nedss messaging solution -scope & role of evm- arunkumar srinivasan, ms project lead, nms...

NEDSS Messaging Solution-Scope & Role of EVM-

Arunkumar Srinivasan, MSProject lead, NMS

Division of Integrated Surveillance Systems and ServicesNational Center for Public Health Informatics

Coordinating Center for Health Information and ServiceCenters for Disease Control and Prevention

February 6, 2009

The findings and conclusions in this presentation are those of the authors and do not necessarily represent the views of the Centers for Disease Control and Prevention.

Health Dept.

Cancer Registry

NEDSS System

PH Lab Systems

eHARS

STD*MIS

Immunization Registry

Local Health Dept.

Cancer Registry

NEDSS System

PH Lab Systems

eHARS

STD*MIS

Immunization Registry

CDC

Lab Corp Mayo Hospital 1

HMO 2

N-MSS

N-MSS

N-MSS

N-MSS

N-MSS

N-MSS

N-MSS

N-MSS

N-MSS

N-MSS

N-MSS

N-MSS

N-MSS

N-MSS

ELR Case Reporting

Case Notification

N-MSS

N-MSS

Public Health Surveillance Systems

Scope

• Message Management Solution– Commercial Product – Orion Rhapsody

– Custom Components – NEDSS Brokering Tool

• Current Stakeholders– State Public Health Departments (19)

– Local/County Jurisdictions (3)

• Annual Budget - $1.3 million (Core + Optional)

• Team - 6 Resources

Value* of EVMS to MSS project

• Reliable data for planning new deployments

• Integration of work, schedule, and cost provides comprehensive view of the status of the project

• Early warning signal on cost overrun and predictor of final cost

• Early warning signal on schedule performance

• Year end analysis will support similar projects

*The Costs And Benefits Of The Earned Value Management Process- David S. Christensen

EVMS ImplementationThe Road to Success

Joseph Baweja III, PMP SAIC Program Manager

February 6, 2009

Energy | Environment | National Security | Health | Critical Infrastructure

© 2008 Science Applications International Corporation. All rights reserved. SAIC and the SAIC logo are registered trademarks of Science Applications International Corporation in the U.S. and/or other countries.

6

Road Map

• This is not an easy journey!

• Definition of Work

• Baseline

• Tracking Costs

• Updating Status

• Reports

• Analysis

• Conclusion



7

This Isn’t Easy the First Time

• But it does get easier the more you do it!

• New processes

• New tools

• New acronyms

• New reporting methods

• Additional effort and costs (in the beginning)

• Culture shock for your team



8

Definition of Work

• Good Work Breakdown Structure (WBS) is the key.

• This is the basis for the schedule, how to track costs, and reporting.



9

Baseline the Schedule

• Each task on the schedule needs to map back to the WBS.

• Tasks need resources assigned.

• The status method for each task needs to be defined (% complete, all or nothing, etc.)

• Resources need to be defined/named and assigned costs (hourly rate).

• The schedule needs to be leveled to evenly allocate the effort.



10

Track Costs

• Track labor back to the schedule and WBS elements.

• Account for period of performance changes.

• Don’t forget travel and other direct costs.

SAIC Timecard

Emp. Name Project Manager Timecard Ending 12/12/08 Emp. Number 111111 T/C Type REG Division 6617 Emp Type Exempt Location 1563 Work State GA Approver BAWEJA III, JOSEPH

Timecard Status: Timecard is Complete Comments

29 30 01 02 03 04 05 06 07 08 09 10 11 12 S S M T W T F S S M T W T F HC Shift Reg Unc Charge Nbr / Description 3 R 3 06-6617-01-0101-014

U ENTERPRISE CONSULTANT

1.25 R 1.25 06-6617-01-0102-014


3.5 R 3.5 06-6617-01-0103-014



3.25 2 2.5 R 7.75 06-6617-01-0201-014


2 1 R 3 06-6617-01-0202-014


5.25 3 1.5 2.5 0.5 3 3 2.5 R 21.25 06-6617-01-0203-014


2.75 5 1 2.5 R 11.25 06-6617-01-0204-014




11

Update Status

• The schedule needs to be updated as tasks are completed, changed, added, etc.

