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SIX, ½ DAY SESSIONS ON
THE ROAD TO BECOMING
A CAM
It sounds painful, but not too painful. In the end there
is no path to success that doesn’t involve some pain.
1
Copyright © 2010, Niwot Ridge, LLC, Use of any or all of this material is prohibited without written permission
The Master Plan For The Next 3 Days
2
½ Day
Sessions
Times Activities
Monday 13:00–17:00 IBR Review and CAM participation
Tuesday 08:00–12:00 CAM Notebook Overview
Tuesday 13:00–17:00 Walking each CAM’s Notebook
Wednesday 08:00–12:00 Hands on CAM Notebook usage
Wednesday 13:00–17:00 Hands on CAM Notebook Round 2
Thursday 08:00–12:00 Full Group Interview Session
We’ll Use Army Time For 3 Days
3
Learning Objectives for 3½ Days
4
LO Learning Objective Description
LO1 Understand the IBR processes, motivation, and your role as a CAM in the IBR.
LO2 Understand the processes of controlling your work in the presence of Earned Value
Management and the tools and processes of the Earned Value Management
System.
LO3 Understand the contents of your CAM Notebook.
LO4 Be able to put the contents of your CAM Notebook to work on your Control
Accounts, in connection with the PP&C staff.
LO5 Be able to answer CAM interview questions with sufficient confidence to convince
the government you’re able to control the assigned work according to plan.
LO6 Become a member of the Community of CAMs in a mentor–protégée manner, to
provide support for each other as the program moves onto baseline.
LO7 Understand the work to performed in each Work Package, who’s doing the work,
how to take credit for work done, subcontractor management and milestones, etc.
LO8 Be able to call yourself a CAM, for the TMT program CLIN0001 and CLIN0005.
Our World View
5
¨ Being a CAM is a full contact sport
¤ Hands on learning.
¤ Minimal presentation.
¤ “Player / Coach” paradigm.
¤ Sometimes Players and Coaches swap
roles.
¨ CAM’s work in teams with PP&C
¤ All CAMs are in the same boat – the
Program Boat.
¤ It’s “One for all, All for One.”
¤ It’s the 9 Musketeers.
This May Seem Complicated, But …
6
¨ Being a CAM takes
practice, patience, and
skill.
¨ We’re here to help you
through every step of
the way.
¨ Next week, the government is coming for a
“preview” of the Performance Measurement
Baseline (PMB).
¨ You’ll be sitting for interviews. These 6, ½ day
training sessions are in preparation of that visit.
But Our Real Motivation, is to…
7
MONDAY
13:00–16:50: Review past training of the role of a
CAM and the tools used to manage Control Accounts
8
Copyright © 2010, Niwot Ridge, LLC, Use of any or all of this material is prohibited without written permission
¨ Overview of the IBR process as a CAM
participant.
¨ Introduction to the process for the next 3
days.
¨ Identification of gaps from previous training
sessions and hands on experience building
your Control Accounts.
Monday: 13:00–13:509
The IBR in One Page
10
The Integrated Baseline Review Question … The Answer can be found in the …
What have we been asked to do? Statement of Work (SOW)
When are we supposed to do this work? Integrated Master Schedule (IMS)
How much money do we have to do this work? Contract Budget Base (CBB)
How do we know we’re making progress? Earned Value (EV)
What can go wrong? Risk Management Plan (RMP)
What’s the future look like? To Complete Performance Index (TCPI)
Who’s doing what during the project Responsibility Assignment Matrix (RAM)
How is the money allocated to the work? Control Account Plan (CAP)
Who’s accountable for the delivery product? Control Account Manager (CAM)
How do we know how much this will cost? Estimate At Completion (EAC)
Are we delivering what we said we would? Technical Performance Measure (TPM)
Objectives of the IBR†
11
¨ Assess the adequacy of the Performance Measurement Baseline
(PMB) (scope, schedule, budget, resources and management
processes) including identification of associated risks.
¨ Achieve a mutual understanding of the PMB and its relationship
to the underlying Earned Value Management System (EVMS).
¨ Insure all tasks are planned and can be measured objectively,
relative to technical progress; and that managers have
appropriately implemented required management processes.
¨ Attain agreement on a plan of action to evaluate the identified
risks.
¨ Quantify the identified risks and incorporate in an updated
Estimate At Completion (EAC).
† Center for Earned Value Management, Integrated Baseline Review (IBR) Toolkit, March 2008
A Critical Understanding About The IBR
12
Introduction to the NASA IBR Process
13
¨ The IBR is a step–by–step process guided by:
¤ FAR 34.202 and DFAR 254.234–7004.
¤ NASA/SP-2016-3406 Integrated Baseline Review (IBR)
Handbook
¤ NASA/SP-2010-3403 NASA Schedule Management Handbook
¨ The Earned Value Management System is guided by
¤ EIA–748–C.
¤ NASA Earned Value Management (EVM) Contract Requirements
Checklist, 13 Nov 2015
¤ NASA/SP-2012-599 Earned Value Management (EVM)
Implementation Handbook
¤ NASA/SP-2016-3708 EVM P-CAM Reference Guide
¤ NDIA Guide to the Integrated Baseline Review (IBR) Revision 2,
February 6, 2015.
FAR 34.201. says you “shall” have an EVMS
FAR 34.202. says you “shall” have an IBR
14
Some More Sources of IBR Guidance
15
The Road from Contract Award to IBR
16
Schedule Baseline Cost Baseline
Technical and Programmatic Risk
Pre–IBRDRAFT IMS DRAFT PMB
CAM Training CAM CAP, WP & PP
CAP Baseline IPMR Dry Run
Gaps & REQM
IPM 2010
Selection EVMS Roll Out
1st Integration 1st Sys Demo
OT&E
Pre–Val Review
CAM Training CAM Startup
RFA
Corrections
PMB of CLIN0001/05
EIA-748-C Guideline
SD DRAFT
Work Instructions
SD Walk Through
CAM Interviews
RFA Fix
Risk Adj
Xfer to PGM
EVMS Ready
PMB IBR
Ready
Goals of the IBR
17
¨ Confirm the integrity of the Performance
Measurement Baseline (PMB).
¨ Foster the use of Earned Value (EV) as a means of
communicating the cost implications of technical and
schedule problems.
¨ Provide confidence in the validity of contractor
cost/schedule reporting.
¨ Identify areas of risk (cost, schedule, and technical
performance) associated with the PMB.
¨ Involve technical specialists and contract analysts in
the IBR process.
Areas of Concentration for the IBR
18
¨ Work Definition – what work was contracted?
¨ Schedules – when will the deliverables arrive?
¨ Budget Validation – is there enough money?
¨ Earned Value Management Indicators – what
measures of performance provide “actionable
information to the decision makers?”
¨ Risk Identification – can risk be managed?
Scope of IBR Activities†
19
¨ Review 80% of allocated budget.
¨ Focus on critical, risky, and high dollar Control Accounts.
¨ Full documentation review:
Technical Schedule Cost
Statement Of Work
Integrated Master
Schedule
Estimates
WBS / Dictionary
Intermediate
Networks For Work
Packages
Control Account
Plans
Technical Risks Programmatic Risks Cost Risks
† Space and Missile Systems Center (SMC) Integrated Baseline Review (IBR) Handbook
The Real Issue Is Programmatic Risk
20
Risk Management Is Critical
¨ Classify risks associated with your Control Accounts:
¤ Technical Risk.
¤ Schedule Risk.
¤ Cost Risk.
¤ Resource Risk.
¤ Management Process Risk.
¨ Agree on the course of action for each risk.
¨ Document that course of action in the Risk Register.
21
5 Risk Areas In the IBR (1)
1.Technical Risk – ability of the technical plan to
meet SOW objectives:
¤ Availability of technology.
¤ Product maturity.
2.Schedule Risk – the adequacy of the time
allocated for performing defined tasks:
¤ Time allocations.
¤ Schedule dependencies.
¤ Critical Path.
22
5 Risk Areas In The IBR (2)
3.Cost Risk – the ability of the PMB to successfully
execute the project and attain cost objectives:
¤ Validity of cost assumptions.
4.Resource Risk – the availability of personnel,
facilities, material, and equipment required to
perform the defined tasks:
¤ Loss of resource availability.
