jerald kerby
Post on 19-Oct-2014
25.513 views
DESCRIPTION
TRANSCRIPT
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ct
evm.nasa.gov
National Aeronautics and Space Administration
NASA Earned Value Management (EVM) UpdatePM Challenge
Jerald KerbyFeb., 2012
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ct
22
Outline
• EVM Requirements• NASA EVM Capability• Available EVM Resources
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ct
3
• OMB Circular A-11 requires for total project EVM (in-house and contracted effort) to comply with the ANSI/EIA-748 guidelines– Details are in the Capital Planning Guide Supplement
• The OMB Circular A-11 requirement has been flowed down to the current version of NPR 7120.5
Overarching EVM Requirements
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ct • EVM is applied in phases C and D to projects with an estimated life cycle cost >$20 million and to Phase E modifications, enhancements, or upgrades with an estimated cost > $20 million.
• EVM system complies with the guidelines in ANSI/EIA-748 and is described in the Project Plan.
• EVM system requirements are flowed down to applicable suppliers. (NFS 1834 is applied to contractors.)
• The project’s Performance Measurement Baseline (PMB) is established in Phase B in preparation for KDP C approval and is assessed during a review of the integrated baseline for the project. • Project EVM reporting begins no later than 60 days after the start
of Phase C. Contract EVM reporting begins no later than 90 days after contract award.
• NPR 7120.5e expected to be finalized by summer of 2012• EVM requirements will not change from NID
NPR 7120.5 NID- EVM Requirements
Page 4
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ctEVM Requirements - Excerpts of Interest
• 7120.5D:– (2) The Project's EVM approach is in-place by KDP C and implemented in Phase C through KDP E.– (4) As a minimum, EVM principles, as defined by ANSI/EIA-748, Earned Value Management Systems, apply from
KDP C through KDP E, if the project's life-cycle cost is at or greater than $20M.
• 7120.5E (draft):– 2.2.7 Programs, at the discretion of the MDAA, projects in phases C and D with a life cycle cost estimated to be
greater than $20 million and Phase E project modifications, enhancements, or upgrades with an estimated development cost greater than $20 million shall perform earned value management (EVM) with an EVM system that complies with the guidelines in ANSI/EIA-748, Standard for Earned Value Management Systems. Use of the NASA’s EVM capability and processes, will ensure compliance with the ANSI standard. This capability allows tailoring to match the individual needs of the program or project, while still meeting the ANSI-748 guidelines.
– 2.2.8 EVM system requirements shall be applied to applicable suppliers in accordance with the NASA Federal Acquisition Regulation (FAR) Supplement 1834.201 and to in-house elements.
– 2.2.9 In accordance with the NASA Federal Acquisition Regulation (FAR) Supplement 1834.201, EVM system requirements shall be applied to applicable suppliers and to in-house work elements. For contracts that require EVM, a Contract Performance Report (CPR), Integrated Master Schedule (IMS), and Work Breakdown Structure (WBS) are required deliverables and the appropriate data requirements descriptions (DRDs) included in the contract and/or agreement.
– 2.2.10 For projects requiring EVM, Mission Directorates shall conduct an pre-approval integrated baseline review as part of their preparations for KDP C to ensure that the project’s work is properly linked with its cost, schedule, and risk and that the systems are in place to conduct EVM.
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ct
Page 6
EVM Requirements
> $50M $20M to $50M $0 to $20M
NASA Projects
Flow-Down to Contractors
32 GuidelinesNASA System
32 GuidelinesNASA System
Non-EVMPerformance Mgmt
> $50M $20M or More Less than $20M
32 GuidelinesValidated
Full EVMTerms andConditions of DRDs
32 GuidelinesCompliance
Full EVMTerms andConditions of DRDs
Non-EVMPerformance Mgmt
Performance MgmtTerms andConditions of DRD
All Supporting Contractors
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ct EVM Assessment/Maturity Model
7
The Earned Value Management Maturity Model ® and the abbreviation EVM3® are trademarks of MMI
NPR 7120.5d
NPR 7120.5e
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ct
8
What is the NASA EVM Capability?
• A common agency EVM capability/process that complies with the guidelines in ANSI/EIA-748 for in-house projects
• Documented with supporting handbooks, instructions, workarounds, etc.
• Tested through two pilot projects, Extra-vehicular Activities (EVA) and Ice, Clouds and Land Elevation Satellite (ICESat) II
• Approved by independent Peer Review Team with representation from each Mission Directorate and Center
• Reported to a senior level Agency Steering Committee represented by each Mission Directorate and Center
• Approved initial (phased) rollout by the Agency Project Management Council (APMC) in Dec. 2011– Space Launch System (SLS) - (MSFC)– ICESat II (GSFC)– Focus on EVM flow-down to contracts across the Agency
Overall Objective was to develop an Agency EVM capability that complies with the guidelines in ANSI/EIA-748 and test through two pilots, refine and finalize EVM process and documentation based on test results.
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ct
9
Why develop a common process?
