Nadine Kurita [email protected] LUSI DOE Review July 23, 2007 PMCS 1 Project Management Cost and Schedule Nadine Kurita ANSI/EIA-748-A Standard

Nadine [email protected]

LUSI DOE Review July 23, 2007PMCS 1

Project Management Cost and ScheduleNadine Kurita

Project Management Cost and ScheduleNadine Kurita

ANSI/EIA-748-A Standard for Earned Value Management Systems

OrganizationPlanning, scheduling and budgetingAccounting considerationsAnalysis and management reportsRevisions and data management (not covered)

EVMS surveillance

ANSI/EIA-748-A Standard for Earned Value Management Systems

OrganizationPlanning, scheduling and budgetingAccounting considerationsAnalysis and management reportsRevisions and data management (not covered)

EVMS surveillance



ContributersContributers

Patricia Mast (LCLS, Aim Corporation - Deltek)Jeff Chan (LCLS, Aim Corporation - Deltek)

Patricia Mast (LCLS, Aim Corporation - Deltek)Jeff Chan (LCLS, Aim Corporation - Deltek)



EVMS OrganizationEVMS Organization

J. HastingsProject Director

N. KuritaChief Engineer

WBS 1.6Controls & Data System

G. Haller

PMCSB. Foyt – Project Manager

H. Leung

WBS 1.4XCS

N. Kurita – acting

WBS 1.2XPP

R. Pope

WBS 1.3CXI

J.C. Castagna - acting

WBS 1.5Diagnostics

N. Kurita

Organizational Breakdown Structure (OBS)Organizational Breakdown Structure (OBS)




Work Breakdown Structure (WBS)Work Breakdown Structure (WBS)




Responsibility Assignment Matrix

In process

Responsibility Assignment Matrix

In process

Organizational Breakdown Structure

LCLS Project(Galayda)

Project Controls and Support Office(Reichanadter)

Electron Beam Systems(Schultz)

Photon Beam Systems(Arthur)

Conventional Facilities(Saenz)

Injector-Linac (Bong)

Undulator(Milton)

Controls(Shoaee)

X-Ray Transport & Diagnostics(McMahon)

X-Ray End Stations(Moeller)

LC

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BAC: $621,089%Complete: 0%LOE: $0Measureable: $621,080Planning Package: $0Actuals Prior to May05: $0Multiple Control Accounts

BAC: $107,113,592%Complete: 12.9%LOE: $2,598,685Measureable: $55,853,886Planning Package: $44,768,151Actuals Prior to May05: $3,892,870Multiple Control Accounts

BAC: $20,771,582%Complete: 45.0%LOE: $14,892,616Measureable: $0Planning Package: $543,260Actuals Prior to May05: $5,335,706Multiple Control Accounts

BAC: $31,276,857%Complete: 15.7%LOE: $8,992,638Measureable: $0Planning Package: $18,508,419Actuals Prior to May05: $3,775,801Multiple Control Accounts

BAC: $2,148,149%Complete: 6.5%LOE: $0Measureable: $0Planning Package: $2,007,637Actuals Prior to May05: $140,512Multiple Control Accounts

BAC: $301,033%Complete: 0%LOE: $0Measureable: $0Planning Package: $301,033Actuals Prior to May05: $0Multiple Control Accounts

BAC: $42,251%Complete: 84.9%LOE: $0Measureable: $0Planning Package: $6,512Actuals Prior to May05: $36,739Multiple Control Accounts

BAC: $99,785%Complete: 0%LOE: $0Measureable: $0Planning Package: $99,785Actuals Prior to May05: $0Multiple Control Accounts

BAC: $202,942%Complete: 44.4%LOE: $0Measureable: $50,704Planning Package: $70,006Actuals Prior to May05: $82,232Multiple Control Accounts

BAC: $5,767,397%Complete: 0%LOE: $0Measureable: $0Planning Package: $5,767,397Actuals Prior to May05: $0Multiple Control Accounts

BAC: $2,433,050%Complete: 19.3%LOE: $0Measureable: $2,345,296Planning Package: $0Actuals Prior to May05: $87,755Multiple Control Accounts

