budget and performance integration through evm, bsc, …nov06)1.pdf · circular a-11 strategic plan...

Budget and Performance Integration through EVM, BSC, and 6 Sigma at Public Sector

Dr. InKyoung Park , KNDU

2006. 11. 18

Contents

1. Government Performance Management

2. EVM (Earned Value Management)

3. The Characteristics of BSC, EVM, Six Sigma

4. Budget Allocation through EVM, BSC, and 6Sigma

5. Status of EVM Application at R.O.K

EVM Role at Performance Management (U.S.A)

<< Integration Total Scoring System >>

1 2 4 53

I H

EVMSPMA Scorecard

GPRA(Annual Perf. Plan)

PART

OMB A -11 Section 300

AgencyMission &

Strategic Plan

President’s

Mgmt.Agenda

Program

Program

Program

Effectiveness

Outcom

esEffectiveness

Outcom

es

Efficiency

Outputs

Outputs

Investment

Investment

Investment

Investment

Investment

Method Object

-2-Earned Value Management

Performance Management (U.S.A)

U.S President’s Management AgendaU.S President’s Management Agenda

Expanded Electronic Government

Budget /Budget /PerformancePerformance

IntegrationIntegration

Strategic Mgmt. of Human Capital

Strategic Mgmt. of

Human Capital

Competitive

Sourcing

Improved Financial Performance

Budget / Performance Integration

Competitive Sourcing

Improved Financial

Performance

Expanded Electronic Government


우리나라 성과 관리 제도

R.O.K 정부 업무 평가 기본법R.O.K 정부 업무 평가 기본법 R.O.K 정부 업무 평가 기본법R.O.K 정부 업무 평가 기본법

인 사

조 직 정보화

주요정책

재정성과

주요 정책

국무조정실

주요 정책

국무조정실국무조정실

인사

중앙인사위원회

인사

중앙인사위원회

재정성과

기획예산처

재정성과

기획예산처

조직

행정자치부

조직

행정자치부

정보화

정통부․행자부

정보화

정통부․행자부


미정부 성과 관리 제도

GPRA 요구사항을 만족시키는 프로젝트 요건들입니다.<< GPRA Requirements >>

Execution ReportingSet-Up Tracking

Budget Management

Earned Value Management

Contract/Task Order Management

Contract Management

Funds Management

•Create WBS •Performance Metrics

•Estimate Resources•Develop IGE

(Costs)

Compile List ofAvailableContract Vehicles

Determine Available•Contractors •In-House

Performers

Build Budget Submissions & Execution Plans and Scenarios

Determine Baseline, Budget

Monitor ContractUsage

•Compare Spend Plans•Compare Planned/Actual•Spend Plan Detail Report•Make/Buy Analysis

Review Actual vs. Estimated

Budgets

•WBS Summary/Detail•CV & SV by EVI•Contribution to Goal• EVI Detail Report

Collect ActualPerformance &

Cost Data •Vendor Burn Rates•Tasks by Order•Order Detail Report

•Fund Detail Report•Project Funding Allocation Tree

Compare FundUtilization, Obligations

Invoices, Etc.

Execute Orders:•Contracted •In-House

Performers

Allocate FundsCompare Spend

Plans To Available Funds

•Identify Related Strategic Goals•Set Project EVIs•Tie EVIs to Strategic Goals•Set Performance Metrics

IdentifyFund Sources

Build WBS

Select:•Contractors •In-House

Performers

Sample Reports:Contract Detail Report•Vendor Detail Report•Contractor Performance

Planning & Estimates



PART는 Program Assessment Rating Tool의 약자입니다.

프로그램 수준의 성과 평가에 초점을 맞춤

구성으로는…• 4개 영역으로 나누어진 25개의 기본 질의 사항

- [Program purpose and design (20%), Strategic planning (10%), Program management (20%), and Program results (50%)]

• program types 7개의 프로그램 유형- [Competitive grant programs, Block/formula grant programs,

Regulatory-based programs, Capital assets and service acquisition programs,Credit programs, Research and development programs, and Direct federal programs]

. Seven Excel Spreadsheets at http://www.whitehouse.gov/omb/part/

. Five (5) potential rating categories

- [Effective, Moderately Effective, Adequate, Ineffective, or Results not demonstrated]

2007년 예산 기준으로, 1000 여개 프로그램 PART를 사용하여 OMB를 평가하였음


A-11 Section 300

• Instructs on budget justification and reporting requirements for major acquisitions

• Requires the Exhibit 300

• Establishes policy for planning, budgeting, acquisition and management of Federal capital assets, including IT- designed to coordinate OMB’s collection of agency

information for its reports to the Congress required by the Federal Acquisition Streamlining Act of 1994 (FASA) (Title V) and the Clinger-Cohen Act of 1996

- to ensure that the business case for investments are made and tied to the mission statements, long-term goals and objectives, and annual performance plans that you developed pursuant to the Government Performance and Results Act of 1993 (GPRA)

- for IT, to ensure that security, privacy and electronic transactions policies are fully implemented

OMB Circular

A-11

StrategicPlan

CapitalPlanning

AnnualPerformance

Plan

BudgetSubmission

Clinger-Cohen

GPRA


Exhibit 300이란…



<< EVM at Exhibit 300 >>



(ECD)=(ECD)=

<< EVM at Exhibit 300 >>


Performance Management System

• Performance Management System Framework (R.O.K.)

