EVMS Update And Refresher Training
EVMS Annual RefresherTrainingApril 2013
Training Purpose This training is provided as part of the Fermilab Officeof Project Management Oversight EVMS trainingseries.– Refresher of basic concepts– Refresher training required annually for CAMs and ProjectOffice personnel performing EVM– Review issues (CARs and CIOs) identified duringSurveillances/Reviews of the FRA EVMS (March 2012)– Attendance of this training will be recorded in Fermilab TRAINdatabase and become part of your training recordEVMS Annual Refresher Training, April 2013Page 22
FRA EVMS Basics RefresherEVMS Annual Refresher Training, April 2013Page 3
FRA EVMS Refresher Outline EVMS Concepts– EVMS based on ANSI 748b and DOE O413.3B– Basic components of ANSI standard are: Organization Planning, Budgeting, Scheduling Accounting Considerations Analysis and Management Reports Revisions and Data MaintenanceEVMS Annual Refresher Training, April 2013Page 4
FRA EVMS Documents Fermilab projects are under FRA EVM System– Documentation found e.htm– System Description, 8 implementing procedures, desktopinstructionsEVMS Annual Refresher Training, April 2013Page 5
EVMS Data ElementsEVMS Annual Refresher Training, April 2013Page 6
OrganizationWork Breakdown Structuredeveloped with a product-orientedfocusWBS Dictionary defines the scopeof each WBS elementEVMS Annual Refresher Training, April 2013Page 7
OrganizationOrganizational Breakdown Structure is established to ensure theproject’s scope of work can be efficiently managed (likely to includecollaborating institutionsEVMS Annual Refresher Training, April 2013Page 8
OrganizationResponsibility AssignmentMatrix establishes the keycontrol points (ControlAccounts) and the managersof the entire project scopeEVMS Annual Refresher Training, April 2013Page 9
Planning, Scheduling and Budgeting A key part of baseline planning is establishing the projectassumptions– This should be initially documented early in the project, andevolve as time progresses.Schedule development is a iterative process among theCAM, Functional Managers, Project Controls and theProject ManagerWork packages and planning packages– Work should be planned into detailed planning packageswhere possible, otherwise, use planning packages toestablish a budget, but not work details. Details are to be inBoEs.Risk management is an integral part of the planningprocess and is key driver in establishing cost and schedulemanagement reserve and contingencyA consistent approach should be used in developing anddocumenting cost estimates across a projectEVMS Annual Refresher Training, April 2013Page 10
Planning, Scheduling and Budgeting Setting a baseline– Establishes point at which formal change control to the cost, schedule, andtechnical baseline will start - Project Internal Baseline (Between CD-1/CD-2)– Earned value reporting to DOE must begin at CD-2 and data is uploaded to PARSII for projects 20M.Work Authorization– Work must be authorized from the Project Manager to the CAMS before it begins– Work authorization documentation contains Scope Schedule Time-phased budget (Control Account Plan)Work sent to collaborators requires– Memorandum of Understanding (MOU) documentingexpected institutional contributions & responsibilities– Statement of Work (SOW) for each fiscal yeardetailing work scope, resources, and costs expectedto be covered by Fermilab, and executed throughpurchase requisition/order processEVMS Annual Refresher Training, April 2013Page 11
Accounting Considerations Fermilab’s Oracle eBS (electronic Business Suite) used to collect actualcostsAccruals done in Oracle eBS– Automatic for material received at Fermilab, manual for services & materialsreceived elsewhereKronos used for Fermilab labor– Labor at other institutions appears as M&S to Fermilab managers, but isscheduled as “labor” in the Scheduling Tool (i.e. Primavera P6, Open Plan)Indirects are applied in Oracle eBS– Rates set at least annually by CFO, adjusted at fiscal year end to reflect actualindirect costs at Fermilab, may be adjusted at interim dates– opportunities for pass-through rates– cap on indirects for large purchase orders at 500K.Actual hours for uncosted Scientist are collected from collaborators onspreadsheets and entered via upload to Cobra monthlyActual costs and hours are extracted from eBS and loaded into Cobramonthly (see upcoming graphic on Monthly Status Reporting Cycle)– Cobra and eBS totals are reconciledEVMS Annual Refresher Training, April 2013Page 12
