I-X upper stage simulator lead• Lead Ares V power, thrust vector control and

payload shroud development• Lead EDS orbital environments testing at Plum Brook• Lead lunar lander ascent stage propulsion, ascent and

descent stage power generation• Passive thermal systems and surface element

communications• J-2X altitude/in-space testing

Goddard• Lead program requirements for

unpressurized cargo carriers• Subsystem lead for lunar

lander avionics• Lunar surface and surface

telenet communications• EVA tools and equipment

Michoud Assembly Facility• Manufacturing of Ares I Upper Stage, Ares V

Stages and Orion Primary Structure

Alliant Techsystems, Inc.

Pratt and WhitneyRocketdyne

Lockheed Martin

Boeing

Jet Propulsion Laboratory• Thermal protection system support• Lunar lander support including spacecraft

design; guidance, navigation, and control; life support systems, and avionics

• Lead specific robotic surface mobility• Environmental monitoring and control and

surface system local element communications

Stennis• Rocket propulsion testing• Lead Ares V liquid rocket

systems and stage testing at sea level and altitude

• Lead altitude development and certification testing for upper stage engine

White Sands Test Facility• Orion Abort Test Booster test site

Ames• Lead Thermal Protection System

Advanced Development Program• Ares mission operations simulation• Software & Guidance, Navigation &

Control support• Lunar systems support

CSSS

National Aeronautics and Space Administration

EVM Implementation and Process Overview

EVM Requirements Hierarchy

OMB Circular A-11

NPD 7120.5D Policy for Flight and Ground Systems Projects

ESMD EVM PolicyDecember 2006

ESMD Integ. Prog. Mgmt. LetterDecember 2007

CxP 70070 Annex 9 EVM System Description

CxP EVM Management Directive -038

IPAO SOP on EVMOctober 2008

Organization (Guideline 1-5) - Define the authorized work by WBS and assign a responsibility organization for work. Integrate all work for effective internal management control.

Planning Scheduling, and Budgeting (Guideline 6-15) – Plan, schedule, budget and authorize work. Establish interdependencies to meet the requirements and maintain a time-phased budget baseline.

Accounting Considerations (Guideline 16-21) - Accumulate and record costs of work performed consistent with budgets in a formal system controlled by the general books of account.

Analysis and Management Reports (Guideline 22-27) – At lease monthly, compare and analyze planned, performance and actual cost and schedule variances. Identify managerial actions taken to support horizontal and vertical communications and traceability.

Revisions and Data Maintenance (Guideline 28-32) – Incorporate, record authorize budget and schedule changes in a timely manner and maintain traceability from original budgets. Prohibit retroactive changes.

ANSI 748 EVMS Criteria

ESMD EVM DirectiveJanuary 2005

Federal

Agency

Directorate

Program

CxP IBR Guidebook

ESMD Integ. Prog Mgmt LetterNovember 2009

The agency, directorate and program are behind EVM and fully support through various policy documents in accordance with EVM Criteria.

2/10/10 5SGT-Inc, [email protected]

Projects provide monthly cost and schedule variances at these levels per these thresholds