BAC: $2,791,107%Complete: 6.2%LOE: $188,771Measureable: $1,586,140Planning Package: $940,326Actuals Prior to May05: $75,870Multiple Control Accounts

BAC: $6,179,707%Complete: 2.0%LOE: $0Measureable: $4,402,328Planning Package: $1,618,687Actuals Prior to May05: $158,691Multiple Control Accounts

BAC: $3,109,988%Complete: 20.3%LOE: $6,576Measureable: $2,176,134Planning Package: $728,964Actuals Prior to May05: $198,315Multiple Control Accounts

BAC: $6,969,165%Complete: 42.6%LOE: $1,502,747Measureable: $4,303,034Planning Package: $685,844Actuals Prior to May05: $410,588Multiple Control Accounts

BAC: $2,445,648%Complete: 0%LOE: $0Measureable: $0Planning Package: $2,444,471Actuals Prior to May05: $1,177Multiple Control Accounts

BAC: $19,131,973%Complete: 25.4%LOE: $28,734Measureable: $12,075,737Planning Package: $4,533,345Actuals Prior to May05: $2,494,156Multiple Control Accounts

BAC: $5,458,892%Complete: 13.0%LOE: $0Measureable: $474,719Planning Package: $4,305,252Actuals Prior to May05: $678,921Multiple Control Accounts





BAC: $8,841,702%Complete: 9.5%LOE: $2,334,586Measureable: $1,480,529Planning Package: $4,490,509Actuals Prior to May05: $536,078Multiple Control Accounts

BAC: $5,551,503%Complete: 10.1%LOE: $0Measureable: $242,207Planning Package: $4,856,510Actuals Prior to May05: $452,786Multiple Control Accounts

BAC: $17,473,591%Complete: 52.7%LOE: $37,438Measureable: $11,283,623Planning Package: $1,570,783Actuals Prior to May05: $4,581,746Multiple Control Accounts

LCLS ProjectResponsibility Assignment MatrixMarch 2006



Planning, Scheduling and Budgeting (2)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 ManagementSPEAR3 – 2004 Secretary's Excellence in Acquisition AwardGLASTLCLS60% CAMS previous experience in PEP-II,SPEAR3, GLAST and/or LCLS

System requirementsD.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 ManagementSPEAR3 – 2004 Secretary's Excellence in Acquisition AwardGLASTLCLS60% CAMS previous experience in PEP-II,SPEAR3, GLAST and/or LCLS

System requirementsD.O.E. Order 413.3A “Program and Project Management”ANSI/EIA-748-A Standard for Earned Value Management Systems



Planning, Scheduling and BudgetingPlanning, Scheduling and Budgeting

DocumentationLCLS 1.1-018 Control Account and Work Package PlanningLCLS 1.1-020 Project ScheduleLCLS 1.1-021 Cost EstimatingLCLS 1.1-015 Earned Value Management System Description

DocumentationLCLS 1.1-018 Control Account and Work Package PlanningLCLS 1.1-020 Project ScheduleLCLS 1.1-021 Cost EstimatingLCLS 1.1-015 Earned Value Management System Description



Cost EstimateCost EstimateS

yste

m M

anag

erC

AM

PM

CS

Pro

ject

Offi

ce

Provide High Level Cost

Estimating Guidelines

Issue Detailed Cost Estimating Guidance and

Instructions

Prepare Detailed Cost Estimate and Supporting

Documentation

Generate Cost Estimate Database

Review Cost Estimate

Review Cost Estimate

Validate Estimate Against Funding

ProfileOK?

Approve Cost

Estimate?

Approve Cost

Estimate?

Approve Cost

Estimate?

Implement Project

Schedule or Change Control

Process

NO

YES

YES

YES

YES

NO

NO

NO

1

2

3

4

5

5

6

7

7

7

8

PM

CS

CA

MC

hie

f En

gin

eer

Pro

ject

Dir

ect

or



Detailed Cost Estimate Report (DCE)Detailed Cost Estimate Report (DCE)

Product – sample reportProduct – sample report



Project ScheduleProject Schedule

Pro

ject

Offi

ceS

yste

m M

anag

erC

AM

PM

CS

DO

E S

SO

Establish Level 2

Milestones

Approve Schedule/Cost

Estimate?A

EstablishLevel 3

Milestones


Estimate?

