DOCSLIB.ORG

Earned Value Management Plan

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Earned Value Management Plan Earned Value Management Plan EARNED VALUE MANAGEMENT PLAN Version 4-06-P Document Control Number 1005-00000 2010-08-24 Consortium for Ocean Leadership 1201 New York Ave NW, 4th Floor, Washington DC 20005 www.OceanLeadership.org in Cooperation with University of California, San Diego University of Washington Woods Hole Oceanographic Institution Oregon State University Scripps Institution of Oceanography Earned Value Management Plan Document Control Sheet Version Description 4-06-P Public version Note: This document has been edited to remove information that is considered confidential and/or sensitive to ongoing or future financial negotiations for OOI procurements. Information removed has been replaced by the insertion of “[redacted]”. Ver 4-06-P 1005-00000 i Earned Value Management Plan Table of Contents 1 Introduction ............................................................................................................................... 1 1.1 Document Purpose ........................................................................................................ 1 1.2 Document Audience ....................................................................................................... 1 2 Earned Value Management ...................................................................................................... 2 2.1 ANSI 748-B EVMS Standard ......................................................................................... 2 2.2 Work Breakdown Structure (WBS) ................................................................................. 2 2.3 Work Breakdown Structure Dictionary (WBS Dictionary) ............................................... 3 2.4 Integrated Master Schedule (IMS) ................................................................................. 3 2.5 Control Account (CA) ..................................................................................................... 3 2.6 Work Package (WP) ....................................................................................................... 3 2.6.1 Work Packages – Discrete .................................................................................... 3 2.6.2 Work Packages – Level of Effort (LOE) ................................................................ 4 2.7 Task ............................................................................................................................... 4 2.8 Performance Measurement Baseline (PMB) .................................................................. 4 2.9 Budgeted Cost for Work Scheduled (BCWS) ................................................................. 4 2.10 Budgeted Cost for Work Performed (BCWP) ............................................................ 4 2.11 Actual Cost of Work Performed (ACWP) ................................................................... 4 2.12 Estimate to Complete (ETC) ...................................................................................... 5 2.13 Budget at Complete (BAC) ........................................................................................ 5 2.14 Estimate at Complete (EAC) ...................................................................................... 5 2.15 Earned Value Methodology Metrics ........................................................................... 5 2.16 Format 1 Cost Performance Report (CPR Format 1) ................................................ 5 2.17 Format 5 Cost Performance Report (CPR Format 5) ................................................ 6 2.18 Over Target Baseline (OTB) ...................................................................................... 6 2.19 Re-Planning Techniques ........................................................................................... 6 2.20 Bill of Materials (BoM) ................................................................................................ 6 3 OOI EVM Policies ..................................................................................................................... 7 3.1 EVM Process Area: Organization ................................................................................. 7 3.1.1 OOI EVM Policies – WBS ...................................................................................... 7 3.1.2 OOI EVM Policies – Process ................................................................................. 7 3.1.3 OOI EVM Policies - Integration.............................................................................. 7 3.2 EVM Process Area: Planning, Scheduling & Budgeting ............................................... 8 3.2.1 OOI EVM Policies – Planning ................................................................................ 8 3.2.2 OOI EVM Policies – Scheduling ............................................................................ 8 3.2.3 OOI EVM Policies – Budgeting ............................................................................. 9 3.3 EVM Process Area: Accounting .................................................................................... 9 3.3.1 OOI EVM Policies – Actual Costs .......................................................................... 9 3.3.2 OOI EVM Policies – Estimated Costs.................................................................. 10 3.3.3 OOI EVM Policies – Material Actual Costs .......................................................... 