Work Breakdown StructureConstellation

ConstellationProgram

234A

Project Mgmt206518.01

Systems Engineering206518.02

S&MA206518.03

Spacecraft Module206518.08

Flight Integration& Test206518.10

Core Stage206518.08.01

Core StageBooster206518.08.02

Earth Departure Stage206518.08.03

Earth Departure Stage Engine206518.08.04

Ares V

206518



S&MA206518.03

Spacecraft Module206518.08

Flight Integration& Test206518.10

Core Stage206518.08.01

Core StageBooster206518.08.02

Earth Departure Stage206518.08.03

Earth Departure Stage Engine206518.08.04

Ares V

206518

Altair

182306


Vehicle Integration182306.02

Safety & MissionAssurance182306.03

Technology Development 182306.04

Payloads182306.05

Spacecraft Development182306.06

Ops Integration 182306.07

Launch VehicleServices182306.08

Ground Operations 182306.09

Test & Verification 182306.10

Education & Public Outreach182306.11

Altair

182306



Safety & MissionAssurance182306.03


Payloads182306.05

Spacecraft Development182306.06

Ops Integration 182306.07

Launch VehicleServices182306.08

Ground Operations 182306.09



Lunar Surface Systems


LSS Integration 342806.02

Safety & Mission Assurance342806.03


Payloads342806.05

Spacecraft (LSS Elements)342806.06

Mission Operations 342806.07

Ground Systems342806.09



342806

Lunar Surface Systems


LSS Integration 342806.02



Payloads342806.05

Spacecraft (LSS Elements)342806.06





342806


Systems Engineering 141141.02


Science/Technology 141141.04

Aircraft/Spacecraft141141.06



Systems Integration & Testing 141141.10

Agency Cost Assessment 141141.99

Space Comm& Navigation Integration

141141


Systems Engineering 141141.02


Science/Technology 141141.04







141141


141141





Launch Vehicle/ Services136905.08

Ground System(s )136905.09

Systems Integration& Testing136905.10

Construction of Facility 136905.98

Agency Cost Assessment

First Stage136905.08.01Upper Stage 136905.08.02Upper Stage Engine (SSME) 136905.08.03

Upper Stage Engine – J2136905.08.04

Upper Stage136905.08.05

Ares 1

136905





Launch Vehicle/ Services136905.08

Ground System(s )136905.09

Systems Integration& Testing136905.10



First Stage136905.08.01Upper Stage 136905.08.02Upper Stage Engine (SSME) 136905.08.03

Upper Stage Engine – J2136905.08.04

Upper Stage136905.08.05

Ares 1

136905


SE&I731384.02

S&MA731384.03

Science/Technology731384.04


Sys Integ & Testing731384.10

Education &Public Outreach

731384.11


H/W Mgmt731384.06.01

Sustaining Engineering731384.06.02

H/W Development731384.06.04

H/W Processing & Logistics731384.06.05

EVA

731384


SE&I731384.02

S&MA731384.03



Sys Integ & Testing731384.10


731384.11


H/W Mgmt731384.06.01

Sustaining Engineering731384.06.02

H/W Development731384.06.04

H/W Processing & Logistics731384.06.05

EVA

731384


SE&I282938.02

S&MA282938.03


Mission Ops282938.07

Ground System Dev282938.09

System Integration& Testing282938.10


282938.11


Mission Ops

282938


SE&I282938.02

S&MA282938.03


Mission Ops282938.07

Ground System Dev282938.09

System Integration& Testing282938.10


282938.11


Mission Ops

282938


Sys. Engineering644423.02

Safety & Mission Assurance 644423.03


Spacecraft 644423.06

Integ & Testing644423.10


644423.11



Crew Module644423.06.01

Service Module64423.06.02

Launch Abort System644423.06.04

Software644423.06.05

Orion

644423


Sys. Engineering644423.02



Spacecraft 644423.06

Integ & Testing644423.10


644423.11



Crew Module644423.06.01

Service Module64423.06.02

Launch Abort System644423.06.04

Software644423.06.05

Orion

644423

Program Manager 604746.01.01

Program Integration

604746

Project Mgmt 604746.01




Aircraft/Spacecraft 604746.06

Mission Operations604746.07



604746.11

Agency Fee For Service (FFS) 604746.90

Program Reserves604746.99

Program Mgmt & Administration604746.01.01.01

PP&C 604746.01.01.02

Program Manager 604746.01.01

Program Integration

604746









604746.11




PP&C 604746.01.01.02

Program Integration

604746









604746.11




PP&C 604746.01.01.02


SE&I292360.02

S&MA292360.03

Future Elements Dev & Ops 292360.05

Orion Dev Support & Ground Ops292360.06

Integrated Ops292360.07

Launch Vehicle Dev Supt & Ops292360.08

Ground Systems Dev & Sustaining292360.09

Integrated T&V292360.10


Integrated Logistics292360.12



Ground Ops


SE&I292360.02

S&MA292360.03











Ground Ops


SE&I292360.02

S&MA292360.03











Ground Ops

292360

Projects Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 TotalAres 1 18 31 44 94Orion 1 36 21 58EVA 1 6 5 3 15Ground Ops 1 11 1 3 16Mission Ops 1 6 26 33Program Int 1 5 6Totals 6 28 86 58 0 44 222

CxP Projects EVM Directive WBS Reporting Areas

Thresholds for variance explanations5 largest cum cost variances exceeding +/- $250K and +/- 5%5 largest cum schedule variances exceeding +/- $250K and +/- 5%

2/10/10 6SGT-Inc, [email protected]