PresidentReport

Contractingfor

MBOStrategicPlanning

1/3 of Program (every 3 year term)

MinistryMinistry

K-PART: Program Review : Self- AssessmentK-PART: Program Review : Self- AssessmentMinistryMPB

MinistryMPB

Program EvaluationProgram Evaluation

Significant Problem

MinistryMPB

MinistryMPB


BPS(Budget Performance System) Framework of Korea Coast Guard

ProgramEvaluation

Performance PriorityOutcome Resources

AllocationBudget

Allocation

# of Program

25

# of Program

25PortfolioPortfolio Outcome

Analysis

Outcome

Analysis

Top Down(Policy

Decision)

Top Down(Policy

Decision)

BSC(45%)

Logic(55%)

BSC(45%)

Logic(55%)AHPAHP

Feed Back


Contents






EVM(Earned Value Management)

EV MEV MEV MTraditionalTraditionalTraditional

Cost

AC

Time

Cost

AC

PV

EV

{

Overrun

{Slippage

PV

Time

Start StartEndNow Now End

Actual .vs. PlanMeasure Earned Value

Estimate EAC and ECD


1950 1960 1970 1980 1990

WBS

PERT/CPM

EV

PERT/COSTC/SCSC

E

V

M

S

‘96

‘67‘62

EVM Evolution

※※ C/SCSC: Cost/Schedule Control Systems CriteriaC/SCSC: Cost/Schedule Control Systems Criteria


EVMSEVMS의의 55개개 범주범주/32/32개개 기준기준((미국규정미국규정 : ANSI/EIA): ANSI/EIA)


기 준 내 용

1. WBS, CA 정의

2. OBS 정의

3. WBS에 따른 계약자 내부 시스템 통합

4. 간접비 관리 조직 및 책임 정의

5. WBS와 OBS 통합

6. 작업의 연관관계를 고려한 일정계획 수립

7. 마일스톤, 수행목표, 성과측정단위 결정

8. 원가통제계정 중심 실적측정기준선 설정

9. 비용요소가 파악된 원가통제계정에예산편성

10. 개별작업패키지 식별 및 측정단위예산수립

11. 원가통제계정에 예산배정 및 내부예산편성

12. LOE의 정의

13. 각 조직 단위의 간접비 책정 및 편성

14. 예비비와 미배정 예산 설정

15. 사업목표예산과 예비비/편성예산 비교

일정계획

및

예산편성

(10)

조직구성

(5)

30. 변경사항에 대한 소급적용 통제

31. 승인되지 않은 수정/변경 방지

32. 실적측정기준선 변경사항 기록 및 문서화

29. 기존예산을 재계획된 예산으로 조정

28. 변경사항에 따른 비용/일정의 영향 파악변 경

및

데이터유지관리

(5)

27. 사업완료시점의 예산 추정

26. 문제해결을 위한 조치 실행

25. 비용/일정 편차에 따른 데이터 수집

24. 간접비 주요 편차 파악

23. 비용/일정 편차의 원인 분석

22. 월 단위 통제계정상의 비용/일정 편차 파악

분 석

및

보 고

(6)

21. 자원회계시스템을 통한 자원관리

20. 단위가격 파악

19. 소요될 간접 비용 기록

18. 원가통제계정의 직접비를 조직별 집계

17. 원가통제계정의 직접비를 작업항목과 연계

16. 회계규정에 따른 직접비 기록

회계고려사항

(6)

내 용기 준

EVMS 적용기준 및 절차EVMS EVMS 적용기준적용기준 및및 절차절차

업무 정의업무 정의

업무 계획업무 계획

업무 수행업무 수행

성과 측정성과 측정

성과 분석성과 분석

변경 통제변경 통제

조직 구성조직 구성

일정/예산 계획일정/예산 계획

회계고려사항회계고려사항

분석 및 보고분석 및 보고

변경/Data 관리변경/Data 관리

작업분해구조, 조직분해구조 정의작업분해구조, 조직분해구조 정의

RAM 작성 및 원가통제계정 설정RAM 작성 및 원가통제계정 설정

원가통제계정별 예산 편성 및 일정 계획원가통제계정별 예산 편성 및 일정 계획

실적측정기준선 설정실적측정기준선 설정

원가통제계정별 직접비, 부서별 간접비 기록원가통제계정별 직접비, 부서별 간접비 기록

비용/일정편차 및 편차발생 이유분석비용/일정편차 및 편차발생 이유분석

문제해결위한 조치실행문제해결위한 조치실행

최종사업 종료 시 비용 추정최종사업 종료 시 비용 추정

계획예산 변경조정 및 일정 · 비용 영향파악계획예산 변경조정 및 일정 · 비용 영향파악

변경사항 기록 및 데이터 유지관리변경사항 기록 및 데이터 유지관리

기준기준기준활동활동활동범주범주범주

미국 규정 (ANSI/EIA)(ANSI/EIA): 5개 범주와 이를 세분화한 32개 기준으로 구성



Earned Value ManagementComparison of Standards

PMBOK 2000

PMBOK 2000Identifies generally accepted Proj Mgt

knowledge and Practice

(‘in the large’)