10 3.4 EVM Process Area: Analysis ...................................................................................... 10 3.4.1 OOI EVM Policy – Analysis ................................................................................. 10 3.4.2 OOI EVM Policy – Earning Value ........................................................................ 11 3.4.3 OOI EVM Policy – Estimates-to-Complete .......................................................... 11 3.4.4 OOI EVM Policy – Reporting ............................................................................... 11 Ver 4-06-P 1005-00000 ii Earned Value Management Plan 3.5 EVM Process Area: Revisions & Data Maintenance ................................................... 12 4 OOI EVMS Roles & Responsibilities ....................................................................................... 13 4.1 OOI Project Manager ................................................................................................... 13 4.2 IO Project Manager ...................................................................................................... 13 4.3 OOI Master Scheduler ................................................................................................. 13 4.4 IO Financial Analyst ..................................................................................................... 13 4.5 IO Scheduler ................................................................................................................ 14 4.6 IO EV Manager ............................................................................................................ 14 4.7 IO Control Account Manager ........................................................................................ 14 5 OOI Earned Value Management Infrastructure ...................................................................... 15 5.1 Microsoft Project Server ............................................................................................... 17 5.2 Microsoft Project Professional ...................................................................................... 17 5.3 OOI Cost Book ............................................................................................................. 17 5.4 Deltek Cobra ................................................................................................................ 17 5.5 forProject ...................................................................................................................... 17 5.5.1 Update forProject ................................................................................................. 17 5.5.2 Export forProject .................................................................................................. 18 5.6 IO Accounting Systems ................................................................................................ 18 5.7 Deltek wInsight ............................................................................................................. 18 5.8 Software Components by Role .................................................................................... 18 5.9 Future State Consideration .......................................................................................... 19 5.9.1 Cost Book ............................................................................................................ 19 5.9.2 Cobra v5.0 ........................................................................................................... 19 6 OOI EVM Processes ............................................................................................................... 20 6.1 OOI Baseline Development Process ............................................................................ 20 6.1.1 OOI Baseline Development Process ................................................................... 20 6.1.2 OOI Baseline Development Process (Planned Evolution) .................................. 21 6.2 OOI EVM Schedule Status Update Process ................................................................ 22 6.3 OOI EVM Cost Update Process
Load more

Recommended publications
  • Managing the Configuration of Information Systems with a Focus on Security
    MANAGING THE CONFIGURATION OF INFORMATION SYSTEMS WITH A FOCUS ON SECURITY Shirley Radack, Editor Computer Security Division Information Technology Laboratory National Institute of Standards and Technology U.S. Department of Commerce Organizations have to make frequent changes to their information systems in order to implement new and updated hardware and software components, correct software flaws and other errors, address new security threats, and adapt to changing business objectives. These constant changes result in adjustments being made to the configuration of information systems; these activities could have an impact on the security of the systems and operations. In developing information systems, organizations employ many components that can be interconnected in different arrangements to meet the organization’s business, mission, and information security needs. To protect information systems and information, organizations need techniques for the secure configuration, operation, and management of system components, including mainframes, workstations, servers, networks, operating systems, middleware, and applications, and for the management and control of risks to systems and information. The Information Technology Laboratory (ITL) at the National Institute of Standards and Technology (NIST) has issued a new guide to help organizations develop a well-defined process for managing and controlling secure system configurations, and for managing risks in information systems. NIST Special Publication 800-128, Guide to Security- Focused