EstablishLevel 4

Milestones


Estimate?

Resource LoadActivities

(Hours, Cost)

Establish Reporting Structures


Estimate?

Establish Resource Rates

and Burdens

BComplete

Cost EstimateProcess

Collect, Coordinate,

Integrate, and Code Schedule

Data

DevelopDetailed

Project Schedule

YES

YES

YES

YESNO

NO

NO

NO

3

4 6

7 8

9

10

111

2 11

11

11

Prepare Work Authorization

Document (WAD)

Prepare Work Authorization

Document (WAD)

5

5

PM

CS

CA

MC

hie

f E

ng

ineer

Pro

ject

Dir

ect

or

DO

E S

SO



Project ScheduleProject ScheduleP

roje

ct

Offi

ceS

yste

m

Man

ager

CA

MP

MC

SD

OE

SS

O

A

Implement as Performance Measurement

Baseline

Create Current Working Schedule

B

Begin Monthly Status

Process

Develop Supplemental

Schedules

12 13

14

15

PM

CS

CA

MC

hie

f

Eng

ineer

Pro

ject

Dir

ect

or

DO

E S

SO



Milestone HierarchyMilestone 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



Work AuthorizationWork Authorization



Resource Loaded SchedulesResource Loaded Schedules

Sheet 1 of 1

ActivityID

ActivityDescription

OrigDur

EarlyStart

EarlyFinish

1 LCLS PROJECT - PED & CONSTRUCTION1.04 UNDULATOR SYSTEM

1.04.05 Diagnostics1.04.05.09 Radiation Detection Monitor (RDM)UN509_0010 Specification and Requirements - RDM 1008/16/06 08/29/06

UN509_0090 Preliminary Design - RDM 2508/30/06 10/04/06

UN509_0100 Design Review - RDM 5 10/05/06 10/11/06

UN509_0110 Final Design - RDM 2010/12/06 11/08/06

UN509_0120 Design Complete - RDM 0 11/08/06

UN509_0130 Prepare Bid of RDM Package 1011/09/06 11/22/06

UN509_0240 Develop Installation Plan - RDM 1511/09/06 12/01/06

UN509_0140 Bid Process - RDM 3011/27/06 01/16/07

UN509_0250 Review installation Plan - RDM 5 12/04/06 12/08/06

UN509_0141 Evaluate Bid - RDM 3 01/17/07 01/19/07

UN509_0150 AWARD: RDM Package (1) 5 01/22/07 01/26/07

UN509_0155 AWARD: RDM Package (1) Sppt 5 01/22/07 01/26/07

UN509_0160 AWARD: of RDM Complete 0 01/26/07

UN509_0170 Receive - RDM (1) 3001/29/07 03/09/07

UN509_0180 QA - RDM 1003/12/07 03/23/07

UN509_0190 Approve - RDM 3 03/26/07 03/28/07

UN509_0200 Pack RDM for Shipping 1003/29/07 04/11/07

UN509_0210 Write Shipping Paper Work - RDM 5 04/12/07 04/18/07

UN509_0230 Transmit Engineering Data to Slac - RDM 5 04/12/07 04/18/07

UN509_0232 RFI: Radiation Detection Monitor 0 04/18/07

UN509_0220 Ship RDM to SLAC 8 04/19/07 04/30/07

FY06 FY07AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEPOCT

Specification and Requirements - RDM

Preliminary Design - RDM

Design Review - RDM

Final Design - RDM

Design Complete - RDM

Prepare Bid of RDM Package

Develop Installation Plan - RDM

Bid Process - RDM

Review installation Plan - RDM

Evaluate Bid - RDM

AWARD: RDM Package (1)

AWARD: RDM Package (1) Sppt

AWARD: of RDM Complete

Receive - RDM (1)