¤ Unexpected equipment downtime.
¤ Material delivery delays.
¤ Management Processes Risk – the ability to establish
and maintain a valid, accurate, and timely PMB.
23
5 Risk Areas In The IBR (3)
5.Management Processes Risk – the ability to
establish and maintain a valid, accurate, and timely
PMB.
¤ The Earned Value Management System Description if
the starting point for reducing or eliminating this risk.
¤ A cadre of qualified Program Planning and Controls
staff will be at your side for the IBR and then on for
generating the needed reporting and Control Account
management processes.
24
¨ Review of the principles of the CAM role and
how you as a CAM participate in the IBR.
¨ Start looking at your CAM Notebook as the
vehicle for explaining what you do.
Monday: 14:00–14:5025
The Control Account Manager (CAM)
26
¨ The CAM is the single point of contact for
management of the Control Account.
¨ The Control Account (CA) is the control point where
budgets and actual costs are accumulated and
compared to the Earned Value (EV).
¨ A CA is management point for planning and control,
since it represents the work assigned to one
responsible organizational element for a single
program Work Breakdown Structure
(WBS) element.
The Control Account Manager will …
27
¨ Trace all cost, schedule, technical performance data
from the Statement of Work (SOW) to the Work
Breakdown Structure (WBS) Dictionary.
¨ Confirm there is adequate descriptions of each
deliverable and the planning and forecasting data
for these deliverables.
¨ Confirm the effectiveness of the Earned Value
Management System for managing the program.
¨ Confirm the Risk Management system is adequate
to manage the program.
Documents Used During the IBR
28
¨ Contract Budget Base (CBB)
¨ Contract Target Cost (CTC)
¨ Work Breakdown Structure (WBS)
¨ Organization Breakdown Structure (OBS)
¨ Responsibility Assignment Matrix (RAM)
¨ Control Account Plan (CAP)
¨ Work Authorization
¨ Work Packages (WP)
¨ Planning Packages (PP)
¨ Management Reserves (MR)
¨ Cost Variance (CV)
¨ Program Work Authorization
Directive (WAD)
¨ Performance Measurement Baseline
(PMB)
¨ Budgeted Cost of Work Scheduled
(BCWS)
¨ Budgeted Cost of Work Performed
(BCWP)
¨ Schedule Variance (SV)
¨ Actual Cost of Work Performed
(ACWP)
¨ Estimate at Completion (EAC)
¨ Budgeted Cost at Completion (BAC)
The Control Account Manager …
29
¨ Is responsible and accountable for planning and
executing the scope of the Control Accounts assigned
within the designated schedule and budget.
¨ Plans the scope into discrete Work Packages, Level of
Effort, and Planning Packages that support the schedule.
¨ Is responsible for subdividing the allocated budget to the
Work Packages so that it is time–phased to reflect the
way actual costs are expected to be incurred.
¨ Identifies and obtains specific resources required to
perform the work.
¨ Assigns a Performance Measurements Technique (PMT) to
each Work Package that supports the performance
goals.
The Key IBR Event
30
¨ The key event of the IBR is the Performance
Measurement Baseline (PMB) review with the Control
Account Managers of your Control Accounts.
¨ The review of the PMB includes:
¤ Technical content of the Control Account and Work
Packages.
¤ All work is authorized and all authorized work is planned.
¤ The integration within the Control Account of the work,
schedule, and resources (costs).
¤ Sufficient resources (labor, material, subcontractors, travel,
ODCs) are allocated.
¤ Risks and opportunities have been identified.
The CAM Notebook is our security
blanket, used to comfort and inform
31
¨ Control Account Managers will have ready access to
program information, program reports, company
policies and procedures through your CAM
Notebook.
¨ Each Notebook is customized to the specific CAM.
¨ Is in hardcopy for this program.
¨ Prior to the IBR preparation,
CAM Notebooks will be
reviewed for completeness and
accuracy.
TOC for the CAM Notebook
¨ Statement of Work
(SOW)
¨ WBS Structure
¨ WBS Dictionary
¨ Responsibility
Assignment Matrix
(RAM)
¨ Control Account Plans
(CAP)
¨ Earned Value
Performance Reports
¨ Staffing Plan
¨ Common Process Flow
¨ Schedules
¤ Master
¤ Intermediate
¤ Detailed
¨ Status Reports
¨ Variance Reports
¨ Program Directives (PD)
¨ Quantifiable Backup
Data (QBD)
¨ Subcontractor Data
¨ Formulas and Acronyms
32
Information the CAM Needs to Know
33
¨ Describe how you plan your work & develop your
Control Accounts.
¨ Describe how you manage your work.
¨ Describe how you manage risks.
¨ But your Notebook won’t
let you down if you
maintain the integrity of
the data.
¨ Earned Value Management is the tool of
choice for managing your Control Account.
¨ How to apply EVM to the Performance
Measurement Baseline (PMB).
¨ Earned Value Management is supplied by
the Program Controls group. You’ll receive
reports and you’ll jointly analysis this data to
make management decisions
Monday: 15:00–15:5034
The Foundation of Earned Value
35
EIA EVMS Guidelines
36
¨ Organization (5 Guidelines)
¤ Define the contractual effort and assign responsibilities for
the work
¨ Planning, Scheduling, and Budgeting (10 Guidelines)
¤ Plan, schedule, budget, and authorize the work
¨ Accounting Considerations (6 Guidelines)
¤ Accurate cost of work and material
¤ Reporting on Progress and Accomplishments to date
¨ Analysis & Management Reports (6 Guidelines)
¤ Compare planned, earned and actual costs, analyze
variances, and develop estimate for final costs
¨ Revision and Data Maintenance (5 Guidelines)
¤ Incorporate interbnal and external changes
What Every Program Manager Needs
to Know for Success …
37
¨ How do I know this program on schedule?
¨ How do I know this program on budget?
¨ How do I know much will this program cost on the end date?
¨ How do I know what is the end date for this program?
Simple program analysis tools answer these questions using time,
progress, and cost tracking …
¨ How much is it costing us to earn each unit of value?
¤ $1.00 spent returns $X.00 of value?
¤ How much of the budget “should have been” spent at this point in
the program?
¤ How much “value” has the work on the program “earned” so far?
How Does Earned Value Analysis
Improve Program Success?38
¨ It is a way to measure the amount of work actually
performed on a program.
¨ It is a way to forecast a program’s cost and
completion date using historical and statistical
projections.
¨ It is a way to tell how well a program is
“performing” compared to its original plan.
¨ Given this information it is a way to forecast how
well the program will perform in the future.
Why Use Earned Value Management?
¨ The EVM system identifies variances that have either
exceeded or failed to meet identified thresholds of
performance by work element.
¨ Variance analysis is an effective control against further
cost and schedule problems that may jeopardize the
successful completion of the contract.
¨ EVM does not eliminate cost overruns or schedule
slippage. However, when properly implemented, EVM
does provide the project manager with a basis for
making corrective management decisions to improve
overall contract performance.
¨ EVM provides project managers a means to better
estimate the total contract cost and total duration of
contracts.
39
Some More Earned Value Definitions
¨ Budgeted Cost for Work Scheduled (BCWS)(PC)
“The Planned Cost”
¤ This is the total budgeted cost. It answers the question “how much do we
plan to spend?” A second question that is answered is “How much work
should be been completed by this date?”
¨ Budgeted Cost of Work Performed (BCWP)(PV)
“Earned Value”
¤ This is the cost originally budgeted to accomplish the work that has been
completed. It answers the question “how much work has been actually
completed?”
¨ Actual Cost of Work Performed (ACWP)(AC)
“The Investment Cost”
¤ The actual cost to accomplish all the work that was performed by a
specific date. It answers the question “how much did we actually spend
to deliver the Earned Value?”
40
Earned Value Management
41
EVM is the best tool
for managing large
complex acquisition
programs.
– Ashton Carter,
Under Secretary of
Defense for
Acquisition,
Technology &
Logistics
You’ve got this “Cheat Sheet” in your CAM Notebook
The Alphabet of Soup of Earned Value†
B C W S
B C W P
A C W P
The same work component is in all three Earned Value variables
† CPM–300: Principles of Earned Value Implementation, Lesson E: Developing the Performance Measurement Baseline, Dennis W.