NASA utilizes EVM data on contracts but lacks the capability to: (1) readily apply EVM on in-house development effort; and (2) integrate in-house and contracted EVM data for total project performance assessment.– CxP was in the process of building EVM capability but consistent center
processes do not exist– Centers are also in process of building capability but none are ANSI
compliant except JPL– Consistent roles and responsibilities between programs, projects and
centers do not exist to streamline EVM– NASA lacks an approach to coordinate necessary business system,
policy, and process changes
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ctAgency EVM Capability Implementation Schedule –
Phased Rollout
10
Processes Documentation/Products Pilot Testing Tools
Architecture Development
EVM Capability Implementation
SLS Survey, 10/20
MSFC Survey, 10/27
ICESat-2 Survey, 11/2
Other Center’s/Project’s Surveys & Visits
SLS Implementation PlanSLS Tool Set-up & Configuration
SLS EVM Processes & Tool TrainingSLS EVM Implementation
Surveillance
ICESAT-2 Tool Set-up & ConfigurationICESAT-2 EVM Processes & Tool Training
ICESat-2 EVM Implementation
ICESat-2 Implementation Plan
*Other Project Implementation Plan, etc. TBD
GSFC Survey, 11/2
Contracts
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ctPhased Rollout - Contracts
• Contracts (1-2 yrs.) – Agency-wide1. Clarify NPR 7120 contract EVM requirements per NASA FAR Supplement (NFS) from
contract award2. Work with OP to refine/reinforce Agency process for flowing down EVM requirements to
development contracts that exceed $20M threshold 1. Strengthen Procurement Strategy Meetings (PSM)2. Implement a contracts checklist to include EVM requirements3. Utilize standard EVM DRDs4. Check for other control points to ensure consistent EVM flow-down of contractual
requirements and reporting cross Agency/Center/Projects3. House EVM data in centralized database for roll-up reporting capability, cost estimating,
software tools, etc. 4. Improve the data analysis used to make management decisions5. Implement EVM analysis training within APPEL for Agency implementation
• Improving and consistently flowing down the contractual EVM requirements corrects a number of the agency’s EVM issues
11
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ct
12
• In-house Projects (1-5 yrs.) – Phased by selected projects1. NPR 7120 requirement to comply with ANSI/EIA-748 guidelines
1. Point to EVM Capability process in NPR as agency standard2. HEO and SMD Senior managers agreed to initial Rollout to SLS (MSFC) and ICESat
II (GSFC)– By following the process other Centers could get involved with flow-down
requirements from SLS or ICESat II3. Slowly rollout to others as new projects are identified by MDs4. Goal is to eventually rollout to a project at each Center
2. Conduct surveys at projects and Centers to scope the support/tools needed for agency implementation
3. Tool support/setup4. Implementation/Training/Surveillance Support5. Mitigate remaining Risks during project implementations6. Continuous improvement - modify process/documentation as needed7. Center should develop the capability/tools/infrastructure to support its project’s EVM
implementation8. During implementation, it’s the projects and Centers ultimate responsibility for success9. It is the Center’s responsibility to develop or acquire the skills to repeat the process and
maintain compliance with the overarching requirements within the agency process
Phased Roll-out Approach – Project/Centers
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ct
13
Products Developed by EVM Capability EVM process flow diagrams (Storyboard) System Description (Detailed Process) Narratives (Summary Process) Project-Control Account Manager’s (P-CAM) Reference Guide
– Provides a quick reference for Technical Managers EVM Handbook
– Overall Agency and general EVM guidance Pilots results
– Lessons Learned/Issues/Workarounds/Recommendations EVM Acceptance/Surveillance Strategy
– Acceptance Strategy– Surveillance Overview
Software Acquisition Strategy– Hardware/Software access/acquisition
Training Modules by Process Area– Modularized training for each process area
Latest documents are on the www.nen.nasa.gov website under the EVM sub community folder
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ct
14
Summarized Remaining Risks During Rollout• Support organizations add-on overheads not linked to performance• Support contractors cost reporting at appropriate level to support
EVM– Cost over obligations– Contracts not owned by projects
• SAP restricted to seven WBS levels for EVM reporting• Lack of skilled PP&C competencies to support EVM• Technical WBS driven by financial WBS• Increased scope without associated budget/schedule
– Lack of disciplined agency work authorization process• Management Reserve and UFE confusion• Change Management/Culture/Training• Lack of EVM considerations from day 1 of project
• There are workarounds for all risks and all can be mitigated over time
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ct
15
Maintaining Integrity in the EVM Process
• Surveillance is a key function to ensure usefulness as a management tool and compliance with external mandates.
• Surveillance Frequency (programmatic/institutional)– Recurring assessment as part of the lifecycle reviews and– NPR 7120.5 Surveys
• Mature EVM Capability for improved support of multi-center programs and projects
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ct
16
NASA’s EVM Capability ProcessEVM Capability
EVM in-house capability has been demonstrated by one or more pilots.
Results of the pilots are documented.
Integrated set of processes, tools, guidance and training products are finalized, incorporating the lessons learned gained from the pilots.
The system description, training and other EVM capability products are transitioned to the OCE and other responsible functional organizations for implementation.