QA - RDM

Approve - RDM

Pack RDM for Shipping

Write Shipping Paper Work - RDM

Transmit Engineering Data to Slac - RDM

RFI: Radiation Detection Monitor

Ship RDM to SLAC

Resource/Cost Profile Legend

Planned value curve

Earned value curve

Current estimate curve

Total early cost per Month (Current Estimate)

Total of All Resources Detail scale (left): X 10000

Cumulative scale (right): X 10000

AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEPOCTFY06 FY07

2

4

6

8

10

12

14

16

4

8

12

16

20

24

28

32 x 10000 x 10000

Sheet 1 of 1

Integrate schedules



Accounting ConsiderationsAccounting 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

LaborNon-Labor (materials, Subcontracts, etc)ShopsTravel

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

LaborNon-Labor (materials, Subcontracts, etc)ShopsTravel

Direct and indirect costs are recorded in a manner consistent with the budgets.



Analysis and Management ReportsAnalysis and Management Reports

DocumentationLCLS 1.1-015 Earned Value Management System DescriptionLCLS 1.1-022 Monthly Status and Reporting

DocumentationLCLS 1.1-015 Earned Value Management System DescriptionLCLS 1.1-022 Monthly Status and Reporting



Monthly Status and ReportingMonthly Status and Reporting

Sys

tem

Man

age

rP

MC

SC

AM

Pro

ject

Off

ice

Week 1

Prepare Monthly Status

Sheets, Distribute to CAMs

Update Status Sheets

Import Actual Costs

from Accounting System

Input Status Received from

CAMs

Prepare Monthly Technical

Status Report

Compile and Submit Monthly Technical Status

Report

Update Reports in PMCS Utility

Week 2

A

B

1

2

3

5

4

7

6

PM

CS

CA

MC

hie

f En

gin

eer

Pro

ject

Dir

ect

or



Monthly Status and ReportingMonthly Status and Reporting

Sys

tem

Man

ager

PM

CS

CA

MP

roje

ct O

ffice

Implement Corrections

Perform Variance Analysis,

Write Variance Analysis Reports

Update PMCS Utility Reports

Correct Errors/Omissions, Provide Input to

PMCS

Hold Status Review Meetings

with CAMs

Review Monthly Reports,

Write Monthly Progress Report

Weeks 3 and 4

A

B

Any Errors or Ommisions?

Produce Month End Reports

NO

Submit Monthly Report to DOE

YES

15

9 10

14

118

1312

16PM

CS

CA

MC

hie

f En

gin

eer

Pro

ject

D

irect

or



CPR Drilldown (Level 2)CPR Drilldown (Level 2)



CPR Drilldown (Level 3)CPR Drilldown (Level 3)



CPR Drilldown (CA Level)CPR Drilldown (CA Level)



CPR Drilldown (Milestone Level)CPR Drilldown (Milestone Level)



CPR Drilldown (Labor Detail)CPR Drilldown (Labor Detail)



CPR Drilldown (Cost Detail)CPR Drilldown (Cost Detail)



Variance Analysis FormVariance Analysis Form



LCLS PMCS Utilities (The Hammer)LCLS PMCS Utilities (The Hammer)



BCWS, BCWP,ACWP Report (SPA)BCWS, BCWP,ACWP Report (SPA)



Obligation Report (OSCUM)Obligation Report (OSCUM)



Total Float ReportTotal Float Report

Level 3 milestones



ACCOUNTINGSYSTEMS

Sheet 1 of 1

ActivityID

ActivityDescr iption

Or igDur

Ear lyStar t

Ear lyFinish


1.04.05 Diagnostics1.04.05.09 Radiation Detection Monitor (RDM)UN509_0010 Specification and Requirements - RDM 10 08/16/06 08/29/06