White, IPMC 2002 Fall Conference, Professional Education Program.
42
The 32 Guidelines of EIA-748-C And
Earned Value Management
43
What Does Earned Value Tell Us?
44
Know where you are in
terms of accomplishment
as well as how much
you’ve spent
Can we know the final
cost and delivery
date with confidence
Drill down through the
data to where the
problem is
How can we
make informed
decisions?
Simple EVMS Terms
BCWS The planned of the work to be performed
BCWP The “earned value” of the performed work
ACWP The actual costs – in dollars – to complete the planned work
BAC The budget to complete the project
Cost and Schedule Variance
SV Schedule Variance BCWP – BCWS
CV Cost Variance BCWP – ACWP
SPI Schedule Performance Index BCWP / BCWS
CPI Cost Performance Index BCWP / ACWP
EAC Estimate at Complete ACWP + (BAC – BCWP)
TCPI To Complete Performance Index (BAC – BCWP) / (EAC – ACWP)
ISAC Independent Schedule at Complete Schedule / SPI
VAC Variance at Complete BAC – EAC
Print this page and keep in your notebook. No one, not even the pros can remember these
acronyms without a cheat sheet
Formulas Of Earned Value Management
45
The Program Performance At Glance
46
Management Reserve
Cost
Variance
Schedule Variance
ACWP
BCWP
BCWS
$
EAC: Estimate at Complete
Time
Now
Completion
Date
PMB
TAB: Total Allocated Budget
BAC: Budget at Complete
time
The Performance
Measurement Baseline
(PMB) represents of the
program “on baseline”
Components of the PMB Where EV
Applies
Note: MR is
NOT part
of the PMB
47
WBS and WBS Dictionary
48
¨ The WBS decomposes the product and the
processes that construct the process into a “well
formed” tree.
¨ The terminal nodes of the WBS tree are where
Work Packages are defined.
¨ Work Packages are were cost are collected and
Earned Value Management measurement is
performed.
The Work Breakdown Structure (1)
49
¨ From MIL–HDBK–881A
The Work Breakdown Structure (2)
50
¨ Relationships between Function and Product
The WBS Dictionary
51
¨ The WBS Dictionary states what the WBS element
produces when it is complete
52
§ Inattention to budgetary responsibilities.
§ Work authorization not always followed.
§ Budget and data reconciliation issues.
§ Lack of integrated management systems.
§ Baseline fluctuations and frequent
replanning.
§ Current period and retroactive changes.
§ Improper use of management reserve.
§ Earned Value techniques not reflecting
actual accomplishments.
§ Untimely and unrealistic Latest Revised
Estimates (LRE).
§ Progress not monitored in a regular and
consistent manner.
§ Lack of vertical and horizontal
traceability (critical path).
§ Not capturing and using cost and
schedule data for corrective action.
§ Lack of predictive variance analysis.
§ Lack of internal surveillance and controls.
§ Managerial actions not demonstrated
using Earned Value.
Failing to apply discipline and
rigor can put you on the
beach. So remember…
A ship on the beach is a
lighthouse to the sea.
– Dutch Proverb
Are We Doing
Earned Value?
§ Do we know the value of
the planned work?
§ Have we bounded the
period of performance for
each work element?
§ Do we know how to
measure Physical Percent
Complete for each Work
Package deliver?
53www.jack-nicholson.info
¨ The Integrated Baseline Review work
procedures.
¨ 5+1 Exit Criteria for the IBR.
Monday: 16:00–16:5054
Lets make sure it’s
done … Done
IBR Procedures
55
¨ The Government Program Manager has the primary
responsibility to conduct an IBR.
¨ The contractor has the primary responsibility to
provide information, staff, and sufficient capabilities
to successfully participate in the IBR?
¨ The IBR is an assessment of the contractors ability to
continue to successfully manage the program.
5 Areas of Concentration for the IBR
56
1. Work Definition–what work was contracted?
2. Schedules–when will the deliverables arrive?
3. Budget Validation–is there enough money?
4. Risk Identification–can risk be managed?
5. Earned Value Management Indicators–what
measures of performance provide “actionable
information to the decision makers?”
1. Work Definition
57
¨ The definition of work starts with the State of Work
(SOW) and the supporting documents
¤ CDRLs
¤ DRDs
¨ The work definition is represented in the Work
Breakdown Structure (WBS)
¤ The WBS is a logical decomposition of the products and
the processes that support the development of the
products
2. Schedules
58
¨ With the definition of the work, Work Packages
produce the “deliverable” representing the products
or services that produce the program's outcome.
¨ The Integrated Master Schedule (IMS) sequences
the Work Packages and Planning Packages
¤ The relationships between these elements should be
FINISH to START
3. Budget Validation
59
¨ With the awarded budget the Contract Budget
Base (CBB) is the starting point for flowing down
budget to Control Account Plans (Program Work
Authorization Agreement (PWAA))
¨ The PWAA’s contain the allocated budget for each
Control Account
¤ Control Accounts contain Work Packages and Planning
Packages
¨ The budget description of the PWAA’s includes
labor, non labor, and Other Direct Costs (ODC)
4. Risk Identification
¨ Does the schedule identify
risk areas?
¨ What is the probability of
occurrence?
¨ What is the impact of each
risk on cost and schedule?
¨ What is the relationship
between the risk elements?
¨ Is there sufficient cost and
schedule margin for
“normal variance?”
¨ Does each identified risk
have a “handling” or
“retirement” budget?
60
Technical Risks Programmatic Risks
5. Earned Value Management Indicators
61
¨ For each Work Package an Earned Value
Management performance indicator must be
defined
¤ Discrete.
¤ Apportioned.
¤ Level of Effort.
¤ Milestone accrual.
The 5+1 Questions from the IBR
62
1. Confirm SOW matches the Integrated Master
Schedule.
2. Confirm the IMS is Credible.
3. Validate the allocation of funds.
4. Assess the technical integrity of the IMS.
5. Establish a dialog between the government and the
contractor.
6. Can the program be executed successfully, given the
available schedule, budget, and technical
capabilities?
The BIG Question That Must Be Answered
1. Confirm SOW Matches The IMS
63
2. Confirm IMS Is Credible
64
3. Validate Allocation Of Funds
65
4. Technical Assessment of EVM
66
5. Establish A Dialog
67
6. The Final Question?
68
Summary of the CAM Discussion Topics
During the IBR
¨ What are the Technical Requirements?
¨ What Specifications are dependent on
other work getting completed first?
¨ Which specs are the most complicated to
complete and have the highest risks?
¨ How would you mitigate the risks?
¨ Which tasks may have too much time and
resources allotted?
¨ Which tasks may have too little time and
resources allotted?
¨ Why do you think so?
¨ What has been left out?
¨ What should/could be left out if
necessary?
69
Technical Scope Assessment
¨ Do you determine schedules?
¨ Do you have budget Authorization authority?
¨ Do you approve your team’s timesheets?
¨ Can you assign/reassign personnel?
¨ Did you have input in to the Control Account Plans?
Programmatic
We’ve taken a quick pass through your role as a
CAM, the structure of the IBR, the elements that
will be assessed during the IBR and a peek at
the coming days.
Any questions?
Monday: Wrap Up70
TUESDAY
08:00–11:50 The government will be interviewing you
about your Control Accounts and their deliverables.
71
Copyright © 2010, Niwot Ridge, LLC, Use of any or all of this material is prohibited without written permission
¨ The CAM Notebook is the “Road Map” to
successful delivery of the Control Account
outcomes.
¨ Let’s look in some more detail about the
contents of this “Book.”
¨ We’ll start with a group page turning
exercise.
Tuesday: 08:00–08:5072
The Control Account Manager (CAM)
¨ Responsibilities
¤ Manage the cost,
schedule and technical
performance of the
Control Account.
¤ Provide data related
to the Control Account.
¤ Review and approve
all work assignments,
documents and
commitments involving
the Control Account.
¨ Authority
¤ Approves the CA
authorization
documents
¤ Approves the CA
budget notices
¤ Determines the work
schedule and prioritizes
the work for each
Work Authorization
¤ Approves hours
charged to the Work
Authorizations
¤ Identifies potential
technical, schedule, and
cost risks and enters
them to the Risk
Register
73
¨ Accountability
¤ Accountable to
Program Manager for
Control Account
Performance.
