1. PROJECT MANAGEMENT CONTROL SYSTEM (PMCS) AT SLAC Jeff Chan, SLAC April 24, 2002
PMCS Approach
- Past and Current Projects
- System Requirements (External)
- PEP-II MSR Results (PMCS Certification)
PMCS Baseline Development
PMCS Data Flow Model
Execution and Control
Lessons Learned
LCLS DOE Review, April 24, 2002
Jeff Chan, SLAC

2. PMCS Approach (Methodology)
The PMCS System and methodology is modeled after the B-Factory PMCS
Utilize personnel experienced with the B-Factory PMCS system for both implementation and execution. More importantly several of the key system managers (and Project Management) have direct experience with the system
LCLS DOE Review, April 24, 2002
Jeff Chan, SLAC

3. PMCS Approach (Projects and Requirements)
Past and Current Projects
B-FACTORY Project (PEP-II and BaBar)
SPEAR 3 Project
GLAST-LAT Project
SYSTEM Requirements
D.O.E. Order “Program and Project Management” (formerly D.O.E Order 4700)
EIA-748 “Earned Value Management Systems” (formerly C/SCSC)
LCLS DOE Review, April 24, 2002
Jeff Chan, SLAC

4. PMCS Approach (MSR) PEP-II Management Systems Review
“The PMCS is currently under development and has made excellent progress to date”
“ The CPM based schedule is the core of the PMCS and will satisfy or exceed the requirements of the D.O.E. notice ”
The review team gained a high level of confidence in the PMCS staff who demonstrated a thorough knowledge of project controls as well as their practical application”
The current staff has been exemplary in setting up the WBS schedules in the PMCS…The decision to buy the software instead of developing it was a sound one”
LCLS DOE Review, April 24, 2002
Jeff Chan, SLAC

5. PMCS Approach (MSR) Noteworthy Practice
“ The critical path method based schedule is the core of the PMCS. Time phased budget development and earned value oriented updates are performed on the schedule (Primavera Project Planner) and electronically transferred to the cost processor (Cobra). This type of schedule focus is rare if not unprecedented within the D.O.E complex and is worthy of commendation.”
LCLS DOE Review, April 24, 2002
Jeff Chan, SLAC

6. PMCS Approach (D.O.E Award)
SLAC WINS D.O.E. AWARD for PROJECT MANAGEMENT
“ On Oct. 17 the Department of Energy honored the Stanford Linear Accelerator Center with a year 2000 award for the program and project management. The award acknowledged the on-time, on-budget completion of the $293M B-Factory Project. The Project comprised of two major construction efforts: a two ring accelerator complex built by a collaboration of SLAC, Lawrence Berkeley National Laboratory and Lawrence Livermore National Laboratory, and a 1,200-ton particle detector built by a consortium of nine nations. . . “
LCLS DOE Review, April 24, 2002
Jeff Chan, SLAC

7. PMCS Baseline Development
Schedule (Plan for the Plan)
Baseline Development
Step 1 Detailed Schedule Development
Step 2 Schedule Integration
Step 3 Establish the Performance Measurement Baseline
Step 4 Funding Reconciliation
Step 5 Integrate the Cost and Schedule Baseline
LCLS DOE Review, April 24, 2002
Jeff Chan, SLAC

8. PMCS Baseline Development (Plan for the Plan)
LCLS DOE Review, April 24, 2002
Jeff Chan, SLAC

9. PMCS Baseline Development
STEP 1 – Detailed Schedule Development
100% of scope covered
Simplest approach is to schedule the WBS
Logic-driven schedule networks
Consistent use of calendars, units and resources for reliable calculations
Identify interfaces (Needs and Avails) with other systems
Proper activity coding for reporting and summarization
LCLS DOE Review, April 24, 2002
Jeff Chan, SLAC

10. PMCS Baseline Development
STEP 2 – Schedule Integration
Radiator
Design
Tracker
4.1.4
Calorimeter
4.1.5
ACD
4.1.6
Project
Complete
Inst Integ & Test
4.1.9
6 Months
AVAIL
Test
Fab
Mechanical Systems
Mechanical Systems
Grid
Procurement
Fabrication
Electronics
4.1.7
Science Analysis
Software
4.1.D
IOC
4.1.B
NEED
LCLS DOE Review, April 24, 2002
Jeff Chan, SLAC

11. PMCS Baseline Development
STEP 3 – Establishing the PMB
Develop the work packages
Cost load the schedule to establish the budget and obligation profiles
Identify performance measurement techniques
STEP 4 – Funding Reconciliation
Typically, the ‘bottoms-up’ plan yields a different funding requirement than what has already been established from the ‘Top-down’, requiring schedule iterations
Identify and correct funding issues at lowest level of detail plan fit within the existing funding constraints
LCLS DOE Review, April 24, 2002
Jeff Chan, SLAC