Final Peer Review results in no show stoppers
Next Steps
Rollout on 1st two projects – SLS (MSFC) and ICESat II (GSFC) Remaining Items that still need to be addressed through Implementation
Cost Issues/Business Rules – OCFO working long-term solutions (Interim Workarounds developed) Mitigate Remaining Risks during rollout Continuous Improvement of the Process through Implementation Lessons Learned
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ctEVM Capability Toolbox
Process Flow(Storyboard)
Documented Procedures\ Instructions
Training Materials
(Classroom)
Pilots Lessons Learned
Center EVM Focal Points
Surveillance Tools
EVM Capability
Components
Storyboard System Description APPEL (JIT) EVA Implementation Institutional wInsightNarratives Handbooks ICESat II Support Projects Cobra Guides
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ct
Mission Directorate& Center
EVM Focal Point
POLICY , HANDBOOKS, GUIDANCE• NPR 7120.5• EVM Handbook • Scheduling Handbook • IBR Toolkit • WBS Handbook• Project Control Account Manager (CAM) Guide (draft)• Standardized WBS (7120.5)• EVM Capability Products
• Process/Storyboard• System Description• DRDs
MISSION
PROGRAM / PROJECT
REQUEST
PRODUCTS & SERVICES
• Center EVM Implementation Plans and
Support• Support for Agency and Centers EVM
Policy & Procedures• Training• RFP Development• SEB EVM Evaluation• IBR Support• Data Analysis/Tools• Surveillance• In-house EVM Support
RESOURCES, SYSTEMS, TOOLS• Automated Tools
• wInsight/Cobra • Access to Training Materials and
• online EVM/Scheduling/CAM/IBR training available through SATERN
• Websites • evm.nasa.gov• Internal material/Knowledge Now• nen.nasa.gov
• EVM Working Group Meetings and Peer Support
NASA EVM Resources
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ctOrganizational EVM Focal Points
ORGANIZATION NAME EMAIL ADDRESS TELHeadquarters - Focal PointsIPCE Charles Hunt [email protected] 202.358.0803Procurement Carl Weber [email protected] 202.358.1784OCIO John Bosco [email protected] 202.358.1352OCFO Richard Savitsky [email protected] 202.358.2329Mission Directorates - Focal PointsSMD Claude Freaner [email protected] 202.358.2522HEOMD Cris Guidi [email protected] 202.358.1777Centers - Focal PointsAmes Alan Wong [email protected] 650.604.4952Dryden Patty Daws [email protected] 661.276.2964Glenn Bob Sefcik [email protected] 216.433.8445
GoddardStephen Shinn [email protected] 301.286.5894Julie Baker [email protected] 301.286.8096
Jet Propulsion Lab Cal Chambers [email protected] 818.354.0092Johnson Charlie Stegemoeller [email protected] 281.483.0576Kennedy - Deputy Chair Kristen Kehrer [email protected] 321.867.3691Langley Dr. Barry Lazos [email protected] 757.864.5731Marshall - Chair Jerald Kerby [email protected] 256.544.3243
StennisDeborah Norton [email protected] 228.688.1168Robert Ross [email protected] 228.688.2320
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ctNASA EVM Website (Homepage)
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ctNASA Engineering Network
https://nen.nasa.gov
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ctNEN - NASA Community of Practice
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ctNEN - NASA EVM Community of Practice
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ct
24
EVM Support During the Project Life Cycle
Project Pre-Formulation Project Formulation Project ImplementationPre-Phase A Phase A Phase B Phase C Phase D Phase E Phase F
Approval
Project Evaluation
EVM Focal Points
• Up-front Project Planning• WBS Development • Schedule Development & Evaluation• Schedule Risk Assessment (SRA)• Program Planning & Control (PP&C) Training Initiative• Integrated Baseline Review (IBR) Preparation &
Support• Earned Value Management (EVM) Data Analysis
Processes/Practices
• wInsight© Support (EVM Data Analysis Tool)• Monthly Analysis
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ctKey Components of EVM Process
Requirement (7120)Roll Out SupportSurveillance
Program
ProcessesDocumentation
ToolsCustomer
Support
Curriculum Training Materials
TargetAudiences
Edu c
atio
n &
Tra
i nin
g
Imp l
emen
tat i
on
Arc h
ite c
ture
25Everything is in place to begin implementation
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ct
26
Backups
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ct7120 EVM Language - Comparison
7120.5d 7120.5 NID Proposed 7120.5EDescribe the program's EVMS if EVM requirements are levied at the program level
2.2.7 Programs, at the discretion of the MDAA, and projects in phases C and D (and project modifications, enhancements, or upgrades during Phase E) with a life cycle cost estimated to be greater than $20 million shall perform earned value management (EVM) with an EVM system that complies with the guidelines in ANSI/EIA-748, Standard for Earned Value Management Systems. This includes flowing down EVM system requirements to applicable suppliers.
2.2.7 Programs, at the discretion of the MDAA, projects in phases C and D with a life cycle cost estimated to be greater than $20 million and Phase E project modifications, enhancements, or upgrades with an estimated development cost greater than $20 million shall perform earned value management (EVM) with an EVM system that complies with the guidelines in ANSI/EIA-748, Standard for Earned Value Management Systems. Use of the NASA’s EVM capability and processes, will ensure compliance with the ANSI standard. This capability allows tailoring to match the individual needs of the program or project, while still meeting the ANSI-748 guidelines.
Describe the project's implementation of Earned Value Management (EVM). The following requirements apply: (1) The project's EVM approach is consistent with the participating Center's best practices.
2.2.8 Projects will conduct an integrated review of project baselines as part of their preparations for KDP C to ensure that the project‘s work is properly linked with its cost, schedule, and risk and that the systems are in place to conduct EVM.
2.2.8 EVM system requirements shall be applied to applicable suppliers in accordance with the NASA Federal Acquisition Regulation (FAR) Supplement 1834.201 and to in-house work elements.
(2) The Project's EVM approach is in-place by KDP C and implemented in Phase C through KDP E.
2.2.9 For projects requiring EVM, Mission Directorates shall conduct an pre-approval integrated baseline review as part of their preparations for KDP C to ensure that the project’s work is properly linked with its cost, schedule, and risk and that the systems are in place to conduct EVM.
(3) Project EVM reporting begins within 60 days after the start of Phase C. 3.1 Describe the program‘s Earned Value Management System (EVMS), if EVM requirements are to be levied at the program level.