UN509_0090 Preliminary Design - RDM 25 08/30/06 10/04/06


UN509_0110 Final Design - RDM 20 10/12/06 11/08/06


UN509_0130 Prepare B id of RDM Package 10 11/09/06 11/22/06

UN509_0240 Develop Installation P lan - RDM 15 11/09/06 12/01/06

UN509_0140 Bid Process - RDM 30 11/27/06 01/16/07

UN509_0250 Review installation P lan - RDM 5 12/04/06 12/08/06

UN509_0141 Evaluate B id - RDM 3 01/17/07 01/19/07




UN509_0170 Receive - RDM (1) 30 01/29/07 03/09/07

UN509_0180 QA - RDM 10 03/12/07 03/23/07

UN509_0190 Approve - RDM 3 03/26/07 03/28/07

UN509_0200 Pack RDM for Shipping 10 03/29/07 04/11/07


UN509_0230 Transmit Engineering Data to S lac - RDM 5 04/12/07 04/18/07






Design Review - RDM

Final Design - RDM


Prepare B id of RDM Package

Develop Installation P lan - RDM

Bid Process - RDM

Review installation P lan - RDM

Evaluate B id - RDM




Receive - RDM (1)

QA - RDM

Approve - RDM



Transmit Engineering Data to S lac - RDM


Ship RDM to SLAC

Re s o u rc e /Co s t Pro fi l e L e g e n d

Pla n n e d v a lu e c u rv e

Ea rn e d v a lu e c u rv e

Cu rre n t es tima te c u rv e

To ta l e a rl y c o s t p e r Mo n th (Cu rre n t Es tima te )

To ta l o f Al l Re s o u rc e s De ta i l s c a le (le ft): X 1 0 0 0 0

Cu mu la tiv e s c a le (rig h t): X 1 0 0 0 0


2

4

6

8

1 0

1 2

1 4

1 6

4

8

1 2

1 6

2 0

2 4

2 8

3 2 x 1 0 0 0 0 x 1 0 0 0 0

Sheet 1 of 1

Sheet 1 of 1

ActivityID


Or igDur

Ear lyStar t

Ear lyFinish















UN509_0170 Receive - RDM (1) 30 01/29/07 03/09/07

UN509_0180 QA - RDM 10 03/12/07 03/23/07

UN509_0190 Approve - RDM 3 03/26/07 03/28/07









Design Review - RDM

Final Design - RDM




Bid Process - RDM


Evaluate B id - RDM




Receive - RDM (1)

QA - RDM

Approve - RDM





Ship RDM to SLAC

Re s o u rc e /Co s t Pro fi l e L e g e n d

Pla n n e d v a lu e c u rv e

Ea rn e d v a lu e c u rv e

Cu rre n t es tima te c u rv e

To ta l e a rl y c o s t p e r Mo n th (Cu rre n t Es tima te )

To ta l o f Al l Re s o u rc e s De ta i l s c a le (le ft): X 1 0 0 0 0

Cu mu la tiv e s c a le (rig h t): X 1 0 0 0 0


2

4

6

8

1 0

1 2

1 4

1 6

4

8

1 2

1 6

2 0

2 4

2 8

3 2 x 1 0 0 0 0 x 1 0 0 0 0

Sheet 1 of 1

COST ESTIMATE

CHANGE CONTROL

PMCS UTILITY

Sheet 1 of 1

ActivityID


OrigDur

Ear lyStar t

Ear lyFinish

1 LCLS PROJECT - PED & CONSTRUCTION1.04 UNDULATOR SYSTEM1.04.05 Diagnostics

1.04.05.09 Radiation Detection Monitor (RDM)UN509_0010 Specification and Requirements - RDM 10 08/16/06 08/29/06





UN509_0130 Prepare Bid of RDM Package 10 11/09/06 11/22/06

UN509_0240 Develop Installation Plan - RDM 15 11/09/06 12/01/06


UN509_0250 Review installation Plan - RDM 5 12/04/06 12/08/06

UN509_0141 Evaluate Bid - RDM 3 01/17/07 01/19/07




UN509_0170 Receive - RDM (1) 30 01/29/07 03/09/07

UN509_0180 QA - RDM 10 03/12/07 03/23/07

UN509_0190 Approve - RDM 3 03/26/07 03/28/07



UN509_0230 Transmit Engineering Data to Slac - RDM 5 04/12/07 04/18/07






Design Review - RDM

Final Design - RDM


Prepare Bid of RDM Package

Develop Installation Plan - RDM

Bid Process - RDM

Review installation Plan - RDM

Evaluate Bid - RDM




Receive - RDM (1)

