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Big Iron EVM
EVM Implementation at AEDCInitial Success Met Failure
David PeelerISPA/SCEA
June 2007
Presented at the 2007 ISPA/SCEA Joint Annual International Conference and Workshop - www.iceaaonline.com
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Overview
• Implementation• Planning• Reviews• Baselines• Process Flows• Initial Success(es)• Ultimate Failure
Presented at the 2007 ISPA/SCEA Joint Annual International Conference and Workshop - www.iceaaonline.com
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EVM Implementation at AEDC
• Proposed in FY04-15 contract bid• Our challenge….
– Implement EVM on all jobs “enterprise-wide”– Integrate varied tracking/reporting methods
for Enterprise Reporting• Our response…
– Designed and implemented an EVMS– Thru lot of hard work met a major deliverable– Made EVM performance a KPI for Award Fee
Presented at the 2007 ISPA/SCEA Joint Annual International Conference and Workshop - www.iceaaonline.com
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EVM Implementation Tasks for FY04Presented at the 2007 ISPA/SCEA Joint Annual International Conference and Workshop - www.iceaaonline.com
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EVMS• Process(es)
– Project Planning & Documentation– Monthly Project Statusing– Baseline Configuration Management
• Tool– Excel EVMS– Matrix One software system
• People– Performance Measurement/Project Control
organization– Project control officer (PCO) role– Emphasizing role of project manager
Presented at the 2007 ISPA/SCEA Joint Annual International Conference and Workshop - www.iceaaonline.com
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DetailedPlanningProposal
IntegratedBaseline
Review (IBR)
EVMS Tool
Performance Measurement
Baseline
Verify & Approval
Cost orWorkloadProposal
Requirements
Authority to Proceed
ContractBaseline
ExecuteWork
Collect Metrics
MonthlyStatus
Review
Process Changes
CorrectiveActions
Replan or Cost Proposal
VarianceAssessment
Red FlagReview
EVM Process Overview
Batch Negotiated
Presented at the 2007 ISPA/SCEA Joint Annual International Conference and Workshop - www.iceaaonline.com
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Detailed Planning• Preplanning
– Must understand requirements…the work to be done– Must communicate initiatives and constraints
• Planning– Must tie quantified requirements to budget via BOE– Must implement/reflect initiatives– Must address EV techniques to be used– Plans must be executable with acceptable risks– Document
• Reconciliation– Process to resolve project-level conflicts where
requirements and budget don’t match
• Management involvement in all phases
Presented at the 2007 ISPA/SCEA Joint Annual International Conference and Workshop - www.iceaaonline.com
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No
ATA Proposal
Budget Constraint
$ & Hrs
High Level Work
Requirement
Project Manager
Proposed Detailed Project Plan
Project Risks Acceptable?
Complete
Load in PSF
WBS Risks Acceptable
Department Risks
Acceptable?
Client Risks Acceptable?
Initiatives
No NoNo
ATA High Level Planning Process
Detailed Planning
Presented at the 2007 ISPA/SCEA Joint Annual International Conference and Workshop - www.iceaaonline.com
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Detailed Planning
Description 19-S
ep
26-S
ep
3-Oct
10-O
ct
17-O
ct
24-O
ct
31-O
ct
7-Nov
14-N
ov
21-N
ov
28-N
ov
5-Dec
12-D
ec
19-D
ec
26-D
ec
2-Ja
n
9-Ja
n
16-Jan
23-Jan
I Preplanning Phase1 Develop and document Ops Concept2 Brief OGM and Staff3 Identify and validate projects list4 Assign PCO5 Assign PM6 Develop Enterprise Guidance7 EVM Training8 Cascade Initiatives to PMs9 EVMS Tool Development
10 EVMS Tool Testing
II Detailed Planning Phase11 Project WBS Validations / Approvals12 Changes in PSF13 Detailed Planning14 Hold IBRs15 Process into EVMS tool
III Reconciliation Phase16 Migrate data to PSF17 Analysis WBS Reports18 Direct changes to field19 Replan Projects20 Hold IBRs21 Update change log22 Process into EVMS tool23 Changes in PSF24 Reconcile
IV Fact Finding Phase25 Documentation Generation26 AF Fact Finding27 Revisions & Acceptance
V Monthly Status Process Phase28 Distrbution of Plans29 Status Reviews30 Red Flag Reviews31 WBS Report Generation32 AF Presentation
Presented at the 2007 ISPA/SCEA Joint Annual International Conference and Workshop - www.iceaaonline.com
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Plan ValidationIntegrated Baseline Review (IBR)
• Independent validation of the plan before it becomes the baseline in the accounting system
• Formal (structured) review process • Formal approval process
“Don’t let garbage into your system”
Presented at the 2007 ISPA/SCEA Joint Annual International Conference and Workshop - www.iceaaonline.com
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Detailed Planning Status
478523
433481
0
577
0 0
577
0
100
200
300
400
500
600
# of
Pro
ject
s
PPR IBR Migrate toDC1
Reconciled Total # ofProjects
As of Dec 31, 2004 As of Jan 20, 2004
Presented at the 2007 ISPA/SCEA Joint Annual International Conference and Workshop - www.iceaaonline.com
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• When you assess your CPI in terms of hours, how do the authorized resources for remaining work compare with
• Is your estimate to complete (ETC) in your EVMS consistent with this?
