Princeton Plasma Physics Laboratory Earned Value Management System (EVMS) Overview

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Princeton UniversityPlasma Physics
LaboratoryEVMS Certification ReviewEVMS
Implementation on NSTX-U
Steve Langish October 4 - 6, 2011
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(No Transcript)
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Overview

• Organization
• Planning, Scheduling, and Budgeting
• Accounting Considerations
• Status (outside ANSI/EIA 748)
• Analysis and Management Reports
• Revisions and Data Maintenance

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ANSI 748 Elements
- Understand contract status - Use data for
decision-making
Organization

• - Define the work
• Assign responsibilities
• The Control Account

Assignments made to responsible organizations
Analysis Management Reports
Planning, Scheduling, Budgeting
Maintenance of budget, work, and schedule
relationships
Do not modify past budget or actuals (w/o
permission)
Revisions
- Schedule all work - Authorize all work -
Time-phase the work - Develop cost accounts
- Costs Elements - Cost summarization
All documents properly maintained
Accounting Considerations
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Organization Work Breakdown Structure (WBS)

• The Work Breakdown Structure (WBS) for NSTX
  Upgrade Project can be found the Project
  Execution Plan (PEP).

• A product-oriented, hierarchical outline of all
  work elements required to accomplish the entire
  work scope of the project.
• Each element is decomposed to the Work Package
  level

• This is the total NSTX WBS which the Upgrade
  project follows.
• Not all elements applicable

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Organization Organizational Breakdown Structure
(OBS)

• The Organization Breakdown Structure (OBS) can
  also be found the in the Project Execution Plan
  (PEP).

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Organization Control Account

• All planning, scheduling, budgeting, work
  authorization and cost accumulation occur at the
  Control Account (intersection of WBS/OBS) as
  depicted on Responsibility Assignment Matrix
  (RAM).

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Organization Responsibility Assignment Matrix
NSTX Upgrade Project Responsibility Assignment Matrix NSTX Upgrade Project Responsibility Assignment Matrix NSTX Upgrade Project Responsibility Assignment Matrix NSTX Upgrade Project Responsibility Assignment Matrix NSTX Upgrade Project Responsibility Assignment Matrix NSTX Upgrade Project Responsibility Assignment Matrix NSTX Upgrade Project Responsibility Assignment Matrix NSTX Upgrade Project Responsibility Assignment Matrix NSTX Upgrade Project Responsibility Assignment Matrix NSTX Upgrade Project Responsibility Assignment Matrix NSTX Upgrade Project Responsibility Assignment Matrix NSTX Upgrade Project Responsibility Assignment Matrix NSTX Upgrade Project Responsibility Assignment Matrix NSTX Upgrade Project Responsibility Assignment Matrix NSTX Upgrade Project Responsibility Assignment Matrix NSTX Upgrade Project Responsibility Assignment Matrix
WBS Element WBS Element WBS Element     Organization Breakdown Structure Organization Breakdown Structure Organization Breakdown Structure Organization Breakdown Structure Organization Breakdown Structure Organization Breakdown Structure Organization Breakdown Structure Organization Breakdown Structure Organization Breakdown Structure Organization Breakdown Structure Organization Breakdown Structure
L3 L4 L5 DESCRIPTION Control Account Tresemer Smith Chrzanowski Cropper Stevenson Denault Raki Dudek BAC LOE (K) LOE ()
1.1.0     Project Integrated Model (1000) 1000               X 385 193 50
1.1.1     Center Stack Upgrade (1001) 1001 X               2,169 0 0
1.1.1     Passive Plate Analysis and Upgrade Activity (1002) 1002               X 251 0 0
1.1.2     Vacuum Vessel and Support Structure (1200) 1200   X             3,554 0 0
1.1.3     Center Stack Upgrade Project Design Support (1300) 1300     X           1,063 1,063 100
  1.1.3.2   Outer Toroidal Field Coils (1301) 1301     X           338 0 0
    1.1.3.3.1 Center Stack TF Inner Legs/Bundle(1304) 1304     X           2,595 0 0
    1.1.3.3.1 TF Joint Stand and Performance Test (1303) 1303                 353 0 0
    1.1.3.3.2 Ohmic Heating Solenoid (1305) 1305     X           4,556 211 5
    1.1.3.3.3 Inner PF Coils (1306) 1306     X           669 0 0
    1.1.3.3.4 Center Stack Casing Job (1307) 1307     X           904 0 0
    1.1.3.3.4 Center Stack Assembly (1302) 1302     X           990 0 0
    1.1.3.3.4 Center Stack Magnets Systems 1310     Closed           442 0 0

• This is not the entire RAM

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ANSI 748 Elements

• - Define the work
• Assign responsibilities
• The Control Account

- Understand contract status - Use data for
decision-making
Organization
Assignments made to responsible organizations
Analysis Management Reports
Planning, Scheduling, Budgeting
Maintenance of budget, work, and schedule
relationships
Do not modify past budget or actuals (w/o
permission)
Revisions
- Schedule all work - Authorize all work -
Time-phase the work - Develop cost accounts
- Costs Elements - Cost summarization
All documents properly maintained
Accounting Considerations
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Planning, Scheduling BudgetingWork
Authorization