Organization Dynamic

organization across all centers

Institutions such as Engineering are support to all programs and projects

2/10/10 SGT-Inc, [email protected] 7

CxP EVM Organization

CxPSCEA EVM/IMS Lead

Ares Ground OpsEVAOrion Mission Ops Lunar ProjectsProgram Integration

CxP Project EVM Focals and Support

MSFC JSC KSC

HQ and Center EVM Focal CxP Support

Institutional support office

35 CAMs 17 CAMs 10 CAMs 14 CAMs 8 CAMs

Resources

Scheduling

Assessments

Organizational Interfaces

GAO

IG

SRB

External Interfaces

SCEA Manager

PP&C Director

Program Manager

ESMD Assoc. Administrator

Office of Chief Engineer Headquarters

OMB

DCMA

Industry

JCL Analysis

LARC

TBD


Strong collaboration is key to success:• Bi-monthly EVM Working Group meeting

and telecoms (~23 participants)• Quarterly HQ EVMWG meetings (~20

participants• Training and monthly reviews (~100

NASA CAMs and upper Management)

How CxP implemented EVM Solid Communication with all involved

• Face to face• Telecoms and WebEx• Website portals

Developed process documentation Developed and maintain an implementation schedule Defined clear requirements and expectations between the Program

and Projects Used existing industry tools, guidelines and experts (ANSI Standard,

DCMA documents, EVM Implementation Guides, industry consultants)

Implemented off the shelf software tools to mirror existing financial reporting systems prior to providing EVM data

Understood existing cultures and slowly worked to change resistance to EVM and remained flexible

Stayed optimistic each step of the way Demonstrated the benefits to key stakeholders Met implementation deadlines and delivered products and data


CxP EVM Implementation Timeline

SGT-Inc, [email protected]

PHASE A

2006 2007 2008 2009 2010

Requirements

Process

Integration

Tools

EVM Data

People and Training

ESMD EVM Policy NPR 7120.5D

Gilbrecht IPM Letter

CxP EVM Directive -038 CxP IBR Strategy

CxP EVM Sys Des CxP Report Generator Format CxP IBR Guide and Toolkit

PADs Released

IBRs Complete

PWR, Lockheed Martin IBRs

ATK, Boeing IBRs

CxP EVM Working Group Established CxP EVM Summit CxP EVM F2F CxP EVM F2F

HQ EVM Working Group interface established

MPR Reporting Established

SRB EVM Status Provided

Resume MPR Reporting

.xml Connect EVM Tool Actuate Actuals Report

wInsight in Citrix environment

Cobra project initiated

Windchill and Wiki established

Primavera established

Pertmaster established Cobra in Citrix environment

J-2X Prime EVM Reports Early In-House EVM Reports

Level II EVM Metric Templates established

Some EVM reporting stops, replanning underway

PAD-based EVM Reporting

wInsight Training CxP Program Support Contract Start

Cobra Workshop

wInsight Training

KSC Cobra Pilot

Cobra Training

CAM Training InitiativeKickoff

Ares Cobra Pilot

IBR Training APPEL CAM Training/Cert Course (TBD)

PMR07 PMR08 PMR08 Rev 1 PMR09

Ares and Orion Prime EVM Reports

Multiple EVM Training courses initiated in SATERN Multiple EVM Training

courses initiated at various Centers

EVM Healthcheck Reviews

Lifecycle Phase PHASE CPHASE B

CxP IBR Guide

TIME NOW2/10/10 10

EVM Implementation Process Flow

SGT-Inc, [email protected]

Bottoms-Up Planning

Constellation EVM System Overview

ESM

DCo

nste

llatio

n Pr

ogra

mCo

nste

llatio

n Pr

ojec

ts

ESMD EVM Policy Guidance

Review Program Performance

EVM SDDEVM Report

Format/Reporting Directive (038)

Formulation Authorization

Documents (FAD)

Project Authorization

Document (PAD)Conduct IBRsValidate PMB

Load and maintain EVM cost

engine

wInsight EVM data storage

Control Program

Program Integrated EVM Data

Analysis/Reports

Analyze Project EVM Data

WAD PMB

Formulate Schedule

Generate EVM performance measurement

data

Analyze EVM data

Control ProjectFormulate CAP

Project EVM reports

OBS

WBS Dictionary

WBS

RAM

2/10/10 11

CxP EVM Implementation Schedule


EVM Components Process – Project Example


Budgets Earned Value Actuals Forecasts Variances Reports

PPBE /CAP Excel Plan

Internal Task Agreements

Collected monthly from CAMS and Schedulers

ALDS & SAP

Labor Processed

WebTADs

Labor Collection

Bus. Ware.