Monthly Analysis and Management Reporting A reminder of the processBase-Line Data-Scope-Budget-ScheduleBCWSCPRsPARSIIPhysical % CompletePerformanceData-Field Verification-Schedule Status-ETC AdjustedMonthlyUpdatedETCReview andAnalyze CPRsCost ProcessorDeltek Cobra(BCWP Calculated In CostProcessor)ACWPScheduling ToolYesActual Cost-Time Sheets-MaterialORACLE e-Business Suite Project alsPrepare VARCV/SVTriggerThresholdsNo-Actuals – Directs & IndirectsORACLE e-Business Suite Procurement ModuleMaterial Received AccrualsManualAccruals-Services- TravelEVMS Annual Refresher Training, April 2013Review/ApproveVARIssue MonthlyReport w/narrativePage 13
Cost Performance Report CPR1 Produced monthly for CAMs and project manager Shows current period and cumulative performance Example (partial) from NOvA:EVMS Annual Refresher Training, April 2013Page 14
Cost Performance Report by Control Account Produced monthly for CAMs and project manager Colors indicate threshold trigger – red requires VAR to be writtenExample (partial) from NOvA for costed resources:EVMS Annual Refresher Training, April 2013Page 15
Cost Performance Report atCustomer Reporting Level To be included in monthly report Colors indicate threshold trigger Example from NOvA (WBS L2) for costed resources:Page 16EVMS Annual Refresher Training, April 2013Cooper
Variance AnalysisControl Account Reporting ThresholdsVariance Analysis Thresholds for Control AccountsGreen Thresholds – Cost and Schedule Performance falling outside ofyellow or red thresholdsYellow ThresholdsCost VarianceSchedule VarianceDollarsHoursTypeThreshold limitCurrent PeriodCumulativeCurrent PeriodCumulative 5% to 10% and 50K5% to 10% and 100K 5% to 10% and 350 hrs 5% to 10% and 700 hrs Red ThresholdsCost VarianceSchedule VarianceDollarsHoursTypeThreshold limitCurrent PeriodCumulativeCurrent PeriodCumulative 10% and 100K 10% and 200K 10% and 700 hrs 10% and 1400 hrsNote: This applies to SV% (Schedule Variance in %) or CV% (Cost Variance in %) and the SV or CV in or hours. Apply at Control Account levelRed trigger requires variance analysis report to be writtenDefault thresholds – more restrictive thresholds can be used with customerand senior management approvalEVMS Annual Refresher Training, April 2013Page 17
Variance AnalysisCustomer Reporting Thresholds Apply at project/customer determined level – NOvA is WBS L2 Red trigger requires variance analysis report to be written Default thresholds – more restrictive thresholds can be used with customerand senior management approvalEVMS Annual Refresher Training, April 2013Page 18
Variance Analysis Reports (VAR) To be written when red threshold is triggered VARs to be reviewed by Project Manager and iterated if necessaryVARs to be signed by the CAM as the Prepare and Approved bythe Project Manager in a timely manner (VARs to be approved by endof monthly cycle – i.e. VAR on Oct data to be approved by end of Nov) Corrective actions to be reviewed at project meetings (with all CAMs to look for impacts across separate Control Accounts)Corrective Action Log to be statused regularly (i.e. monthly)Page 19EVMS Annual Refresher Training, April 2013Cooper
Variance Analysis Report ExampleBy Control AccountExplanation addressestriggered variancesProvides corrective actionEVMS Annual Refresher Training, April 2013Page 20
Other Useful EV ChartSPI/CPI Trend ChartAround 1.0 – good!Trending upward or downward – warning!EVMS Annual Refresher Training, April 2013Page 21
Monthly Reports Monthly project reports must include earned value information Earned value information to be included:––––––Status of key milestonesProgress narrativeBaseline change control log actionsProject management commentsEVMS dataVariance explanations (if required) Narratives may be included to provide more information about the projectMonthly Reports to be issued timely (Oct Report issued by end of Nov)EVMS Annual Refresher Training, April 2013Page 22
Estimate to Complete/Estimate at Completion Provides a forecast by the project manager and CAMsof cost of the project at completionEst. At Comp. Act. Cost of Work Perf.Est. To Comp.EAC ACWP ETC– ETC is a forecast. There are multiple ways to forecast Calculated method results can be used as reference forETC/EAC analysis. Manual method, calculated at the work package level,based on specifying remaining quantities/costs on eachlowest-level activity.In some cases EAC forecast changes may becomebaseline changesEVMS Annual Refresher Training, April 2013Page 23
