PR INT HELP - DAU · 2016. 11. 21. · In this lesson you will learn about the ac tivities involved in creating the performance measurement baseline ( PMB ). Th e term ina learn g

In this lesson you will learn about the ac tivities involved in creating the performance measurement baseline (PMB).

The terminal learning objective for this lesson is to describe the three key phases in developing the PMB.

This lesson includes three topic s:

• Topic 1 : Define the Work Scope

• Topic 2: Plan Work in a Network Schedule

• Topic 3: Allocate Budgets to the Scope and Schedule

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In this topic, you will:

• Recognize how performance measurement baseline (PMB) scope is defined

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EVMlOl Fundam entals of Earned Value Managem ent

lesson 3.2 - PMB Key Phases RESOURCES I PRINT I HELP

PMB Development Phases

Th ere are three phases in the PMB dev elopment process:

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lesson 3.2 - PMB Key Phases RESOURCES 1 PRINT 1 HELP

PMB Development Phases

There are three phases in the PMB development process:

long Descript ion

The PMB dev elopment phases are: 1. Define work scope; 2. Schedule the work scope; and 3. Time-phase work scope budgets.

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Defining Work Scope

l e t's examine how the contractor defines the work scope and deconstructs the work into work packages. Th ere are a number of scope d efining processes. The Work Breakdown Structure (WBS), the contract Statement of Work (SOW), the contract Integrated Master Plan (IMP), and the contractor work authorization process are typical processes that are focused on scope de finition. The Government typically defines the scope at a higher level, while the contractor d evelops the more detailed plans and executes the work.

St atement o f Work Breakdown Integrated Masteil Work 1 Work Structure Plan J Authorizations _

A sow is the portion o f a contract that es tablishes and de fines all non -speci fica tion requirements for the contractor's e fforts, either directly or with the use of specific ci ted documents.

Request for Statement of T he s ow should specify in clear, understandable terms the work Proposal Work (SOW) ( scope) to be done on a contract. After contractor selection and contract award, the contract SOW becomes a standard for measuring contractor performance. The Earned Value Management (EVM) PMB d efines the contractor's baseline for accomplishing the scope in the SOW.

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Defining Work Scope

let's examine how the contractor defines the work scope and deconstructs the work into work packages. There are a number of scope defining processes. The Work Breakdown Structure (WBS), the contract Statement of Work (SOW), the contract Integrated Master Plan ( IMP), and the contractor work authorization process are typical processes that are focused on scope definition. The Government typically defines the scope at a higher level, while the contractor develops the more detailed plans and executes the work.

r-slateme nt o f Work Breakdown Integrate d Masteil Work 1 ~ork Structure Pla n J Authorizations _ ________.__

The contractor will expand the Request for Proposal's (RFP) WBS into a Contract Work Breakdown Structure (CWBS) to define the work

products at the control account and work package levels. It is at

these levels where the work will be performed. Contract

Work They will also develop a technical approach for meeting the Breakdown

performance requirements of the program. They then develop ewes Structure

task descriptions in a ewes Dictionary. (CWBS)

The CWBS Dictionary describes the work products necessary to design, build, or otherwise execute the technical approach.

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EVMlOl Fundamentals of Earned Value Management lesson 3.2- PMB Key Phases RESOURCES I PRINT 1 HELP

Defining Work Scope

let's examine how the contractor defines the work scope and deconstructs the work into work packages . There are a number of scope defining processes . The Work Breakdown Structure ( WBS), the contract Statement of Work (SOW), the contract Integrated Master Plan ( IMP ), and the contractor work authorization process are typical processes that are focused on scope definition. The Government

typically defines the scope at a higher level, while the contractor develops the more detailed plans and

executes the work.

Statement of Work Breakdown Integrated Master Work Work Structure Plan Authorizations

For DoD weapon systems development, a properly tailored series of technical reviews and audits provide key points throughout the life c ycle to evaluate significant achievements and assess technical maturity and risk.

Systems engineering ( SE) is an event-driven process based on successful completion of key events as opposed to arbitrary calendar dates. Technical reviews of program progress should be event driven and conducted when the system under development meets the review entrance criteria as documented in the Systems Engineering Plan .

The IMP is an event-based plan consisting of a hierarchy of program events, with each event supported by specific accomplishments, and specific criteria for completion of each accomplishment. If an Integrated Master Plan ( IMP) is used on a contract effort, the Integrated Master Schedule ( IMS) directly traces to it. The Department of Defense ( DoD) IMP/ IMS Guide explains the IMP and IMS in detail. You can find a link to the DoD IMP/ IMS Guide in the EVM Course Resources document in the RESOURCES tab .

Integrated

Master Plan

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Defining Work Scope

let's examine how the contractor defines the work scope and deconstructs the work into work packages. There are a number of scope defining processes. The Work Breakdown Structure (WBS), the contract Statement of Work (SOW), the contract Integrated Master Plan ( IMP), and the contractor work authorization process are typical processes that are focused on scope definition. The Government typically defines the scope a t a higher level, while the contractor develops the more detailed plans and executes the work.

r-slateme nt o f Work Breakdown I ntegra t ed Mast er ~ork Structure Pla n

Contrac tors use a work authorization process to document scope,

schedule, and budge t for the control accounts that address the

contract scope of work. The work authoriza tion document clarifies

each control account manager's ( CAM's) specific scope Work

responsibilities, budget, and schedule. Authorization

Document The work authorization process will vary from contractor to contractor and should be explained in the contractor's Earned Value

Management System (EVMS) description. The CAM typically signs the

document, as does a manager in the contractor's organizational

structure. This work authorization document gives the CAMs the

authority to proceed with their work and expend resources. A rigorous

work au thorization process is important for effective scope

management. CAMs should not start work without a work authorization document.

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Knowledge Review

What is the first phase of development for the performance measurement baseline (PMB) ?

Time-phase work scope budgets

~ De fine work scope

] Schedule the work scope

Conduct an Integrated Baseline Review (IBR)

Check Answer

The first phase in developing the PMB is to define w o rk sco pe. After that, task relationships can be identi fied and tasks scheduled. Finally, the work scope budgets can be time-phased .

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Knowledge Review

Which of the following does the contractor use to identify the scope of work?

Select all that apply.

Planning packages

U Work packages

~ The Statement of Work (SOW)

~ The Wor1< Breakdown Structure (WBS) included in the

Request for Proposal (RFP)

The contractor incorporates contract scope into the performance measurement baseline by first identifying the scope of work using the sow and WBS included in t h e RFP, then depicting that work in a ewes.

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The I MP

As you know, an I MP can help define the scope of the contract by identi fying key events, accomplishments, and accomplishment criteria. Each event is completed when its supporting accomplishm ent s are completed, and those accomplishments are completed when their supporting crit eria are satisfied. IMP events are not tied to calendar dates. Where an IMP is used, the IMS flows from it and adds the timephased tasks needed to execute the contract.

This graphic provides a visualization of the IMP/ I MS structure. Programs have numerous events, each of which may be supported by numerous accomplishments and numerous accomplishment criteria . I MS tasks provide the detail necessary to support the IMP criteria.