    [Show full text]
  • Business Rule Based Configuration Management and Software System Implementation Using Decision Tables
    Business Rule Based Configuration Management and Software System Implementation Using Decision Tables Olegas Vasilecas, Aidas Smaizys Vilnius Gediminas Technical University, Sauletekio av. 11, LT-10223 Vilnius, Lithuania [email protected], [email protected] Abstract. Deployment and customization of the software in different information systems of separate organizations challenge large requirement conformity, project and specification management, design and architecture complexity, code integration, compatibility and interoperability issues, frequently causing the need of reengineering through the entire all the system development lifecycle. The paper proposes new business rule based method of information system configuration management and automated way of configuration implementation into the final software system code. 1 Introduction Business systems are functioning according to business rules in specific business domain. Due to dynamic of its nature, business environment is changing frequently according to internal and external influences such as changes in law, new competition etc. [1]. However Business rules (BR) of particular problem domain are similar in several organizations but they are never applied the same way even they depend on the same legal regulations. Production and implementation of such a software system into the large amount of slightly different information systems of separate organizations challenge large requirement conformity, project and specification management, design and architecture complexity,
    [Show full text]
  • Earned Value Management (EVM) System Description
    NASA/SP-2019-3704 Earned Value Management (EVM) System Description National Aeronautics and Space Administration November 1, 2019 Electronic copies are available from: NASA STI Program: https://wwww.sti.nasa.gov NASA STI Information Desk: [email protected]/ (757) 864-9658 Write to: NASA STI Information Desk Mail Stop 148 NASA Langley Research Center Hampton, VA 23681-2199 NASA Engineering Network (NEN) at https://nen.nasa.gov/web/pm/ (inside the NASA firewall only). OCFO-SID EVM Homepage at https://community.max.gov/dis- play/NASA/Earned+Value+Management+HOMEPAGE (inside the NASA firewall only) RECORD OF REVISIONS R E DESCRIPTION DATE V Basic Issue November 2013 1 Incorporate IPMR, ANSI/EIA-748 reference change March 2016 2 Added EVM reciprocity, scalability and new EVM $250M threshold January 2018 Added SMD Class-D EVMS Deviation, revised Intra-Agency Work Agree- ment EVM requirements, updated links, updated NASA EVMS requirements 3 September 2019 thresholds chart, deleted special publication numbers from references, cor- rected Data Requirements Description acronym, minor edits, etc. NASA EVM System Description ii ii TABLE OF CONTENTS P.1 Purpose ............................................................................................................ vi P.2 Applicability ..................................................................................................... vii P.3 Authority .......................................................................................................... vii P.4 References .....................................................................................................
    [Show full text]
  • ITIL Asset and Configuration Management in the Cloud
    ITIL Asset and Configuration Management in the Cloud January 2017 © 2017, Amazon Web Services, Inc. or its affiliates. All rights reserved. Notices This document is provided for informational purposes only. It represents AWS’s current product offerings and practices as of the date of issue of this document, which are subject to change without notice. Customers are responsible for making their own independent assessment of the information in this document and any use of AWS’s products or services, each of which is provided “as is” without warranty of any kind, whether express or implied. This document does not create any warranties, representations, contractual commitments, conditions or assurances from AWS, its affiliates, suppliers or licensors. The responsibilities and liabilities of AWS to its customers are controlled by AWS agreements, and this document is not part of, nor does it modify, any agreement between AWS and its customers. Contents Introduction 1 What Is ITIL? 1 AWS Cloud Adoption Framework 2 Asset and Configuration Management in the Cloud 3 Asset and Configuration Management and AWS CAF 5 Impact on Financial Management 5 Creating a Configuration Management Database 6 Managing the Configuration Lifecycle in the Cloud 8 Conclusion 9 Contributors 10 Abstract Cloud initiatives require more than just the right technology. They also must be supported by organizational changes, such as people and process changes. This paper is intended for IT service management (ITSM) professionals who are supporting a hybrid cloud environment that leverages AWS. It outlines best practices for asset and configuration management, a key area in the IT Infrastructure Library (ITIL), on the AWS cloud platform.