• Our schedule is uploaded monthly and merged with our cost data.

• Reports are generated based on what was completed (planned vs. actual).



12

Reports (CPR 1)

CLASSIFICATION (When Filled In)

CONTRACT PERFORMANCE REPORT FORM APPROVED

DOLLARS IN $ OMB No. 0704-0188

1. CONTRACTOR 2. CONTRACT 3. PROGRAM 4. REPORT PERIOD

a. NAME a. NAME a. NAME a. FROM (YYYYMMDD)

CDC GSA MSS NEDSS

b. LOCATION (Address and ZIP Code) b. NUMBER b. PHASE 2008 / 10 / 01

Atlanta, GA 4QAG75072510 b. TO (YYYYMMDD)

c. TYPE d. SHARE RATIO c. EVMS ACCEPTANCE

NO X YES (YYYYMMDD) 2008 / 10 / 31

5. CONTRACT DATA

a. QUANTITY b. NEGOTIATED d. TARGET PROFIT/ e. TARGET f. ESTIMATED g. CONTRACT h. ESTIMATED CONTRACT i. DATE OF OTB/OTS

COSTAUTHORIZED UNPRICED WORK FEE PRICE PRICE CEILING CEILING (YYYYMMDD)

1 1,321,944 0 0 1,321,944

6. ESTIMATED COST AT COMPLETION 7. AUTHORIZED CONTRACTOR REPRESENTATIVE

MANAGEMENT ESTIMATE CONTRACT BUDGET VARIANCE a. NAME (Last, First, Middle Initial) b. TITLE

AT COMPLETION BASE

(1) (2) (3)

a. BEST CASE 0 c. SIGNATURE d. DATE SIGNED

b. WORST CASE 0 (YYYYMMDD)

c. MOST LIKELY 0 250,000 250,000

8. PERFORMANCE DATA

Cost Account CURRENT PERIOD CUMULATIVE TO DATE REPROGRAMMING AT COMPLETION

ACTUAL ACTUAL ADJUSTMENTS

BUDGETED COST COST VARIANCE BUDGETED COST COST VARIANCE

WORK WORK WORK WORK WORK WORK COST SCHEDULE BUDGETED ESTIMATED VARIANCE

ITEM SCHEDULEDPERFORMEDPERFORMEDSCHEDULE COST SCHEDULEDPERFORMEDPERFORMEDSCHEDULE COST VARIANCE VARIANCE BUDGET

(1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12a) (12b) (13) (14) (15) (16)