For example, in the l ightweight, Assault and Reconnaissance (LAR) Vehicle program IMP excerpt shown, the Critical Design Review (CDR) event is one of numerous technical events required to develop the system. The completion of the Power Package Design is one of numerous accomplishments that must be completed before the CDR event. The completion of the Engine Design is one of numerous designs that must be

IMP Structure IMS Tasks -:)I

IMP Structure

Activity Number

A IMP Event

AOl IMP Accomplishment

AOla IMP Criteria

AOlaO.n IMS Task

LAR Program Excerpt

Activity Number

A CDR Completed

AOl Power Package Design Completed

AOla Engjne Design Completed completed before the Power Package Design can AOlaOl Subsystem Trades & Analysis

~IMS Tasksbe considered complete. A0la02 Critical Design

T wo IMS tasks necessary to complete the Engine critical design are also shown .

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The IMP

As you know, an I MP can help define the scope of the contract by identifying key events, accomplishments, and accomplishment criteria . Each e v ent is completed when its supporting accomplishments are completed, and those accomplishments are completed when their supporting criteria are satisfied. IMP events are not tied to calendar dates. Where an IMP is used, the IMS flows from it and adds the timephased tasks needed to execute the contract.

T his graphic l o ng Descriptio n IMP/ I MS

numerous T wo tables represent the IMP structure and tasks of a generic IMP and an

acco,mplisll mej excerpt of the LAR Program I MP. T he generic IMP structure consists of activity

detail number A, IMP Event, which has a subordinate activity, AOl , I MP

ne,ce,;s{ Accomplishment. AOl has a subordinate activity, AOl a, IMP Criteria . AOl a has a

subordinate I MS task, activity number AOl aO-n, IMS T ask. T he LAR Program

Recolnn<3issarl l excerpt structure consists of activity number A, CDR Completed, which has a

subordinate activity, AOl , Power Package Design Completed . AOl has a

subordinate activity, AOl a, Engine Design Completed . AOl A consists of two I MS e vent is one tasks : AOl aO l , Subsystem T rades and Analysis, and A01a02, Critical Design . required to

of the Power one numerous accomplishments that must be completed before

IMP Structure the CDR event. T he completion of the Engine Design is one of numerous designs that must be completed before the Power Package Design can

IMS Tasksbe considered complete . Critical Design

T wo IMS tasks necessary to complete the Engine

critical design are also shown .

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• Recognize the typical steps to build a schedule

• Recognize the benefits of an accurately planned and statused contractor Integrated Master Schedule {IMS) and how it is used by the Government program manager {PM) in decision making

• Recognize the use o f the schedule cri t ical path as a program management tool

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EVMlOl Fundamentals o f Earned Value Management Lesson 3 . 2- PMB Key Phases RESOURCES 1 PRINT 1 HELP

The Importance of Scheduling

Let's examine how t he contractor determines task relationships and schedules tasks into a logical

network. In program management practice, the schedule is a powerful planning, control, and

communications tool. A comprehensive project schedule, done properly, is a basic building block of the

EVM PMB.

The contractor incorporates the key contract events (such as those in an IMP) into an IMS with the

level of detail necessary for day-to-day execution. The event- based IMP is expanded in the time

based IMS to show all the detailed tasks required to accomplish the work effort contained in the IMP.

The contractor baselines the IMS at the beginning of the contract, then updates it to reflect actual

progress, maintaining accurate start and finish dates for the project.

Here is an excerpt from the LAR IMS showing tasks that support the CDR event. This IMS excerpt is in a typical Gantt chart schedule format.

IMP Criteria

IMS Tasks

IMP Acco mplishment

IMP E""nl

Select to en/arne the oraphjc.

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let's examine how the contractor determines task relationships and schedules tasks into a logical

n etwork . In nronram manaoemen t oractice the schedule is a powerful planning, control, and

comr baselines schedule, done properly, is a basic building block of the

EVM

The Baselining is the process of locking the vents (such as those in an IMP) into an IMS with the

level task structure and timing for tracking ion . The event-based IMP is expanded in the time

base purposes against real progress . d to accomplish the work effort con tained in the IMP.

The contrac tor baselines the IMS at the beg1nning o f the c ontrac t, then updates it to re flec t ac tual

progress, main taining accurate start and finish dates for the project.

Here is an excerpt from the LAR IMS showing tasks tha t support the CDR event. This IMS excerpt is in

a typical Gantt chart schedule format.

IMP Criteri~

IMSTasb

IMP

Accomplishment

IMP E"'nt

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n etwork . In program managemen t practice, the schedule is a powerful planning, control, and

communications tool. A comprehensive project schedule, done properly, is a basic building block of the

EVM PMB.

The contractor incorporates the key contract events (such as those in an IMP) into an IMS with the

level of detail necessary for day - to -day execu tion. The event-based IMP is expanded in the time

based IMS to show all the de tailed tasks required to accomplish the work effort con tained in the IMP.

The contrac tor base!jnes the IMS at the beginning o f the contrac t, then updates it to re flec t ac tual

progress, main taining accurate start and finish dates for the project.

Here is an excerpt from the LAR IMS showing tasks tha t support the CDR event. This IMS excerpt is in a typical Gantt chart schedule format.

Gan tt chart

A graphical display of program a ctivities that depicts work

activities in an integrated fashion. Activities are represen ted

by bars showing the length o f time for each activity.

IMSTasb

IMP Accomplishment

IMP E"'nt

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network. In program management practice, the schedule is a powerful planning, control, and

communications tool. A comprehensiv e project schedule, done properly, is a basic building block of the

EVM PMB.

The contract r-----------------~~~~~~~~~~~~~~~~~~~~~--~'h the lev el of detail l ong De s cript ion e-

based IMS to e IMP.

The contract Gantt chart representing of a portion of the LAR IMS . The IMS adds tasks . ctual progress, mai The LAR IMS Gantt chart includes 1.1.3 Power Package/ Driv e, 1.1.3. 1.

Engine, and 1.1.3.1.1 Design . The Design's IMP Criteria is 1.1.3.1.1.3 Finalize

Design . The Finalize Design's IMS Tasks are 1.1.3.1.1.3. 1 Dev elop InterfaceHere is an exc pt is in Specs, 1.1.3.1.1.3.2 Design Dev elopmental Tasks, and 1.1.3.1.1.3.3 Finalize a typical ~ Drawings . The IMP Accomplishment is 1.1.3. 12 Finalize Power Package Design . The IMP ev ent is 1.2.1.6 Critical Design Review ( CDR) .

VVI$) I 8SKS

1.1.3 El Power Package/ Drive 1.1.3 .1 El Engine

1.1.3 .1.1 El Design

IMP Criteria ....... 1.1.3 .1.1. 3 EJ Finalize Design

1.1.3. 1.1.3. 1 Develop Interface Specs

IMS Tasks ..... 1.1 .3. 1.1.3.2 Design Developmental Tests

finalize OravlilgsIMP

Accomplishment finalize Power Package Design

IMP Event Critical Design Review (CDR)

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How the IMS Supports Decision Making

The IMS is the networked schedule that establishes a logical

sequence of work that leads through key milestones, events,

and/or decision points to the completion of program objectives.

