1. SPP EVMS and Science Investigation Team Participation
Howard Hunter
11/15/12

2. Agenda
EVMS Implementation on SPP
CAM Responsibility
Project Manager (PM) Involvement
Monthly EV Feedback
Monthly EV Workflow Cycle
Integrated Baseline Review
JHU/APL EVMS Architecture
Science Investigation Team (SIT) Participation
Illustrative Trace Example
Science Investigation Team EVM Challenges
EVMS Going Forward

3. EVMS Implementation on SPP
Using Microsoft Project 2010
Transitioning to a Project Server Environment
EVM Pilot Program
Start March 2013
Ramp up for 12 months prior to KDP-C

4. CAM Responsibility for EVM
Integrated point of responsibility – Organizational Breakdown Structure & Work Breakdown Structure intersection
Establish and maintain the schedule and budget (Budgeted Cost for Work Scheduled — BCWS)
Report performance / assess earned value (Budget Cost for Work Performed — BCWP)
Monitor all costs charged to the control account (Actual Cost of Work Performed — ACWP)
Generate an Estimate at Completion (EAC) quarterly via Op Plan update
Perform variance analysis
Develop and implement corrective action(s), as required

5. Project Manager Involvement in the EVMS
PM is the single point of integrated responsibility for technical, schedule and cost performance
EVMS provides PM with a consistent, standard framework for assessing project performance
EVMS provides PM a sound program management tool that generates data in a format enabling management by exception
EVMS provides the PM with early detection of problems, enabling the PM to understand the potential cost and schedule impact of a problem(s) and be able to correct the problem(s) prior to it becoming a major issue
PM responsible for review, acceptance and sign-off of the Operating Plan and Variance Analysis Reports
PM signs off on final monthly EV data submittal to sponsor

6. Monthly EV Feedback Schedule status update
Negative slack or potential project impacts will be discussed immediately with the CAM and PM
Reporting threshold at Control Account level
Thresholds set for SV and/or CV at $25k +/- current, $50k +/- cumulative, $100k +/- VAC
If the CAM is unable to explain the reason for a variance, the CAM and/or Science Investigation Team will be asked to participate in the explanation process
Cause, Impact, Corrective Action
Contract Performance Reporting
Monthly review to be held with sponsor

7. Monthly EV Workflow Cycle
Week 1
Cutoff for Cost & Schedule Baseline as well as WBS & WBS Dictionary changes; MS Project schedules statused including final BCW”P”; preliminary accounting data available
Science Investigation Team schedule updated and forwarded to JHU/APL monthly (by the 5th calendar day of the month)
Week 2
First run of EV data. Contract Performance Reports delivered internally. Estimated actuals due (based on SUBC preliminary accounting data). Queries run on schedule and cost data. Initial analysis completed. Op Plan delivered to CAM. Identify required VAR
Science Investigation Team estimated actuals report at WBS level submitted by 10th business day of the month
Week 3
Project teams prepare and review VAR. Review final CPR and VAR with JHU/APL CAM
Science Investigation Team participate in VAR process - called in on an exception basis
Week 4
JHU/APL reporting to sponsor delivered electronically

8. Integrated Baseline Review
Demonstrate an adequate baseline at the Mission level
Assure the technical content of SPP defined work is consistent with the Statement of Work
Demonstrate the relationship of planned effort with the IMS
Cost and schedule integration
Assess the sufficiency and time-phasing of resource budgets
Assure that objective meaningful earned value methods are used
Documentation
Responsibility Assignment Matrix (RAM)
Integrated Master Schedule (IMS - master through detail)
Control Account Plan (CAP)
Work Breakdown Structure (WBS)/WBS Dictionary
Project Management Control System for the EVMS
Assure the identification of significant technical, schedule and cost risks
All Subsystems and Science Investigation Teams involved

9. EVMS Architecture Upgrade
Proposed EVMS Architecture
RMIS
ACWP
BCWS
Data
Warehouse
Cobra
wInsight
Integration with Manufacturing Resource Planning System
BCWP
VE – ERP System
Simplified collaborative multi-user environment