(4) As a minimum, EVM principles, as defined by ANSI/EIA-748, Earned Value Management Systems, apply from KDP C through KDP E, if the project's life-cycle cost is at or greater than $20M.
Describe the project‘s implementation of Earned Value Management (EVM) including:
(5) If the project's primary NASA Center has a fully validated Earned Value Management System (EVMS), the project uses that system rather than EVM principles.
(1) How the PMB will be developed and maintained for the project and how UFE will be established and controlled.
(6) For contracts and subcontracts, application of an EVMS is required as follows:
(2) The methods the project will use to authorize the work and to communicate changes for the scope, schedule, and budget of all suppliers. This plan is updated as make-buy decisions and agreements are made.
(i) For development or production (including flight and ground support) contracts and subcontracts valued at $20M or more, the contractor EVMS must comply with the guidelines in ANSI/EIA-748.
(3) The process to be used by the project to communicate the time-phased levels of funding that have been forecast to be made available to each supplier.
(ii) For development or production (including flight and ground support) contracts and subcontracts valued at $50M or more, the contractor EVMS has been formally determined compliant with ANSI/EIA-748 by the cognizant Federal contract management agency.
(4) For the class of suppliers not required to use EVM, the schedule and resource information required of the suppliers to establish and maintain a baseline and to quantify schedule and cost variances.
(iii) EVM is not required for grants, non-developmental level-of-effort engineering support services, steady-state operations, basic and applied research, and routine services such as janitorial services or grounds maintenance services; however, application is at the discretion of the Program/Project Manager.
(5) How the cost and schedule data from all partners/suppliers will be integrated to form a total project-level assessment of cost and schedule performance.
(iv) A Contract Performance Report (CPR), Integrated Master Schedule (IMS), WBS, and WBS dictionary are required whenever EVM is required on contracts and subcontracts. (v) In accordance with NFS Part 1834, require IBRs through Phase D for contracts requiring EVM. Schedule such reviews not later than 180 calendar days after contract award or the exercise of significant contract options, or not later than 60 calendar days after a significant funding or work scope realignment.
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ctTop 5 Lessons Learned (linked to remaining risks)
28
1. Projects have to consider EVM Implementation from Day 1 of project1. Each time a charge code is created it effectively changes the
technical WBS for the life of the project2. Where will the work be controlled and performance taken?
EVM construct must be considered for control accounts and work packages.
2. Support Contractor costs will continue to be a constraint unless proper cost reporting requirements are flowed down to contracts• Support Contracts are often owned by other organizations
outside of the projects with no EVM requirements.3. Work Authorization agreements that document an agreement of
scope, schedule and budget by both sponsor and performing orgs. are fundamental to the implementation of EVM
4. PP&C skills must be strengthened to support EVM and project management
5. Senior Level Management support is needed across the agency with the change management process
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ct • NASA Earned Value Management (EVM) System Description 1.Purpose: This document describes the NASA management system that will integrate the scope, schedule, and budget of a program or project for optimal planning and control of prime contracts and in-house work that can be used to ensure compliance with NASA’s EVM requirements (e.g., complies with the ANSI/EIA-748 guidelines). It is intended to establish a common project management process across all centers and Mission Directorates to facilitate adoption of best business practices, the application of timely and predictive analysis, and ultimately provide all stakeholders with greater insight into project performance.
• NASA Earned Value Management (EVM) Implementation Guide • Purpose: This handbook provides Earned Value Management (EVM) guidance for the effective application, implementation, and utilization of EVM on NASA programs, projects, major contracts and subcontracts in a consolidated reference document. This handbook was developed to serve as the central EVM guidance document for NASA personnel.• Content: Key components of NASA’s EVM policy addressed in this handbook include: Roles and Responsibilities, EVM Implementation on NASA Contracts (pre-award contract requirements (e.g., Data Requirement Descriptions, Statement of Work (SOW), contract type/incentives, etc.); EVM Implementation on NASA in-house Programs/Projects and EVM System (EVMS) Acceptance and Surveillance Processes. NASA EVM best practices and lessons learned are also included.
• NASA Project Control Account Manager (P-CAM) Handbook 1.Purpose: This handbook is intended to be a quick reference for a P‑CAM or technical manager empowered with a project’s cost, schedule, and technical responsibilities where EVM is required. The overall objective is to support the P‑CAMs in performing their responsibilities as they relate to EVM.
• NASA Integrated Baseline Review (IBR) Handbook (NASA/SP-2010-3406)1.Purpose: This handbook is intended to be a how-to guide to prepare for, conduct, and close-out an IBR. 2.Content: The guide describes the steps that should be considered for the IBR, offers tips for tailoring the IBR based on risk, cost, and need for management insight. Appendices to the guide contain samples of documentation typically used in connection with the IBR.
• NASA Schedule Management Handbook (NASA/SP-2010-3403)1.Purpose: The purpose of this handbook is to provide the framework for time-phasing, resource planning, coordination, and communicating the necessary tasks within a work effort. The intent is to improve schedule management by providing recommended concepts, processes, and techniques used within the Agency and industry. 2.Content: Describe the schedule management approach and best practices for developing and maintaining an integrated master schedule. Includes schedule tool considerations, pre-schedule development activities, development of the IMS, status updates and maintenance, schedule assessment and analysis, schedule control and lessons learned.
• NASA Work Breakdown Structure (WBS) Handbook (NASA/SP-2010-3404)1.Purpose: Provide WBS development guidance for the Agency to include government partners, international partners and contractors to extent required by their contracts.