SAP Report Tool

Actuate

Bus Ware Report Tool

Collected monthly from CAMs and Resource Analysts

wInsight

• CxP Monthly wInsight Charts

• EVM Graphs and Metrics

• Control Account Plan (CAP) Reports

• Baseline Change Reports

• CPRs 1-5• Variance

Worksheets

Phasing Plans

Phasing Plans

Cobra or .xml Con.

EVM Cost Engine

PAD, WADs initiate budget authorization

Excel or .csv

Flat files

EVM Analysis

via XML file

Prime .xml or X12 Deliverable

Prime Format 5 Variance Analysis

CIRR

Phasing Plans

Primavera /MS Project

Schedule Performance

Collected monthly from Resources

Collected monthly from CAMs and Resource Analysts

Rates, WBS, OBS Codes, Cost Elements

13

EVM Analyst loads Actuals into EVM

Cost Engine

CAMEV ReportReviews

Load variance explanations/EAC’s into Cost Engine

database

Internal MPR

Review

MPR

Actuate Actuals Report

EVM Cost

Engine.xml file wInsight

CAM Reports

wInsight

CAM’s determine variance explanations and new EAC’s and generate variance explanation form

Variance Explanations

Var. explanations, EAC’s

Monthly EVM Report

EVM Report Updates

Final PI EV Report

Week One

Week Four

Weeks 2 & 3

Upload to ICE

CAM Briefing

Schedule Status

Prime .xml files

Wbs Description SV CV VAC BCWS BCWP ACWP SV SV% CV CV% BAC EAC CPI SPI VAC CAM

1 604746.03 Safety & Mission Assurance ↔ ↓ ↔ 22,509.8 22,509.8 21,245.9 0.0 0.00 1,263.8 5.61 54,680.7 53,416.9 1.059 1.000 1,263.8 SRQ2 604746.03.00 Safety & Mission Assurance ↔ ↔ ↑ 186.0 186.0 0.0 0.0 0.00 186.0 100.00 558.0 372.0 0.000 1.000 186.0 SRQ3 604746.03.01 Management & Control ↔ ↓ ↔ 2,680.0 2,680.0 2,203.3 0.0 0.00 476.6 17.79 9,439.4 8,962.7 1.216 1.000 476.6 SRQ4 604746.03.02 System Safety ↔ ↔ ↔ 6,717.6 6,717.6 6,448.9 0.0 0.00 268.7 4.00 18,325.7 18,057.1 1.042 1.000 268.7 SRQ5 604746.03.03 Quality Assurance ↔ ↑ ↑ 1,927.1 1,927.1 1,590.6 0.0 0.00 336.5 17.46 5,574.0 5,237.5 1.212 1.000 336.5 SRQ6 604746.03.05 Risk Management & Analysis ↔ ↓ ↓ 4,135.0 4,135.0 4,351.9 0.0 0.00 -216.9 -5.24 9,155.1 9,372.0 0.950 1.000 -216.9 SRQ7 604746.03.06 Software Safety and Quality ↔ ↓ ↓ 1,810.7 1,810.7 1,731.8 0.0 0.00 78.8 4.35 4,867.7 4,788.8 1.046 1.000 78.8 SRQ8 604746.03.07 SR&QA Infor Systems Development ↔ ↓ ↓ 3,272.7 3,272.7 3,458.0 0.0 0.00 -185.3 -5.66 3,429.7 3,615.0 0.946 1.000 -185.3 SRQ9 604746.03.08 JSC-SRQA Program Support ↔ ↓ ↓ 1,095.0 1,095.0 1,144.0 0.0 0.00 -49.0 -4.47 1,283.0 1,332.0 0.957 1.000 -49.0 SRQ10 604746.03.09 Reliability and Maintainability ↔ ↔ ↑ 685.7 685.7 317.3 0.0 0.00 368.4 53.72 2,048.2 1,679.8 2.161 1.000 368.4 SRQ

$$ In Thousands BCWS BCWP ACWP Schedule Variance Cost Variance Element StatusCurrent Pd. 1,571 1,571 1,665 0 0.0% G -93 -5.9% Y Cumulative 22,510 22,510 21,246 0 0.0% G 1264 5.6% B

BACEACVAC

EAC Forecast Min. Max

SPI CurrentCumulative

CPI CurrentCumulative

Percent ScheduledPercent Complete

Percent Spent

54,681 53,417 1264

41.2%41.2%38.9%

1.001.000.941.06

51,323 52,488

Performance

R Worse than -10% G Between -5% and 5%Y Between -10% and -5% Change Threshold = 10% Improving WorseningB Better than 5%

