Solar Probe Plus A NASA Mission to Touch the Sun SPP EVMS and Science Investigation Team...

Solar Probe PlusA NASA Mission to Touch the Sun

SPP EVMS and

Science Investigation Team Participation

Howard Hunter11/15/12


APL Proprietary November 15, 2012

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

2



EVMS Implementation on SPP

Using Microsoft Project 2010Transitioning to a Project Server EnvironmentEVM Pilot ProgramStart March 2013Ramp up for 12 months prior to KDP-C

3



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

4



Project Manager Involvement in the EVMS

Project Manager 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

5



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

6



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

7



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 involved8



Proposed EVMS Architecture

Cobra

ACWPBCWS

wInsightDataWarehouse

BCWP

RMIS

VE – ERP SystemSimplified collaborative multi-user environment

Integration with Manufacturing

Resource Planning System

EVMS Architecture Upgrade

9



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

10


APL Proprietary November 15, 2012 11

Science Investigation Team EVM Process Flow

Prime ContractNNN06AA01C

SubcontractSOW & CDRL

Requirements Flow-down

Matrix

Cost & Schedule Reporting

WBS Detailed

Schedule & Cost Plan

Development

WeightedMilestones

BaselinedCost &

Schedule

ScheduleUpdates

EVM & 533Reports

EV Report& Analysis

EV DataProcessing

Requirements

Management



Key Delivery Dates

MS003 Detailed Schedules

001C Updates X Monthly5th calendar day

of monthX X X X

MS005 Financial Mgmt Rpts

001 533M X Monthly 15th of month X X X X X

002 533Q X Quarterly 15th of month X X X X X

003EVM Reports (EA and EAC per WBS)

X Monthly10th business day of month

X X X

004Baseline Change Request

AAs

RequiredAs generated X X X

Subcontract Data Requirements List SPP PROJECT

REV ADATED 6/17/11

DID NO.

ITEM NO

TITLE OR DESCRIPTION OF

DATAAPPR

FREQOF ISSUE

DATE DUE TO APL

PROJECT PHASES

MatrixA B C D E

12



Monthly Estimated Actuals Report

13

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 $ 250,000 25000 4000 29000 $ 230,000 $ 259,000

222 System Engineering LOE $ 200,000 22000 22000 $ 170,000 $ 192,000

223 Science LOE $ 250,000 12000 4000 16000 $ 240,000 $ 256,000

224 Performance Assurance LOE $ 200,000 10000 10000 $ 125,000 $ 135,000

Hardware Development

22A DPU NRE/EM WMS $ 600,000 60000 60000 $ 575,000 $ 635,000

22B LVPS NRE/EM WMS $ 500,000 55000 55000 $ 465,000 $ 520,000

22C Harness WMS $ 300,000 10000 10000 $ 350,000 $ 360,000

22D Sensor WMS $ 400,000 50000 12000 62000 $ 350,000 $ 412,000

22E Hardare Procurements WMS $ 400,000 30000 7500 37500 $ 380,000 $ 417,500

GSE

22B EGSE NRE/EM WMS $ 100,000 10000 5000 15000 $ 75,000 $ 90,000

225 I&T LOE $ - 0 $ - $ -

422 Spacecraft I&T Support LOE $ - 0 $ - $ -

522 Launch Checkout and Early Orbital Ops LOE $ - 0 $ - $ -

622 Pre Launch Science Support LOE $ - 0 $ - $ -

842 Post Launch Science Support LOE $ - 0 $ - $ -

872 Instrument Ops LOE $ - 0 $ - $ -

Total Phase B $ 3,200,000 $ 284,000 $ 32,500 $ 316,500 $ 2,960,000 $ 3,276,500

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



“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



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



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



APL Process IllustrationTrace Account Discussion

Control Account 3.7.U – PRIO Development and Flight ASICS

(Power Remote Input Output ASIC chip)



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



WBS

WBSNASA WBS Description CAM Group(s)

37H - 37U 06 Avionics Subsystem (PDU) Nichols SEC, SEE, SEI, SEM, SRI, TEA, TEO, TEQ, V IA

37H 06 PDU BB/EM Command/Telemetry Slice (Design, Manuf.,Test) SEE, TEO, TEQ37J 06 PDU BB/EM Power Switching Slice (Design, Manuf., Test) SEC, SEE, TEA, TEO,

TEQ37K 06 PDU BB/EM Capacitor/Relay Slice (Design, Manuf., Test) SEC, SEE, TEO, TEQ37L 06 PDU EM Fuse Modules (Design, Manuf., Test) SEE, TEO, TEQ37Q 06 PDU EM Development (Design, Manuf., Test) SEC, SEE, SEM, TEO,

TEQ37R 06 PDU FM Development (Slice & Box Manuf. Assy & Test) SEE, TEA, TEO, TEQ37T 06 PDU Test Equipment and GSE SEE, SEI, TEA, TEO,

TEQ, VIA37U 06 PRIO Development and Flight ASICs SEC, SEE, SRI, TEA



Work Definition/WBS Dictionary

WBS NASA WBSWBS

Mapping Description WBS Definition37U 06 2.6.10 PRIO Development and Flight ASICs Procure the flight Power Remote Input-Output (PRIO) ASICs.