¤ Completes the CA
scope of work within
the resources
authorized.
¤ Achieves the technical
performance goals for
the defined scope of
work.
¤ Achieves the technical
quality
¤ Assures the reported
Earned Value is based
on Qualified Back Up
data
¤ Mitigates technical,
schedule, and cost risks
Manage Cost, Schedule and Technical
Performance of the Control Account
¨ Establish and maintain Control
Account budgets and schedules.
¨ Define the tasks and the sequencing
of the schedule for optimizing the
accomplishment of the work scope.
¨ Assure the scheduled activities for
the Control Account have a realistic
duration and performance logic.
¨ Maintain the applicable portions of
the WBS Dictionary and approve
the Control Account Authorization
(CAA) and authorized changes to
the CAA.
¨ Proactively manage the personnel
performing the Control Account
detailed scope of work.
¨ Identify, negotiate and implement
required vertical and horizontal
interfaces.
¨ Manage Customer Expectation
Agreements (CEA) and
Memorandums of Understanding
(MOU) with other organizations and
programs.
¨ Review and approve all resources
charged to the Control Account and
assure their accuracy.
¨ Monitor and assess Control Account
and Work Directive performance.
¨ Prepare Control Account variance
analyses.
74
Manage Cost, Schedule and Technical
Performance of the Control Account
¨ Develop, implement and manage
corrective actions, as appropriate.
¨ Maintain an awareness of Subcontract
Data Requirement List (SDRL) items
and other applicable contract
deliverables.
¨ Prepare Estimates to Completion for
remaining Control Account work scope.
¨ Provide forecast dates for
accomplishing activities and milestones
in the Control Account Schedule.
¨ Manage the integration and monitor
the development of any critical
technologies.
¨ Inform management of significant
problems concerning Control Account
performance.
¨ Identify potential technical and
programmatic risks and make effective
use of the risk management tool.
¨ Employ the baseline change control
process for any revisions to the Control
Account’s baseline scope, schedule or
budget. Submit Budget Change
Notices (BCN) as necessary.
¨ Proactively manage all subcontractor
effort which affects Control Account
performance.
¨ Lead or participate in Make / Buy
decisions.
¨ Evaluate alternatives and develop
facility utilization plans as
appropriate.
¨ Maintain the CAM Notebook in a
current and accurate manner.
75
Accountable to Program Manager for
Control Account performance
76
¨ Complete the Control Account scope of work within the
schedule period authorized.
¨ Complete the Control Account scope of work within the
resources authorized.
¨ Achieve the technical performance goals for the
defined scope of work.
¨ Achieve the technical quality
¨ Assure the reported Earned Value performance is
based on qualified back–up data (QBD).
¨ Mitigate all technical, schedule and cost risks associated
with the Control Account.
Review and approve work assignment,
documents and commitments of the CA
77
¨ Approve the Control Account Authorization documents.
¨ Co–Approve the Make / Buy Plan for material used to perform the
Control Account scope of work.
¨ Co–Approve Control Account Budget Change Notices and Requests.
¨ Authorize and coordinate work performed by functional
departments on Work Directives within the Control Account.
¨ Determine the work schedule and prioritize work within each Work
Directives issued for the Control Account.
¨ Approve hours charged to the Work Directives supporting the
Control Account.
¨ Approve material and other direct costs charged to the Work
Directives supporting the Control Account.
¨ Identify potential technical, schedule and cost risks and enter them
into the Risk Management Process.
The CAM’s Notebook
78
¨ The CAM Notebook is repository of the technical, cost, and
schedule information for the work activities in the Control
Account(s):
¤ A description of the work with clear statements of authorization
from the customer thru the contractor organization to the CAM’s
immediate manager then the CAM to expend resources to
perform the tasks.
¤ A time phased plan to accomplish the work with a logical
interconnect series of activities leading to work completion.
¤ A time phased budget indicating the amount and type of
resources necessary to complete the work indicating both units of
resources, e.g., hours and dollars.
¤ Performance results indicating technical progress, schedule status,
and resources consumed over time to perform the tasks.
¤ An estimate of the completion date and total resources to be
consumed at task completion.
¨ Let’s open our books and become familiar
with the contents to answer the initial
questions about your CA/WP.
Tuesday: 09:00–09:5079
Starting With The End In Mind?
80
TOC for the CAM Notebook
¨ Statement of Work
(SOW)
¨ WBS Structure
¨ WBS Dictionary
¨ Responsibility
Assignment Matrix
(RAM)
¨ Control Account Plans
(CAP)
¨ Earned Value
Performance Reports
¨ Staffing Plan
¨ Common Process Flow
¨ Schedules
¤ Master
¤ Intermediate
¤ Detailed
¨ Status Reports
¨ Variance Reports
¨ Program Directives (PD)
¨ Quantifiable Backup
Data (QBD)
¨ Subcontractor Data
¨ Formulas and Acronyms
81
Statement of Work
82
The Statement of Work (SOW)
83
¨ Vertical Traceability
¤ The contract SOW describes the work to be performed and
will be traceable to the WBS and the WBS Dictionary
¤ The SOW will be traceable directly to the IMP by coding or
SOW paragraph reference number or be traceable
indirectly to the IMP by using the WBS coding
¤ The Work Authorization Document work/task statement will
be traceable to the SOW
¨ Completeness
¤ The entire SOW work description should be included in the
IMP and is included in the WADs
¨ Within Scope
¤ All work described in the WADs should be included in the
SOW
WBS Structure
84
¨ The Work Breakdown Structure (WBS) and WBS Dictionary
are critical documents which provide structure to program
documentation and further technical detail concerning the
contract work to be performed
¤ The contract WBS is the detailed product tree of the work to be
performed to execute the contract SOW
¤ The contract WBS is an extension of the program WBS provided
by the customer which in turn follows the guidance in MIL–STD–
881A
¤ The WBS dictionary is a description of the WBS elements and
should be more detailed than the SOW
¨ The WBS number is included in the IMS, is traceable to the
IMS activities and is included in Work Authorization
Document (WAD), and the Control Account Plan (CAP)
Common Process Chart
85
Responsibility Assignment Matrix (RAM)
86
WBS Dictionary
87
¨ The current Statement of Work (SOW) has the
dictionary statements mapped to the Work
Breakdown Structure (WBS).
¨ The SOW and WBS Dictionary will be
interchangeable in this case.
Control Account Plan (CAP) aka Work
Authorization Document (WAD)
¨ The CAP/ WAD is the official document
from the program manager authorizing
the CAM to plan and execute the work
task.
¨ The following elements should be on the
WAD:
¤ Contract number and name
¤ CAM name
¤ Control account number and title
¤ WBS element number with name
¤ IMS reference
¤ Description of Work/Scope of Work
¤ Control Account period of performance
¤ Budget in hours and/or dollars
¤ PM and CAM signatures and others per the
command media
¤ Indication whether WAD is original or a revision
with changes from last version indicated ; plus
the detailed change history of the WAD
¨ Description of Work trace:
¤ The WAD Description of Work should be
traceable to the SOW/SOO and the WBS
Dictionary –it should not be “cut and paste”
extract
¤ The Description of work should be more
detailed and specific than the WBS
Dictionary.
¤ Each Description of Work should be unique so
that work between WADs can be
differentiated
¤ Signatures –PM and CAM signatures should
be evident and signed before period of
performance begins
88
Earned Value Performance Reports
89
¨ Compare the Budget at Completion to the control account
budget in the CAP
¨ Examine the report for data causing reason for concern
¤ Cumulative budget (BCWS) greater than Budget at Completion (BAC)
¤ Cumulative earned value (BCWP) greater than BAC
¤ Cumulative actual costs (ACWP) greater that estimate at completion
¤ Negative current month and cumulative values
¤ Unusual and widely varying cost performance index (CPI), schedule
performance index (SPI) and to–complete cost performance index (TCPI)
¤ Also look for significant differences between the CPI and the TCPI
¨ It is of particular concern if the following is noted
¤ BCWP and BCWS values with no actual costs recorded
¤ Conversely actual costs recorded with no BCWS and BCWP
¤ Inconsistency between cumulative dollar and % cost variance and
variance at completion, e.g., cumulative CV of –18% and VAC of –2%
Schedules: Program Master Schedule
90
¨ The Program Manager provides direction to the
development, baselining, and updating of the
Program Master Schedule.