    [Show full text]
  • Earned Value Management Best Practices
    WHITE PAPER Earned Value Management Best Practices CONTENTS BACKGROUND BEST PRACTICES FOR EVMS USE Earned Value Management (EVM), a mainstay of When it comes to using an EVMS, most Best Practices for EVMS Use ..............................1 major government project management, has organizations follow a learning curve. The now caught the imagination of government IT purpose of this paper is to help organizations Use an EVMS Description professionals as well as those in the private flatten the curve, arming them with EVMS best and Keep it Up to sector. This has happened because EVM offers, practices. These best practices are broken down Date ...................................1 for the first time, an “apples to apples” into five guideline areas: Use EVMS on Every methodology for understanding how projects Project ..............................2 are progressing in relation to the original • EVMS description When to Use EVMS on funding and scope. It is a systematic approach a Program .................3 to planning, measuring, and forecasting a • EVMS use Building a Work project and a tool in the project manager’s Breakdown Structure toolbox for successfully completing an assigned • Work Breakdown Structure (WBS) and (WBS) ..............................3 project. Control Account WBS and Control Account Earned Value Management Systems (EVMS) are • Cost and schedule integration Guidelines ................3 required by the Office of Management and Budget for federal agencies and by contract on • Earned Value calculation Defining a Control Account ....................4 major systems acquistions done by the U.S. Government and some foreign governments. USE AN EVMS DESCRIPTION AND KEEP IT Cost and Schedule They are also part of the Project Management UP TO DATE Integration Institute’s Project Management Body of The system description provides an Guidelines ........................4 Knowledge (PMI PMBOK) and are used by many understanding of each activity required to meet Earned Value Calculation civilian organizations.
    [Show full text]
  • Earned Value Management: What Is It? Who Needs
    Franklin Training Group EARNED VALUE MANAGEMENT: WHAT IS IT? WHO NEEDS IT? Capturing Opportunities for Performance Excellence Earned Value Management 1 Chet Franklin ASQ 711 July 2008 What is EVM? Franklin Training Group • EVM; Earned Value Management • For the management of projects • It is called: – A concept – A discipline – An approach – A program • A set of tools Capturing Opportunities for Performance Excellence Earned Value Management 2 Chet Franklin ASQ 711 July 2008 Who needs it? Franklin Training Group • No one NEEDS it • Who can use it? – Program Managers – Project Managers – Project Teams – Budget Analysts – Planners Capturing Opportunities for Performance Excellence Earned Value Management 3 Chet Franklin ASQ 711 July 2008 Project Managers Need Franklin Training Group • Plan – What is to be done? – When is it to be done? – What will it cost? • Tracking – What has been done? – When was it done? – What did it cost? Capturing Opportunities for Performance Excellence Earned Value Management 4 Chet Franklin ASQ 711 July 2008 What will EVM do? Franklin Training Group • Provide Project Status – Financial performance – Schedule performance • Provide information – Identify risks – Predict future performance • Financial – Cost-to-Complete • Schedule – Variance from plan Capturing Opportunities for Performance Excellence Earned Value Management 5 Chet Franklin ASQ 711 July 2008 Is EVM New? Franklin Training Group • NO! • The basic concepts? – They’ve been around for a 100 years, or so – PVA (Planned Value of Work Accomplished) – BCWP
    [Show full text]
  • Software Project Monitoring and Control
    Module 12 Software Project Monitoring and Control Version 2 CSE IIT, Kharagpur Lesson 31 Risk Management and Software Configuration Management Version 2 CSE IIT, Kharagpur Specific Instructional Objectives At the end of this lesson the student would be able to: • Identify the main categories of risks which can affect a software project. • Explain how to assess a project risk. • Identify the main strategies to plan for risk containment. • Explain what risk leverage is. • Explain how to handle the risk of schedule slippage. • Explain what is meant by configuration of a software product. • Differentiate among release, version and revision of a software product. • Explain the necessity of software configuration management. • Identify the principal activities of software configuration management. • Identify the activities carried out during configuration identification. • Identify the activities carried out during configuration control. • Identify the popular configuration management tools. Risk management A software project can be affected by a large variety of risks. In order to be able to systematically identify the important risks which might affect a software project, it is necessary to categorize risks into different classes. The project manager can then examine which risks from each class are relevant to the project. There are three main categories of risks which can affect a software project: Project risks. Project risks concern varies forms of budgetary, schedule, personnel, resource, and customer-related problems. An important project risk is schedule slippage. Since, software is intangible, it is very difficult to monitor and control a software project. It is very difficult to control something which cannot be seen. For any manufacturing project, such as manufacturing of cars, the project manager can see the product taking shape.