Overview of EVM Documents
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ct
1.0 Organization
Inst
itutio
nal/
Func
tiona
lP
-CA
M
Sub
proj
ect /
E
lem
ent M
gr /
Team
Pro
ject
M
anag
er /
Pro
ject
Offi
ce
Pro
gram
Mgr
/ P
rogr
am M
gt
Offi
ceM
DA
A /
HQ
1.04 Extend &
Refine Project WBS
1.06 Extend &
Refine Organizational
Breakdown Structure (OBS)
1.07 Extend &
Refine Responsibility Assignment
Matrix (RAM) & Identify Control
Accounts
1.05Prepare WBS
Dictionary
1.02Finalize Project Plan for Phase C (EVM
Approach)
1.01KDP B
3.03Prepare & Issue
Preliminary Planning
Guidance / WAD / Dollarized RAM
2.01Extend and Refine Master Schedule
(Draft)
8.01Estimate Material Needs and Cost
Agency EVM Capability Storyboard
1.03Approve
Project Plan
Yes
No
Document(s)(If blue, linked
documents attached)Decision
Off-Page Connector(s)(May not be in
proper swim lane)
LEGEND
Process(If blue, illustration
attached)
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ct
2.0 Scheduling
Inst
itutio
nal/
Func
tiona
lP
-CA
M
Sub
proj
ect/
Ele
men
t Mgr
Pro
ject
Man
ager
/ P
roje
ct O
ffice
2.01Extend and
Refine Master
Schedule(Draft)
(Includes on-going Status & Updates
2.13Input P-CAM updates into the detailed
schedule and or cost tool
2.10Baseline &
PublishIMS
(Includes Master,
Intermediate & Detail Levels)
2.06Create Roll-
up Intermediate
Level Schedule
using Task Coding
2.12Provide status including AS/
AF, forecasted dates,
Milestones, & EV
3.07Reconcile Schedule
with Budget
data until fully integrated
2.15Review
results of status.
Develop workaround
plansas needed to
correctforecasted schedule
slips
2.05Extend &
Refine Logic-Linked
Detailed CAP Schedules (Drafts),
Define WPs, & assign EV
Measure- ment
Techniques (Includes on-going Status & Updates
2.11 Generate
status gathering
mechanism to collect IMS updates &
EVM status from P-CAMs
2.16Input
workaroundplans.
Health Check and Analysis
Iterateas needed.
2.14Calculate a new critical
path and new forecast dates
2.08Conduct Schedule
Health Check
Verify Vertical & Horizontal
Traceability
Verify Significant
Project Milestones
Validate Critical Path
Conduct Schedule
Risk Assessment
Verify Intermediate-Level Rollup
2.17Publish and Distribute
finalschedules
1.07 Extend &
Refine Responsibility Assignment
Matrix (RAM) & Identify Control
Accounts
IMS Status & UpdateDeveloping IMS
2.18Export data to cost tool
6-1.01Distributing
Monthly Schedule Analysis
3.12 Establish the PMB
3.05P-CAMs Develop
CAPs(Budget
only)
8.19 Claim
BCWP/Status Schedule
10.08Integrate Supplier
Cost/ Schedule Data into Cost &
Schedule Tools and Reports
9.14Integrate
Contractor Cost/
Schedule Data into Cost &
Schedule Tools and Reports
Agency EVM Capability Storyboard
6-1.02Monthly
Performance Analysis
Document(s)(If blue, linked
documents attached)Decision
Off-Page Connector(s)(May not be in
proper swim lane)
LEGEND
Process(If blue, illustration
attached)
7-1.11Input CAPs/update IMS, WBS, RAM, WAD, etc.
Update budget logs (PBB,
AUW, Contingency/
MR, UB)
7-2.08Input CAPs/update IMS, WBS, RAM, WAD, etc.
Update budget logs (PBB,
AUW, Contingency/
MR, UB)
2.09Approve
IMS?
Yes
2.07Integrate
Detail Schedules from CAPs forming a single IMS (Includes on-going status & updates)
10.08Integrate
Supplier Cost/ Schedule
Data into Cost & Schedule Tools and Reports
No
2.04Extend &
Refine Detailed CAP
Schedules (Drafts),
Define WPs, & assign EV
Measure- ment
Techniques (Includes on-going Status & Updates
2.03Extend &
Refine Logic-Linked
Intermediate Level
Schedule (Draft)
(Includes on-going Status & Updates
2.02 Schedule logic at Inter-
mediate Level?
No
Yes
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ct
3.0 Work/Budget Authorization
Inst
itutio
nal/
Func
tiona
lP
-CA
M
Sub
proj
ect /
E
lem
ent M
gr /
Team
Pro
ject
Man
ager
/ P
roje
ct O
ffice
Pro
gram
Mgr
/ P
rogr
am M
gt
Offi
ceM
DA
A /
HQ
3.02Establish Project
Budget Log
3.05P-CAMs Develop
CAPs(Budget only)
3.07Reconcile
schedule with budget data
until fully integrated
3.08Negotiate
CAPs
3.09Finalize & Issue CA
WAD
3.12 Establish the PMB
Yes
3.13 Perform IBR (Verify SOW,
WBS Dictionary, PMB, IMS, Risk, etc.)