Includes subcontract cost (NRE and recurring), design review with NASA, update of procurement documents and test vectors (preliminary developed in Phase A), vendor selection and negotiation, and PRIO project engineering, including subcontract monitoring.

WBS Dictionary: A companion document to the WBS that describes the scope for each and every WBS element. The WBS Dictionary covers the entire scope of the project including management and support activities performed as part of the project.



3.7.U Control Account Schedule - Baseline



APL Responsibility Assignment Matrix

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371 Avionics Lead Engineering & Management $340,067 X372 IEM BB/EM GIIF Card - G&C and Instrument Interface Card (Design, Manuf.,Test) $931,980 X377 IEM BB/EM SCIF Card- Spacecraft Interface Card (Design, Manuf. & Test) $99,419 X378 IEM BB/EM Chassis (Design, Manuf.) $143,757 X379 IEM BB/EM Box Development (Design, Assembly, Integration, Test) $322,073 X37C IEM BB/EM/FM Procurement Contract Support (e.g. Processor, SSR, DC/DC Conv., OCXO) $2,534,401 X37E Spacecraft and IEM Test Equipment and GSE (Testbeds, Box and Board GSE) $954,291 X37G PDU Lead Engineering & Management $405,686 X37H PDU BB/EM Command/Telemetry Slice (Design, Manuf.,Test) $518,234 X37J PDU BB/EM Power Switching Slice (Design, Manuf., Test) $232,699 X37K PDU BB/EM Capacitor/Relay Slice (Design, Manuf., Test) $312,092 X37L PDU EM Fuse Modules (Design, Manuf., Test) $65,372 X37Q PDU EM Development (Design, Manuf., Test) $724,195 X37R PDU FM Development (Slice & Box Manuf. Assy & Test) $3,087 X37T PDU Test Equipment and GSE $1,192,096 X37U PRIO Development and Flight ASICs $978,257 X37W TRIO/VRIO BB/EM Development (Design, Manuf., Test, and GSE) $142,579 X

Work Breakdown Structure (WBS)

Organizational BreakdownStructure (OBS)



Work Statement Authorization Document (WSA)



Baseline Change Request Form

Budget



Baseline Change Request Form



3.7.U Control Account Schedule (Updated)



Control Account Plan (CAP)

Program: Description: Approval:IYL01PHB RBSP Phase B Program ManagerRun Date: Status Date: Functional Manager8/6/2008 9:28 6/30/2008 Cost Account Manager

CAM WBS[4] Apr-08 May-08 J un-08 J ul-08 Aug-08 Sep-08 Oct-08 Nov-08 Dec-08 CumulativeNICHOLS

1.3.7.G PDU Lead Engineering & Management BCWS 42,799 54,641 53,927 40,914 39,299 41,183 46,493 36,192 50,239 405,6861.3.7.H PDU BB/EM Command/Telemetry Slice (Design, Manuf.,Test) BCWS 66,240 59,440 62,447 56,363 47,372 52,489 66,666 51,620 55,599 518,2341.3.7.J PDU BB/EM Power Switching Slice (Design, Manuf., Test) BCWS 33,494 29,733 25,271 20,465 14,730 19,237 27,109 32,936 29,723 232,6991.3.7.K PDU BB/EM Capacitor/Relay Slice (Design, Manuf., Test) BCWS 30,053 37,118 31,546 44,947 35,440 31,385 33,444 30,972 37,186 312,0921.3.7.L PDU EM Fuse Modules (Design, Manuf., Test) BCWS 3,588 3,453 3,408 3,430 10,134 12,340 8,782 6,894 13,343 65,3721.3.7.Q PDU EM Development (Design, Manuf., Test) BCWS 83,650 70,899 79,807 84,527 82,856 74,454 96,074 74,956 76,973 724,1951.3.7.R PDU FM Development (Slice & Box Manuf. Assy & Test) BCWS 0 0 0 0 0 0 0 0 3,087 3,0871.3.7.T PDU Test Equipment and GSE BCWS 157,290 117,877 134,075 131,421 133,987 157,052 165,631 102,655 92,108 1,192,0961.3.7.U PRIO Development and Flight ASICs BCWS 182,937 -60,702 42,811 131,634 17,903 99,100 21,188 31,928 17,255 484,054

CAM Totals: BCWS 600,051 312,459 433,292 513,701 381,721 487,240 465,386 368,153 375,513 3,937,516



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

Weighted Tasks




Schedule Status




Earned % = 30.36%

BCWP = 30.36% x $206,784 = $62,780 for Labor



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



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



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

33

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