EAC/ETC Process Summary EAC/ETC changes are a forecast CAMs are to ensures that the EAC continuously reflects a valid projection of project costs. CAMs review the status ofexpended effort and the achievability of the remainingforecasted work using all available information to arrive at thebest possible EAC.When substantive changes to the ETC appear on the horizon,CAMs submit the necessary changes to the PM for approvaland for subsequent incorporation into the working/forecastschedule and Cobra by Project Controls. ETC changes mayalso be initiated directly by the Project Manager.On at least an annual basis, the project manager will requestthat all CAMs review their ETC, and submit a detailed,bottoms-up estimate for the remaining work to establish a newEACEVMS Annual Refresher Training, April 2013Page 24
Revisions and Data Maintenance(Change Control Process) Changes are only done on work in the future, not to change pastperformanceChange Control Thresholds are project specific– High level thresholds (DOE’s) are identified in the Project Execution Plan(PEP).– Lower level thresholds (FRA’s) are identified in the Project Management Plan(PMP)NOvA exampleEVMS Annual Refresher Training, April 2013DOE THRESHOLDS FRA THRESHOLDSPage 25
Revisions and Data Maintenance(Change Control Process) Changes must be documented and approved Work Authorizations are updated after baseline changes Change logs are used to track and report change history, as wellas management reserve and available contingencyEVMS Annual Refresher Training, April 2013Page 26
Key to Implementing a EVMSTimeliness– Progressing/Forecasting– Analysis– Corrective Action– Change Control– ReportingEVMS Annual Refresher Training, April 2013Page 27
Internal Surveillance/ReviewMarch 2012CARs and CIOsEVMS Annual Refresher Training, April 2013Page 2828
Deficiencies Identified 5 - Corrective Action Reports (CARs) 5 - Continues Improvement Opportunity(CIOs)EVMS Annual Refresher Training, April 2013Page 29
CAR01 - Estimate at Completion is notUtilized/Understood/owned by CAM The CAMs continue to have difficultyunderstanding and taking full ownership of theEAC calculations based on responses during theCAM interviews. Some CAMs EAC were directlyimpacted by the problems with accruals. A similarCAR was written during the 2011 EVMSSurveillance Review identifying the same issuewhich has not been corrected as of this 2012EVMS Surveillance Review.EVMS Annual Refresher Training, April 2013Page 30
CAR02 – Implementation of ChangeRequests Change Requests are being implemented in thebaseline prior to final approval. Administrativechanges not part of CR process e.g. CAM change.The full cost/schedule impact from the proposedchange request is not fully documented in thechange request documentation package. Asimilar CAR was written during the 2011 EVMSSurveillance Review identifying the same issuewhich has not been corrected as of this 2012EVMS Surveillance Review.EVMS Annual Refresher Training, April 2013Page 31
CAR03 - Timing of VARs and Qualityneeds improvement The quality and timeliness in preparation and approvalof the Variance Analysis Reports (VARs) are notadequate for providing effective analysis of cost andschedule variances for proper use by the CAMs andproject management. Explanations and CorrectiveActions need improvement and the CAMs need toimprove their understanding of the trends and how todevelop corrective actions. A similar CAR was writtenduring the 2011 EVMS Surveillance Review identifyingthe same issue which has not been corrected as ofthis 2012 EVMS Surveillance Review.EVMS Annual Refresher Training, April 2013Page 32
CAR 04 - Objective Measurement of EVfor % complete method The use of percent complete for performancemeasurement is subjective per the CAMs formany activities particularly activities with durationsof longer than two months. While Peg Points areused they are not providing objective performancemeasurement. A similar CAR was written duringthe 2011 EVMS Surveillance Review identifyingthe same issue which has not been corrected asof this 2012 EVMS Surveillance Review.EVMS Annual Refresher Training, April 2013Page 33