AS4817

AS4817Defines the essentialprocess steps of the

EVM method(consistent with PMBOK

& ANSI)

ANSI/EIA 748

EVM

ANSI/EIA 748Outlines basic guidelines

for establishing and applying an EVM system(‘in the large’)

DIFFERENT STANDARDS FOR DIFFERENT NEEDS


Earned Value ManagementComparison of Standards

PMBOK 2000 AS4817-2003 ANSI/EIA 748

5 Process Groups 11 Steps 5 Categories

(9 Knowledge Areas) (54 Requirements) (32 Guidelines)

INITIATE

Decompose the Project Scope

Assign ResponsibilityORGANISATION

Schedule the Work

Develop Time-Phased Budget

Assign Objective Measures of Performance

Set the Performance Management Baseline

EXECUTE Authorise and Perform the Work

Accumulate and Report Performance DataACCOUNTING CONSIDERATIONS

Analyse Project Performance Data

Take Management ActionANALYSIS AND MANAGEMENT

REPORTS

Maintain the Baseline REVISIONS AND DATA MAINTENANCE

CLOSE

CONTROL

PLANNING, SCHEDULING AND BUDGETING

PLAN

WBS / OBS / RAM

Work StationProgram

1.0

1.2

1.2.21.2.11.1.21.1.1

1.1

Sys. Dev.1.1.1

Sys. Des.1.1.2

Prod. Eng.1.2.1

Mfg.1.2

Sys.Eng.1.1

XYZINC.1.0

Prod.1.2.2

OBS

WBS

ControlAccounts

∼

∼

∼

RAM

Source: Humphreys & Associations, 2004-20-Earned Value Management

PMB

Cos

t

Time

₩ ₩ ₩

₩ ₩ ₩ ₩

₩ ₩ ₩

₩ ₩

＄＄

₩₩

Total Authorized BudgetManagement Reserve (MR)

Undistributed Budget (UB)Budget at Completion

(BAC)

PerformanceMeasurement

Baseline(PMB)

ControlAccounts

₩

₩₩

₩₩

₩

Control Account

WBS

OBS


EVM Metrics and Analysis

AC

EV

PV

Now

PMB

Time

Slippage

Overrun

EAC

VAC

BACETC

ECD

CV=EV-AC

SV=EV-PV

Cost

TCD


1. THE PLAN

$

work

scope Time Period

2

2 2 2

1 1 1 1

4

2

2

20

Work PlanWork PlanBudget PlanBudget Plan


The Program PlanThe Program Plan

DEFINEWORK

SCHEDULEBUDGETED COST

OF WORKSCHEDULED ($M)

4

6

4

4

2

$20Months

0 2 4 6 8 10 12 14 16 18 20 22 24

Design

Assemble

Component Test

Integrated Test

Manufacture



PLANNED WORK Estimated Cost

Plan = $17

$& INCURRED COSTS

YEARSCompletion Date

$20

$15

$10

$05

0 12

Time Now

1112

1917

10

14

73

8

1

20

Cost = $13

Plan, Actuals & Earned ValuePlan, Actuals & Earned ValuePLAN

VARIANCES

Schedule Variance = Performed - Plan

SV = _______ - ____

SV = _______ Cost Variance = Performed - Actuals

CV = _______ - ____

CV = _______

$

work

scope Time Period

ACTUAL COSTS

$

Labor

Material

Time Period

8

5 13

WORK PERFORMED

$

Time Period

2 2

1 1 1 1

2

10

$10 $17- $7

$10 $13- $3

2

2 2 2

1 1 1 0

4

0

2

17


Measurement/Analysis/Estimation

Dol

lars

Key Project Milestones

Time

Budget

Total AuthorizedBudget/ContractBudget Base

EstimatedCompletion Date

(ECD)

Earned Value

Actual Costs

Estimate

Estimate to

CompleteMR


EV Variance and CPI

＋

－

Favorable Performance

Unfavorable Performance

EstimatedCompletion Date

(ECD)Management Reserve

Schedule Variance

Cost VarianceTotal CostEstimated

Time

Dol

lars

1.3

1.2

1.1

1.0

0.9

0.8

0.7

＋

－

TCPI(Projected Performance)

CPI(Actual Performance)

Inde

x


PMB

Dol

lars

(MR)목표사업예산

(BAC)

(PMB)

ControlAccount *

₩ ₩

①

②③

④

⑤

⑥

⑦

⑧

⑨

WBS

OBS

①

②

③

④

⑤

⑥

⑦

⑧

⑨

＄

₩

₩₩

＄

＄

＄＄＄

＄

Time

* Control Account(CA) :