¨ The program’s Master Scheduler coordinates with
the Program Manager, Intermediate Management,
Program Control, and Control Account Manager to
establish/revise the Master Schedule.
Program Master Schedule
91
Program Master Schedule
92
Schedules: Integrated Master Schedule
93
System Reports
94
Variance Reports–Notional
95
Header information includes quantified
cost and schedule variances and
indicates out of tolerance items.
Explanations may be required for
monthly, cumulative, and at complete
variances.
Problem Analysis:
This section is used to explain the variance
drivers, abnormal conditions and factors
creating variances, and other issues,
problems, and concerns.
Task/Project Impact:
This section is used to explain the impact to
the Control Account and overall Project.
WBS: 1.1 Manager: Phillips
Desc: House Building Project Charge #:
(EAC - Actuals thru JAN-02 + ETC)
TOTAL $$ BCWS BCWP ACWP SCHED-VAR % COST-VAR %
Mon Hours 389 328 0 -61 -16 328 100
Cum Hours 389 328 0 -61 -16 328 100
Mon Dollars 38,269 33,149 32,400 -5,120 * -13 749 * 2
Cum Dollars 38,269 33,149 32,400 -5,120 * -13 749 * 2
BAC Hours 1,732 EAC: 1,404 VAC: 328 19
BAC Dollars 165,467 EAC: 165,569 VAC: -103 * 0
PROBLEM ANALYSIS: (* = requires explanation)
The schedule variance is due to delays in completing the framing of the exterior walls. This delay
is caused by both material shortages and availability of qualified resources.
The cost variance is due to increased productivity in installing the patio. The concrete subcontractor
developed a faster way of forming a pour the stairway.
TASK/PROJECT IMPACT:
Framing the exterior walls will be completed on schedule and no delay will occur to the project complete.
CORRECTIVE ACTION PLAN:
The current skill mix will be adjusted to complete this activity as scheduled. The ACME project
management team is conducting a review of all future work to determine if resource availability will an issue.
Preparer: Dept: Initials: Date:
Approval: Dept: Initials: Date:
Corrective Action Plan:
This section provides the recovery and risk
mitigation plan.
Program Directives (PD)
96
¨ The Program Directive (PD) is the top authorizing
document directing work and defining tasks, costs, and
schedule under a contract.
¤ All contractual work is authorized and directed by an PD.
¤ No contract work may be performed or costs incurred in the
performance of contract work without an PD.
¨ Program Directive is a formal program direction that
provides authorization to implement defined action.
¨ Program Directives (PD) are “change orders” from the
Program Manager (PM) to you the Control Account
Manager (CAM) for changes in the program.
Quantifiable Backup Data (QBD)(1)†
97
¨ QBD is a detailed listing of tasks necessary to complete all scope in a work
package during the defined period of performance.
¨ It is an approach used to objectively measure performance
¤ Each task on the list is weighted–total weighting equals 100% of the work
package BAC (weighting is important, should not be equal weighting on every
task).
¤ Upon completion of QBD development the QBD is placed under configuration
control.
¤ The CAM assesses physical percent complete of each QBD task.
¤ The percent complete is calculated from the cumulative assessments.
¨ The purpose of the QBD is to:
¤ Help ensure and demonstrate that all contract work is accounted for;
¤ Help ensure the schedule and budget are realistic and achievable;
¤ Help to mitigate schedule and budget risks; and,
¤ Provide a basis for objectively assessing progress for discretely measured work
packages.
† Deliverables Based Planning® Providing Actionable Information the to Program Manager, Glen B. Alleman and Ronald Powell, 11th Annual Rocky Mountain Project Management Symposium
Quantifiable Backup Data (QBD)(2)†
98
¨ Most program CAMs build detail working schedules to
manage the day to day work.
¨ The QBD list, when developed from the detail working
schedule, readily correlates each QBD item with a
specific IMS activity.
¤ QBD tasks may be one–to–one with the detail schedule
activities, however, the QBD tasks may be further expanded
if needed;
¤ Dollars are used to weight each QBD task.
¨ The QBD, when completed, is comprised of inch–step
tasks that will support the development and completion
of specific deliverable.
† Deliverables Based Planning® Providing Actionable Information the to Program Manager, Glen B. Alleman and Ronald Powell, 11th Annual Rocky Mountain Project Management Symposium
Quantifiable Backup Data (QBD)(3)†
99
† Deliverables Based Planning® Providing Actionable Information the to Program Manager, Glen B. Alleman and Ronald Powell, 11th Annual Rocky Mountain Project Management Symposium
QBD Task List
Act 101 IMS 1001 $$
Act 102 IMS 1002 $$
Act 103 IMS 1002 $$
Act 104 IMS 1002 $$
Act 201 IMS 1003 $$
Act 202 IMS 1003 $$
Act 203 IMS 1004 $$
Act 204 IMS 1005 $$
Act 301 IMS 1006 $$
Act 302 IMS 1007 $$
Act 303 IMS 1008 $$
Act 304 IMS 1008 $$
Act 401 IMS 1009 $$
Act 402 IMS 1009 $$
Act 403 IMS 1009 SS
Act 404 IMS 1010 SS
EV Status with QBD
100
¨ The QBD list is the basis for calculating work package earned value.
¨ Project physical percent complete is derived from the earned value
data!
Task Task Earned
Schedule Budgeted Percent Value
UID QBD Task List Value Complete Percent
101 Task Title 1 100 100 3.3
102 Task Title 2 200 100 6.7
103 Task Title 3 150 100 5.0
104 Task Title 4 300 85 8.5
201 Task Title 5 100 75 2.5
202 Task Title 6 250 50 4.2
203 Task Title 7 225 25 1.9
204 Task Title 8 100 10 0.3
301 Task Title 9 100 5 0.2
302 Task Title 10 125 0 0.0
303 Task Title 11 350 0 0.0
304 Task Title 12 200 0 0.0
401 Task Title 13 100 0 0.0
402 Task Title 14 125 0 0.0
403 Task Title 15 250 0 0.0
404 Task Title 16 325 0 0.0
Totals $3,000 32.5%
Earned Value Calculations Based on QBD
Subcontractor Support / Backup Data
101
¨ Subcontracts are a high risk area when measures of
physical percent complete are not visible to you as
a CAM.
¨ The “subcontract” should state how progress to plan
will be measured and physical percent complete
reported.
¨ If the “subcontract” does not state this, as the CAM
you need this measure of performance in some form
to manage the Control Account.
Connecting the Dots
102
Our
Dynetics
¨ Open Discussion of the CAM Notebook.
¨ First “run through” of the CAM questions.
Tuesday: 10:00–11:50103
TOC for the CAM Notebook - Discussion
¨ Statement of Work
(SOW)
¨ WBS Structure
¨ WBS Dictionary
¨ Responsibility
Assignment Matrix
(RAM)
¨ Control Account Plans
(CAP)
¨ Earned Value
Performance Reports
¨ Staffing Plan
¨ Common Process Flow
¨ Schedules
¤ Master
¤ Intermediate
¤ Detailed
¨ Status Reports
¨ Variance Reports
¨ Program Directives (PD)
¨ Quantifiable Backup
Data (QBD)
¨ Subcontractor Data
¨ Formulas and Acronyms
104
Statement of Work (SOW)
105
¨ Does everyone have their SOW for the program?
¨ Have you marked up or highlighted the WBS
elements you are accountable for.
WBS Structure and The Dictionary
106
¨ Using your WBS do you have the WBS descriptions
(they’re in the SOW)?
¨ Do you have the Work Package narratives?
Responsibility Assignment Matrix
107
¨ Do you have the RAM in your CAM Notebook?
¨ Can you locate your name in that matrix?
¨ Do you have a list of staff within each Work
Package that you’ve assigned to the work?
Control Account Plan (CAP)
108
¨ Does your notebook contain the Control Account
Plan with dollars and WBS elements?
¨ Can you point to each one in the Notebook and can
you describe what these people are doing for each
Work Package?
Earned Value Management
109
¨ Do you have sufficient understanding of Earned
Value Management to speak about your
measurement processes for each Work Package?