3.10Approved?No
3.15KDP C
3.06Extend and
Refine Charge
Numbers(If needed)
2.10Baseline &
PublishIMS
(Includes Master,
Intermediate & Detail Levels)
2.04Extend & Refine
Detailed CAP Schedules
(Drafts), Define WPs, & assign EV
Measure- ment Techniques
(Includes on-going Status & Updates
3.14 Incorporate Changes if Required
3.03Prepare & Issue
Preliminary Planning Guidance / WAD /
Preliminary Dollarized RAM
5.03Time-phase
indirect budget
1.07 Extend & Refine
Responsibility Assignment
Matrix (RAM) & Identify Control
Accounts
2.08Conduct Schedule
Health Check
Verify Vertical & Horizontal
Traceability
Verify SignificantProject Milestones
Validate Critical Path
Conduct Schedule Risk Assessment
Verify Intermediate-Level Rollup
2.07Integrate
Detail Schedules from CAPs forming a
single IMS (Includes on-going status &
updates)
Agency EVM Capability Storyboard
3.01Update/Issue Project Level
WAD or Equivalent
Document(s)(If blue, linked
documents attached)Decision
Off-Page Connector(s)(May not be in
proper swim lane)
LEGEND
Process(If blue, illustration
attached)
3.04Update Tech, Cost,
& Schedule Risk Assessment
3.11 Determine Reserves Rqmnts
8.01Estimate Material Needs and Cost
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ct
4.0 Accounting
Sub
proj
ect /
E
lem
ent M
gr /
Team
Inst
itutio
nal/
Func
tiona
lP
-CA
M
Pro
ject
Man
ager
/ P
roje
ct O
ffice
Pro
gram
Mgr
/ P
rogr
am M
gt
Offi
ce
4.01Record Cost in Core Financial
System
4.02Month end closing
4.03 Download data from
Core Financial System into
spreadsheets
4.04 Verify/Distribute ACWP data to P-
CAMs
4.06Correct errors as
applicable
4.05Verify labor charges and other charges as
applicable
4.07Incorporate verified
ACWP into Cost tool
4.08 Verify Load into
Cost Tool
4.09Reconcile to
general book of accounts
No
Yes
6-1.02Monthly
Performance Analysis
8.11Enter acceptance into SAP (Actuals
Recorded)
Agency EVM Capability StoryboardDocument(s)(If blue, linked
documents attached)Decision
Off-Page Connector(s)(May not be in
proper swim lane)
LEGEND
Process(If blue, illustration
attached)
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ct
5.0 Indirect Management
Inst
itutio
nal/
Func
tiona
lP
-CA
M
Sub
proj
ect /
E
lem
ent M
gr /
Team
Pro
ject
M
anag
er /
Pro
ject
Offi
ce
Pro
gram
Mgr
/ P
rogr
am M
gt
Offi
ceM
DA
A /
HQ
5.02 Establish budgets
for indirect cost
5.06Analyze and
evaluate base and rate variances
5.03Time-phase
indirect budget
5.07Develop EAC &
ETC rates
5.04Collect and record
indirect cost
5.05Analyze and
evaluate variances caused by indirect
costs
5.08Establish EAC with
ETC rates for indirect cost at CA/
WP level
3.05P-CAMs Develop
CAPs(Budget only)
5.01IM Center CFO provide indirect
Guidance
6-2.02Develop ETC Plan
for the Control Account and BoE
Agency EVM Capability StoryboardDocument(s)(If blue, linked
documents attached)Decision
Off-Page Connector(s)(May not be in
proper swim lane)
LEGEND
Process(If blue, illustration
attached)
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ct
6-1.0 Managerial Analysis
Inst
itutio
nal/
Func
tiona
lP
-CA
M
Sub
proj
ect /
E
lem
ent M
gr /
Team
Pro
ject
M
anag
er /
Pro
ject
Offi
ce
Pro
gram
Mgr
/ P
rogr
am M
gt
Offi
ceM
DA
A /
HQ
6-1.02Monthly
Performance Analysis
6-1.03Run preliminary
CPR and Variance
Analysis Report forms
6-1.04Analyze Data Metrics and
Trends
6-1.06Analysis and
response to VARs
6-1.05Identify accounts
that exceed established thresholds
6-1.08Review Metrics,
Variance Analysis, Corrective Actions
6-1.07Routine ETC / EAC Revision
Required?
No
6-1.11Prepare and Issue
Monthly Performance
Reports
6-1.12Review
Performance Data Assess Impact on Reserves (UFE)
6-1.10Review and
Approve Changes and incorporate revised ETC, if
necessary
6-1.09Review and
Submit Change Request Doc, If
Required
Yes
6-1.01Distributing
Monthly Schedule Analysis
6-2.01Issue
Comprehensive project EAC
planning guidelines
4.08 Verify Load into
Cost tool
7-2.01Identify Internal
Change
2.17Publish and Distribute
finalschedules
Agency EVM Capability Storyboard
10.08Integrate Supplier
Cost/Schedule data into Cost &
Schedule Tools and Reports
9.14Integrate
ContractorCost/Schedule
Data into Cost & Schedule Tools
and Reports
Optional
Document(s)(If blue, linked
documents attached)Decision
Off-Page Connector(s)(May not be in
proper swim lane)
LEGEND
Process(If blue, illustration
attached)
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ct
6-2.0 Comprehensive Estimate-at-Completion (EAC)
Inst
itutio
nal/
Func
tiona
lP
-CA
M
Sub
proj
ect /
E
lem
ent M
gr /
Team
Pro
ject
M
anag
er /
Pro
ject
Offi
ce
Pro
gram
Mgr
/ P
rogr
am M
gt
Offi
ceM
DA
A /
HQ
6-2.03Analyze EACs and
BoEs
6-2.04Review Project
ETC / EAC
6-2.05Approve EAC?