QA - RDM

Approve - RDM



Transmit Engineering Data to Slac - RDM


Ship RDM to SLAC

Res ourc e/Cos t Profi le Legend

Planned v alue c urv e

Earned v alue c urv e

Current es timate c urv e

Total early c os t per Month (Current Es timate)

Total of Al l Res ourc es Detai l s c ale (left): X 10000

Cumulativ e s c ale (right): X 10000


2

4

6

8

1 0

1 2

1 4

1 6

4

8

1 2

1 6

2 0

2 4

2 8

3 2 x 1 0 0 0 0 x 1 0 0 0 0

Sheet 1 of 1

Sheet 1 of 1

ActivityID


Or igDur

Ear lyStar t

Ear lyFinish















UN509_0170 Receive - RDM (1) 30 01/29/07 03/09/07

UN509_0180 QA - RDM 10 03/12/07 03/23/07

UN509_0190 Approve - RDM 3 03/26/07 03/28/07









Design Review - RDM

Final Design - RDM




Bid Process - RDM


Evaluate B id - RDM




Receive - RDM (1)

QA - RDM

Approve - RDM





Ship RDM to SLAC

Res ourc e/Cos t Pro fi le Legend

Planned v a lue c urv e

Earned v a lue c urv e

Current es timate c urv e

Tota l early c os t per Month (Current Es timate)

Tota l o f Al l Res ourc es Deta i l s c a le (le ft): X 10000

Cumula tiv e s c a le (righ t): X 10000


2

4

6

8

1 0

1 2

1 4

1 6

4

8

1 2

1 6

2 0

2 4

2 8

3 2 x 1 0 0 0 0 x 1 0 0 0 0

Sheet 1 of 1

PRIMAVERA SCHEDULES PMB(COBRA)

MONTHLY STATUS MONTHLY REPORT

4. Actual cost and commitments are collected, via code of accounts, at the 3rd 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

7. Utility tools for CAMS and management. View Gant charts, plot performance, trending reports, CPR drilldown



SurveillanceSurveillance

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 yearlyLCLS 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 yearlyLCLS 1.1-024 Surveillance of EVMS



SummarySummary

Consistent with the 32 critical criteria as described in ANSI/EIA-748-AApplying the existing LCLS documentation for

Planning, scheduling and budgetingAccounting considerationsAnalysis and management reportsRevisions and data management

PMCS staff is from LCLSCAMS have experience with PMCS – training will continue to ensure compliance with the ANSI standardHave a detailed resource loaded schedule for CD4a deliverablesDetailed resource loaded schedule for the remainder items in processNeed to work on the interface with partner labsLUSI staff is ready to baseline the project!

Consistent with the 32 critical criteria as described in ANSI/EIA-748-AApplying the existing LCLS documentation for

Planning, scheduling and budgetingAccounting considerationsAnalysis and management reportsRevisions and data management

PMCS staff is from LCLSCAMS have experience with PMCS – training will continue to ensure compliance with the ANSI standardHave a detailed resource loaded schedule for CD4a deliverablesDetailed resource loaded schedule for the remainder items in processNeed to work on the interface with partner labsLUSI staff is ready to baseline the project!



End of PresentationEnd of Presentation



Execution and ControlExecution and Control

Project Office Monthly Reporting ContentsCost Drill Down Approach

Top Level SPA ChartCost Report – WBS Level 2 (C/SSR)System Level Cost Report – WBS Level 3Work Package Detail Cost ReportDetailed Accounting Report

Schedule Drill Down ApproachTop Level Cost Report – WBS Level 2System Level Cost Report – WBS Level 3Work Package Detail Cost ReportDetailed Schedule Report

Traditional Schedule Analysis Critical Path, Detailed Baseline Schedule Variance Comparison, Milestone Chart

Project Office Monthly Reporting ContentsCost Drill Down Approach

Top Level SPA ChartCost Report – WBS Level 2 (C/SSR)System Level Cost Report – WBS Level 3Work Package Detail Cost ReportDetailed Accounting Report