R Worse than -10% G Between -5% and 5%Y Between -10% and -5% Change Threshold = 10% Improving WorseningB Better than 5%R Worse than -10% G Between -5% and 5%Y Between -10% and -5% Change Threshold = 10% Improving WorseningB Better than 5%B Better than 5%

1.000

1.010

1.020

1.030

1.040

1.050

1.060

1.070

1.0802008OCT NOVDEC

2009JAN

CxP PRODElement: 604746.03 Name: Safety & MissioCPI & SPI

Index of Dollars

TCPILRE 1.0001.0001.0001.000CUM CPI 1.0591.0691.0701.058CUM SPI 1.0001.0001.0001.000

Overall variance explanation to be added

SAP/BW

Output

Similar monthly process used by all projects for EVM Reporting

CxP Projects EVM Monthly Process Rhythm


EVM Data Integration


In-House

Prime Contractors with EVM

Ares Orion Ground Ops EVA Mission Ops Program Integration

.xml Connect

Cobra Cobra CobraAthena.xml Connect

•includes institutional contractors•civil servant labor and non-labor•other procurement costs (Primes with EVM reporting excluded)

Data loaded in wInsight Project Sandbox

Data Validation

Data loaded in CxP wInsight Production database

Provides .xml/X12

Provides .xml/X12

Provides .xml/X12

-250

-200

-150

-100

-50

0

50

200809/3010/3111/3012/31

200901/3102/2803/3104/3005/3106/3007/3108/31

0.50

0.60

0.70

0.80

0.90

1.00

1.10

NASA Element: CxP Name: ConstellationDual-Axis Sample

Dollars in Thousands

Index of Dollars

CV CUM -244.0-222.8-263.6-199.2-176.4-154.3-151.6-157.4-160.9-154.8-171.1-1.9CV CUR -21.240.8-64.4-22.8-22.1-2.75.83.5-6.116.3-169.340.2CPI CUM 0.9580.9610.9510.9620.9650.9620.9640.9610.9590.9590.9540.998CPI CUR 0.8941.1290.5240.8890.9771.0121.0311.0290.9611.1910.9310.848

NASA Element: CxP Name: ConstellationGauge Sample

0.90

0.95

1.10

CPI CUMIndex of Dollars

08/31/090.958

0.90

0.95

1.10

SPI CUMIndex of Dollars

08/31/090.976

0.90

0.95

1.10

CPI CURIndex of Dollars

08/31/090.894

0.90

0.95

1.10

SPI CURIndex of Dollars

08/31/090.946

0.50

0.60

0.70

0.80

0.90

1.00

1.10

1.20

1.30

1.40

1.50200809/30 10/31 11/30 12/31

200901/31 02/28 03/31 04/30 05/31 06/30 07/31 08/31

NASA Element: CxP Name: ConstellationCum/Cur SPI/CPI

Index of Dollars

CPI Cum 0.9580.9610.9510.9620.9650.9620.9640.9610.9590.9590.9540.998SPI Cum 0.9760.9770.9760.9790.9760.9770.9810.9780.9840.9860.9770.944CPI Cur 0.8941.1290.5240.8890.9771.0121.0311.0290.9611.1910.9310.848SPI Cur 0.9460.9890.7951.0540.9741.0591.0410.8380.9331.4200.9961.059

All EVM data collected is summarized at the project level and loaded into wInsight for CxP review, analysis and reporting.

EVM Wiki and Windchill Sites Wiki is a one-stop-shop for

all CxP EVM related guidance, references, example products, meetings, etc.

Windchill will house the monthly EVM MPR Charts and will serve as the location for the electronic CAM Notebooks


Cobra Implementation Process – Program Integration


Fully understand and determine reporting requirements

Create core Cobra Tables in Excel

•Work Breakdown Structure (WBS)•Organizational Breakdown Structure (OBS)•Resource Breakdown Structure (RBS)•Fiscal Calendar•Rates•Budget Element

Import core files to Cobra

Create Cobra Program and link core files

Prepare CAPs Load budget into Cobra via Integration Wizard

Load actuals Load earned value Calculate forecast

Load variance explanations

Export .xml file Load .xml file into wInsight

Prepare EVM reports

Post EVM reports to Windchill/Wiki

1 2 3 4

5 6 7 8 9 10

11 12 13 14 15

Planning and Development

Execution

Analysis and Reporting

Monthly Process noted in Red

Cobra Reporting Requirements

Things to consider…

WBS Level Reporting requirements per EVM Management Directive (3rd Level WBS 604746.01.01)

Department/Organization Numbers (ZB211, EA311) Charge Number Structure (604746.01.01.22.10) Hierarchies (Level of detail for reporting) Organization Chart Structure Resource/Budget Element Titles (Eng I, JSC EA, 22) .xml outputs to wInsight Code Fields for additional reports (PPBE Phases, CAM

Names)


Cobra Set up Example – Program Integ.