10. Science Investigation Team Participation
Capable of working with JHU/APL to meet the intent of the guidelines
Define the authorized work elements (WBS) for the project
Develop a schedule that reflects the key contractual requirements, significant decision points and key milestones
Provide a logical link from where the work is being performed to project level (vertical dependencies)
Provide for identification of product-oriented interdependencies supporting contractual effort (horizontal dependencies)
Maintain a time-phased budget baseline – Performance Measurement Baseline (PMB)
Establish a project baseline summary of the time-phased budgets for all control accounts plus applicable indirect budgets
Record direct costs in a manner consistent with the budgets
Ensure accumulation of costs is consistent with the way the work is planned and budgeted in the EVMS
Provide JHU/APL a monthly estimated actuals report
Actuals – 533
Estimated Actuals – for work completed but not yet hitting the ledger
Provide JHU/APL with a Milestone Schedule (IMS)
The establishment of the IMS and weighted M/S allows JHU/APL to have the ability to accurately measure performance (Budgeted Cost of Work Performed – BCWP)
JHU/APL and the Science Investigation Teams have worked together to determine the proper level of granularity for the establishment of these milestones
Work with the CAM to provide a Variance Analysis Report (VAR) for any cost, schedule or at completion variance exceeding the established variance thresholds

11. Science Investigation Team EVM Process Flow
Requirements
Prime Contract
NNN06AA01C
Subcontract
SOW & CDRL
Requirements
Flow-down
Matrix
Cost &
Schedule
Reporting
Development
WBS
Detailed
Schedule &
Cost Plan
Weighted
Milestones
Baselined
Cost &
Schedule
Management
Schedule
Updates
EVM & 533
Reports
EV Data
Processing
EV Report
& Analysis

12. TITLE OR DESCRIPTION OF DATA
Key Delivery Dates
Subcontract Data Requirements List
SPP PROJECT
REV A
DATED
6/17/11
DID NO.
ITEM NO
TITLE OR DESCRIPTION OF DATA
APPR
FREQ
OF ISSUE
DATE DUE
TO APL
PROJECT PHASES
Matrix A B C D E
MS003
Detailed Schedules
001C
Updates X
Monthly
5th calendar day of month
MS005
Financial Mgmt Rpts
001
533M
15th of month
002
533Q
Quarterly
003
EVM Reports (EA and EAC per WBS)
10th business day of month
004
Baseline Change Request A
As Required
As generated

13. Monthly Estimated Actuals Report
Work Completed
Work Remaining
Total Work
Note 1
Note 2
Note 3
Note 4
Note 5
WBS
Description
EV Type
Phase B Budgeted Cost
Actual Cost to Date (E)
Accrued Cost (F)
Total Estimated Cost to Date (E+F)
Estimate to Complete [ETC] (H)
Estimate at Completion [EAC] (G+H)
22*
Instrument X
221
Technical Management
LOE
$ ,000
25000
4000
29000
$ ,000
$ ,000
222
System Engineering
$ ,000
22000
$ ,000
$ ,000
223
Science
12000
16000
$ ,000
$ ,000
224
Performance Assurance
10000
$ ,000
$ ,000
Hardware Development
22A
DPU NRE/EM
WMS
$ ,000
60000
$ ,000
$ ,000
22B
LVPS NRE/EM
$ ,000
55000
$ ,000
$ ,000
22C
Harness
$ ,000
$ ,000
$ ,000
22D
Sensor
$ ,000
50000
62000
$ ,000
22E
Hardare Procurements
30000
7500
37500
$ ,000
$ ,500
GSE
EGSE NRE/EM
$ ,000
5000
15000
$ ,000
$ ,000
225
I&T $ $
422
Spacecraft I&T Support
522
Launch Checkout and Early Orbital Ops
622
Pre Launch Science Support
842
Post Launch Science Support
872
Instrument Ops
Total Phase B
$ 3,200,000
$ ,000
$ 32,500
$ ,500
$ ,960,000
$ ,276,500
Note 1 - Cumulative actual costs expensed in General Ledger through current reporting period (even though the General Ledger may be behind)
Note 2 - An expense that has occurred but the transaction has not been entered in the accounting records
Note 3 - Total of cumulative actuals plus total accrued costs
Note 4 - The expected cost needed to complete all of the remaining work for a control account whether the expected costs have been budgeted or not
Note 5 - Total estimated cost to date plus estimated cost to complete