    [Show full text]
  • Quality Assurance and Configuration Management
    Quality Assurance and Configuration Management Energy, Climate, & Sandia National Laboratories implements quality assurance and configuration Infrastructure Security systems essential to the control and traceability of modeling used to demonstrate regulatory compliance. Introduction agencies, including, most significantly, the U.S. Nuclear Regulatory Commission Sandia National Laboratories has a long and the U.S. Environmental Protection history of involvement in significant Agency, as well as various federal, state, national programs directed at solving and other organizations. Among more the national problem of managing the notable successes of this work has been disposal of various forms of nuclear the adaptation of quality assurance wastes. These involvements include to activities sponsored largely by the significant responsibility on the Waste U.S. Department of Energy involved Isolation Pilot Plant (WIPP), the Yucca in the characterization, selection, and Mountain Site Characterization Project performance analyses associated with (YMP), the Hanford Tank Waste programs involving nuclear waste Remediation System (TWRS), and management. Quality assurance the Greater Confinement Disposal requirements originated from a need to (GCD) programs. In addition, control and assure the quality of nuclear Sandia has also played major roles power plant design, construction, and in nuclear waste transportation, operations; modifying these concepts and in several environmental for application to scientific investigation remediation and restoration and characterization activities was a programs, including those at Fernald, necessary and beneficial effort that Ohio, and Hanford, Washington. has proven successful for nuclear waste A key to the success of our activities management. on these programs, particularly for Decades of experience under the WIPP, YMP, TWRS, and GCD, was the scrutiny of independent audits, development and application of quality identifying quality deficiencies, and assurance for program activities.
    [Show full text]
  • Service Asset and Configuration Management (SACM/CMDB) Process
    Service Transition SERVICE ASSET AND CONFIGURATION MANAGEMENT PROCESS VERSION: 4.3 REVISION DATE: February 23, 2017 Service Transition USER GUIDE Service Asset and Configuration Management Process 4.3 | 02/23/2017 Contents Section 1. Introduction ......................................................................................... 1 1.1 Purpose .............................................................................................. 1 1.2 Goal .................................................................................................... 1 1.3 Overview ............................................................................................ 1 1.4 Key Relationships with other processes ........................................ 2 1.5 Definitions .......................................................................................... 2 Section 2. Roles and Responsibilities .................................................................. 4 2.1 Process Owner/Configuration Manager ......................................... 4 2.2 Configuration Item Class Owner ..................................................... 4 2.3 Configuration Item Class Administrator ......................................... 4 2.4 Configuration Item Company Administrator .................................. 5 2.5 IT Service Continuity Management (ITSCM) Role......................... 5 2.6 IT Staff ................................................................................................ 5 2.7 ITSM Product Manager ....................................................................
    [Show full text]
  • 2. Configuration Management
    Computer Science and Software Engineering University of Wisconsin - Platteville 2. Configuration Management Yan Shi SE 3730 / CS 5730 Lecture Notes Outline . What is configuration management? — Identification — Change control — Status accounting — Audit and review . CM techniques and practices — lock-modify-unlock — copy-modify-merge — RCS — branching — deltas . CM tools Why is CM needed? . ``This worked yesterday and doesn't work now.” What happened? . ``The user manual says to do this, but when I do it, something different happens.'' Which is correct, the manual or the code? Why was one changed? . ``The code changes that I made last week are no longer in the code.” What happened to the fix? Who changed the code and Why? . ``The listing doesn't match what the program does!'' Which is correct? . ``Did the bug get fixed in this copy, too?'' Why is CM needed? . Control the changes — Versions of documents need to be combined to form a product, or configuration — With many people working on many files, inconsistencies can occur . Required for testing — We must know and control what source was used to produce a software system in order to know what is being tested — We need to be able to build and rebuild a software system reliably . Reduce the quality cost — https://www.youtube.com/watch?v=Ij1yDpfZI8Q CM CONCEPTS AND COMPONENTS What is Configuration Management? . Software CM is a discipline for managing the evolution of software systems throughout all stages of the software life cycle. SCM is a component of SQA system. — Infrastructure component — Organizational framework . SQA teams are often required to take the responsibility of managing the CM system.
