1. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 1 Project Management Cost and Schedule Nadine Kurita ANSI/EIA-748-A Standard for Earned Value Management Systems Organization Planning, scheduling and budgeting Accounting considerations Analysis and management reports Revisions and data management (not covered) EVMS surveillance ANSI/EIA-748-A Standard for Earned Value Management Systems Organization Planning, scheduling and budgeting Accounting considerations Analysis and management reports Revisions and data management (not covered) EVMS surveillance

2. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 2 Contributers Patricia Mast (LCLS, Aim Corporation - Deltek) Jeff Chan (LCLS, Aim Corporation - Deltek) Patricia Mast (LCLS, Aim Corporation - Deltek) Jeff Chan (LCLS, Aim Corporation - Deltek)

3. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 3 EVMS Organization J. Hastings Project Director N. Kurita Chief Engineer WBS 1.4 XCS N. Kurita – acting WBS 1.2 XPP R. Pope WBS 1.3 CXI J.C. Castagna - acting WBS 1.5 Diagnostics N. Kurita WBS 1.6 Controls & Data System G. Haller PMCS B. Foyt – Project Manager H. Leung Organizational Breakdown Structure (OBS)

4. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 4 EVMS Organization Work Breakdown Structure (WBS)

5. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 5 EVMS Organization Responsibility Assignment Matrix In process Responsibility Assignment Matrix In process

6. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 6 Planning, Scheduling and Budgeting (2) Earned value performance. LUSI Project Management Cost & Schedule (PMCS) system is based on, B-Factory Project - 2000 Award for the Program and Project Management SPEAR3 – 2004 Secretary's Excellence in Acquisition Award GLAST LCLS 60% CAMS previous experience in PEP-II,SPEAR3, GLAST and/or LCLS System requirements D.O.E. Order 413.3A “Program and Project Management” ANSI/EIA-748-A Standard for Earned Value Management Systems Earned value performance. LUSI Project Management Cost & Schedule (PMCS) system is based on, B-Factory Project - 2000 Award for the Program and Project Management SPEAR3 – 2004 Secretary's Excellence in Acquisition Award GLAST LCLS 60% CAMS previous experience in PEP-II,SPEAR3, GLAST and/or LCLS System requirements D.O.E. Order 413.3A “Program and Project Management” ANSI/EIA-748-A Standard for Earned Value Management Systems

7. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 7 Planning, Scheduling and Budgeting Documentation LCLS 1.1-018 Control Account and Work Package Planning LCLS 1.1-020 Project Schedule LCLS 1.1-021 Cost Estimating LCLS 1.1-015 Earned Value Management System Description Documentation LCLS 1.1-018 Control Account and Work Package Planning LCLS 1.1-020 Project Schedule LCLS 1.1-021 Cost Estimating LCLS 1.1-015 Earned Value Management System Description

8. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 8 Cost Estimate PMCS CAM Chief Engineer Project Director

9. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 9 Detailed Cost Estimate Report (DCE) Product – sample report

10. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 10 Project Schedule PMCS CAM Chief Engineer Project Director DOE SSO

11. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 11 Project Schedule PMCS CAM Chief Engineer Project Director DOE SSO

12. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 12 Milestone Hierarchy Defined Level 1, 2, 3 and 4 Milestones Level 1 controlled by DOE HQ Level 2 controlled by DOE Stanford Site Office Level 3 controlled by LUSI Project Director Level 4 controlled by System Manager Level 1-3 Milestones are under formal CCB control Defined Level 1, 2, 3 and 4 Milestones Level 1 controlled by DOE HQ Level 2 controlled by DOE Stanford Site Office Level 3 controlled by LUSI Project Director Level 4 controlled by System Manager Level 1-3 Milestones are under formal CCB control

13. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 13 Work Authorization

14. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 14 Resource Loaded Schedules Integrate schedules

15. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 15 Accounting Considerations All financial transactions are documented, approved, and recorded properly in the financial accounting system on a consistent and timely basis in accordance with Generally Accepted Accounting Principles (GAAP) and applicable Cost Accounting Standards. Actual costs are collected from the financial accounting systems and imported into the EVMS each month. Actuals are collected in the EVMS in four basic cost elements Labor Non-Labor (materials, Subcontracts, etc) Shops Travel Direct and indirect costs are recorded in a manner consistent with the budgets. All financial transactions are documented, approved, and recorded properly in the financial accounting system on a consistent and timely basis in accordance with Generally Accepted Accounting Principles (GAAP) and applicable Cost Accounting Standards. Actual costs are collected from the financial accounting systems and imported into the EVMS each month. Actuals are collected in the EVMS in four basic cost elements Labor Non-Labor (materials, Subcontracts, etc) Shops Travel Direct and indirect costs are recorded in a manner consistent with the budgets.

16. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 16 Analysis and Management Reports Documentation LCLS 1.1-015 Earned Value Management System Description LCLS 1.1-022 Monthly Status and Reporting Documentation LCLS 1.1-015 Earned Value Management System Description LCLS 1.1-022 Monthly Status and Reporting

17. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 17 Monthly Status and Reporting PMCS CAM Chief Engineer Project Director

18. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 18 Monthly Status and Reporting PMCS CAM Chief Engineer Project Director

19. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 19 CPR Drilldown (Level 2)

20. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 20 CPR Drilldown (Level 3)

21. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 21 CPR Drilldown (CA Level)

22. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 22 CPR Drilldown (Milestone Level)

23. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 23 CPR Drilldown (Labor Detail)

24. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 24 CPR Drilldown (Cost Detail)

25. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 25 Variance Analysis Form

26. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 26 LCLS PMCS Utilities (The Hammer)

27. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 27 BCWS, BCWP,ACWP Report (SPA)

28. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 28 Obligation Report (OSCUM)

29. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 29 Total Float Report Level 3 milestones

30. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 30 4. Actual cost and commitments are collected, via code of accounts, at the 3 rd or 4th level of the WBS 1. The cost estimating information was transferred to Primavera for initial budget & obligation time- phasing 2. Progress information is gathered from the CAMS and input into the scheduling system for baseline variance and critical path analysis 3. Progress information is transferred from the scheduling system into the cost processor for Earned Value calculations 5. Accounting files are transferred electronically to the PMCS group and imported into Cobra. Reconciled every month. 6. Technical/Cost/Schedule Baseline changes are controlled and documented through the change control process 7. Utility tools for CAMS and management. View Gant charts, plot performance, trending reports, CPR drilldown

31. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 31 Surveillance Continuous self assessment is performed by the project director, and project controls personnel, who are trained in the correct use of the LCLS EVMS, and are held accountable for proper implementation. Conduct external audit yearly LCLS 1.1-024 Surveillance of EVMS Continuous self assessment is performed by the project director, and project controls personnel, who are trained in the correct use of the LCLS EVMS, and are held accountable for proper implementation. Conduct external audit yearly LCLS 1.1-024 Surveillance of EVMS

32. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 32 Summary Consistent with the 32 critical criteria as described in ANSI/EIA- 748-A Applying the existing LCLS documentation for Planning, scheduling and budgeting Accounting considerations Analysis and management reports Revisions and data management PMCS staff is from LCLS CAMS have experience with PMCS – training will continue to ensure compliance with the ANSI standard Have a detailed resource loaded schedule for CD4a deliverables Detailed resource loaded schedule for the remainder items in process Need to work on the interface with partner labs LUSI staff is ready to baseline the project! Consistent with the 32 critical criteria as described in ANSI/EIA- 748-A Applying the existing LCLS documentation for Planning, scheduling and budgeting Accounting considerations Analysis and management reports Revisions and data management PMCS staff is from LCLS CAMS have experience with PMCS – training will continue to ensure compliance with the ANSI standard Have a detailed resource loaded schedule for CD4a deliverables Detailed resource loaded schedule for the remainder items in process Need to work on the interface with partner labs LUSI staff is ready to baseline the project!

33. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 33 End of Presentation

34. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 34 Execution and Control Project Office 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 System Level Cost Report – WBS Level 3 Work Package Detail Cost Report Detailed Schedule Report Traditional Schedule Analysis Critical Path, Detailed Baseline Schedule Variance Comparison, Milestone Chart Project Office 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 System Level Cost Report – WBS Level 3 Work Package Detail Cost Report Detailed Schedule Report Traditional Schedule Analysis Critical Path, Detailed Baseline Schedule Variance Comparison, Milestone Chart

35. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 35

36. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 36 Revisions and Data Management Documentation LCLS 1.1-015 Earned Value Management System Description LCLS 1.1-019 Change Control Documentation LCLS 1.1-015 Earned Value Management System Description LCLS 1.1-019 Change Control

37. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 37 Revisions and Data Management Level 4 up to 100K, system Level 3, project office

38. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 38 CCB Presentations PBCR presentations to the CCB will address the following; Background Problem Solution Other Solutions Considered Stakeholders Review Other System Managers, Int/Inst, QA, Accel Team, QA, Linac Dept Hd (if applicable) Impact of this BCR (technical, resources, funding, etc.) Must this come from contingency? Any impact to L2 or L3 milestones? Integrated Schedule Analysis Impact of not approving this BCR Affected drawings, parts or requirements Is there anything else we should know? PBCR presentations to the CCB will address the following; Background Problem Solution Other Solutions Considered Stakeholders Review Other System Managers, Int/Inst, QA, Accel Team, QA, Linac Dept Hd (if applicable) Impact of this BCR (technical, resources, funding, etc.) Must this come from contingency? Any impact to L2 or L3 milestones? Integrated Schedule Analysis Impact of not approving this BCR Affected drawings, parts or requirements Is there anything else we should know?

39. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 39 Revisions and Data Management

40. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 40 BCR Form

41. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 41 Revisions and Data Management

42. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 42 Approval Thresholds

43. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 43

44. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 44 Resource Breakdown Structure 1 2 3 4 5 1 2 3 4 5 1 2 3 RBS - BE WBS FUND

45. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 45 Accounting Considerations Direct and indirect costs can be summarized from control accounts into the WBS without allocation of a single control account to more than one WBS element. Direct and indirect costs can be summarized by the project’s organizational elements without allocation of a single control account to more than one organizational element. Indirect costs are applied to each project at the current approved annual rates. Encumbrances are recognized at the point an approved order is placed. Equipment and material costs enter the general ledger through the accounts payable system. Retroactive adjustments to previously reported actual costs are prohibited. Adjustments are reported monthly, consistent with GAAP. Direct and indirect costs can be summarized from control accounts into the WBS without allocation of a single control account to more than one WBS element. Direct and indirect costs can be summarized by the project’s organizational elements without allocation of a single control account to more than one organizational element. Indirect costs are applied to each project at the current approved annual rates. Encumbrances are recognized at the point an approved order is placed. Equipment and material costs enter the general ledger through the accounts payable system. Retroactive adjustments to previously reported actual costs are prohibited. Adjustments are reported monthly, consistent with GAAP.

46. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 46 More on reporting

47. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 47 Milestone Dictionary

48. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 48 Responsibility Assignment Matrix (RAM)

49. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 49 Corrective Action Log

50. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 50 Estimate at Complete (EAC)

51. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 51 Risk Registry

52. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 52 CCB Log of Proposed BCRs

53. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 53

54. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 54 PMCS Baseline Development 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 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

55. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 55 PMCS Baseline Development (2) STEP 1 – Detailed Schedule Development 100% of scope covered for CXI and XPP 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 STEP 1 – Detailed Schedule Development 100% of scope covered for CXI and XPP 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

56. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 56 PMCS Baseline Development (3) 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 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

57. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 57 PMCS Baseline Development (4) STEP 5 – Integrate Cost/Schedule Baseline

58. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 58 Resource Breakdown Structure 1 2 3 4 5 1 2 3 4 5 1 2 3 RBS - BE WBS FUND

59. Nadine Kurita kurita@slac.stanford.edu LUSI DOE Review July 23, 2007 PMCS 59 Green : CPI or SPI between 0.90 and 1.15 Yellow: CPI or SPI between 0.85 and 0.89 Red: CPI or SPI below 0.85 or above 1.25 Blue: CPI or SPI between 1.16 and 1.25 The ones that aren't shaded in are variances that are less than $10,000 (too small to worry about). These thresholds (except for the Blue one) are the same as the PARS System thresholds. We require our CAMs to write VARs for all reds, yellows and blues at WBS level 3. Green : CPI or SPI between 0.90 and 1.15 Yellow: CPI or SPI between 0.85 and 0.89 Red: CPI or SPI below 0.85 or above 1.25 Blue: CPI or SPI between 1.16 and 1.25 The ones that aren't shaded in are variances that are less than $10,000 (too small to worry about). These thresholds (except for the Blue one) are the same as the PARS System thresholds. We require our CAMs to write VARs for all reds, yellows and blues at WBS level 3.