• Control Account Plan (CAM Notebook Tab 2)
  includes the following items
• Authorization Document (WAD)
• Resource Loaded Schedule (Primavera)
• Work Approval Form (WAF) Estimates, Risk,
  contingency etc. (On-line interactive Excel
  worksheet designed for CAMs)
• WBS Dictionary
• Budgeted Cost per month

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Planning, Scheduling Budgeting WAFs

• Work is laid out in discrete WPs/PPs
• Estimated
• Sequenced
• Interdependancies
• Time phasing
• Risk/Contingency estimates
• Review/Approval
• Completed by the CAM ( Job Manager) for each
  Control Account (Job)

Tab A Cover/Approval Page
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Planning, Scheduling Budgeting WAFs
Tab B Cost Schedule Estimate
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Planning, Scheduling Budgeting WAFs
Tab C Risk and Uncertainty
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Planning, Scheduling Budgeting WAFs
Tab D MS Detail
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Schedule Process
ENG-053 WAF Review
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Planning, Scheduling, and BudgetingResource
Loaded Schedule (Primavera)

• Resource loaded schedule with sequenced work and
  task interdependencies.
• This is result of WAF/WAD process.

Explain each of these columns
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Planning, Scheduling, and Budgeting Milestones

• PEP Milestones shown in the project schedule.
  Level 1 and 2 Milestones shown.

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Planning, Scheduling, and Budgeting Critical
Path
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Planning, Scheduling, and BudgetingTime-phased
Budget (from Cobra)
k/month
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Planning, Scheduling, and BudgetingEarned Value
Techniques

• Earned Value (EV) or Budgeted Cost of Work
  Performed (BCWP) is earned according to the
  Earned Value Technique assigned to the Work
  Package (Activity).
• Discrete (typically used EVTs on NSTX-U)
• 0/100 (All EV earned when WP is completed)
• 50/50 (50 earned when started, 50 earned when
  finished most future tasks lt 40 days are 50/50)
• Complete (incremental earned based on
  assessment)
• Non-discrete
• Level of Effort (LOE)

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ANSI 748 Elements

• - Define the work
• Assign responsibilities
• The Control Account

- Understand contract status - Use data for
decision-making
Organization
Assignments made to responsible organizations
Analysis Management Reports
Planning, Scheduling, Budgeting
Maintenance of budget, work, and schedule
relationships
Do not modify past budget or actuals (w/o
permission)
Revisions
- Schedule all work - Authorize all work -
Time-phase the work - Develop cost accounts
- Costs Elements - Cost summarization
All documents properly maintained
Accounting Considerations
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Accounting Considerations Timesheets

• Primary vehicle for recording labor costs is via
  the Timesheet Systems
• Report total time

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Accounting Considerations Job Cost Reports
Control Account Numbers Job Numbers

• Total monthly cost for the CA by expense element
• direct expenses 1x,2x,3x, 4x
• indirect expenses 5x,6x

• Costs are captured on Job Cost Reports
• Labor (hours) by skill and name
• Subcontracts/Requisitions
• RFBA process used to correct errors (ref
  Accounting Manual Tony Bleach)
• CAMs receive a copy of Job Cost Report before
  Monthly Status Meeting. (also available on-line
  for all of PPPL)

Procurements
x labor rate
Labor (hours)
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Accounting Considerations Rates

• Loaded rates were used in the development of the
  Primavera P3 schedule.
• Based upon standard PPPL labor, overhead and
  escalation rates. Vetted by budget office.
• Indirect Overhead rates controlled by the
  Budget office (ref Budget Office Manual- Marie
  Iseicz)
• P3 rates then transferred to Cobra

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Accounting ConsiderationsSubcontracts with EV
Flow-down

• The earned value flow-down subcontracts are
  generally high dollar value high-risk
  subcontracts. These subcontracts require careful
  planning prior to solicitation and award. The
  solicitation (RFP) or Memorandum of Understanding
  (MOU) must include the proper language and the
  subcontract the appropriate contract clauses,
  including full description of the reporting
  requirements. The reporting requirements include
  monthly earned value, and performance reporting
  from the subcontractor to PPPL. Requirements for
  reporting are described in the Request for
  Proposal (RFP) and formalized in the contract.