PMB

Ⅰ Ⅱ

Ⅰ

Ⅱ

ⅰ ⅱ ⅲ ⅳ

ⅰ

ⅱ

ⅲ

ⅳ

OBS

① ② ③

④⑤

⑥⑦

⑧⑨

②

③

④

⑤

⑦

⑧

⑨

① ⑥

WBS 1

WBS1 - PMB


PMB Cascading: Performance and Cost Integration

Dol

lars

＄

PMB

＄

＄＄

Dol

lars

＄

PMB

＄

＄＄

Dol

lars

＄

PMB

＄

＄＄

Dol

lars

＄

PMB

＄

＄＄

Dol

lars

＄

PMB

＄

＄＄

Time

Dol

lars

＄

PMB

＄

＄＄

Bottom-Up Approach

with EVM

Dol

lars

＄

PMB

＄

＄＄Dol

lars

＄

PMB

＄

＄＄

Dol

lars

＄

PMB

＄

＄＄

Dol

lars

＄

PMB

＄

＄＄D

olla

rs

＄

PMB

＄

＄＄

Dol

lars

＄

PMB

＄

＄＄

Dol

lars

＄

PMB

＄

＄＄

$$

Mission statement

Strategic Performance

Goal

Strategic Goal

Strategic Objective

Annual Performance

GoalPerformance

Indicator

Program Measure

Activity

Task (Sub-activity)


Contents







Measure(Quality)

Time or Sequence Now

Cost

Time

Cost

Quality

(KPI, TPM)

Time

Dimensional Evolution of Measurement and Management Practices

WBS ALLOCATION with WORK PACKAGE

PWBS OBSSWBSQWBS

Source: SPAR PERCEPTION, 2004-35-Earned Value Management

The Characteristics and Role of BSC, EVM, and 6 Sigma

IT ProjectStart

6 month 1 year

Pre-ProcessPre-Process In-ProcessIn-Process After-ProcessAfter-Process

IT InvestmentIT Investment

Measure 1

PMBOK

EVMS

In-ProcessIn-Process

IT ProjectEnd

2 year

Measure 2 Measure 3 Measure 4 Measure 5 Measure 7 Measure 8 Measure 9Measure 6

TCOBSCROI

Pre-PerformancePre-Performance

TCO

ROI

Validation Priority

After-Performance AnalysisAfter-Performance AnalysisAssessment

CSIManagement

TCOBSCROI

PerformanceManagement

B S C E V M 6 SigmaFocus - Strategy

- Performance Management

PerformanceMeasurement

CPI

Criteria KPI - Performance- Cost- Schedule

CTQ

Function - Management- Plan

- Measurement- Forecasting- Early Warning

- Improvement- Control

Application Program Project Process

Position - Pre-Investment- After-Investment

Interim-Investment - Pre-Investment- After-Investment


Strategic Planning and BSC

<<Performance-Based Budget >>Strategic

Goals

Goal 1

Goal 2

Goal 3

Goal 4

Goal 5

Goal 6

Goal 7

Goal 8

Goal 9

Source: ROHM, “Perform”, 2005-37-Earned Value Management

Six SigmaSix Sigma

TopTop--Down Approach( CTQ and Theme)Down Approach( CTQ and Theme)

Company Y’s

CSF/Big Y

CTQ

Theme

KPIKPI

KPIKPI

Corporation Strategy

SUB Strategy

Team Strategy and Direction

Theme


BSC / EVM / TQM / 6 Sigma 상호 연계성

균형적

Balanced Score Card

재무프로세스

고객학습성장

TQM /APQP

Cost

Now

ACPVEV

{

{Slippage

EV MEV MEV M

EndStart

Lean 6 Sigma 개선활동 ( DIDOV / DMAIC )

MissionVisionMissionMission

VisionVision

PerformancePerformancePerformance

개선 활동개선개선 활동활동Lean 6 Sigma 개선활동 ( DIDOV / DMAIC )

경영 목표경영경영 목표목표


The Combination of BSC, EVM, and 6 Sigma

EVMBSC BSC Methodology with Performance and Cost Management Solution

6 SigmaBSC Balanced Six Sigma

6 SigmaEVM EVM with Quality

Total SolutionEVMBSC 6 Sigma


Hybrid Framework of BSC and 6 SIGMA

Strategy (BSC)

Vision

Operation

Performance Management

DFSS

DMAIC

Process ?Define

Evaluation

Improvement

6 Sigma


The Integration of Strategy, BSC, EVM, and 6Sigma

StrategyStrategy

K P IK P I

OperatingOperating

Input OutcomePerformanceMeasurement Improvement

EVMEVM 66σσ

BSCBSC


Integrated Measurement Framework of Earned Value

PWBS OBSSWBS

Drawing

Requisition

Purchase Order

Delivery

Stock Replenishment Purchase Order

ManufacturedParts

QWBS

Source: SPAR, PERCEPTION, 2004-44-Earned Value Management

Contents






Mission and Performance Alignment

President Mission

A-1-1 Office SPA-1-1 Office…Performance Budget

A-1-1-1 Program Performance Budget

A-1-1-1 Program Manager Performance Budget

Day-to-Day Activities

A-1-1-1 Program SP

A Dept SPA Dept Performance Budget

A-1 Beau SPA-1 Beau Performance Budget

…A DeptMission

B Dept Mission

C Dept Mission

Z Dept Mission

Source: John Mercer 2003-46-Earned Value Management

Budget and Performance Integration

Performance Model (EVM)