It contains all authorized discrete work for organizational

elements, including subcontractors, responsible for performing

Programthe work consistent with the WBS and the Organizational Breakdown Structure (OBS). It allows for detailed conversations Manager to be held among an Integrated Produc t Team (IPT) for planning and actual technical progress .

The IMS shows:

• Activity and total project durations

• The work sequence

• Task and resource interdependencies

The information in the IMS helps the program manager (PM)

identify and respond to program risk by providing the ability to

measure progress using EVM and determine schedule impact .

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Knowledge Review

Which of the following best describes how the Integrated Master Plan

( IMP) and Integrated Master Schedule ( IMS) are used to schedule the

contract scope of work?

~ The IMP identifies high- level events that the work must accomplish

and the IMS assigns task relationships and task durations that can

be traced up to IMP events.

U The IMP identifies the work for which the Government is responsible

and the IMS identifies the work for which the contractor is

responsible.

The IMP identifies both the scope of work and the schedule; the IMS is not relevant to scheduling contract work.

The IMS identifies both the scope of work and the schedule; the IMP is not relevant to scheduling contract work.

The IMP ide nt ifies high-level events t h at t h e w ork must accomplish and describes the measures used to assess how well that work is performed. The IMS assigns task relationships and t ask durations t hat can be t raced u p to IMP e vent s .




Knowledge Review

Which of the following describes how the Integrated Master Schedule ( IMS) supports decision making by the program manager (PM) ?

Select all that apply.

~ The IMS provides the ability to measure program

progress using Earned Value Management (EVM).

U The IMS provides the basis for determining the overall

con trac t price .

~ The IMS helps the PM identify program risk.

The IMS helps the PM identify information that should be included in the Integrated Master Plan ( IMP).

Check Answ er

The information in the IMS helps the PM ident ify progra m risk and respond accordingly, by pr o viding the a bility to measure program progre ss using EV M .

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Relationships between Summary, Intermediate, and Detailed Schedules

Integrated There are commonly three levels of schedules found in an IMS: summary master schedule, intermediate schedules, and detailed schedules. The GovernmentMaster communicates its IMP/ IMS requirements pre-award, which typically include a list ofSchedule minimum required events, accomplishments, and criteria that define the high level events (for example: Operational Test and Evaluation { OT&E), Initial Operational Capability {IOC)). The contractor incorporates these requirements in its IMS, developing the detailed execution !MS.

Summary Intermediate Detailed Master Schedule Schedule

Schedule

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Su mmary Master Schedule

The summary master schedule is a top-level schedule of key events/ milestones at the summary level. It shall be a vertically integrated roll up of the intermediate and detailed levels within the !MS. At the highest level, the summary schedule provides a strategic view of the activities and milestones necessary to start and complete a project.

Events are transition points between the major program activities where it is necessary to demonstrate

progress or maturity before proceeding to the next activity or effort. They include milestones, program

reviews/ audits, technical reviews, or other key decision points .

In the context of scheduling, a milestone is a specific definable accomplishment in the contract network that is recognizable at a particular point in time . Milestones have zero duration, do not consume resources, and have defined entry and exit criteria . A milestone may mark the start and/ or finish of an interim step, event, or program phase .

Schedule Schedule

You must select each schedule to move on. !!

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Relationships between Summary, I ntermediate, and Detailed Schedules

Integrated There are commonly three levels of schedules found in an IMS: summary master schedule, intermediate schedules, and detailed schedules . The GovernmentMaster communicates its JMP/ IMS requirements pre- award, which typically include a list ofSchedule minimum events, ts, and criteria that define the level

Intermedia t e Schedule

Intermediate schedules are mid - level contract schedules that include all the events/ milestones in the summary master schedule . There may be several intermediate schedules that depict varying levels of detail. The intermediate schedules include the accomplishments that support events. They shall be vertically integrated roll ups of the detailed level schedules .

Accomplishments represent the desired results at an event, or the discrete steps in a process associated with an event.

Schedule Schedule


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Integrated There are commonly three levels of schedules found in an IMS : summary master schedule, intermediate schedules, and detailed schedules . The GovernmentMaster communicates its JMP/ IMS requirements pre-award, which typically include a list ofSchedule minimum required events, accomplishments, and criteria that define the high lev el events tional Test and Ev aluation Initial tional

Detailed Schedule

Detailed schedules are the lowest level of contract schedules . At a minimum, the detailed schedules shall contain horizontal integration between work package and planning package tasks and vertical integration of those tasks with their control account.

The detailed schedules shall include all accomplishment discrete tasks, work packages, and planning packages necessary to create a networked schedule capable of identifying a valid critical path.

Schedule Schedule


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Integrated There are commonly three levels of schedules found in an IMS: summary master schedule, intermediate schedules, and detailed schedules. The GovernmentMaster communicates its IMP/ IMS requirements pre-award, which typically include a list ofSchedule minimum required events, accomplishments, and criteria that define the high level events (for example: Operational Test and Evaluation { OT&E), Initial Operational Capab 11 its IMS, develc l ong De scription

The detailed schedule is created using information from the intermediate schedule, which is created from the summary master schedule .

Summary Intermediate Detailed Master Schedule Schedule

Schedule

You must select each schedule to move on. .!2



lesson 3.2 - PMB Key Phases

Vertical Integration

The IMS must be vertically integrated.

Vertical integration is the ability to trace paths from top-level events/ milestones in the summary master schedule down through accomplishments in the intermediate schedules to the tasks in the detailed schedules that support those top- level events.

Vertical in tegration demonstrates the consistency of data between the various levels of schedules and consistency of data between various WBS elements and/ or I MP/ IMS elemen ts ( if applicable ) within the schedules . Since upper-tiered schedules set the parameters for lower-level schedules, it is imperative that lowerlevel schedules are traceable to upper- tiered milestones to ensure program schedule integrity. This ensures that aii i PTs are working to the same schedule information and all levels of schedules are supportive of the program schedule requirements.

RESOURCES 1 PRINT 1 HELP

Summary

Master

Schedule

Intermediate

Schedule

Detailed

Schedule

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Vertical Integration

The IMS must be vertically integra ted. Summary

Master Vertical integration is the ability to trace paths from top-level events/ milestones in Schedulethe summary master schedule down through accomplishments in the intermedia te

schedules to the tasks in the detailed schedules that support those top- level events.

Vertical in tegration demo l ong Description levels of schedules and c IMP/ IMS elemen ts ( if app schedules set the param level schedules are trace

Vertical integration shows the rela tionships between the summary master schedule, the intermediate schedule, and the detailed schedule .