12. PMCS Baseline Development
STEP 5 – Integrate Cost/Schedule Baseline
LCLS DOE Review, April 24, 2002
Jeff Chan, SLAC

13. Integrated Cost/Schedule Database
PMCS Data Flow Model
Accounting
Systems
Cost
Estimate
wInsight
Perf Analyzer
Reports for
Mgmt/DOE
Cobra
PMB Baseline
Primavera Integrated Project Schedule (IPS)
Integrated Cost/Schedule Database
Status
Worksheets
CCB Actions
LCLS DOE Review, April 24, 2002
Jeff Chan, SLAC

14. Integrated Cost/Schedule Database
PMCS Data Flow Model
4. Actual cost and commitments are collected, via code of accounts, at the 5th or 6th level of the WBS
1. The cost estimating information was transferred to Primavera for initial budget & obligation time-phasing
Accounting
Systems
Cost
Estimate
5. Accounting files are transferred electronically to the PMCS group and imported into Cobra
wInsight
Perf Analyzer
Reports for
Mgmt/DOE
Cobra
PMB Baseline
2. Progress information is gathered from the system managers and input into the scheduling system for baseline variance and critical path analysis
Primavera Integrated Project Schedule (IPS)
6. Technical/Cost/Schedule Baseline changes are controlled and documented through the change control process
3. Progress information is transferred from the scheduling system into the cost processor for Earned Value calculations
Integrated Cost/Schedule Database
Status
Worksheets
CCB Actions
LCLS DOE Review, April 24, 2002
Jeff Chan, SLAC

15. Execution and Control Monthly Reporting Contents
Cost Drill Down Approach
Top Level SPA Chart
Cost Report – WBS Level 2 (C/SSR)
System Level Cost Report – WBS Level 3
Work Package Detail Cost Report
Detailed Accounting Report
Schedule Drill Down Approach
Top Level Cost Report – WBS Level 2
Detailed Schedule Report
Traditional Schedule Analysis
Critical Path, Detailed Baseline Schedule Variance Comparison, Milestone Chart
LCLS DOE Review, April 24, 2002
Jeff Chan, SLAC

16. Execution and Control (SPA Chart)
Status thru Apr ‘00
Earned Value Schedule variance is beginning to exhibit a general behind schedule condition (approx. 2 mos.) resulting largely from a deliberate slowdown due to the new funding schedule
Cost variance is slightly positive
LCLS DOE Review, April 24, 2002
Jeff Chan, SLAC

17. Execution and Control ( Top Level Cost Report)
Cost Variance Identified
LCLS DOE Review, April 24, 2002
Jeff Chan, SLAC

18. Execution and Control (System Level Cost Report)
Major contributor found
LCLS DOE Review, April 24, 2002
Jeff Chan, SLAC

19. Execution and Control (Work Package Detail Cost Rpt)
Work Package determined
LCLS DOE Review, April 24, 2002
Jeff Chan, SLAC

20. Execution and Control (Detailed Accounting Report)
Detail Accounting Info
LCLS DOE Review, April 24, 2002
Jeff Chan, SLAC

21. Execution and Control (Detailed Accounting Report)
Source of cost
LCLS DOE Review, April 24, 2002
Jeff Chan, SLAC

22. Execution and Control (Top Level Cost Report)
Schedule Variance Identified
LCLS DOE Review, April 24, 2002
Jeff Chan, SLAC

23. Execution and Control (System Level Cost Report)
Major contributors found
LCLS DOE Review, April 24, 2002
Jeff Chan, SLAC

24. Execution and Control (Work Package Detail Cost Rpt)
Work Packages determined
LCLS DOE Review, April 24, 2002
Jeff Chan, SLAC

25. Execution and Control (Detailed Schedule Report)
Current schedule late compared to baseline target schedule
LCLS DOE Review, April 24, 2002
Jeff Chan, SLAC

26. Execution and Control (Milestone Chart)
Nine of twenty-two DOE milestones have been achieved
All of the milestones scheduled to complete by June have been met
LCLS DOE Review, April 24, 2002
Jeff Chan, SLAC

27. Execution and Control (Critical Path)
LCLS DOE Review, April 24, 2002
Jeff Chan, SLAC

28. Execution and Control (Performance Analysis)
LCLS DOE Review, April 24, 2002
Jeff Chan, SLAC

29. Execution and Control (CCB)
CCB Process
Prepare project scope change request form (tech description, cost evaluation and schedule impact)
Approve and incorporate changes to the baseline
Document the change – CCB Log Example
LCLS DOE Review, April 24, 2002
Jeff Chan, SLAC

30. PMCS Summary (Lessons Learned)
Cost Effective Factors
PMCS team members skilled in both cost and schedule “no duplication of duties” as in traditional organizations.
Detailed analysis of current and future PMCS requirements
Software selection based upon successful experiences
“NO FALSE STARTS”
Implementation Success Due to
“No Tolerance” approach by top management
Technical team willing to take ownership of schedule and cost
Discipline approach by PMCS team
Development of formal needs analysis and adoption of formal methodologies by management team
LCLS DOE Review, April 24, 2002
Jeff Chan, SLAC