¤ Performance Measurement Technique (PMT) for each
Work Package is contained in the EV Engine and the
IMS.
¨ Are you comfortable – YET – with the language and
terms of Earned Value?
¤ The Program Controls staff will be at your side during
the interviews and every month for the IPMR.
Staffing Plan
110
¨ Do you know what your staffing needs are?
¨ Do you have a hiring plan for missing resources?
Common Process Flow
111
¨ Can you point to the Common Process Flow diagram
in this room?
¨ Do you have any interest to looking at this chart in
any more detail?
¤ Say YES for now, then you’ll get a check in box.
¨ Are there any other process descriptions in your
CAM Notebook?
¤ Say NO, since we’re still building the Work Instructions
and the related EVM System Description.
Schedules
112
¨ Do you have in your hands the IMS for your Control
Account and the Work Packages?
¤ Say YES
¤ Look in the TAB for the IMS, you’ll a version.
¤ The current, but still evolving version of the IMS
¨ The IMS is grouped by you the CAM and then the
Work Package.
¨ Lunch
Tuesday: 12:00–12:50113
¨ Review (again) of the “tabs” in your CAM
Notebook.
¨ First “pop quiz” on the contents of these
“tabs.”
Tuesday: 13:00–13:50114
¨ Start the rehearsal process with a one-on-
one walk (again) of the CAM Notebook.
Tuesday: 15:00–15:50115
The Interview Process is Guided by
DCMA and Past Experience
116
¨ Organization Process
¨ Scheduling Process
¨ Work And Budget
Authorization
¨ Management Analysis
¨ Material Management
¨ Subcontractor
Management
What does the interview process look
like in practice?
117
Foe Friend
¨ Open Discussion of the CAM Notebook.
¨ Open Discussion of the Learning Objectives
around the CAM Notebook – are we headed
in the right direction for you the CAM?
¨ If not, what’s missing and how can we
change direction?
Tuesday: 16:00–16:50118
WEDNESDAY
08:00–11:50 The CAM Interview is the heart of the
IBR for you the Control Account Manager
119
Copyright © 2010, Niwot Ridge, LLC, Use of any or all of this material is prohibited without written permission
¨ CAM interview questions in more detail
Wednesday: 08:00–08:50120
The CAM Interview Questions
121
1. Training
2. Organization
3. Work Authorization
4. Planning
5. Earned Value
6. Change Control
7. Analysis
8. Risk
9. Estimate at Complete
10. Subcontract Management
11. Material Management
Training
122
¨ Training is the core of CAM success. This training
must include the mechanics of the EVMS as well as
the governance process applied to Control Accounts
¤ The starting point for all CAM training is the Earned
Value Management System Description (EVM–SD)
¤ The Defense Acquisition University (DAU)
¤ National Defense Industrial Association (NDIA)
Organization
123
¨ The work elements of the program
¨ The organization of the “performing organizations”
¨ Functional organization
Work Authorization
124
¨ Maintain the proper sequence of Work Packages is
critical to the credibility of the Earned Value
Management data.
¨ Work preformed out of sequence either has not
budget assigned for that period of performance or
has budget assigned but no work be performed or
some combination.
¨ In both cases the Earned Value number cannot
represent the proper progress of the project.
Planning
125
¨ Schedule the authorized work in a manner, which
describes the sequence of work and identifies
significant task interdependencies required to meet
the requirements of the program.
¨ Identify physical products, milestones, technical
performance goals, or other indicators that will be
used to measure progress.
¨ Establish and maintain a time–phased budget
baseline, at the Control Account level, against which
program performance can be measured.
Earned Value
126
¨ Record direct costs in a manner consistent with the
budgets in a formal system controlled by the
general books of account.
¨ Summarize direct costs from Control Accounts into
the work breakdown structure without allocation of
a single Control Account to two or more work
breakdown structure elements.
¨ Record all indirect costs that will be allocated to the
contract.
Change Control
127
¨ Incorporate authorized changes in a timely manner,
recording the effects of such changes in budgets
and schedules. In the directed effort prior to
negotiation of a change, base such revisions on the
amount estimated and budgeted to the program
organizations.
¨ Prevent revisions to the program budget except for
authorized changes.
¨ Document changes to the performance measurement
baseline.
Analysis
128
¨ Generate the information at the Control Account
and other levels as necessary for management
control using actual cost data from, or reconcilable
with, the accounting system.
¨ Identify the significant differences between both
planned and actual schedule performance and
planned and actual cost performance, and provide
the reasons for the variances in the detail needed
by program management.
Risk
129
¨ DID 81650 calls out a Statistical Risk Analysis (SRA)
for the Integrated Master Schedule (IMS).
¨ The risk management of the technical aspects of the
program should be included in the IMS as well.
¨ Technical risk management is guided by the specific
procurement agency, but DoD Risk Management is
the starting document.
Estimate to Complete
130
¨ The ETC starts with your performance to date.
¨ The assessment of remaining work needs to consider
your past performance.
¨ The ETC is your opportunity to “restate” the work in
the future.
Subcontract Management
131
¨ Your subcontractors have performance reporting
requirements as well.
¨ You can decide (at this point) how to measure their
performance and when they are to report this
reporting.
¨ As we proceed to maturity, we’ll start flowing down
the reporting processes.
Material Management
132
¨ The material receipt and recording of the Earned
Value is a major impact on the Earned Value
performance measurements.
¨ Like the subcontractors, the material performance
reporting will improve in the next reporting cycle.
¨ For now, we’ll report physical percent complete
when the material arrived “on dock.”
Being a CAM Means Being on a Team
133
¨ Walk through each CAM Notebook one–on–
one with the top level questions
Wednesday: 09:00–09:50134
¨ More group interview using the CAM
questions
Wednesday: 10:00–10:50135
¨ More group interviews using the CAM
questions
Wednesday: 11:00–11:50136
Let’s Start the Interview Process
137
¨ Using the question areas from yesterday and the
details in the next slides
¤ Let’s use the Notebook to start the CAM Interview
questions
¤ We’ll walk through each section of your CAM Notebook
1. Training
138
¨ When did you last receive PP&C or CAM training?
¨ What materials have you received in support of this
training?
2. Organization
139
¨ Show your organizational chart and describe your
responsibilities
¨ Where is your scope of work defined?
¨ Do you own or support any of the Events,
Accomplishments, or Criteria in the IMP?
¨ What WBS elements are you responsible for?
¨ Show your responsibility Assignment Matrix (RAM)
¨ How many Control Accounts do you have and what
are their total budgets?
3. Work Authorization
140
¨ What authorizes you to begin your work? Are the
appropriate signatures present?
¨ Identify the key elements on the Work Authorization
Document (WAD)
¨ Show how you can trace the key work elements on
the latest approved WAD?
¨ Does the Control Account period of performance on
the WAD match the start and end dates for the time
phased resources in your Control Account Plan?
¨ Do the Control Account periods of performance
match the schedule time spans in the IMS?
4. Planning (1)
141
¨ What key supporting documentation do you use to
establish and plan your tasks?
¨ How do you time phase the budget for the tasks?
¨ Do you have any Level of Effort (LOE)
¨ What is the recommended ratio of LOE to discrete
budget in a Control Account classified as discrete?
¨ In the current rolling wave, do you have any discrete
Control Accounts with more LOE than allowed?
4. Planning (2)
142
¨ Are all your LOE Control Accounts detail planned
through completion?
¨ Do you have the current approved version of the
Integrated Master Schedule and know how your
work packages and planning packages support the
major program events and milestones?
¨ Is the task / milestone exit criteria clearly defined?
Either separately documented or embedded in the
task description.
4. Planning (3)
143
¨ For the current planning period, what is your total
LOE versus Discrete in dollars and hours?
¨ Trace a task(s) from your IMS to your Control
Account Plan (CAP) for both total and time phase
resources
¨ Show an example that you have predecessors and
successors identified within your organization or
Integrated Product Team (IPT) and between other
organizations or IPTs.
4. Planning (4)
144
¨ If you are responsible for any major subcontracts or
intercompany work transfers, where is it reflected in
your IMS?
¨ If you are responsible for any high value material,
where is it reflected in your IMS?
¨ Are any of your tasks on the program or IPT critical
path?