14. “EV Capable” – Goal for Science Investigation Team
Capable of working with JHU/APL to meet the intent of the guidelines
Define the authorized work elements for the project (WBS)
Schedule that reflects the key contractual requirements, significant decision points and key milestones
Logical link from where the work is being performed to project level (vertical dependencies)
Provide for identification of product oriented interdependencies supporting contractual effort (horizontal dependencies)
Maintain a time phased budget baseline - PMB
Project baseline summary of the time phased budgets for all control accounts plus applicable indirect budgets
Record direct costs in a manner consistent with the budgets
Accumulation of costs is consistent with the way the work is planned and budgeted in the EVMS

15. Budget Allocation
Budget flows from the Contract Task Order Award into the project CTC and ultimately, its Control Accounts
The Project Manager identifies any Management Reserve, which is held at the Project level
The CAM budget is recorded in the WSA
The CAM’s and Project Manager’s signatures on the WSA reflect its nature as an “internal contract”— a commitment by the PM to provide that much support, and by the CAM to do the work for that amount

16. Work Planning and Resource Allocation
The CA work is further detailed into Work Packages
Work Packages are then defined by Subcontractors’ resources
Labor
Materials/Procurements
Other Direct Charges (ODCs)
Travel
The Activities are assigned an EV type according to the type of work, duration, and the way it can be measured. Discrete methods are used wherever possible
Consistent with the SOW, a bottom-up BOE was developed based on the technical understanding of the work. A resource estimate was developed to include:
Labor resources allocated by month
ODCs time-phased
Subcontracts/subcontractors are identified and incorporated through established JHU/APL processes

17. APL Process Illustration Trace Account Discussion
Control Account 3.7.U – PRIO Development and Flight ASICS
(Power Remote Input Output ASIC chip)

18. Process Overview Planning WBS Work Definition/WBS Dictionary
Baseline Schedule
Budget Allocation
RAM
Work Planning & Resource Allocation
Resource Allocation
Baseline Control – BCR, Log, Schedule update
Performance Measurement
Execution
Cost Performance Reporting
Variance Analysis and Corrective Action Planning
Review
Management Review

19. WBS

20. Work Definition/WBS Dictionary

21. 3.7.U Control Account Schedule - Baseline

22. APL Responsibility Assignment Matrix

23. Work Statement Authorization Document (WSA)

24. Baseline Change Request Form
Budget

25. Baseline Change Request Form

26. 3.7.U Control Account Schedule (Updated)

27. Control Account Plan (CAP)

28. 3.7.U LABR Control Account Schedule Status (through 6/30)
Weighted Tasks

29. 3.7.U LABR Control Account Schedule Status (through 6/30)

30. 3.7.U LABR Control Account Schedule Status (through 6/30)
Earned % = 30.36%
BCWP = 30.36% x $206,784 = $62,780 for Labor

31. Variance Analysis Report (VAR)
Required when CV,SV, or VAC exceed variance thresholds
Required at the Control Account level, can be done at higher levels
Memo for the record
Not cheap when done properly
More expensive when done poorly

32. Science Investigation Team EVM Challenges
Start-up hurdles
Understanding the capabilities of the financial system at each institution
Learning curve for each institution and their major subcontractors
Setting up weighted milestones that are appropriate for each team which provide enough insight to produce useful EV data
Short turn-around time for processing and analyzing data
Procurements lag time into the system
Invoicing lag time

33. EVMS - Going Forward
Continue working on implementation for SPP. Current efforts include:
Setting up control logs (CBB, MR, UB & BCR form)
Working with Instrument Providers to set up IMS, weighted M/S, Est. Actuals
Meeting with Instrument Providers at their facilities
Finishing the IMS for Phase B
Initiate workshop-type formats for CAM training
Training Group Supervisors and CAMs
Setting up VAR workshops
Finalize testing of subcontractor and material performance methodology