Schedule Drill Down ApproachTop Level Cost Report – WBS Level 2System Level Cost Report – WBS Level 3Work Package Detail Cost ReportDetailed Schedule Report

Traditional Schedule Analysis Critical Path, Detailed Baseline Schedule Variance Comparison, Milestone Chart





Revisions and Data ManagementRevisions and Data Management

DocumentationLCLS 1.1-015 Earned Value Management System DescriptionLCLS 1.1-019 Change Control

DocumentationLCLS 1.1-015 Earned Value Management System DescriptionLCLS 1.1-019 Change Control




Pro

ject

Offi

ceC

hang

e C

ontr

ol

Boa

rdP

MC

SS

yste

m M

anag

er/

CA

M/P

MC

SD

OE

SS

O

Initiate Change Request

Prepare/Present Preliminary

Briefing to CCB

Proceed?

Revise Briefing?

NO

YES

StopNO

Assign BCR Number,

Create Log Entry

YES

A

1 2

3

4

5


1

1


1

Prepare/Present Preliminary

Briefing to CCB

2

Level 4 up to 100K, system

Level 3, project office



CCB PresentationsCCB PresentationsPBCR presentations to the CCB will address the following;

BackgroundProblemSolutionOther Solutions ConsideredStakeholders 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 BCRAffected drawings, parts or requirementsIs there anything else we should know?

PBCR presentations to the CCB will address the following;BackgroundProblemSolutionOther Solutions ConsideredStakeholders 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 BCRAffected drawings, parts or requirementsIs there anything else we should know?



Revisions and Data ManagementRevisions and Data ManagementP

roje

ct

Offi

ceC

hang

e C

ontr

ol

Boa

rdP

MC

SS

yste

m M

anag

er/

CA

M/P

MC

SD

OE

S

SO

Stop

Prepare Final Briefing to CCB

Present BCR to CCB

Recommend for Approval?

Rework BCR?

Remove BCR from Log

NO

YES

NO

YES

8 9

10

11

126Create

Offline Cost/Schedule Data

Update BCR with Delta

Cost/Schedule Data

7

B

6

A



BCR FormBCR Form




Pro

ject

Offi

ceC

han

ge C

ont

rol

Boa

rdP

MC

SS

yste

m M

anag

er/

CA

M/P

MC

SD

OE

SS

O

BDetermine Required

Signature Level

Sign BCR (Level 2)

Sign BCR (Level 3)

Sign BCR (Level 4)

Implement BCR and Update Log

Stop

13

15

14

14

14



Approval ThresholdsApproval Thresholds

Secretarial Acquisition Executive (Level 0)

Acquisition Executive (SC-1) (Level 1)

DOE Federal Project Director (Level 2)

LCLS Project Director (Level 3)

LCLS System Manager (Level 4)

Changes in subsystem requirements or design that do not affect Key Design Parameters (see PEP Section 6.1).

Any change to the project schedule that does not impact, a Level 1, 2 , or 3 milestone.

Any change to WBS Level 2 < $100K.

≥ 3-month delay in a Level 1 milestones.

Any delay in Level 1 milestones or ≥ 3 months delay in Level 2 milestones.

Any increase to WBS Level 2 ≥ $100K.

Changes in system requirements, or design that do not affect Key Design Parameters (see PEP Section 6.1).

Change in siting or in Key Design Parameters that affect mission need requirements (see PEP Section 6.1).

Any change to the Level 3 milestones or < 3 months delay in Level 2 milestones.

Any increase in the baseline TEC or TPC.

Changes that affect ES&H requirements, or changes in facilities that do not affect Key Design Parameters in the PEP Section 6.1, or greater than 10% change to the NEH, FEH or CLO building square footage.

The smaller cumulative change of ≥ $1M or 25% of any WBS Level 2 cost.

LCLS Project Change Control Thresholds

Technical

Schedule

CostIncrease in excess of $25M or 25% (cumulative) of the baseline TEC or TPC.