¨ Do you have any special requirements because you
are on the critical path?
4. Planning (5)
145
¨ What are the most critical areas of your work
effort?
¨ What is your schedule reserve?
¨ Do you have resources allocated for your float or
schedule reserve?
¨ Do you status your IMS detail tasks weekly?
¨ Do you track late starts and late finishes?
¨ Validate that the month–end schedule progress for
a Control Account taken in the IMS is consistent with
the cost system.
4. Planning (6)
146
¨ Do you have approved, documented, discrete
criteria for all percent complete work packages
and or tasks that exceed 45 workdays in length?
¨ Do you have supplemental schedules? Do they
support the IMS?
5. Earned Value
147
¨ What Earned Value techniques are approved for
use on this program?
¨ How is Earned Value taken for your work? Task
Level, Work Package Level?
¨ Is the Earned Value technique or method chosen
appropriately for the specific task or work
package?
¨ Do you have any apportioned effort?
6. Change Control (1)
148
¨ What is the process you must follow to make a
change to your baseline budget?
¨ What is the process you must follow to make a
change to your baseline schedule? Where is this
documented?
¨ What was the last change to one of your Control
Accounts?
¨ Were any changes performed in the last 60 days?
¨ Were all appropriate documents used to process
the change?
6. Change Control (2)
149
¨ What is the difference between the classes of
change defined in your change control management
system?
¨ Were the changes performed in a timely manner?
¨ What is the acceptable use of management
reserve?
¨ What would you do of your requests for additional
resources were denied?
6. Change Control (3)
150
¨ Who initiates requests for opening and closing
charge numbers?
¨ Is it permissible to make changes to the Budgeted
Cost of Work Scheduled or Actual Cost of Work
Performed?
7. Analysis (1)
151
¨ Show how you monitor who charges your Control
Account
¨ How does Earned Value get into the cost accounting
system? How do you verify what was submitted?
¨ How do you use weekly labor actual reports and
organizational performance reports?
¨ What weekly and monthly meetings do you attend
where your schedule and cost performance is
discussed?
7. Analysis (2)
152
¨ Show your latest variance analysis report. Has it
been reviewed and approved?
¨ Is the root cause of the variance drivers clearly and
accurately identified?
¨ Has the impact to other Control Accounts or the
program been identified?
¨ If recoverable, has a corrective action plan been
identified?
¨ Does the schedule variance correlate with the
schedule status?
7. Analysis (3)
153
¨ Who reviewed and approves the variance analysis
reports?
¨ How do you use the organizations performance
reports or their equivalents?
¨ Show and explain your CPI and SPI values that
support your TCPI values?
¨ What drives your variances?
8. Risk (1)
154
¨ What is risk mitigation?
¨ Do you have adequate budget and facilities to
complete your work?
¨ Is the risk high, medium, or low?
¨ Are there any cost, schedule, or technical risks in
your Control Accounts?
¨ Have the risks been documented in the Risk
Management Plan?
¨ Are you risk mitigation activities incorporated in the
IMS?
8. Risk (2)
155
¨ What is the process for retiring or closing out a risk
when the mitigation plan is successful?
¨ What is the process for retiring or closing out a risk
when the mitigation plan is unsuccessful?
¨ Have resources been provided for the mitigation
plans?
¨ Where critical skills exist, are you sufficiently
staffed in these areas? Do you have succession
planning for these critical areas?
9. Estimate At Completion (1)
156
¨ Describe the process you use to update your EAC
and what documentation is used?
¨ How do you update your Estimate to Compete
(ETC)? When was the ETC last updated?
¨ Show documentation of that update and rationale
for the new ETC numbers.
¨ Who reviews and approves your ETC?
¨ Do the cost and schedule variances support the
EAC?
9. Estimate At Completion (2)
157
¨ How often is a comprehensive EAC (CEAC)
performed?
¨ If a CEAC was performed, show your memo with the
ground rules from Program Control?
10. Subcontract Management (1)
158
¨ What scope is the subcontract responsible for?
¨ How does the subcontractor receive authorizations
for scope, schedule, and resources from the prime?
¨ What reporting requirements have been levied on
the subcontractors?
¨ Are the subcontractor’s schedules status weekly?
¨ How are the resources planned for the
subcontractors (BCWS spreads for the subcontractor
work packages)
10. Subcontract Management (2)
159
¨ Is the BCWS time phased with the baseline schedule
plans?
¨ Can you trace the budget from the Work
Authorization to the Control Account Plans, to the
subcontractors?
¨ Can you trace the schedule from the subcontractor’s
schedule to the Control Account Plan, to the IMS?
¨ How do you determine BCWP for each
subcontractor?
10. Subcontract Management (3)
160
¨ What are the thresholds for generating a variance
analysis report for the subcontractors?
¨ Is the subcontractor’s ETC consistent with the IMS
forecast completion date?
¨ Is you subcontractor required to do a
Comprehensive EAC (CEAC)?
¨ How often is this done?
¨ How is it incorporated?
¨ Does your subcontractor have a risk mitigation plan?
11. Material Management (1)
161
¨ Is the material high or low value, and how are these
values determined?
¨ How do you plan your material? Is it listed by Bill of
Materials or an equivalent?
¨ Is the high value material tracked in the cost system?
¨ What Earned Value techniques are used for the
high value materials?
¨ Are material actual and Earned Value recorded on
the same basis / time period?
11. Material Management (2)
162
¨ To what extent is the variance being driven by price
and / or quantity?
¨ Lunch
Wednesday: 12:00–12:50163
WEDNESDAY
13:00–16:50 Rehearsing for the “real” CAM
interview
164
¨ Open issues with interview questions.
Wednesday: 13:00–13:50165
Where Have We Come So Far?
166
¨ We’ve looked at the CAM Notebook.
¨ We’ve gone through a couple of interview cycles.
¨ We’ve talked about EV, Risk, Work Package, the
Performance Measurement Baseline and other
activities of the Control Account Manager.
¨ But in the end we seem to always come back to
Risk.
Risk Analysis, Mitigation, and
Retirement Process Involves Everyone
167
EV Data
EV Data
Program
Manager
Functional
Managers
Work Package
Managers
Individuals/Team
Members
Identify
Analyze
§ Review
§ Prioritize
§ Evaluate
§ Classify
Track
Plan
§ Approve plans
§ Recommend
actions
§ Develop plans
Control
§ Integrate across
functions
§ Reprioritize
§ Authorize project
resources
Risks
Top N risks Decisions
Assign
Responsibility
Required
Indicators
Trends
Risk Status
Control
§ Integrate
§ Reprioritize
§ Authorize
§ Functional area
resources
EV Data
1
3 2
Top N risks
Let’s See If We Can Do A Risk Trace In
The CAM Notebook?
168
¨ We’ve got the Control Account and Work Package
plans in the Notebook.
¨ Where can you point to show us the risks identified
in the Risk Registry?
¨ Can you speak to those risks off the top of your
head?
¨ How about some simple “handling” strategies for
those risks?
¨ Further “Deep Dive” into the CAM Notebook.
¨ More walking the book to ferret out
questions and gaps in understanding.
¨ Is your CAM notebook starting show use?
Wednesday: 14:00–14:50169
¨ Any final open questions for today around
that “darn” CAM Notebook
¨ Present certificates of accomplishment for
your efforts.
¨ And no forgetting the CAM Notebook for
tomorrow full dress rehearsal.
Wednesday: 15:00–15:50170
¨ Wrap up and prepare for tomorrow’s group
interview exercise.
¨ What is going to happen, why this is an
important processes, and who are the
primary participants – you guessed it YOU.
Wednesday: 16:00–16:50171
THURSDAY
08:00–11:50 CAMs get interviewed by a “tough”
guy in a one-on-one. The Chorus helps their friends.
172
These Past 3 Days Need A Finale
Copyright © 2010, Niwot Ridge, LLC, Use of any or all of this material is prohibited without written permission
¨ Breakup into four groups and walk the CAM
notebooks for open issues – one more time
for affect.
¨ Review the interview questions in further
detail.
Thursday: 08:00–08:50173
¨ Start with two CAMs for the Chorus
interviews. (15 minute cycles)
¨ Rotate two more CAMs but use different
interview questions.
Thursday: 09:00–09:50174
¨ Review each CAMs open questions for the
final walkthrough.