CPI*Resources Planned
*Budgeted Resources for remaining work
Do You Have Enough People?Planned in Right Place?
Presented at the 2007 ISPA/SCEA Joint Annual International Conference and Workshop - www.iceaaonline.com
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Presented at the 2007 ISPA/SCEA Joint Annual International Conference and Workshop - www.iceaaonline.com
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14
Monthly Status Reviews• Determine earned value for work performed• Estimate the quantity of remaining work• Estimate the effort to complete the
remaining work• Document the current schedule• Update the staffing and spending forecast• Identify any work in the baseline that will not
be accomplished in the current FY“Mechanism for validating Manager’s
BCWPs and EACs”
Presented at the 2007 ISPA/SCEA Joint Annual International Conference and Workshop - www.iceaaonline.com
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15
Monthly Red Flag Reviews
• Understand and document the Cause of the variance(s)
• Determine the Impact of the variance(s)• Develop and document a Corrective
Action plan (if necessary)
“Facilitates Management by Exception”
Presented at the 2007 ISPA/SCEA Joint Annual International Conference and Workshop - www.iceaaonline.com
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16
Baseline Management
• Uses of Different Baselines• Categories of Changes• Baselines and PeopleSoft Financials• Triggers That Initiate Change• Detailed Flows
Presented at the 2007 ISPA/SCEA Joint Annual International Conference and Workshop - www.iceaaonline.com
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Baselines• Performance Measurement Baseline (PMB)
– Earned Value calculated against PMB– Variance Documentation (Schedule, Cost)– Basis for Project Management Reviews (PMR)– Business rules for managing change follow EIA Standard 748-
A and ACS Policy (TBD)
• Contract Baseline (CB)– Basis for Financial Status Review– Business rules for managing change are consistent with
standard accounting practices
• Operating Plan (OPLAN)– Current working plan for completing remaining work– Basis for EAC– Resides in EVMS Tool
“Requirement to reconcile PMB and CB”
Presented at the 2007 ISPA/SCEA Joint Annual International Conference and Workshop - www.iceaaonline.com
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Baseline Change Categories• PMB Categories
– Revisions (Administrative Errors)– Requirements Change (Scope)– Replans (Internal Rescheduling)– No Cost Change (WBS or BPAC)
• CB Categories– Revisions– Requirements Change– Funding Only Change (Squaring the
Corners)
Presented at the 2007 ISPA/SCEA Joint Annual International Conference and Workshop - www.iceaaonline.com
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Official PeopleSoft Baselines
• PMB– Draft Cost Estimate (DC2) – Cost Estimate (CE)
• CB– Draft Workload Estimate (DW2)– Workload Estimate (WL)
“Can Use PeopleSoft to Track Spending”
Presented at the 2007 ISPA/SCEA Joint Annual International Conference and Workshop - www.iceaaonline.com
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Example Process Flows
• Cost Proposal• Internal Replan• Funding Only Change
Presented at the 2007 ISPA/SCEA Joint Annual International Conference and Workshop - www.iceaaonline.com
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Request for Proposal
AF COContractsProgram Control
Project Control
Project Manager
Detailed Planning
Document Validate
Notification
Prepare Proposal Input
Update Performance Measurement Baseline
PMB
Final Proposal
Authority to Proceed
AF Negotiation
(Batch)Update Contract
Baseline CBNotification
Change PMB
Change CB
Baseline Triggers
Price Resources
Notification
Presented at the 2007 ISPA/SCEA Joint Annual International Conference and Workshop - www.iceaaonline.com
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Request for Proposal
AF COContractsProgram Control
Field PCO
Project Manager
Detailed Planning
Complete Electronic
Forms (new projects) or
mark up EVMS Tool
(existing projects
Create new or modify
Narrative Plan
Validate & Approve Changes
(IBR)
Generate Draft PMB
Validate Draft PMB
Establish Deadlines
Log Requirement
Log Requirement
Schedule Planning Review
Validate & Finalize Proposal
DocumentationSign-off
Review & Validate
PMB Changes
Validate & Copy to DW2, Rate & Report
Validate &
Submit to AF
Authority to Proceed
NotificationPost DC2 to CEReconcile, Update Baseline Log
AF Negotiation
(Batch)Post DW2 into WL