Intermediate Schedule

schedule integrity. This e: ,J!l' .,,~!'lco'Pl .,. ,l'l!l"'dr'l!"oo ...v lt!l'l,~m'l!~!ll'l'll!!""!~l!!!'!!'!!!'l!!""'"-~~,, !l'uooP'!!'! odocl!"id!!'l!"'uo !'l"'' ,l!l' ., 'l!~ .;!l""!information and all levels of schedules are supportive of the program schedule requirements.

L

Detailed Schedule

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Horizontal I ntegration

The IMS must also be horizontally integrated.

Horizontal integration is the ability to trace paths from earlier tasks through the schedule to later tasks .

Horizontal integration demonstrates that work is planned in a logical sequence considering the

interdependencies among work packages and planning packages ( or lower level tasks/ activities ) .

This type of integration ensures that the overall schedule is rational, and Name Duration ___...!L,____......!,~--provides a methodology to evaluate Control Acct 16 30 days the impact of current schedule Work Package 1 11 days status on subsequent work packages

Work Package 2 10 daysand planning packages ( or lower level

Work Package 3 8 daystasks/ activities), and milestones. Work Package 4 10 days

Horizontal integration depicts schedule dependencies and constraints and focuses on relationships within the same scheduling level, including those between different program elements such as hand-offs of products between JPTs.

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------


Horizontal Integration

The IMS must also be horizontally integrated.

Horizontal integration is the ability to trace paths from earlier tasks through the schedule to later tasks .

Horizontal integration demonstrates that work is planned in a logical sequence considering the

interdependencies among work packages and planning packages ( or lower level tasks/ activities ) .

This type of integration e·~-----------------------..

the overall schedule is ra l ong Descript ion 13

provides a methodology t

A Gantt chart shows the durations of and relationships the impact of current sc between the four work packages that comprise controlstatus on subsequent wo account 16. Control Account 16 has a duration of 30and planning packages ( o days. Work package 1 has a duration of 11 days. Worktasks/ activities ), and mil package 2 has a duration of 10 days and begins after

Horizontal integration de work package 1. Work package 3 has a duration of 8 days ntegration___..... schedule dependencies at and begins after work package 2. Work package 4 has a constraints and focuses c duration of 10 days and begins after work package 3. relationships within the s These relationships demonstrate horizontal integration. scheduling level, including u' "' o~e ..:,r.,~~sll'______________________

between different program elements such as hand-offs of products between JPTs.

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Knowledge Review

Which of the following describes three levels of schedules found in an In tegrated Mas ter

Schedule ( JMS): mas ter schedule, in termedia te schedule, and de tailed schedule?

Select a ll t hat apply.

~ T he I MS may include mul tiple in termediate schedules depic ting

varying levels of de tail.

~ T he mas ter schedule is a vertically in tegra ted roll up of the

in termedia te and de tailed schedules .

~ T he de tailed schedule con tains horizon tal in tegra tion be tween work

package and planning package tasks .

~ T he mas ter schedule provides a stra tegic view of the ac tivi t ies and

miles tones necessary to s tart and comple te a proj ec t .

Check Answer

All are correc t . The master schedule provides a strate gic v iew o f the activ ities and milestones necessary t o start and complete a project. The master schedule is a v ertically integrate d r oll up o f the intermediate and detailed schedules. The IMS may include multiple intermediate schedules depicting v arying lev els o f detail. The detailed schedule contains h orizontal integratio n betw een work package and planning package tasks.


• • • • • • • •



A View of VertiClll and Horizontal Integration

The tiered schedules reflect vertical integration.

Master Schedule Build 1 Build 2

SW HW & SW AcceptanceContract PDR

Award CDR

Complete Complete Integration Integration Test & Test

Intermediate Schedules Vertical

Integration

l Vertical Integration Detailed Schedules •uu•~

I fll I Integration •I

I

Horizontal Integration •1.---•

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A View of Vertical and Horizontal Integration

The tiered schedules reflect vertical integration.

l ong Descript ion

A sample of vertical and horizontal integrations shows the Master Schedule, Intermediate Schedules, and Detailed Schedules . Horizontal integration at the master schedule level includes these milestones : Contract Award, PDR, CDR, Build 1 Complete, Build 2 Complete, SW Integration & Test, HW & SW Integration, and Acceptance Test. Horizontal integration at the Intermediate Schedules level includes the following events: Design ; Build 1; Build 2; Integration and Testing; Integration; and Testing. Horizontal integration at the Detailed Schedules level includes detailed tasks for the events at the Intermediate Schedules level, including Design and Build 1. Vertical integration across all levels, from Detailed Schedules to Intermediate Schedules to the Master schedule include: detailed tasks for Design which occurs from Contract Award through PDR, terminating with the CDR; detailed tasks for Build 1 which occurs from CDR to Build 1 Complete; detailed tasks for Build 2 which occurs from Build 1 complete from Build 2 Complete ; detailed tasks for Integration and Testing which occurs from Build 2 Complete to SW Integration & Test; detailed tasks for Integration which occurs from SW Integration & Test to HW & SW Integration; and detailed tasks for Testing which occurs from HW & SW Integration to Acceptance Test.

Mor~zontal 1ntegrat1on • II

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Knowledge Review

Why is vertical schedule integration important?

All milestones in detailed schedules must be met within the time allotted by the control accounts those milestones support.

~ All lowerlevel schedules must be traceable to upper-tiered

schedules and their major events and milestones.

U All near- term events must be traceable to far - term

events/miles tones.

Vertical integration is achieved when all three tiers of schedules

have been developed, regardless of how durations and

start/finish dates influence one another.

Check Answer

Vertical integration requires tha t all lowerlevel sch e dules must be traceable to uppe r- t iered schedule s lind their major events and mile st o ne s .

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Typical Steps to Build a Schedule

Building an IMS is an iterative process. The DoD IMP/IMS Guide lists typica l steps involved in developing a schedule. You can find a link to the DoD IMP/ IMS Guide in the EVM Course Resources document in the RESOURCES tab.

Some of the key steps listed are:

1. Identify detailed

tasks Identify task durations Identify task

relationships Develop the IMS and critical path Maintain the

schedule

Source: DoD IMP & IMS Preparation and Use Guide

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Typical Steps t o Build a Schedule

Building an IMS is an iterative process . The DoD IMP/ IMS Guide lists typica l s teps involved in developing

a schedule. You can find a link to the DoD IMP/ IMS Guide in the EVM Course Resources document in the

RESOURCES tab.

Some of the key steps listed are :

1. l ong Description

Five-step scheduling process. Step 1 Identify detailed tasks . Step 2 Identi fy task dura tions. Step 3 I dentify task relationships. 4 Develop the I MS and critic al path. Step 5 Maintain the schedule .