CAR05 – Schedule Integrity The NOvA Project Schedule contains openrelationships, constraints, lags and based onsome CAM interviews, the CAMs did not seem to“own” the schedule, in particular, they were notsure why constraints were used in the schedule. ACIO was written during the 2011 EVMSSurveillance Review Schedule identifying some ofthe same scheduling related issues which havenot been fully resolved as of this 2012 EVMSSurveillance Review.EVMS Annual Refresher Training, April 2013Page 34
CIO-01* Accrual Procedure needsclarification The Accrual procedure is inconsistent in providingvalid estimates of current cost incurred. TheCAMs need to be held responsible for accruals toensure the actual cost of work performed and theestimate at completion are both accuratelyrepresented in the monthly reports.* CIO Requires a corrective action plan.EVMS Annual Refresher Training, April 2013Page 35
CIO-02* - Corrective Action Log not usedeffectively A corrective action log has been created whichtracks corrective actions required stated in thevariance analysis reports. Improvements areneeded to provide effective tracking of theidentified corrective actions to close. There hasbeen progress made in this area (from the lastreview) but additional improvement is needed* CIO Requires a corrective action plan.EVMS Annual Refresher Training, April 2013Page 36
CIO-03* - Major subcontractors shouldbe included in OBS The Organizational Breakdown Structure needs toidentify major subcontracts that are performing thework. A determination is needed as to whatconstitutes a major subcontract.* CIO Requires a corrective action plan.EVMS Annual Refresher Training, April 2013Page 37
CIO-04* Additional CAM Training CAM Training is still needed in a variety ofprocess areas within EVMS, in fact a morecomprehensive approach is recommended. A fewexamples include: Opening/Closing process forCA, Terminology e.g. EAC, WAD, CAP, and theuse and purpose of the Corrective Action Log.This list is not an inclusive list.* CIO Requires a corrective action plan.EVMS Annual Refresher Training, April 2013Page 38
CIO-05 – Disclosure Statement Is NotCurrent Disclosure Statement has not been updated byrecent DOE change in capitalization threshold to 500K.EVMS Annual Refresher Training, April 2013Page 39
EVMS Annual Refresher Training, April 2013 Page 10 Planning, Scheduling and Budgeting A key part of baseline planning is establishing the project assumptions – This should be initially documented early in the project, and evolve as time progresses
The EVMS provides for effective project planning and control and is designed around the integration of technical scope, schedule, and budget with existing LBNL policies and procedures as defined in the Earned Value Management System (LBNL-EVMS) Description. The primary objective of the EVMS is to verify that all elements of a project are
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19-Aug-2013 FRA EVMS 2013 Surveillance Review 5 FRA EVMS Documents EVMS Documents - FRA Earned Value Management System Description - 12.PM-001 Project WBS, OBS, RAM - 12.PM-002 Control Accounts, Work Packages, Planning Packages - 12.PM-003 Work Authorization - 12.PM-004 Project Scheduling - 12.PM-005 Cost Estimating
S.No. Refresher Course University/ Institute Period 1. Refresher Course Dibrugarh University 06-02-1996 to 26-02-1996 2. Refresher Course Assam University 16-01-2002 to 07-02-2002 3. Refresher Course Manipur University 02-09-2002 to 23-09-2002 4. Refresher Course M
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ANSI/EIA-748-B EVMS Standard JSA EVMS structured around five ANSI/EIA-748-B categories Organization Planning, Scheduling, and Budgeting Accounting Considerations Analysis and Management Reports Revisions and Data Maintenance 4. Organization
Systems (ANSI/EIA-748-A, January, 2006). The ANSI/EIA-748-A standard is an industry best practice as well as the official DOE and federal government standard for EVMS. Appendix A provides a crosswalk between the 32 ANSI/EIA-748-A guidelines and the SLAC EVMS. The SLAC EVMS is a key component
The American Revolution had both long-term origins and short-term causes. In this section, we will look broadly at some of the long-term political, intellectual, cultural, and economic developments in the eigh-teenth century that set the context for the crisis of the 1760s and 1770s. Between the Glorious Revolution of 1688 and the middle of the eigh- teenth century, Britain had largely failed .