01.01.01 Status Reports 300 300 400 0 -100 5,000 5,000 5,100 0 -100 0 0 0 10,000 11,000 -1,00001.01.02 PMO, NOW and TRB Participation 300 300 200 0 100 5,000 5,000 4,900 0 100 0 0 0 8,000 8,000 001.01.03 PM Documentation 600 600 650 0 -50 10,000 10,000 9,995 0 5 0 0 0 20,000 19,000 1,00001.01.04 Cost Control 700 700 650 0 50 11,000 12,000 13,000 1,000 -1,000 0 0 0 22,000 18,000 4,00001.01.05 Scheduling 500 500 250 0 250 6,000 6,000 5,000 0 1,000 0 0 0 6,000 6,000 001.02.01 2.1 Perform Pre-deployment planning and preparation activiti 800 800 600 0 200 12,000 12,000 10,000 0 2,000 0 0 0 20,000 22,000 -2,00001.02.02 2.2 Complete Deployment 1,000 0 0 -1,000 0 20,000 20,000 17,000 0 3,000 0 0 0 20,000 22,000 -2,00001.02.03 2.3 Post Deployment Activities 0 0 0 0 0 5,000 5,000 6,000 0 -1,000 0 0 0 10,000 10,000 001.03.01 3.1 Provide Configuration and Technical Support for up to 2 0 0 500 0 -500 15,000 15,000 18,000 0 -3,000 0 0 0 30,000 31,000 -1,00001.03.02 3.2 Develop Defect/Issue/Enhancement and CM Tools and Proced 0 0 100 0 -100 10,000 10,000 5,000 0 5,000 0 0 0 20,000 19,000 1,00001.03.03 3.3 Complete 12 One Week Training Sessions per Year 600 600 250 0 350 10,000 10,000 5,000 0 5,000 0 0 0 20,000 19,000 1,00001.04.01 4.1 Develop Custom Rhapsody Filters, NBT Web Interfaces and 1,000 0 0 -1,000 0 30,000 40,000 20,000 10,000 20,000 0 0 0 60,000 62,000 -2,00001.04.02 4.2 Revise Existing NBT Web Interfaces and Rhapsody Filters 0 0 1,000 0 -1,000 200 200 1,000 0 -800 0 0 0 400 500 -10001.04.03 4.3 Modify the MSS to Incorporate Architectural Enhancements 0 0 200 0 -200 500 500 900 0 -400 0 0 0 1,000 1,000 001.05 Other Direct Costs (ODCs) 0 0 500 0 -500 800 800 1,000 0 -200 0 0 0 2,000 1,600 40001.06 Planned Work Package 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0b. Cost of Money 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0c. Gen. and Admin. 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0d. Undist. Budget 1 0 1e. Sub Total 5,800 3,800 5,300 -2,000 -1,500 140,500 151,500 121,895 11,000 29,605 0 0 0 249,401 250,100 -699f. Management Resrv. 0g. Total 5,800 3,800 5,300 -2,000 -1,500 140,500 151,500 121,895 11,000 29,605 0 0 0 249,4019. Reconciliation to CBBa. Variance Adjustment 0b. Total Contract Variance 11,000 29,605 249,401 250,100 -699

0

FORMAT 1 - WORK BREAKDOWN STRUCTURE

c. ESTIMATED COST OF

0 0



13

Reports (CPR 5)

CLASSIFICATION (When Filled In)

CONTRACT PERFORMANCE REPORT FORM APPROVED

FORMAT 5 - EXPLANATIONS AND PROBLEM ANALYSES OMB No. 0704-0188

1. CONTRACTOR 2. CONTRACT 3. PROGRAM 4. REPORT PERIOD

a. NAME a. NAME a. NAME a. FROM (YYYYMMDD)

CDC GSA MSS NEDSS 2008/10/01

b. LOCATION (Address and ZIP Code)b. NUMBER b. PHASE

Atlanta, GA 4QAG75072510 b. TO (YYYYMMDD)

c. TYPE d. SHARE RATIO c. EVMS ACCEPTANCE (YYYYMMDD) 2008/10/31

NO X YES

01.01.02 PMO, NOW and TRB Participation

BCWS BCWP ACWP SV in $ SV in % CV in $ CV % SPI CPICurrent: 300 300 200 0 0% 100 33% 1.00 1.50Cumulative: 5,000 5,000 4,900 0 0% 100 2% 1.00 1.02

BAC EAC VAC in $ VAC in % CPI to BAC CPI to EACAt Complete: 8,000 8,000 0 0% 0.97 0.97Explanation of Variance/Description of Problem:

Impact:

Corrective Action:

Monthly Summary (to include technical causes of VARs, Impacts) and Corrective Action(s):

Prepared by: Date: Approved by: Date:



14

Analysis

• What does all this mean?

• Why are we under running/over running?

• Are we ahead or behind schedule?

• Task by task analysis

• Overall analysis



15

Conclusion

• You need to have well defined scope and a good WBS.

• Processes and procedures can help.

• The WBS is the basis of your schedule and cost tracking.

• Know how you can track costs up front.

• Your schedule needs to be updated frequently and correctly.

• The first attempts may surprise you.

• After you’ve done one of these projects, it gets much easier!

nedss messaging solution -scope & role of evm- arunkumar srinivasan, ms project lead, nms...

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