Maintain the schedule

Source: DoD IMP & IMS Preparation and Use Guide

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Step 1 - I dentify Detailed Tasks

1. Identify detailed 2.

tasks Identify task 3. durations Identify task 4.

relationships Develop the IMS 5. and critical path Maintain the

schedule Ide ntifying the d e t a iled t a sks t o a ccomplish a proj ect is a key step in building a sch e d u le . To d o this, t he contracto r mus t ensure:

• The schedule reflects all act iv it ies (steps, events, required work, and outcomes)

t o accomplish the deliverables described in the contract's WBS

• Tasks are classified as discrete or level of effort

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Step 1 - Identify Detailed Tasks



relationships Develop the IMS 5. and crit ical path Maintain the

schedule Identifying the detailed tasks to accomplish a project is a key step in building a schedule. To do this, the contractor must ensure:

• The schedule reflects all activ ities (steps, even ts, required work, and outcomes)


• Tasks are classified as discrete or level of effort

disaete

A discrete work package results in a tangible end product, such as a manufac tured item or a functionality in a software program .

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schedule Identifying the detailed tasks to accomplish a project is a key step in building a schedule. To do this, the contractor must ensure:

• The schedule reflects all activ ities (steps, even ts, required work, and outcomes)


l evel o ~ fort-------------------~• Tasks are classified as discrete orf~~~::!!:!f::::!ef:!!~~

level of effort

A level of effort (LOE) task is reserved for general or supportive work tha t results in no end products, such as management and administrative tasks. If LOE tasks are included in the IMS, they must be clearly identified as such and not impac t or be impacted by discrete tasks or ac tivities .



lesson 3.2 - PMB Ke y Phases RESOURCES I PRINT I HELP




.---------l:"btion



Step 2 - I dentify Task Durations




schedule To estimate t ask durations, the contractor CAMs typically:

• Consul t wi th their technical teams t o estimate the length of time t o accomplish

each task

• Identify the amount of resources required to complete each task

• Evaluate records or knowled ge of the time required for the same or similar tasks

on previous contracts/ progra ms

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Step 2 - Identify Task Durations


tasks Identify task 3. durations Identify task 4 .

.---------Ubtion~hin



Step 3 - Identify Task Rel ationships

1. Identify detailed 2 .


relationships Develop the IMS 5.

and crit ical path Maintain the

schedule

To define tas k r e l a tionships, t he cont ractor mus t :

• Identi fy t he rela t ionships betw een t asks

• Est ablish the sequence in w hich t he tasks will be performed

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Step 3 - I dentify Task Relationships



relationships Develop the IMS 5.

and crit ical path Maintain the

schedule

To define task r e la tionships, t he cont ractor mus t :

• Identi fy the rela tionships b relationships

• Est ablish the sequence in An example of task relationships is : Task A must complete

before task B may begin ( e.g., You must finish writing

test procedures before you can sta rt the test. )

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Step 3 - Identify Task Relationships

1. Identify detailed 2 .

tasks Identify task 3 durations Identify task

P ::.tinnc:hinc: 5.

l o ng Description Maintain the scheduleReprised five-step scheduling process. Step 1 Identify

To d e fine t a sk rela tio ns detailed tasks . Step 2 I dentify task durations . Step 3

Identify task relationships. q Develop the IMS and critical

• Identify the tio path. Step 5 Maintain the schedule . Focus is on Step 3.

• Establish the sequence 1n w 1c

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Step 4 - Develop the I MS and Critical Path



relationships Develop the IMS 5.and critical path Maintain the

schedule

To develop the IMS and critical path, the cont ractor:

• Enters the tasks, task durations, and task relationships into scheduling software

• Uses the scheduling software t o time-phase the proj ect tasks/ activ ities into a

networked schedule capable of identifying a valid critical path

• locks the schedule for baselining







relationships Develop the IMS 5.and critical path Maintain the

schedule

To develop the IMS a nd critical path, the cont ractor:

• Enters the tasks, task durations, and task relationships into scheduling software

• Uses the scheduling software t o time-phase the project tasks/ activities into a

networked schedule capable of ide '"- · "' v:olitt · · n:oth

• locks the schedule for baselining baselining

Establishes the initial planned schedule against which EVM performance is measured






tasks Identify task 3. durations Identify task

l ong Description Maintain the scheduleReprised five -step scheduling process. Step 1 I denti fy

To develop the IMS detailed tasks . Step 2 Identify task durations . Step 3 Identify task relationships. q Develop the IMS and critical path. Step 5 Maintain the schedule . Focus is on Step 4.

• Uses the

networked schedule capable of identifying a

• Locks the schedule for baselining




Constructing a Network Schedule Using the Precedence Diagramming Method ( PDM )

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Constructing a Network Schedule Using the Precedence Diagramming Method (PDM)

long Description

Notional network schedule displays with eight discrete tasks and one lOE task. The discrete tasks are A, B, C, D, E, F, G, and I. The lOE task is H. Finish-to-start relationships between tasks display: Tasks A and D; Tasks B and E; Tasks B and G; Tasks C and E; Tasks D and F; Tasks D and G; Tasks E and I ; and Tasks G and I. Start-to-start relationships between tasks display: II Tasks A and B; and Tasks Band C. Finish-to-finish relationships between tasks display: Tasks B and D; and Tasks F and I. Text displays: Task H is not included in the network schedule because it is an lOE Task. Text displays. The result: A fully networked schedule that supports critical path analysis .

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Closed Captioning

Using the Precedence Diagram Method, or PDM, of describing a schedule, we will discuss the steps in the

scheduling process and show how following these steps results in an integrated, networked schedule that is the basis for critical path analysis.

In this simple example, assume the CAM has identified nine tasks, eight of which are discrete and one is a

level of effort task. After identifying the tasks necessary to accomplish the effort, the CAM identifies all their relationships.

In this example, the schedule begins with Task A, and is complete when Task I finishes. Task B and Task

D are both dependent on Task A. In other words, Task A is the predecessor to both Task B and Task D, and tasks B and D are successors to Task A.

In addition to identifying predecessors and successors, the CAM must identify the specific type of

relationship. In this example, Task D cannot start until Task A has finished. This is known as a Finish-to-

Start task relationship. To reflect that relationship, the arrow connecting Task A to Task D is shown originating from the right side of Task A, representing the finish side of Task A, and terminating at the left

side of Task D, representing the start side of Task D. The left side of the box represents the start of a task and the right side of the box represents completion of a task. Repeat this for all the tasks.

These tasks all have Finish-to-Start relationships. The Finish-to-Start relationship is the most common

relationship in networked schedules.

Another relationship type is the Start-to-Start relationship. In this example, Task B cannot start until Task A has started. To reflect that relationship, the arrow connecting Task A to Task B is shown originating

from the left side of Task A and terminating at the left side of Task B. In relation to Task A, Task B has a lag time of three days. This means that Task B cannot begin until three days after Task A begins. This lag

is represented as "+3" by the arrow connecting Task A to Task B.

There is also a Start-to-Start relationship between Tasks B and C. A third relationship type is the Finish-

to-Finish relationship. Task D cannot finish until Task B has finished. To reflect that relationship, the arrow

connecting Task B to Task D should originate from the right side of Task B and terminate at the right-side

of Task D.

There is also a Finish-to-Finish relationship between tasks F and I. Recall that in this example, Task I is the final task in the schedule. Therefore, there are no subsequent tasks that are dependent on Task I.