6-2.06Document
Disagreement (re-negotiate/iterate
as needed)
6-2.09Update Project
Lien List
6-2.07Update EAC on
WAD
Yes
Yes
No
6-2.08Revised EAC:
Approved WAD
6-2.11Update Reported
EAC(If Necessary)
6-2.12Performance
Reports
6-2.10Contingency/MR
Analysis6-2.01Issue
Comprehensive project EAC
planning guidelines
6-2.02Develop ETC Plan
for the Control Account and BoE
5.08Establish EAC with
ETC rates for indirect cost at CA/
WP level
6-1.04Analyze Data Metrics and
Trends
Agency EVM Capability StoryboardDocument(s)(If blue, linked
documents attached)Decision
Off-Page Connector(s)(May not be in
proper swim lane)
LEGEND
Process(If blue, illustration
attached)
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ct
7-1.0 Change Management (External Changes)
Inst
itutio
nal/
Func
tiona
lP
-CA
M
Sub
proj
ect /
E
lem
ent M
gr /
Team
Pro
ject
M
anag
er /
Pro
ject
Offi
ce
Pro
gram
Mgr
/ P
rogr
am M
gt
Offi
ceM
DA
A /
HQ
7-1.01Identify External
Changes
7-1.03Assess change,
develop technical, cost &
schedule impacts
7-1.06Approved?No
7-1.07Publish Guidance
for Authorized Change
7-1.08Develop new and/or revise existing Control Account Plans (CAPs) &
EAC
7-1.13Receive approved
WAD, CAPs & EAC
7-1.11Input CAPs/update IMS, WBS, RAM, WAD, etc. Update budget logs (PBB,
AUW, Contingency/MR, UB)
7-1.12Issue approved WADs/CAPS/
IMS/WBS/Publish Project Budget
Logs
7-1.04Revise Program/
ProjectPlan?
Yes
Yes
No
7-1.05Revise Program/
Project Plan
7-1.10Review &
Approve CAPs & EACs?
Yes
No
7-1.09Review CAPs
& EACs
Agency EVM Capability Storyboard
7-1.02PrepareChange Request
Documentation
Document(s)(If blue, linked
documents attached)Decision
Off-Page Connector(s)(May not be in
proper swim lane)
LEGEND
Process(If blue, illustration
attached)
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ct
7-2.0 Change Management (Internal Changes)
Inst
itutio
nal/
Func
tiona
lP
-CA
M
Sub
proj
ect /
E
lem
ent M
gr /
Team
Pro
ject
M
anag
er /
Pro
ject
Offi
ce
Pro
gram
Mgr
/ P
rogr
am M
gt
Offi
ceM
DA
A /
HQ
7-2.10Receive
approved WAD, CAPs & EAC
7-2.06Develop new and/or revise Control Account Plans (CAPs) & EAC
7-2.09Issue Approved & Revised WADs/
CAPS/IMS/WBS/Publish
Project Budget Log
7-2.03Assess change,
develop cost & schedule
impacts
7-2.05Update/Approve
Project Plan(If applicable)
7-2.02PrepareChange Request
Documentation
7-2.04Approved by
CCB, if required?
7-2.01Identify Internal Change
Yes
No
No
Yes7-2.07
Approve Changes?
Yes
7-2.08Input CAPs/update IMS, WBS, RAM, WAD, etc. Update budget logs (PBB,
AUW, Contingency/MR, UB)
Agency EVM Capability Storyboard
NOTE: Not all changes require a CCB or Program Office approval.
Document(s)(If blue, linked
documents attached)Decision
Off-Page Connector(s)(May not be in
proper swim lane)
LEGEND
Process(If blue, illustration
attached)
6-1.09Review and
Submit Change Request Doc, If
Required
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ct
8.0 Material Management
Inst
itutio
nal/F
unct
iona
lP
-CA
M
Sub
proj
ect /
E
lem
ent
Man
ager
/ Te
am
Pro
ject
M
anag
er /
Pro
ject
Offi
ce
8.02Plan Material into
WPs/PPs
8.03Establish Material EV measurement
techniques
8.04Approve WAD
and CAP?Yes
8.07Monitor PO
8.10Work with Vendor
for Resolution
8.09Acceptance?
No
8.11Enter acceptance into SAP (Actuals
recorded)
8.19Claim BCWP/
Status Schedule
Project
Yes8.12
Project or Inventory?
8.13Move Material to
Inventory
8.14Withdraw
Material from inventory to
project
Inventory
4.01Record Cost in Core Financial
System
1.07Create
Responsibility Assignment Matrix (RAM) & Identify Control Accounts
Agency EVM Capability Storyboard
8.15Costs allocated to
Project?
