Chambers.calvin

Developing & Validating a Center
Earned Value Management System
Delivered by: Calvin R. Chambers
Jet Propulsion Laboratory, California Institute of Technology

Agenda
Background
– JPL at a Glance
– Program Business Management Division
– EVM System Development Timeline
Key Components of EVM System
– Architecture
– Implementation
– Education & Training
EVMS Validation
– Progress Assistance Visits
– Validation Review

This document has been reviewed for export control and it does NOT contain controlled technical data. 2
© 2009 California Institute Technology. Government sponsorship acknowledge. 2

JPL at a Glance
NASA’s Jet Propulsion Laboratory
– Federally Funded Research and Development Center
– A division of the California Institute of Technology

Dedicated to
– Robotic space science and exploration
– The scientific study of the Earth as a planet

In total, JPL has
– Nineteen spacecraft
– Six instruments arrayed across the solar system


JPL at a Glance – Projects

http://www.nasa.gov/centers/jpl/missions/index.html


EVM System Development Timeline


Key Components of EVM System

Education & Training
Implementation
Architecture

• Processes • Roll Out • Curriculum
• Documentation • Cost of • Target
• Tools Implementation Audiences
• Customer • Surveillance • Monitor
Support Program Attendance


Key Components of EVMS – The Process


Processes – Lessons Learned
Define and system engineer your processes
Document your process
Understand and negotiate the interfaces between your
processes, especially when they cross organizational boundaries
– Accounting, Risk Management, Subcontract Management, Material
Management

Beware of Functional Silo’s
– Functional Organizations will sub optimize the end-to-end process
to simplify their own roles

Integrate the Process with the Tools and then run a Pilot


Key Components of EVMS – Documentation


Documentation – Lessons Learned
Utilize outside reviews to strengthen your System Description
– 3rd Party Assessments
– Caltech Audit
– DCMA PAV’s
Include cross walk that maps the EVM Criteria & Guidance to
Systems Description procedures
If possible, provide one, all-inclusive document
– Guidance
– Process
– Procedure
– Responsibilities


Key Components of EVMS – Tools


Tools – Lessons Learned
Form Integrated Product Development Team
– Responsible for Process
– System
– Tools
– Education
– Training
– Surveillance

Provide sufficient end user functionality or they won’t use your
“tools”


User friendly (Excel-friendly front end)
Build business rules into the system
Manage end user expectations with in system limitations
Employ System Engineering
– Requirements Tracking
– Data Flow Diagrams
– Software Management Plan
– System Configuration Management
– Interface Control Documents


Perform adequate testing
– Consider adding a Software Test Engineer to the team
– Develop Test Plans and procedures
– Perform regression testing across software interfaces

Develop Systems Architecture that supports end users
– Cobra, FFE, FFEX: still running on the Desk Top
– 190 Cobra/FFEX Users & 1600+ FFE Users
– Downside: System Configuration issues


Conduct Reviews
– Functional Requirements Review (1)
– System Architecture Review (1)
– Technical Design Reviews (6)
– Critical Design Review (1)
– Delivery to Operations Review (2)
– Tracked Disposition of Requirements tracking
- Mandatory
- Desirable
- Rejected
– If Rejected, Explain WHY?


Review Attendance is Critical
– Who reviewed this thing?
– Stakeholders (Programs & Projects)
– Functional Organizations
– End Users
– Role Players (CAM’s, PEM’s)


Key Components of EVMS – Customer Support

Liaison Support
– Formulation Team
– Institutional Business Systems
– Institutional Exercises
– Institutional Business Issues
Customer Support Group
– End User Support – System/Tool Upgrades, Process issue
resolution
– RMS User Group
– Service Requests
– Work Shops
– Tool Training



RMS Web Site
– System Architecture
– Process Flows
– Systems Description
– User Guides
– System Upgrade release notes


Customer Support – Lessons Learned
Provide job aids to end user’s
– RMS website
– User guides
– Check lists
– Update Instructions (online tutorials)
Communicate system changes to end users (multi-media)
Conduct workshops on complex project management processes
– Estimates-to-complete
– Re-baseline
– Work package planning
– Variance analysis


Customer Support – Lessons Learned
HELP DESK SUPPORT!!!!!!
– Timbuktu (remote capability to take over end user work station)


Key Components of EVMS – Implementation

Implementation
• Typical
Implementation
• Cost of
Implementation
• Surveillance
Program


Typical Implementation
Project Applicability
– Projects over $20M full life-cycle cost (7120.5D)
(excluding launch vehicle)
– Projects entering Phase C/D after October 2003
– Other Projects as requested/ required by NASA
A Life Cycle Process
– Foundational work for resource planning begins with Proposals &
Pre-phase A projects
– Phase A B Transition and early Phase B Projects convert to
Resource Management System for Performance Measurement
Baseline (PMB) development