Task H is not included in the network schedule, which is used to determine the critical path, because it is a

Level of Effort, or LOE task. If LOE control accounts, work packages, or planning packages are included in the IMS, they must be clearly identified as such and not impact or be impacted by discrete tasks or

activities. When all the control account schedules built by identifying tasks and task relationships are integrated, the

result is a fully networked schedule that supports critical path analysis. You can see the network in this PDM schedule. This simple example demonstrates how complex scheduling is. In this example we have

just nine tasks; a program can have thousands of tasks.



Identifying the Critical Path and Determining Float

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Identifying the Critical Path and Determining Float

l ong Descript ion

Reprised notional network schedule displays with eight discrete tasks : A, B, C, D, E, F, G, and I. Critical Path definition displays: A sequence of discrete tasks in the network schedule that has the longest total duration through an end point, typically the project's completion date. Critical path displays: Tasks A, D, G, and I. Text displays next to Task I : Project End . Text displays: Tasks along the critical path have the least amount of scheduling flexibility. This is Float. Float definition displays: The amount of time an activity can be delayed or expanded before such a delay or expansion impacts the project's finish time . Float values for each task display: A zero days; B six days; C three days; D zero days; E three days; F six days; G zero days; and I zero days. Task A callout displays: Any slip affects project end date. Task B callout displays: Small slip of one or two days reduces float but does not affect project end date. Task B callout displays: Six-day slip reduces float to zero and could affect project end date. Reprised critical path displays: Tasks A, D, G, and I , each with zero float. Representative tasks not on the critical path display: Task B with six days float and Task E with three days float. Program manager displays. Text displays: The PM uses the critical path to focus management attention and mitigate efforts on areas with the highest potential for delaying the project. Driving path definition displays: The sequence of tasks with the longest total duration through an interim milestone, instead of the project's completion date.

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Closed Captioning

A fully networked schedule supports critical path analysis. The critical path is a sequence of discrete tasks

in the network schedule that has the longest total duration through the end point, typically the project's completion date.

In this example, the schedule specialist uses software and their expertise to determine the critical path

through Tasks A, D, G, and I, resulting in a predicted project duration. Given this path, the scheduling software identifies the project end. Tasks along the critical path have the least amount of scheduling

flexibility and cannot be delayed without delaying the finish time of the project.

Scheduling flexibility is known as float. Float is the amount of time the forecast finish date of a task or milestone can slip before delaying the project completion. To determine float values for each task, the

scheduling software uses task relationships and durations to determine early and late start and finish dates for each task. Using these dates, the software calculates float values. For example, the schedule

software calculated Task A’s total float as zero. This means task A cannot slip without causing the project

end date to slip. In another example, Task B's float equals six. This means that if task B completion slips a day or two, its float will be less, but the project end date will not be affected. If task B slips 6 days,

however, its float would go to zero.

Discrete tasks along the critical path have the least amount of float or slack. If a task on the critical path is delayed, the program finish date will be delayed by the same amount of time. The tasks along the

critical path, in this example, have zero float, while the other tasks, not on the critical path have positive float.

The critical path is most useful as a tool to help determine which tasks can potentially cause a slip to the

project end date and deserve management focus. There may also be 'driving paths' in the network. A driving path is similar to the critical path, except the

driving path is the sequence of tasks that has the longest total duration through an interim milestone instead of the project's completion date.



Step 5 - Maintain t he Schedule



relationships Develop the IMS _5and crit ical path Maintain the

schedule Once the IMS has been developed, PMs mus t use i t and continue to maintain i t .

To maintain the sch e dule, cont ractors must:

• Est ablish a disciplined and effectiv e schedule change management process

• Update the schedule to reflect actual progress and current forecasts of t ask start

and finish dates

• Analyze the schedule health, critical path, and driving paths

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Step 5 - Maintain the Schedule


tasks Identify task 3. durati ons Identify task 4.

.---------l:"bt it>nn



Knowledge Review

Which of the following is a key step in developing an Integrated Master

Schedule ( IMS) ?

~ Identify task durations

Identify the control account managers responsible for tasks

0 Identify the total cost o f tasks

Identify tasks to eliminat e t o reduce costs

Check Answer

One of the key steps in developing an IMS is ide nt ifying t ask d urations .




Knowledge Review

What can you conclude about the following network schedule?

There are no relationships between the three tasks.

Task A canno t start until Task 0 starts.

~ Task 0 cannot start until task A has finished.

All tasks are level of effort (LOE) tasks.

Check Answer

From the schedule, you can conclude that Ta sk D ca nnot start unt il Task A has finis hed.




Knowledge Review

What can you conclude about the following network schedule?

There are no relationships between the three tasks.

TaskAcannotsr---------------~--------------------------~

l ong De scription

~ Task D cannot s No tional network schedule with three tasks : Tasks A, D, and F. Task A has a finish - to-s tart relationship with Task D. Task D has a finish-to-s tart relationship with •

All tasks are lev L-T•a•s•k •F•. ------------------------------------...11-----+,.

Check Answer

From the schedule, you c an conclude that Task D cannot start until Task A has finis he d .

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Knowledge Review

Which of the following describes the critical path?

~ The critical path is the sequence of tasks that has the

longest total dura tion through the project's completion da te.

U The critical pa th indicates when schedule changes will

negatively a ffec t the driving path.

The critical pa th is the sequence of tasks that has the longest total duration through an interim milestone.

The critical path denotes all level of effort (LOE) tasks.

Check Answer

The crit i cal path is t h e seque nce o f t asks t h at ha s t h e lo ng est total d u ratio n t h ro ug h t h e project 's co mplet ion dat e.

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Knowledge Review

Which of the following describes the driving path?

The driving path determines the end date of a project.

~ The driving pa th is the sequence o f tasks that has the

longest total dura tion through an in terim milestone.

The driving pa th indica tes tasks associated with the Lightweight, Assault and Reconnaissance (LAR) vehicle's drive train component.

The driving path is the sequence of tasks that has the longest total duration through the project's completion date.

The d riv ing path is t h e seq ue nce o f t asks t h at ha s t h e long est t o t a l d u rat io n t h ro ug h a n interim milestone.

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Knowledge Review

Why are project managers interested in tracking task float over time?

~ To identify which tasks are getting closer to

potentially causing a slip to the project end date

U To identify tasks tha t are no t necessary to meet the

project's goal

T o identify tasks that should be performed simultaneously

To evaluate contractor efficiency between tasks

Check Answer

Project managers track task floa t over time to ide nt ify which tasks are getting closer to potentially causing a slip t o t he project end da t e .

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Interpreting Schedules in the Gantt Format

Gantt charts visually depict the baseline as well as the current schedule of tasks . The baseline schedule represents the EVM PMB. The current schedule is kept updated depicting completed tasks, in-progress tasks, and forecast start and complete dates for tasks . When compared to the baseline schedule, slipped or missed tasks can be identified . There are no critical tasks in this example . If there were, they would be depicted in red . In the example below, the schedule status has been updated for the month of October.