Budget Cycle

InitiativesProgram

Appropriation

Targets

ProgramManager Bureau Agency OMB President Congress

Strategic Plan

Measures

Performance Goal

Objectives

Strategic GoalsMission/Vision

Source: SAS Korea, 2006-47-Earned Value Management

BPS of Korea Coast Guard

Budget Performance System (BPS)

Logic model (55%)

BSC Model(45%)

Planning Execution OUTCOME

KPI(15%)

(Qualitative)

Performance(30%)

(Quality + Quantities)

Effectiveness

[20%)

[Qualitative]

Program

Management(15%)

(Qualitative)

Program

Progress(20%)

[Qualitative]

Quantity for Program Performance and PriorityQuantity for Program Performance and Priority


Budget and Performance Integration throughthe Harmony of BSC, EVM, and 6 Sigma

StrategyStrategy

K P IK P I

BudgetBudget

Strategic Learning Cycle Chain

ReviewReview

Operation Management

Cycle ChainResourceResource

INPUT OUTCOMEOperating Performance Improvement

EVMEVM 66σσ

BSCBSC


Cascading Hybrid PM: KPI (BSC), Budget (COST), Progress (EVM), and Improvement (6Sigma)

Mission statement


Goal

Strategic Goal

Strategic Objective

Annual Performance

GoalPerformance

Indicator

Program Measure

Activity

Task (Sub-activity)

BSC

Cost

EVM

KPI

Budget

% $

Progress

6Sig.

Quality

Theme

CTQ

Big Y

Mega Y


Budget and Performance Integration With Cascading

Task 3.1.1.1-5b

Activity 3.1.1.1-1

Activity 3.1.1.1-2

Activity 3.1.1.1-3

Activity 3.1.1.1-4

Activity 3.1.1.1-5

Task 3.1.1.1-5a

Task 3.1.1.1-5c

Performance Indicator

3.1.1.1-PI.A


3.1.1.1-PI.B


3.1.1.1-PI.C

Program Measure

3.1.1.1-PM.A

Program Measure

3.1.1.1-PM.B

Program Measure

3.1.1.1-PM.C

Program Measure

3.1.1.1-PM.D

Strategic Goal 1 Strategic Goal 2 Strategic Goal 3 Strategic Goal 4 Strategic Goal 5

Strategic Objective 3.1

Strategic Objective 3.2

Strategic Perf. Goal

3.1.1


3.1.2


3.2.1


3.2.2

Annual Perf. Goal 3.1.1.1




Mission statement

Source: John Mercer, 2003-51-Earned Value Management

Budget and Performance Integration with Cascade


3.1.1.1-PI.C

Program Measure

3.1.1.1-PM.A

Program Measure

3.1.1.1-PM.B

Program Measure

3.1.1.1-PM.C

Program Measure

3.1.1.1-PM.D

Performance Indicators 3 TC –₩76M

Program Measure 2TC –₩34M


3.1.1.1-PI.A


3.1.1.1-PI.B

Strategic Objective 3.1 ₩208M

Strategic Objective 3.2 ₩256M

SPG 3.1.1 ₩76M

SPG 3.1.2 ₩132M

SPG 3.2.1 ₩168M

SPG 3.2.2 ₩93M

APG 3.1.1.1 ₩76M

APG 3.1.2.1 ₩132M

APG 3.2.1.1 ₩163M

APG 3.2.2.1 ₩93M

Strategic Goal 1 ₩626M





DepartmrntMission ₩2,135M

Act. 3.1.1.1-1 ₩24M

Act. 3.1.1.1-2 ₩18M

Act. 3.1.1.1-3 ₩11.1M

Act. 3.1.1.1-4 ₩9.02M

Act. 3.1.1.1-5 ₩13.88M

Task 3.1.1.1-5a

Task 3.1.1.1-5b

Task 3.1.1.1-5c

Cost : ₩2.957M

Cost : ₩6.372M

Cost : ₩4.551M

Source: John Mercer, 2003-52-Earned Value Management

Hybrid Model for BPI

Mission


Goal

Strategic Goal

Strategic Objective

Annual Performance

GoalPerformance

IndicatorProgram Measure

ActivityTask

(Sub-activity)

EVM, BSC, 6 Sigma Program-Activity-Task PM

PMBD

olla

rs

PMB

PMB

BSC

Cost

EVM

KPI

Budget

% $

Progress

6Sig.

Quality


EVM (Earned Value Management)를 통한 예산/성과 관리

상황실의 진도상황을 이용하여 대통령-부-국…등의 조직 단위에서 다양한 측면의 성과 분석현황과 예측에 대한 Reporting이 가능하여야 합니다.

상위 조직에서 하위 조직으로의

성과 현황 및 예측 데이터 정보


Project definition and plan integration are key elements of the organizing and planning processes early in the program management process

Customer / UserRequirements

DetailedSchedules

Budgets

Commitments

ProgramControl Mgmt.