Any change in scope and/or performance that affects mission need requirements or is not in conformance with current approved Project Data Sheet

Six months or greater increase (cumulative) in the original project completion date.





Resource Breakdown StructureResource Breakdown Structure

12

3

4

5

1

2

3

4

5

123

RBS - BE

WBS

FUND



Accounting ConsiderationsAccounting 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.



More on reportingMore on reporting



Milestone DictionaryMilestone Dictionary



Responsibility Assignment Matrix (RAM)Responsibility Assignment Matrix (RAM)



Corrective Action LogCorrective Action Log



Estimate at Complete (EAC)Estimate at Complete (EAC)

Sys

tem

Man

ager

CA

MP

MC

S M

anag

erP

roje

ct O

ffice

Review and Analyze Risks at

Risk Registry Meeting

Calculate Dollarized Risk

Update Risk Registry



Review Proposed Baseline Change Requests (BCRs)

Update Estimated Cost of Proposed

BCRs

Input Month End Data into Cost

Database

Update Proposed BCRs in CCB Log

Calculate Performance Factor EAC

Calculate EAC at System Level

Publish in C/SSR

1

1

2 3

4

5 6

7 8 9 10



1



Risk RegistryRisk Registry



CCB Log of Proposed BCRs CCB Log of Proposed BCRs





PMCS Baseline DevelopmentPMCS Baseline Development

Baseline DevelopmentStep 1 Detailed Schedule DevelopmentStep 2 Schedule IntegrationStep 3 Establish the Performance Measurement BaselineStep 4 Funding ReconciliationStep 5 Integrate the Cost and Schedule Baseline

Baseline DevelopmentStep 1 Detailed Schedule DevelopmentStep 2 Schedule IntegrationStep 3 Establish the Performance Measurement BaselineStep 4 Funding ReconciliationStep 5 Integrate the Cost and Schedule Baseline



PMCS Baseline Development (2)PMCS Baseline Development (2)

STEP 1 – Detailed Schedule Development100% of scope covered for CXI and XPPSimplest approach is to schedule the WBSLogic-driven schedule networksConsistent use of calendars, units and resources for reliable calculationsIdentify interfaces (Needs and Avails) with other systemsProper activity coding for reporting and summarization

STEP 1 – Detailed Schedule Development100% of scope covered for CXI and XPPSimplest approach is to schedule the WBSLogic-driven schedule networksConsistent use of calendars, units and resources for reliable calculationsIdentify interfaces (Needs and Avails) with other systemsProper activity coding for reporting and summarization




STEP 3 – Establishing the PMBDevelop the work packages Cost load the schedule to establish the budget and obligation profilesIdentify performance measurement techniques

STEP 4 – Funding ReconciliationTypically, the ‘bottoms-up’ plan yields a different funding requirement than what has already been established from the ‘Top-down’, requiring schedule iterationsIdentify and correct funding issues at lowest level of detail plan fit within the existing funding constraints

STEP 3 – Establishing the PMBDevelop the work packages Cost load the schedule to establish the budget and obligation profilesIdentify performance measurement techniques

STEP 4 – Funding ReconciliationTypically, the ‘bottoms-up’ plan yields a different funding requirement than what has already been established from the ‘Top-down’, requiring schedule iterationsIdentify and correct funding issues at lowest level of detail plan fit within the existing funding constraints




STEP 5 – Integrate Cost/Schedule BaselineSTEP 5 – Integrate Cost/Schedule Baseline



Resource Breakdown StructureResource Breakdown Structure

12

3

4

5

1

2

3

4

5

123

RBS - BE

WBS

FUND



Green : CPI or SPI between 0.90 and 1.15Yellow: CPI or SPI between 0.85 and 0.89Red: CPI or SPI below 0.85 or above 1.25Blue: 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 1.15Yellow: CPI or SPI between 0.85 and 0.89Red: CPI or SPI below 0.85 or above 1.25Blue: 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.

Documents

Nadine Kurita [email protected] LUSI DOE Review July 23, 2007 PMCS 1 Project Management Cost and Schedule Nadine Kurita ANSI/EIA-748-A Standard