Schedule EVM data loaded in Cobra

Integrated Baseline Reviews (IBRs)

• CxP Requirement: IBRs are required on all Contracts, Projects, and In-Houseefforts that have an EVM requirement

• Purpose of an IBR– Aim to cover 80-85% of the Project, Sub-Project, Prime Contract, or In-House

effort value.– Include all high-risk areas of the project.– Include all activities on or near the critical path.– Include at least some LOE, Material, and Sub-Contract Control Accounts in

order to provide insight into how these aspects of the project are planned.– The Constellation Program and the Project Office or Prime Contractor as

applicable should agree on what is to be reviewed prior to IBR.• Objectives of an IBR

− The technical scope of work is fully included in the WBS and Control Account Plans and is consistent with authorizing documents (PAD/Contract).

− The technical scope of work can be accomplished within baseline cost and schedule constraints.

− Key schedule milestones are identified and are consistent with Constellation Program requirements.

− Supporting schedules reflect a logical flow to accomplish the technical work scope.

− Resources (budgets, facilities, personnel, skills, etc.) are adequate and available to support the scope and schedule.

− Control Account Plans and underlying PMB rationales and estimates are reasonable.

− Tasks are planned and can be measured objectively, relative to technical progress and that Earned Value measurement methods are reasonable given the nature of the work.

− Key Candidate Risks have been identified and the cost and schedule implications of those risks have been incorporated into the PMB.

− Managers have appropriately implemented required management processes.

Why IBR?

IBRs will provide confidence in the Earned Value information that is reported and its use as a predictor of future performance


IBR Expectations SummaryLevel II Expectations Project Evidences

Technical:• Scope fully included• Scope consistent w/ authorizing documents• Work can be accomplished within baseline cost & scheduleconstraints

• Trace from PAD/Contract to element-level control accounts and supporting work packages

• Review Team membership includes sufficient technical expertise to evaluate project’s technical plan

Schedule:• Key milestones identified• Logical flow to accomplish work

• Logically linked Tier 3 and Tier 4 Project Schedules updated to PMR09 baseline with completed schedule health assessment.

• Tier 3 schedules to the “box level” for key DDT&E items:• High Cost• High Risk• Central to development logic• Critical Path (on or near)

• All interdependencies identified with plans to work off discrepancies

o Include external dependencies (e.g., Technology Development)

Resources:• Adequate and available (budget, facilities, personnel, skills, etc)• Control Account Plans/PMB rationales and estimates are reasonable

• Time-Phased Budget based on Control Account Plans (no longer parametric estimates)

• CAM interviews

Management Processes:• Project planning and management• EVM implementation

• Key Project Documents baselined• EVM Wall Walk/Storyboard – process & products• Minimum of two EVM reports prior to IBR (PAD-based)• IBR Corrective Actions documented• IBR and EVM training, CA EVMS Tool Demo

Risk Management:• Key risks included in IBR discussions• CAM’s factor risk into EAC calculations• Mutual understanding of project risk posture achieved

• Key risks formally documented, mitigation plans in place and tied to specific WBS elements

• EAC risk-factors explained by CAM’s• IBR-identified candidate risks documented


Going Forward Ensure successful completion of all project IBRs Document all processes Continue providing EVM-related training classes with a focus on

CAM training Ensure baseline control and that the EVM infrastructure is flexible

and can adapt to a changing environment Conduct surveillance reviews post Project IBRs Delta-IBRs to be conducted as needed for major scope changes Promote PPBE-EVM integration Update in-house financial systems to ensure compliance with ANSI

EVM guidelines Look at re-structuring existing WBS to enhance schedule integration


The Program at all levels, across all divisions, centers and Contractors is committed to utilizing EVMS as a project management tool to proactively manage the project, analyze and use the data, and make informed decisions to ensure program success.

Lisa mc cann

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