System

WorkAuthorization

Task

Contract Start - Up

TechnicalRedirection &Reallocationof Resources

Resource Expenditure

Subcontracts

Inter/IntraCompany

AccomplishmentsPerformanceMeasurements

PerformanceEvaluation &Analysis

Customer andInternalReviews

Task

Weekly / MonthlySchedule /Cost

Analysis

Status Reports- Internal reviews- Cust Reviews

ProblemResolution &Corrective Action

Performance Management SystemCost & Schedule Statusing - ETCs

Technical Assessment

- Schedule Reports- Cost Reports - Quality Data

BASELINESOW RequirementsTech Solution WBS / OBS Schedules BudgetsProgram Management Plan

Baselines

RealizedProgramObjective

- QUALITY PRODUCT / SYSTEM- ON SCHEDULE- WITHIN BUDGET- HIGH CUST SAT

ReplanningWBS RequirementsSchedule Budget

Contract

CostT&Cs

SOWSchedule

Acc

epta

nce

Crit

eria

CO

NTR

AC

T/PR

OG

RA

M

Risk Management- Reviews - Metrics

ContractorCommitments

Blue shading = Organizing and Planning activities



Baseline Change Request

Baseline Change Request

COMMERCIAL

SENIORMANAGEMENT

CONTROLACCOUNTMANAGER

PROJECTCONTROL

GROUP

HUMANRESOURCES

FINANCE

DetermineBudgetAssignments

Establish WP in ERP

ITP

Switch Projects toAuthorise

STAGE 1 STAGE 2 STAGE 3 STAGE 4 STAGE 5 STAGE 6 STAGE 7 STAGE 8 STAGE 9

Approve HoursBooking

Approve ExpensesBooking

Approve Invoices

Administerbookings to ERP

Apply rates inERP

Import PeriodActual Costs

GenerateResourceAvailability

Analyseperformanceand variances

Perform systemhealth checks

Review CAMperformance

Raise ChangeRequest

ConfigurationControl Board

Initialisation of aProject

Work Scope andDefinition of a

Project

Scheduling andResource

Planning of aProject

Formal WorkAuthorisation of a

Project

RecordingExpenditure for a

Project

Cost Collectionand Resource

Availablitlity for aProject

Schedule andCost Updating of

a Project

Reviewing andReporting Status

of a Project

Baseline Changeand Control

Management of aProject

Contract ChangeCAT 1

Fig 3.4 BAE SYSTEMS SUBMARINES - FARNBOROUGH PROJECT CONTROL PROCESS

8106316 8106320 8106318 8107872 8106319 8106321 8106322 8106326 8106325

PLAN DO REVIEW

Application DesignReview Report

Establish ArtemisProjects

Administer WBS

Prepare Work PackageAuthorisations (SOWGenerator)

ACT

VarianceAnalysis Reports

CAT 3 BaselineMaintenance

Stage 2-4Planning

Compile CAMFolder

(Part 2)

DetermineBudgetAssignments

Assignresponsibility toCAMs

Generate ProjectAuthorisationDocuments andBaseline Pack

Generate authorisedPerformanceManagementBaseline

Approve CABaseline Pack (SignPAD)

Maintain HRrecords (OLAB)

Progress Reviewand Update

Analyseperformanceand variances

ForecastEstimate toComplete

Update riskregister

Consolidateinformation andgenerate reports

Review CAMperformance

Direct change towork scope ifrequired (CAT 2)

Raise ChangeRequest

ConfigurationControl Board

Review ProjectStructures

Request Change toStructures

Configure toolset

Establish ArtemisProjects

Identify ArtemisControl Accountsand Work Packages

Work Description foreach Work Packages- Assumptions- Exclusions- Dependencies

Administer WBS

Develop CA andWP schedules

Create dependenciesbetween projects

Timephase WP budgets(apply resources)

Determine performancemanagement technique

Initiateestablishment ofWP in ERP

Request Creationof Artemis Project

Develop andmaintain RAM

Compile CAMFolder

(Part 1)

Maintain HRrecords (SLAB)

VarianceAnalysis Reports

CAT 3 BaselineMaintenance

Stage 2-4Planning

Compile CAMFolder

(Part 2)

PLAN – STEPS 1-6 EXECUTE - STEPS 7-11

WORKS ORDER

WORKS ORDER

WBSOBSRAM

WBSOBSRAM

IntegratedSchedule

Story Board – With Examples

Budget

Project Status Report

Performance ReportsMeasures

CAM Plans

121216162020

$24$24

22 44 66 88 1010 1212 1414 1616 18184488

TIMETIME2020

CorrectiveAction Log

CorrectiveAction Log

BaselineBaselineSchedule

Performance Performance Measurement Measurement BaselineBaseline

EVM 시스템 구현과 Interface Mapping Program효과적인 EVM구축을 위해서는 다양한 DATA원천(ERP, Legacy 등)에서 원활한 Interface가가능하여야 하며, 분석, 평가 및 예측이 가능해야 합니다.

Monitoring기준정보관리

Module

EVM-Basic System

Auto Processing

계획관리Module

원가관리Module

인적관리Module 제조관리

Module

ReportingModule

Analysis &Evaluation

Module

Evaluation$

Time

BAC

15%Complete

StatisticalEACRange

1.00 PlanGood

Poor

AnalysisIndexCPISPIEACCVSV

EVMS-BPM

Dol

lars

＄

PMB

＄

＄＄

Forecasting Cost & Schedule


PBB위한 SAS SolutionEVM 시스템 구축을 위한 솔루션 구성도

DataData집계집계

PBI PBI 구성도구성도

Microsoft Project

Cobra

…

공정

회계

재무

인사

ETL

PerformancePerformance--Based Based PlanPlan

…PBB

Data Mart

보고서

보고서

Web PortalWeb Portal

EV분석보고서

분석보고서

성과보고서

.