Baseline Schedule

Current Schedule

Trade Studies

Status Bar Functional Flow Analysis

Functional Block Diagram Slipping Task Functional Allocation

Timing Analysis Critical Task Test Methods, Matrix, &

Planning

Completed Task Engineering Support

Finalize Design

Milestone Final Design Approved Time Now

0

Completed Milestone You must select each task name on the Gantt chart to move on. !!•




Gantt charts visually depict the baseline as well as the current schedule of tasks . The baseline schedule represents the EVM PMB. The current schedule is kept updated depicting completed tasks, in-progress tasks, and forecast s ne schedule, slipped or missed tasks can b Requirem ent s Analysis were, they would be depicted in red . In th month of October.

This task is complete, and started and finished as baselined . Baseline Schedule

Current Schedule

Trade Studies




Planning


Finalize Design


0




Inter p reting Schedul es i n the Gantt Format

Gantt charts v isually depict the baseline as well as the current schedule of tasks . The baseline schedule represents the EVM PMB. The current schedule is kept updated depicting completed tasks, in-progress tasks, and forecast s ne schedule, slipped or missed tasks can b Trade studies were, they would be depicted in red . In th month of October.

This task is complete, and started and finished as baselined . Baseline Schedule

Current Schedule

Trade Studies




Planning


Finalize Design


0





Gantt charts v isually depic t the baseline as well as the c urrent sc hedule of tasks . The baseline sc hedule represents the EVM PMB. The c urrent sc hedule is kept updated depic ting comple t ed tasks, in-progress tasks, and f orecast s ne sc hedule, slipped or missed tasks c an b Functional Flow Analysis were, they would be depic t ed in red . In th month of Oc t ober .

This task is comple t e, and started and finish ed as baselined . Baseline Schedule

Current Schedule

Trade Studies




Planning


Finalize Design


0


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Gantt charts v isually depic t the baseline as well as the c urrent sc hedule of tasks . The baseline sc hedule represents the EVM PMB. The c urrent sc hedule is kept updated depic ting comple t ed tasks, in-progress tasks, and f orecast s ne sc hedule, slipped or missed tasks c an b Functional Block Diagram were, they would be depic t ed in red . In th month of Oc t ober .


Current Schedule

Trade Studies




Planning


Finalize Design


0





Gantt charts v isually depic t the baseline as well as the c urrent sc hedule of tasks . The baseline sc hedule represents the EVM PMB. The c urrent sc hedule is kept updated depic ting comple t ed tasks, in-progress tasks, and f orecast s ne sc hedule, slipped or missed tasks c an b Functional Allocat ion were, they would be depic t ed in red . In th month of Oc t ober .


Current Schedule

Trade Studies




Planning


Finalize Design


0





~--------------------------~ Gantt charts v isually represents the EVM P tasks, and f orecast s or missed tasks c an b depic t ed in red . In th

Baseline Schedule

Current Schedule

Status Bar

Slipping Task

Critical Task

Completed Task

Milestone

0

Tim ing Analysis

This task is in progress and statused through Time Now.

However, its start and finish dates have slipped from the

baseline sc hedule . The sc hedule slip has no t ye t impac t ed

the proj ec t 's c ritic al path.

Trade Studies

Functional Flow Analysis

Functional Block Diagram

Functional Allocation

Timing Analysis

Test Methods, Matrix, & Planning

Engineering Support

Finalize Design Time Now

Final Design Approved

baseline sc hedule asks, in-progress ne sc hedule, slipped were, they would be month of Oc t ober .





Gantt charts v isually depic t the baseline as well as the c urrent sc hedule of tasks . The baseline sc hedule represents the EVM P asks, in-progress tasks, and f orecast s Test Me t hods, Ma t rix, & Planning ne sc hedule, slipped or missed tasks c an b were, they would be depic t ed in red . In th This task is in progress and statused through Time Now. It month of Oc t ober .

started as baselined and is on targe t t o finish as baselined . Baseline Schedule

Current Schedule

Trade Studies




Planning


Finalize Design


0





Gantt charts v isually ~-------------------------~> baseline schedule represents the EVM P Engineering S upport asks, in-progress tasks, and forecast s ne schedule, slipped or missed tasks can b This level of effort task is in progress and statused through w ere, they w ould be depicted in red . In th Time Now . It started as baselined and is on target to finish month of Oc tober.

as baselined . Baseline Schedule

Current Schedule

Trade Studies




Planning


Finalize Design


0





Gantt charts v isually depic t the baseline as well as the c urrent sc hedule of tasks . The baseline sc h edule represents the EV M P asks, in-progress tasks, and f orecast s Finalize Design ne sc hedule, slipped or missed tasks c an b were, they would be depic t ed in r ed . In th This task has n o t started . It is on targe t t o start and finish month of Oc t ob er .

as baselined . Baseline Schedule

Current Schedule

Trade Studies


Functional Block Diagram Slipping Task Functional All ocation


Planning


Finalize Design

Mil estone Final Design Approved Time Now

0

Completed Mil estone You must select each task name on the Gantt chart to move on. !!•

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Gantt charts v isually depic t the baseline as well as the c urrent sc hedule of tasks . The baseline sc h edule represents the EV M P asks, in-progress tasks, and f orecast s Final Design Approved ne sc hedule, slipped or missed tasks c an b were, they would be depic t ed in r ed . In th This mil eston e has no t b een comple t ed . It is on targe t t o month of Oc t ob er .

start and finish as baselined . Baseline Schedule

Current Schedule

Trade Studies


Functional Block Diagram Slipping Task Functional All ocation


Planning


Finalize Design

Mil estone Final Design Approved Time Now

0

Completed Mil estone You must select each task name on the Gantt chart to move on. !!•

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Inter p reting Schedules in the Gantt Format

Gantt charts visually depict the baseline as well as the current schedule of tasks . The baseline schedule

l ong Descrip t ion

Gantt chart representing schedules for LAR tasks from August through December. Time now is indicated at the end of October. The Requirements Analysis task has been completed on schedule, starting and finishing in August. The Trade Studies task has been completed on schedule, starting in August and finishing in September. The Functional Flow Analysis task has been completed on schedule, starting in August and finishing in September. The Functional Block Diagram task has been completed on schedule, starting and finishing in September. The Functional Allocation task has been completed on schedule, starting in September and finishing in October. The Timing Analysis task is behind schedule and not complete . It started in October, which is after the baseline schedule start in September. It is currently scheduled to finish in November, slightly behind the baseline November finish date. The Test Methods, Matrix, and Planning task is on schedule, but not complete . It started on time in September, and is currently scheduled to finish on time in December. The Engineering Support task is on schedule, starting before August, and currently scheduled to finish on time in December. The Finalize Design task is scheduled to start and finish in December. The Final Design Approved milestone is scheduled to occur in December.


Finalize Design


0


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Knowledge Review

Which task is slipping?