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Monthly Statusing
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Status Monthly Calendar
Monthly EVMS calendar posted at the bottom of the
CAM notebook web site
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StatusInitiation Email
Job Number Activity ID Activity Name EVMS Rule Act. Comp Updated Comp Forecast Finish ETC-EAC Change BL Start BL Finish
7100 CS7000031 FY2011 Project Management A 82.4 10/01/2010 09/30/2011
7100 CS7000031G FY2011 General Arrangement Drawings A 82.4 10/01/2010 09/30/2011
7100 CS7000031R FY2011 Project Reviews A 82.4 10/01/2010 09/30/2011
7100 CS7000041 FY2012 Project Mangement A 0 10/03/2011 09/28/2012
7100 CS7000041G FY2012 General Arrangement Drawings A 0 10/03/2011 09/28/2012
7100 CS7000041R FY2012 Project Reviews A 0 10/03/2011 09/28/2012
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Status Monthly Status Process
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Status EVMS Data Flow
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ANSI 748 Elements

• - Define the work
• Assign responsibilities
• The Control Account

- Understand contract status - Use data for
decision-making
Organization
Assignments made to responsible organizations
Analysis Management Reports
Planning, Scheduling, Budgeting
Maintenance of budget, work, and schedule
relationships
Do not modify past budget or actuals (w/o
permission)
Revisions
- Schedule all work - Authorize all work -
Time-phase the work - Develop cost accounts
- Costs Elements - Cost summarization
All documents properly maintained
Accounting Considerations
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Analysis Management ReportsContract
Performance Reports (CPR Formats 1,2,3)
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Analysis Mngmt Reports PPPLs CPR Format 2
Type Report
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Analysis Management ReportsFormat 5
Explanations Problem Analyses

• Thresholds are specified in the PEP
• Variance reported when any WBS Level 2 cumulative
  to date variance exceeds
• SV 10 AND gt50K or any impact on any DOE Level
  1 or 2 Milestone
• CV 10 AND gt50K
• Upcoming PEP draft makes above a bit less
  restrictive
• CAM for Control Account which is driving the
  variance prepares analysis report (this has been
  added to draft change being made to PEP)
• Project Manager may also choose to request a VAR
  for further variance explanation/analysis

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Variance Reporting Process
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Analysis Management ReportsFormat 5
Explanations Problem Analyses
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Analysis Management Reports Estimate at
Complete

• PPPL PMSD (Procedure 8 Monthly Status Reporting)
  indicates the following for ETC
• On a monthly basis, the CAM shall review the
  Estimate to Complete (ETC) for the elements of
  their control account. If, in the judgment of
  the CAM, the current ETC does not accurately
  reflect the cost for the remaining work in the
  control account, the CAM develops a new estimate
  and submits it to the Project Manager. CAMs
  should include in the ETC any cost variances to
  date as well as estimates for known pending
  changes and mitigation of known risks.

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Analysis Management Reports Estimate at
Complete

• Bottoms up estimate required every 6 months by
  PEP
• Last completed in June
• Monthly EAC/ETC updates gathered in monthly
  update/status meetings

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Analysis Management ReportsJune Bottoms Up
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ANSI 748 Elements

• - Define the work
• Assign responsibilities
• The Control Account

- Understand contract status - Use data for
decision-making
Organization
Assignments made to responsible organizations
Analysis Management Reports
Planning, Scheduling, Budgeting
Maintenance of budget, work, and schedule
relationships
Do not modify past budget or actuals (w/o
permission)
Revisions
- Schedule all work - Authorize all work -
Time-phase the work - Develop cost accounts
- Costs Elements - Cost summarization
All documents properly maintained
Accounting Considerations
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Revisions Data Maintenance Change Control
Process
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Revisions Data MaintenanceChange Control
Thresholds

• Thresholds are specified in the PEP

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Revisions Data MaintenanceEngineering Change
Proposals (ECPs)

• Procedure NSTXU-PROC-001 NSTXU Configuration
  Control is the vehicle to incorporate authorized
  changes in budgets and schedules.

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Revisions Data MaintenanceEngineering Change
Proposals (ECPs) Log
NSTXU-ECP- WBS Control Account Description of Change Approval Level In K Contract Budget Base (CBB) Contract Budget Base (CBB) Contingency Contingency Total Project Cost (TPC) Total Project Cost (TPC)
NSTXU-ECP- WBS Control Account Description of Change Date Level In K Contract Budget Base (CBB) Contract Budget Base (CBB) Contingency Contingency Total Project Cost (TPC) Total Project Cost (TPC)
              Increase/ Balance Increase/ Balance Increase/ Balance
              Decrease Balance Decrease Balance Decrease Balance
1 1.7.1.5 7700/7710 Combine CA 7700 7710 into one CA (7710) Direct Allocations 25-Apr-11 3 0 0 77,317 0 16,992 0 94,309
2 1.6 6100 Move the Baseline Start date for task 6100-0041 to 12 April 2012 8-Jun-11 3 0 0 77,317 0 16,992 0 94,309
3 1.6 6100 Reduce man-hours on task 6100-0041. Add this budget as MS in task 6100-0049D 19-Sep-11 3 0 0 77,317 0 16,992 0 94,309
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http//nstx-upgrade.pppl.gov/Engineering/ProjectSt
atus/Configuration_Control/ECPindex.htm
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CAM Notebooks

• http//www-local.pppl.gov/EVMS/CAMNB/INDEX.htm

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Questions ???

• Questions