.

예실예실 분석분석

EVM IndexEVM Index분석분석

ForecastingForecasting분석분석

Contractor

PMS, Legacy Sys.PMS, Legacy Sys.

Project 담당자

심사위원회

발주처

데이터 통합 솔루션 활용을 통한 데이터 추출, 검증, 가공 및 변형

데이터 통합 솔루션

사업계획솔루션 사업계획 솔루션을 통한성과 위주 프로젝트 계획, 예실 분석 및Forecasting

분석 솔루션

분석솔루션활용을 통해프로젝트 별다양한 통계분석 및 보고서 작성

성과관리솔루션

성과관리솔루션 활용을 통한 주요 성과지수 분석 및

관리



Perceived Need

Technology Software

Technology

Leadership

Cultural Change

Product

Process Management(Progress)

TPMPSM

CMMsEVM

CPMPERT

BalancedScorecard

SixSigma FPA

RiskMgmt

ImplementationLeadership

DecisionLeadership

TechnologyLeadership

User Friendly

Training& Support

Change Mgmt

Value Added

Mgmt Involvement

PM3

Acceptability

Forecast & Feedback

Knowledge Rqmts

Process Disciplines&

Information Infrastructures

MTCA Performance Management Framework

Contents






Earned Value Management


Application

1. Government and Public Side

2. Industry (Construction and Civil Engineering)

3. Defense (Korea Helicopter Project)

4. IT (S/W Development Project)

5. University (Risk Management)

Construction Ship and Repair

Source: SPAR PERCEPTION, 2005-70-Earned Value Management

Measurement

ParametricEstimation

ModelE V MPlan+ Revision

PMB

CompareActual vs. Planed + Adaptive

Forecasting

Hybrid Model


Software Control & Adaptive Forecasting (QSM)

MeasurementMeasurement

Viable StrategyMake Commitment

Baseline for ComparisonManageCommitment

Long TermCorporate Knowledge BaseAnalyze Performanceon Commitment

Control&

Forecasting

Control&

ForecastingEstimation/

PlanningEstimation/

Planning

Benchmarking/Process

Improvement

Benchmarking/Process

Improvement

Source: QSM, 2005


Applying Multiple Measures & SPC Concepts to Software (QSM)

G a n tt C h a r t

2 4 6 8 1 0 1 2 1 4 1 6 1 8 2 0 2 2 2 4 2 6 2 8Ja n'0 2

M a r M a y Ju l Se p N o v Ja n'0 3


M a r M a y

R e q ts & D e sig n

C o n st ru ct & T e st

Pe rfe ct ive M a in t

Phases

87654321321

C u m E ff S L O C

2 4 6 8 1 0 1 2 1 4 1 6 1 8 2 0 2 2 2 4 2 6 2 8Ja n'0 2



M a r M a y

0

1 0 0

2 0 0

3 0 0 SLO

C (thousands)

87654321321

Av g S ta ff L i fe C y c l e

2 4 6 8 1 0 1 2 1 4 1 6 1 8 2 0 2 2 2 4 2 6 2 8Ja n'0 2



M a r M a y

0

1 0

2 0

3 0

4 0

ppl

87654321321

D e fe c ts F o u n d C a te g o r y To ta l

2 4 6 8 1 0 1 2 1 4 1 6 1 8 2 0 2 2 2 4 2 6 2 8Ja n'0 2



M a r M a y

0

5 0

1 0 0

1 5 0

2 0 0

2 5 0

Defects

87654321321

C u m C o s t L i fe C y c l e

2 4 6 8 1 0 1 2 1 4 1 6 1 8 2 0 2 2 2 4 2 6 2 8Ja n'0 2



M a r M a y

0

2 0 0 0

4 0 0 0

6 0 0 0 $ (thousands)

87654321321 D ate 12/31/2002 (12.00 m o s)

C um E ff S LO C (S LO C )A v g S taff L ife C y c le (pp l)D efec ts F ound C ategory Tot. . .C um C os t L ife C y c le ($ )P IM B I

P lan152,658.2

23.4132.7

2,097,435.616.1

2.5

A ctu al118,245.0

26.0219.0

2,202,171.214.5

2.1

D iff-34413.2

2.686.3

104,735.6-1.5-0.4

C u rre n t P la n Actu a ls G re e n C o n t ro l Bo u n d Ye llo w C o n t ro l Bo u n d

Gantt Chart Cum Eff SLOC

Avg Staff Life Cycle Defects Found Category Total

Cum Cost Life Cycle By applying statistical process control concepts to software projects we can assess how much variance is normal and when corrective action is needed.

-73-Earned Value Management Source: QSM, 2005

Project Control Process (QSM)


Manual or via API

SEI Core MeasuresSource: QSM, 2005

Thank You !