Print & Deliver Status VersionMark up for Status
Reviews
Load DC2 Rate DC2
Update Baseline Log
Update Cost Proposal
Log
Copy CE to DC2 by Project
Reconcile DC2, Log in EVMS tool
Notification
Copy DW2 to CE for Pool
Cost Projects
Pending Modification to PMB Pending Modification to CB
Change PMB in EVMS Tool
Change CB
Baseline Triggers
Supplemental
Agreement
EVM Admin
Lead PCO
Review Validate
Validate Electronic
Narrative Plan & Tool
Changes
Update MATRIX
Apply PMB ChangesReconcile
Modify Switch Files &
Reports as Necessary
Update Analysis files & Reports as
Necessary
Obtain H/C Signatures,
Post to Share
File H/C
Presented at the 2007 ISPA/SCEA Joint Annual International Conference and Workshop - www.iceaaonline.com
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Internal Replan
• Modifies schedule or work requirements without changing resource requirements at the project level
Presented at the 2007 ISPA/SCEA Joint Annual International Conference and Workshop - www.iceaaonline.com
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AF POC Approval
AF COContractsProgram Control
Project Control
Project Manager
Detailed Planning
Document Validate
Prepare Proposal Input
Update Performance Measurement Baseline
PMB
Final Proposal
PMB Configuration
Manager Approval
Change PMB
Baseline Triggers
Price Resources
Notification
Request for Replan Approval
Presented at the 2007 ISPA/SCEA Joint Annual International Conference and Workshop - www.iceaaonline.com
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CB (Funding Only) Change
• Modifies budget for completed work• Typically used for removing excess funds
from a project (squaring the corners)
Presented at the 2007 ISPA/SCEA Joint Annual International Conference and Workshop - www.iceaaonline.com
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Request for Proposal
AF COContractsProgram Control
Project Control
Project Manager
Notification Validate Notification
Prepare Proposal Input
Final Proposal
AF Negotiation
(Batch)
Update Contract Baseline CB
Notification
Change CB
Baseline Triggers
Price Resources
Presented at the 2007 ISPA/SCEA Joint Annual International Conference and Workshop - www.iceaaonline.com
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Fund/Program Code Change
• Changes BPAC, WBS, AFPOC, Project Manager, etc. etc
• No change to $, Hours, or Schedules
Presented at the 2007 ISPA/SCEA Joint Annual International Conference and Workshop - www.iceaaonline.com
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Request for Proposal
AF COContractsProgram Control
Project Control
Project Manager
Establish Deadlines
Log RequirementLog Requirement
Apply PMB Changes in EVMS Tool (Pool
Projects)
Edit WL, Validate & Report Validate &
Submit to AFAuthority to
Proceed
Reconcile, Update Baseline Log
AF Batch Negotiation
Update Baseline Log & EVMS
Tool
Update Baseline Log
Update Cost Proposal Log
Notification
Edit CE
Change CB
Baseline Triggers
Supplemental Agreement
Notification
Notification
Change PMB in EVMS Tool
Edit, Validate & Post
Narrative Plan
Presented at the 2007 ISPA/SCEA Joint Annual International Conference and Workshop - www.iceaaonline.com
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Initial Success(es)
• Wing CC very energized (Old Acq hand)– Allowed me to write EVM into the RFP– Let me brief concept at Industry Days
• Initial steps to implement went well• Initial EVMS info intuitively accurate• Accuracy was both good and bad
• Gov’t Managers disliked EVM
Presented at the 2007 ISPA/SCEA Joint Annual International Conference and Workshop - www.iceaaonline.com
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Ultimate Failure
• New Wing Commander (no Acq experience)– EVM “doesn’t scratch my itch”– Operational savior of acq site
• Not interested in details of T&E• Gov’t Managers talked him out of EVM
– Better to let managers manage the “proven” way• Deleted EVM requirement in the contract• CC dis-allowed EVM talk in his presence
Presented at the 2007 ISPA/SCEA Joint Annual International Conference and Workshop - www.iceaaonline.com
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Summary
• Application of EVM to “Big Iron” facility– Approx 1,000 annual projects– Large task
• Deconflicting lots of stuff– Engineers and their toys vis-à-vis money– Personnel double/triple allocated
• Everybody wants the experienced folks– Schedule
• Actionable information takes…Management action/involvement
Presented at the 2007 ISPA/SCEA Joint Annual International Conference and Workshop - www.iceaaonline.com