    [Show full text]
  • Control Account Manger (CAM)/ Earned Value Management System (EVMS) Training 1
    Control Account Manger (CAM)/ Earned Value Management System (EVMS) Training 1 Introduction to EVM Organization, Planning, Scheduling, Budgeting, and Accounting Considerations Steve Langish Overview Covering The Basics – Introduction to EVMS Web Page/Contents – What Is Earned Value Management (EVM) – Why Use EVM – The EVM Process & How It AliApplies To You Heavy Detail On The Front – Organization – Planning, Scheduling, & Budgeting – Accounting Considerations Light Detail On The End (For This Session) – Analysis & Management Reports – Revisions Summary & What ‘s Up Next Time At The End For Questions & Throughout 2 PPPL’s EVMS Web Page http://www‐local. pppl. gov/EVMS/ 3 What Is EVM? Definition – Earned Value Management (EVM) Is A Project Management Technique For Measuring Project Progress In An Objective Manner – A Systematic Approach To The Integration & Measurement Of Cost, Schedule, & Technical (Scope) Accomplishments On A Project Application – Work Is Planned, Budgeted, & Scheduled In Time‐Phased Increments To Achieve This – Takes Into Consideration Risk, Uncertainties, & Assumptions – Involves Project Managers, Control Account Managers, Contractors, Customers, etc Objective – Encourage The Use Of Effective Internal Cost & Schedule Management Controls – Allow Timely Data For Determining Product‐Oriented Status 4 Why Use EVM? Who Wants To Babysit Every Line In A Schedule Of This Size? – Management By Exception ‐ Provides Early Warning Of Performance Problems – Trip Wires Via Thresholds – Using All Views Instead Of Driving
    [Show full text]
  • A Guide to Configuration Management for Intelligent Transportation Systems
    A Guide to Configuration Management for Intelligent Transportation Systems April 2002 Prepared for Intelligent Transportation Systems Joint Program Office US Department of Transportation By Mitretek Systems, Inc. FHWA-OP-02-048 EDL #13622 Technical Report Documentation Page 1. Report No. 2. Government Accession No. 3. Recipient's Catalog No. FHWA-OP-02-048 4. Title and Subtitle 5. Report Date April 2002 A Guide to Configuration Management for Intelligent Transportation 6. Performing Organization Code Systems 7. Author(s) 8. Performing Organization Report No. Paul J. Gonzalez 9. Performing Organization Name and Address 10. Work Unit No. (TRAIS) Mitretek Systems, Inc. 11. Contract or Grant No. 600 Maryland Avenue, SW, Suite 755 DTFH61-00-C-00001 Washington, DC 20024 12. Sponsoring Agency Name and Address 13. Type of Report and Period Covered Department of Transportation Intelligent Transportation Systems Joint Program Office 400 Seventh Street, SW – Room 3416 Washington, DC 20590 14. Sponsoring Agency Code HOIT 15. Supplementary Notes William S. Jones – Task Manager 16. Abstract This monograph is one of a series intended to introduce the topic of systems engineering to managers and staff working on transportation systems projects, with particular emphasis on Intelligent Transportation Systems (ITS) projects. Systems engineering is a discipline that has been used for over 50 years and has its roots in the building of large, complex systems for the Department of Defense. Systems engineering is an approach to building systems that enhances the quality of the end result and the expectation is that its application to transportation systems projects will make those projects more effective in developing and implementing the systems they are intended to build.
    [Show full text]