Typical Implementation
NASA FORMULATION APPROVAL IMPLEMENTATION
Phases Proposal Process
JPL Pre-Phase A: Phase A: Phase B: Phase C: Phase D: Phase E & F
Life Cycle Advanced Mission & Systems Preliminary Design & Build ATLO
Studies Definition Design Operations & Closeout
Phases
Major NASA
MCR SSR MDR PDR CDR SIR FRR PLAR /dr
Reviews
Work Scope WBS to Level 3 WBS to Levels 3-4 WBS Below L-4 RAM

WBS Dictionary WBS Dictionary WBS Dictionary

Schedule Top Level System Level CA / WP Level based on WBS Working Level / Status Measurement

Cost Planning Resource Planning Guidelines

FFE from Schedule

Work WA / SWA based
Authorization on integrated
Scope/Schedule
PMB Grass-Roots Baseline Cost

Performance Performance Measurement Reports
Measurement
EAC

Variance Reports

Corrective Action Plans

Change Revised WBS, Dictionary,
Notes:
Incorporation Schedule, FFE, WA, Baseline
Cost
Subcontract Subcontractor Subcontractor Subcontractor Residual Inventory &
Mgmt EV DRD Evaluation Report Performance Report / Contract close out
Data


Typical Implementation – Cost
Cost Account Manager (CAM) investment
– More intensive planning during Phase B
– Roughly 10% additional CAM time for Analysis & Corrective Action
Planning during Phase C/D
– Business personnel requirements – Phase B/C/D
(Project Business Mgr.*, Project Schedule Analysts, & Project Resource Analysts)

– Total Project Value B/C/D Est. Business Staff
(includes PBM* + PSAs + PRAs)
$500M to $1B 7.0 – 9.0 FTEs Phase B/C/D
$200 to $500M 5.0 – 7.0 FTEs Phase B/C/D
$70 to $200M 4.0 – 5.0 FTEs Phase B/C/D
$25 to $70M 2.0 FTEs Phase B/C/D
– Life-Cycle business staffing profile GUIDELINES & the Procedure for
Estimating Business Staffing is found in JPLRules! (DocID 68053 & 68054)
A Project Business Manager is mandatory for Projects $200M and greater.


Typical Implementation – Support
During Phase B Cost Management Implementation Office
(CMIO) collaborates with Projects in support of EVM
implementation
– Coaching/Mentoring
– Planning guidelines
– Subcontractor flow down of EVM Reporting requirements
– Subcontractor IBR planning & preparation
– Evaluation of baseline plan (Metrics test)


Implementation Support – Lessons
Learned
Provide proposal estimating guidance for Project Business
Management
Liaison support helps transition projects into EVM
Reduces the projects concerns regarding EVM implementation
Lack of liaison support led to critical process failures


Surveillance Program
NASA Life FORMULATION Approval IMPLEMENTATION
Cycle Phases
Pre-Systems Acquisition Systems Acquisition Operations Decommissioning

Project Pre-Phase A: Phase A: Phase B: Phase C: Phase D: Phase E: Phase F:
Life Cycle Concept Concept & Technology Preliminary Design & Final Design & System Assembly, Launch, Operations Decommis-
Phases Studies Development Technology Completion Fabrication Integration and Test & Sustainment sioning

Project KDP A KDP B KDP C KDP E KDP F
Life Cycle KDP D Final Archival
FAD Launch End of Mission of Data
Gates &
Draft PDR
Major Events Level 1

Step 1 & 2
Proposals
ICE ICE
Subcontractor IBR Life Cycle
Phase B &se
C/D Baseline
plan JPL Project
IBRs
Phase C/D
Implementation Surveillance

Independent Performance Assessments
(Monthly)
Independent Cost or Financial
Assessments (Periodic)

ACRONYMS
PDR—Preliminary Design Review
FAD— Formulation Authorization Document
KDP— Key Decision Point


Surveillance Review Process
Planning and kick-off
Data review and analysis
Reporting
– Audit Report including projects corrective actions

Subsequent review actions
– Documented closeout of corrective actions


Surveillance Reviews – Lessons Learned
Surveillance issues must be monitored and assessed
– Process
– System
– Tool
– Education & training
– Practice

Projects corrective actions must be monitored
– Caltech Audit Services provided additional “horse power” for
monitoring and closeout of action items


Education & Training

• Curriculum
• Target
Audiences
• Monitor
Attendance


Curriculum
Executive Management Course
– Executive Council
– Division Management
Cost Planning, Scheduling, Estimating & Performance
Management Course (4.5 days)
– Project Teams (PM, PEM, CAM, PRA/PSA)
– Tailored RMS training for Line Org. Administrators
– 25 Business Management training nearly complete
Integrated Material Management
Project Bus. Mgt Division EVM training modules


Curriculum
Specifically tailored tool training
– FFE
– FFE Power User
– Work Agreement
– Work Agreement Custodian
– Deltek Cobra


Target Audience
Identify project with education & training needs
– Audit requirement (#1 priority)
– Identify future project training requirements (#2 priority)