Yes
8.17Enter Estimated ACWP into Cost
Tool
No
8.18 Update and Maintain Reconciliation with the Core Financial
System
8.16Transfer cost to
project
8.01Estimate Material Needs and Cost
8.06Create PO in
SAP
8.05Create PR in
SAP
8.08Receive and
Inspect
Document(s)(If blue, linked
documents attached)Decision
Off-Page Connector(s)(May not be in
proper swim lane)
LEGEND
Process(If blue, illustration
attached)
3.03 Prepare and Issue
Preliminary Planning
Guidance/WAD/Preliminary
Dollarized RAM
2.11 Generate status
gathering mechanism to
collect IMS updates & EVM status from
P-CAMs
No
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ct
9.0 Contract Management
Inst
itutio
nal/
Func
tiona
lP
-CA
M
Sub
proj
ect /
E
lem
ent M
gr /
Team
Pro
ject
M
anag
er /
Pro
ject
Offi
ce
Pro
gram
Mgr
/ P
rogr
am M
gt
Offi
ceM
DA
A /
HQ
Yes
Yes
9.01Program
Plan
9.07Evaluate
Contractors’ EVMS
Capability
9.05Issue
Solicitations
9.06EvaluateProposals
9.15Conduct Reviews
(IBR, Validation
review, etc.)(If Required)
9.09 Finalize & Execute Contract
9.14Integrate
ContractorCost/
Schedule Data into
Cost& Schedule Tools and Reports
9.03PSM/SEB
BoardEstablished
9.02ASM Make-buy Decision Identify contracted effort
(Scope, Schedule, Budget)
9.08Decide
ContractAwardee
9.10Does Contract
ContainEV Rqmnts? 9.11
Review Contractor’sEVM System Description
No
Yes
2.12Provide status
including AS/AF, forecasted dates,Milestones, & EV
9.04Determine EVM Rpt, System,& Review
Reqmnts
Agency EVM Capability Storyboard
No
No
6-1.02Monthly
Performance Analysis
9.12Receive Monthly
Performance Data
9.13Receive
CPRs/IMS, etc.
Document(s)(If blue, linked
documents attached)Decision
Off-Page Connector(s)(May not be in
proper swim lane)
LEGEND
Process(If blue, illustration
attached)
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ct
10.0 Intra-Agency Work Agreements
Inst
itutio
nal/
Func
tiona
lP
-CA
M
Sub
proj
ect /
E
lem
ent M
gr /
Team
Pro
ject
M
anag
er /
Pro
ject
Offi
ce
Pro
gram
Mgr
/ P
rogr
am M
gt
Offi
ceM
DA
A /
HQ
No
Yes 10.08Integrate
Supplier Cost/Schedule data
into Cost & Schedule Tools
and Reports
10.04Does Agreement
ContainEV Rqmnts?
10.05Review
Performing Center/ProjectEVM Approach 10.09
Conduct IBR
(If required)
10.01Project Plan
10.02
Identify and collaborate support required from other
center (Scope,Schedule, Budget/
EVM Reqmnts, etc..)
2.11 Generate status
gathering mechanism to collect IMS
updates & EVM status from P-CAMs
10.03Intra-Agency Work
Agreement10.07
ReceiveCPRs/IMS, etc.
Agency EVM Capability Storyboard
6-1.02Monthly
Performance Analysis
10.06Receive Monthly
Performance Data
Document(s)(If blue, linked
documents attached)Decision
Off-Page Connector(s)(May not be in
proper swim lane)
LEGEND
Process(If blue, illustration
attached)
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ct
42
Steering Committee Members
Steering Committee Email TelephoneOCE Mike Ryschkewitsch [email protected] 202.358.1823OCFO Beth Robinson (Chair) [email protected] 202.358.0978SMD Mike Luther [email protected] 202.358.0260 Roy Maizel (alternate for SMD) [email protected] 202.358.2630ESMD HEOMD Michele Gates [email protected] 202-358-1048OCIO Gary Cox [email protected] 202-358-0413 Michael Medsker (alternate for OCIO) [email protected] 202-358-0637OP Jim Balinskas [email protected] 202.358.0445PA&E Tom Coonce [email protected] 202.358.4905MSFC Pam Hanes [email protected] 256.544.0092JSC Cynthia Neal [email protected] 281.483.2202GSFC George Barth [email protected] 301.286.5894GRC James Free [email protected] 216.433.3339JPL Dale Johnson [email protected] 818.354.5453ARC Carol Carroll [email protected] 650.604.0267SSC Jim Bevis [email protected] 228.688.3374 Keith Brock (alternate for SSC) [email protected] 228.688.1311DRFC LaRC Dr. David Gilman [email protected] 757.864.4428KSC Janet Petro [email protected] 321.867.2355Others
NA
SA E
arne
d Va
lue
Man
agem
ent (
EVM
) Cap
abili
ty P
roje
ct
43
Peer Review Team Members
Peer Review Team Email TelephoneOCE Sandra Smalley [email protected] 202.358.4731OCFO Kevin Buford [email protected] 202.358.0405SMD Chuck Miller [email protected] 202.358.0715 Claude Freaner (alternate for SMD) [email protected] 202.358.2522ESMD HEOMD OCIO Gerald Smith [email protected] 202-358-1372 Kai Moericke (alternate for OCIO) [email protected] 202-358-4733OP Carl Weber [email protected] 202.358.1784PA&E John Fitch [email protected] 202.358.1228MSFC Stacy Counts [email protected] 256.544.6004JSC Doug Sander [email protected] 281.244.7391JSC Justin Mathurin [email protected] 281.483.6333GSFC William Sluder [email protected] 301.286.8976GRC Bob Sefcik [email protected] 216.433.8445 Vince Bilardo (alternate for GRC) [email protected] 216.433.3931JPL Kevin Rice [email protected] 818.354.3622ARC SSC Robert Ross [email protected] 228.688.2320 Deborah Norton (alternate for SSC) [email protected] 228.688.1168DRFC LaRC Dan Tenney (Chair) [email protected] 757.864.6095LaRC Dr. Barry Lazos [email protected] 757.864.5731KSC Franci Brice [email protected] 321.867.2381KSC Richard Dobbs [email protected] 321.867.7402KSC Susan Waterman [email protected] 321.867.6688Others Richie Law [email protected] 757-864-2184Others Roy Savage [email protected] 757-864-4886