Functional Block Diagram

Functional Block Diagam -- ---- --- - _'j _-- ------- ----Functional AJJocation iiiFunctional Allocation -- ---- ----- 1 Timing Analysis

Test Methods., Matrix, & Planning~ Timing Analysis Engineering Support

- - --- - - -~ Finalize Design ...... Timo NowTest Methods,

Matrix, & Planning

Check Answer

The Timing Analysis task is slipping .

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------

--

---- --


Knowledge Review

Which task is slipping?

0 Functional Block

Diagram

l o ng De scriptio n

D Functional Portion of a Gantt chart showing six tasks . The functional block diagram ---- -task has been completed . The current schedule for that task is the same as the baseline schedule . The functional allocation task has been

~ Timing An completed . The current schedule for that task is the same as the baseline schedule . The timing analysis task's current schedule is depicted after its baseline schedule . I t is not yet complete . The test methods, matrix, and ---~ ......planning task began on its baseline schedule . I t is not yet completed but

D Test Meth the chart shows its current end date matches its baseline end date. The Matrix, & engineering support task is in progress . The beginning cannot be seen on

the chart. The current end date matches the baseline end date. The finalize design task has not yet started.

Check Answer

The Timing An aly sis task is slipping .



• Recognize how control account managers develop their budgeted cost for work scheduled ( BCWS) for their work

• Recognize the meaning of discrete, level of effort, and apportioned categories of work

• Given a contract Integra ted Program Management Report ( IPMR) Format 3, recognize the in formation this format provides

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Allocate Budget

To be an effective evaluation tool, the PMB must incorporate the work to be performed, the schedule in which that work is to be performed, and the budget for performing the work. We've already examined the scope of work and the schedule, now let's examine how the contractor classifies work, allocates budget, and time-phases work package budgets.

1. 2.

Define work Schedule the

scope work scope

CWBS

The CAMs receive their budgets from the PM via their work authoriza tion process, after a collaborative effort in which they justified their budgets based on their scope of work.

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Allocate Budget

To be an effective evaluation tool, the PMB must incorporate the work to be performed, the schedule in which that work is to be performed, and the budget for performing the work. We've already examined the scope of work and the schedule, now let's examine how the contractor classifies work, allocates budget, and time-phases work package budgets.

1. 2. 3.

Define work l ong Descript ion

scope Reprised three PMB development phases : 1. Define work scope; 2. Schedule the work scope; and 3. Time-phase work scope budgets. Focus is on Phase 3.

CWBS

The CAMs receive their budgets from the PM via their work authorization process, after a collaborative effort in which they justified their budgets based on their scope of work.

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EVMlOl Fundam entals of Earned Value Manage m e nt


Categorizing Work Packages

One of the first things the CAMs must do is to categorize work packages into one of three key categories. They already have done this categorization as part of building the schedule. They must also allocate budgets to these different categories of effort.

Most Objective

Ma nagem ent Insight

Discrete effort A discrete work package results in a tangible end produc t, such as a manufac tured item or a functionality in a software program .

Apportioned effort An apportioned effort task is measured as a function of a discrete task or set of tasks, such as performing quality control assessments on the tangible product of a discrete work package.

level of effort An LOE task is reserved for general or supportive work that results in no end products, such as management and administra tive tasks.

Least Objective

Manag em e nt Insight

You must select Most and Least Objective Manage m ent Insight to move on. .!2

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One of the first things the CAMs must do is to categorize work packages into one of three key categories. They already have done this categorization as part of building the schedule . T hey must also allocate budgets to these different cate!f. .es ow_ eu.l.lO.L!~~f..~; ffo'.u..~----------------------"1

Mo st Objectiv e Management Insight

Most ObjectiveManagement Insight Because it results in a tangible end product, progress on discrete

work can be easily quantified and measured.

Discrete effort A discrete work package results in a tangible end product, such as a manufactured item or a functionality in a software program .


lev el o f effort An l OE task is reserved for general or supportive work that results in no end products, such as management and administrative tasks .

least Objective

Management Insight

You must select Most and Least Objective Management Insight to move on. !!




One of the first things the CAMs must do is to categorize work packages into one of three key categories. They already have done this categorization as part of building the schedule . T hey must also allocate budgets to these different categories of effort.

Most Objective

Management Insight

Discrete effort A discrete work package results in a tangible end product, such as a manufactured item or a functionality in a software program .


lev el o f effort An l OE task is reserved for general or supportive work that results in no end products, such as management and administrative tasks .

least Objectiv e Management Insight least Objective

Management Insight Because it does not result in a tangible end product, progress on lOE work canno t easily be quan tified and measured .

Objective Management Insight to move on. !!





One of the first things the CAMs must do is to categorize work packages into one of three key categories. They already have done this categorization as part of building the schedule. They must also allocate budgets to these different categories of effort.

Most Objective

M

l ong De scription

Discrete effort work packages provide the most objective uch as a management oversight. Level of effort work packages are the least objective in terms of management oversight. Apportioned effort work packages are in the middle.

..,l'r'r:!'l!l!!'l!'l'!'l'lliii'I!'!!"'!!'I"'''!!'I"''T.!~'Tr'l!l'l!'ll!!'111'1!!'1!"'n"'ll"''l!l'I~'I'!!'Pr"!l'n"!!fscrete task or set of tasks, such as performing quality control assessments on the tangible product of a discrete work package.

level of effort An LOE task is reserved for general or supportive work that results in no end products, such as management and administra tive tasks.

Least Objective

Manag em e nt Insight

You must select Most and Least Objective Manage m ent Insight to move on. .!2




Knowledge Review

If a work package results in the completion of a manufactured item, what kind of effort should the work be classified as?

~ Discrete

U Apportioned

] Level of effort

Check Answer

The work should be classified as discrete because the work package results in a tangible end product, such as a manufac tured item .



Establishing Wor k Package Budgets

The contractor CAM work authorizations contain the control account budget at completion ( BAC) . The

CAMs use the BAC in their work authorizations to develop their control account budgeted cost for work

scheduled ( BCWS) .

The control account BAC, which was developed through an iterative process of give and take between

the PM and the CAMs, is based on an estimate that reflects the resources each CAM expects his or her

control account work packages and planning packages to require . T ypes of resources included in the

basis of estimate typically include labor, materials, travel, and other direct costs . Each CAM allocates

their BAC to all their work packages and planning packages and time- phases the resources against the

scheduled effort. I ndirect or overhead rates are also applied . The outcome of this process is the BCWS.

The example below depicts a Requirements Analysis task from the Engine Critical Design control

account. The CAM has estimated the effort will require 21 days to complete with one resource

allocated to work on that task full time for the duration.



Establishing Wor k Package Budgets

The contractor CAM work authorizations contain the control account budget at completion ( BAC) . The CAMs use the BAC in their work authorizations to develop their control account budgeted cost for work scheduled ( BCWS) .

The control account BAC, which was developed through an iterative process of give and take between the PM and the CAMs, is based on an estimate that reflect

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PR INT HELP - DAU · 2016. 11. 21. · In this lesson you will learn about the ac tivities involved in creating the performance measurement baseline ( PMB ). Th e term ina learn g