Identify Cost Account Managers (CAMs)
– List of Priority 1 CAMs
– List of Priority 2 CAMs

Interrogate training records
– Identify training gaps
– Schedule CAMs for class


Monitor Attendance
REQUIRED JPL EVM & MATERIAL MGMT TRAINING for 3X PEMs & CAMs

EVM/Performance Mgmt Workshop (12 Integrated Material Management - A
Hour Course) ( 2 Hour Course)

Cmpltd 8/4/2006 8/8/2006 8/21/2006 Cmpltd
Name Project ORG PEM/CAM Before Mandatory Mandatory Too Late Before 4-Aug 21-Aug 24-Aug 28-Aug
8-Aug Attendance Attendance for Audit 4-Aug

1 GAVIT, SARAH KEPLER 310 CAM X C
2 BROWN, G.M. DAWN 310 PEM X X
3 DURHAM, DAVID M - 101218 AQUAR 310 PEM C C
4 HOLDEN, JAMES R OCO 310 PEM C C
5 GUSKE, PATRICK J OCO 313 CAM C
6 KORDON, MARK A DAWN 313 CAM X
7 SCHIMMELS, KATHRYN A DAWN 313 CAM C* C
8 TALLEY, KEVIN P PHOENIX 313 CAM X C**
9 BUCK, CARL W KEPLER 314 CAM C* C
10 SMITH, ROBERT R DAWN 314 CAM C* C**/C
11 ZAMORA, KATHYA G DAWN 314 CAM C* C**
12 WIRTH, JOHN W - 101290 AQUAR 314 PEM C C
13 BINGHAM, ANDREW W DAWN 315 CAM X C**/C
14 DUBON, LYDIA DAWN 315 CAM X X
15 ELLIOTT, ROBERT G DAWN 315 CAM C C
16 MIYAZONO, CALVIN K DAWN 315 CAM C C
17 MURRAY, ALEXANDER T - 104313 AQUAR 316 CAM X X X
18 GODDARD, JAMES L DAWN 317 CAM X
19 POLANSKEY, CAROL DAWN 317 CAM C* X
20 THOMAS, REID C DAWN 317 CAM X C

21 RAYMOND, CAROL A. DAWN 322 PEM X
22 GAUTIER, THOMAS N KEPLER 326 CAM X C
23 CHAO, YI - 101680 AQUAR 328 PEM X X
24 MILLER, CHARLES E OCO 328 PEM C C


Education – Lessons Learned
Modularize training
– Projects wanted just-in-time training that supported the project’s life
cycle

Soliciting additional Sr. Mgt support to attend courses
Monitoring and status course attendance


EVMS Validation
Progress Assistance Visits
Validation Review Process


Progress Assistance Visits – DCMA
Familiarization with contractor’s EVMS
Assess contractor progress towards compliance with Industry
Guidelines
– Documentation/data review
– Manager interviews

Identify potential problems, clear up misunderstandings
– Discrepancy Reports

Prepare evaluation report
Present findings/recommendations to contractor
Establish date for Initial Validation Review


JPL PAV – Lessons Learned
Joint NASA/DCMA team conducted two PAV’s in preparation for
Validation Review
– JPL would not have achieved Systems Validation without PAV’s
– PAV’s help focus lab management and resources to address
remaining gaps
– PAV Team recommended alternative approaches to satisfy EVMS
criteria


What is a Validation Review
Validation Review process
JPL Validation Review lessons learned


What Is a Validation Review?
Formal recognition of certification by an independent party that a
company’s EVMS meets the ANSI/EIA-748 EVMS Guidelines
Ensure management system development and deployment
meets the intent of the industry guidelines
– For effective and efficient planning and control
– To properly relate cost, schedule ,and technical accomplishment
– To ensure valid, accurate, and timely data


Determine EVMS compliance
– Ensure management system design and operation meets the intent
of the Industry Guidelines
– Assess supplier’s knowledge and use of the EVMS
– Documentation/data review
– Manager interviews
Present findings/recommendations to the supplier
Establish detailed corrective action plan
– For closure of outstanding issues
– For obtaining acceptance
Complete evaluation report


JPL Validation Review – Lessons Learned

Provide logistic support
– Facility for review team
- Power
- Internet access
- Projection
– Schedule and facilitate CAM interviews
CAM interviews
– CMIO team member attended interviews
– Take copious notes
– Team meetings to out brief the days events


JPL Validation Review – Lessons Learned

Resolving Validation Team issues
– Identify any issues early in the review
– Ask for clarification
– Resolve issues prior to Validation Team departure
– Track the closure of all Discrepancy Reports
– Monitor closeout issues


Conclusion
EVMS renders a business process to practice and should not be
confused with a tool installation
Form an Integrated Product Development Team
Define your processes
Pilot Process with the tools – incorporate changes
Develop just-in-time education for the PROCESS and the tools
Perform surveillance and analyze weaknesses – process, tool,
practice, education
EVM – it’s not a job; it’s an Adventure!


Chambers.calvin

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