BSC 운영 프로세스 사례

목표 배분표


기능단위사업 단위

Level1 CTQ(Small y)선정

Level2 CTQ(Small y)선정

챔피언/BB/GB 프로젝트 추진(단기 과제)

업무 프로세스표준화

의사결정스피드화

서비스

제조

구매

판매/마케팅

개발

6 σ

경영목표 와 6 시그마 활동 연계

경영 목표

COPQ 감축 (내부 낭비비용) VOC/VOB 대응 (고객, 시장)

원가절감

생산성향상

품질향상

매출증대

Speed향상

고객만족

물류

CoreCTQ (Big

Y)


개발/ 제조단계 의 QM 프로세스 사례

부품 전개부품 전개

요구 품질 전개요구 품질 전개

설계 FMEA설계 FMEA

설계 FTA설계 FTA

설계검증 DOE설계검증 DOE

동적 시뮬레이션동적 시뮬레이션

공정능력

요구 품질평가

Date(Rev.)(개정일자)

Part Number/Latest Change Level : Customer Engineering Approval/Date(If Req'd.)

(고객 기술 승인/일자)(요구시)

Part Name/Description Supplier/Plant Approval/Date Customer Quality Appoval/Date(If Req'd.)

(공급자/공장승인/일자) (고객 품질 승인/일자)(요구시)

Supplier/Plant Supplier Code Other Approval/Date(If Req'd.) Other Approval/date(If Req'd)

(공급자/공장) (기타 승인/일자)(요구시) (기타 승인/일자)(요구시)

Process Name/ Machine, Device, Special

Operation Jig,Tools For Mfg. No. Product Process Char.Class Product/Process Evaluation/Measuremen Sample Control Method Reaction Plan

Description (제조를 위한 기계, (번호) (제품) (공정) (특별 특성 Specification/Toleranc technique Size Freq. (관리방법) (대응계획)

(공정명/작업 설명) 장치, 지그, 공구) 분류) (제품/공정사양/공차) (평가/측정 방법) (크기) (주기)

HOUSING + SWTICH SWITCH 작동 원활성 SWITCH작동 양호할 것 육안 100% 연속 CHECK SHEET 재조립/재검사

+ S/W ROD + KNOB

010 + S/T ASS'Y S/T 받침 JIG S/T ASS'Y 조립상태 BOLT 체결력 : TORQUE METER 100% 연속 CHECK SHEET 재조립/재검사

+ BOLT 에어드라이브 및 BOLT체결력 10~24Kgf x cm

020 + B/R HOLDER 압입 지그 B/R HOLDR 조립상태 BOLT 체결력 : TORQUE METER 100% 연속 CHECK SHEET 재조립/재검사

+ BOLT 에어드라이브 10~24Kgf x cm

030 + FAN GUIDE + HOUSING 고정지그 조립상태 / 체결력 BOLT 체결력 :

A/R ASS'Y 에어 드라이브 10~24Kgf x cm

(I/C + PINION + NUT포함) A/R ASS'Y 육안 및 소리 100% 연속 CHECK SHEET 재조립/재검사

+ GEAR COVER + BOLT 회전 및 S/T ASS'Y

와의 간섭 CHECK

040 + CARBON BRUSH 조립상태 LEAD WIRE 조립상태 육안 100% 연속 CHECK SHEET 재조립/재검사

+ LEAD WIRE ASS'Y 파악

+ CONDESSER ASS'Y

050 + CORD ARMOR T/C와 S/W ROD와의

+ CORD ASS'Y 에어드라이브 TAIL COVER 조립상태 간섭CHECK 육안 100% 연속 CHECK SHEET 재조립/재검사

+ TAIL COVER C/B와 T/C와의 간섭

+ CORD CLIP CHECK

060 + GREASE+ 에어드라이브 조립상태 SPINDLE 회전성 육안 100% 연속 CHECK SHEET 재조립/재검사

PACKING HOUSING 받침 CHECK

GRAND ASS'Y JIG BOLT 체결력 :

+ BOLT 10~24Kgf x cm

AGING AGING M/C AGING TIME : 5분 육안 100% 연속 CHECK SHEET 재조립/재검사

불꽃 :6호 이하

030

050

060

040

080

Methods(방법)

Number

Part/Process Characteristics(특성)

(부품/공정 번호)

070

020

010

(담당자/전화번호)

Date(Orig.)(최초작성일자)

2001.10.29

Key Contact/Phone J H YOU 031-491-5451

(업체코드)

(핵심팀)

X Prototype(시작품) □ Pre-launch(양산선행) □ Production(양산)

(부품번호/최신 변경수준)

Control Plan Number(관리계획 번호) : ED-08-01-8100192

(부품명/설명) ASSEMBLE 1 (GWS242)

Core Team 개발팀

CONTROL PLAN

작업표준

검사표준


경영목표

VOC 분석

VOB 분석COPQ 분석

챔피언Project

Project 우선순위전략 · 목표 확정

Level1 CTQ(Small Y1)Level2 CTQ(Small Y2).

.

Project 선정

GBProject

세 부전 개

Project 수행

Project 성과 측정

성과 관리

BBProject

평가 • 보상

프로젝트 전개 Process

QuickFix과제 No

Core CTQ (Big Y)


6 Sigma 개선활동 프로세스 사례