Thursday: 10:00–10:50175
¨ Any final open questions.
Thursday: 11:00–11:50176

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Six ½ Day Sessions on the Road To Becoming a CAM

  • 1. SIX, ½ DAY SESSIONS ON THE ROAD TO BECOMING A CAM It sounds painful, but not too painful. In the end there is no path to success that doesn’t involve some pain. 1 Copyright © 2010, Niwot Ridge, LLC, Use of any or all of this material is prohibited without written permission
  • 2. The Master Plan For The Next 3 Days 2 ½ Day Sessions Times Activities Monday 13:00–17:00 IBR Review and CAM participation Tuesday 08:00–12:00 CAM Notebook Overview Tuesday 13:00–17:00 Walking each CAM’s Notebook Wednesday 08:00–12:00 Hands on CAM Notebook usage Wednesday 13:00–17:00 Hands on CAM Notebook Round 2 Thursday 08:00–12:00 Full Group Interview Session
  • 3. We’ll Use Army Time For 3 Days 3
  • 4. Learning Objectives for 3½ Days 4 LO Learning Objective Description LO1 Understand the IBR processes, motivation, and your role as a CAM in the IBR. LO2 Understand the processes of controlling your work in the presence of Earned Value Management and the tools and processes of the Earned Value Management System. LO3 Understand the contents of your CAM Notebook. LO4 Be able to put the contents of your CAM Notebook to work on your Control Accounts, in connection with the PP&C staff. LO5 Be able to answer CAM interview questions with sufficient confidence to convince the government you’re able to control the assigned work according to plan. LO6 Become a member of the Community of CAMs in a mentor–protégée manner, to provide support for each other as the program moves onto baseline. LO7 Understand the work to performed in each Work Package, who’s doing the work, how to take credit for work done, subcontractor management and milestones, etc. LO8 Be able to call yourself a CAM, for the TMT program CLIN0001 and CLIN0005.
  • 5. Our World View 5 ¨ Being a CAM is a full contact sport ¤ Hands on learning. ¤ Minimal presentation. ¤ “Player / Coach” paradigm. ¤ Sometimes Players and Coaches swap roles. ¨ CAM’s work in teams with PP&C ¤ All CAMs are in the same boat – the Program Boat. ¤ It’s “One for all, All for One.” ¤ It’s the 9 Musketeers.
  • 6. This May Seem Complicated, But … 6 ¨ Being a CAM takes practice, patience, and skill. ¨ We’re here to help you through every step of the way. ¨ Next week, the government is coming for a “preview” of the Performance Measurement Baseline (PMB). ¨ You’ll be sitting for interviews. These 6, ½ day training sessions are in preparation of that visit.
  • 7. But Our Real Motivation, is to… 7
  • 8. MONDAY 13:00–16:50: Review past training of the role of a CAM and the tools used to manage Control Accounts 8 Copyright © 2010, Niwot Ridge, LLC, Use of any or all of this material is prohibited without written permission
  • 9. ¨ Overview of the IBR process as a CAM participant. ¨ Introduction to the process for the next 3 days. ¨ Identification of gaps from previous training sessions and hands on experience building your Control Accounts. Monday: 13:00–13:509
  • 10. The IBR in One Page 10 The Integrated Baseline Review Question … The Answer can be found in the … What have we been asked to do? Statement of Work (SOW) When are we supposed to do this work? Integrated Master Schedule (IMS) How much money do we have to do this work? Contract Budget Base (CBB) How do we know we’re making progress? Earned Value (EV) What can go wrong? Risk Management Plan (RMP) What’s the future look like? To Complete Performance Index (TCPI) Who’s doing what during the project Responsibility Assignment Matrix (RAM) How is the money allocated to the work? Control Account Plan (CAP) Who’s accountable for the delivery product? Control Account Manager (CAM) How do we know how much this will cost? Estimate At Completion (EAC) Are we delivering what we said we would? Technical Performance Measure (TPM)
  • 11. Objectives of the IBR† 11 ¨ Assess the adequacy of the Performance Measurement Baseline (PMB) (scope, schedule, budget, resources and management processes) including identification of associated risks. ¨ Achieve a mutual understanding of the PMB and its relationship to the underlying Earned Value Management System (EVMS). ¨ Insure all tasks are planned and can be measured objectively, relative to technical progress; and that managers have appropriately implemented required management processes. ¨ Attain agreement on a plan of action to evaluate the identified risks. ¨ Quantify the identified risks and incorporate in an updated Estimate At Completion (EAC). † Center for Earned Value Management, Integrated Baseline Review (IBR) Toolkit, March 2008
  • 12. A Critical Understanding About The IBR 12
  • 13. Introduction to the NASA IBR Process 13 ¨ The IBR is a step–by–step process guided by: ¤ FAR 34.202 and DFAR 254.234–7004. ¤ NASA/SP-2016-3406 Integrated Baseline Review (IBR) Handbook ¤ NASA/SP-2010-3403 NASA Schedule Management Handbook ¨ The Earned Value Management System is guided by ¤ EIA–748–C. ¤ NASA Earned Value Management (EVM) Contract Requirements Checklist, 13 Nov 2015 ¤ NASA/SP-2012-599 Earned Value Management (EVM) Implementation Handbook ¤ NASA/SP-2016-3708 EVM P-CAM Reference Guide ¤ NDIA Guide to the Integrated Baseline Review (IBR) Revision 2, February 6, 2015.
  • 14. FAR 34.201. says you “shall” have an EVMS FAR 34.202. says you “shall” have an IBR 14
  • 15. Some More Sources of IBR Guidance 15
  • 16. The Road from Contract Award to IBR 16 Schedule Baseline Cost Baseline Technical and Programmatic Risk Pre–IBRDRAFT IMS DRAFT PMB CAM Training CAM CAP, WP & PP CAP Baseline IPMR Dry Run Gaps & REQM IPM 2010 Selection EVMS Roll Out 1st Integration 1st Sys Demo OT&E Pre–Val Review CAM Training CAM Startup RFA Corrections PMB of CLIN0001/05 EIA-748-C Guideline SD DRAFT Work Instructions SD Walk Through CAM Interviews RFA Fix Risk Adj Xfer to PGM EVMS Ready PMB IBR Ready
  • 17. Goals of the IBR 17 ¨ Confirm the integrity of the Performance Measurement Baseline (PMB). ¨ Foster the use of Earned Value (EV) as a means of communicating the cost implications of technical and schedule problems. ¨ Provide confidence in the validity of contractor cost/schedule reporting. ¨ Identify areas of risk (cost, schedule, and technical performance) associated with the PMB. ¨ Involve technical specialists and contract analysts in the IBR process.
  • 18. Areas of Concentration for the IBR 18 ¨ Work Definition – what work was contracted? ¨ Schedules – when will the deliverables arrive? ¨ Budget Validation – is there enough money? ¨ Earned Value Management Indicators – what measures of performance provide “actionable information to the decision makers?” ¨ Risk Identification – can risk be managed?
  • 19. Scope of IBR Activities† 19 ¨ Review 80% of allocated budget. ¨ Focus on critical, risky, and high dollar Control Accounts. ¨ Full documentation review: Technical Schedule Cost Statement Of Work Integrated Master Schedule Estimates WBS / Dictionary Intermediate Networks For Work Packages Control Account Plans Technical Risks Programmatic Risks Cost Risks † Space and Missile Systems Center (SMC) Integrated Baseline Review (IBR) Handbook
  • 20. The Real Issue Is Programmatic Risk 20
  • 21. Risk Management Is Critical ¨ Classify risks associated with your Control Accounts: ¤ Technical Risk. ¤ Schedule Risk. ¤ Cost Risk. ¤ Resource Risk. ¤ Management Process Risk. ¨ Agree on the course of action for each risk. ¨ Document that course of action in the Risk Register. 21
  • 22. 5 Risk Areas In the IBR (1) 1.Technical Risk – ability of the technical plan to meet SOW objectives: ¤ Availability of technology. ¤ Product maturity. 2.Schedule Risk – the adequacy of the time allocated for performing defined tasks: ¤ Time allocations. ¤ Schedule dependencies. ¤ Critical Path. 22
  • 23. 5 Risk Areas In The IBR (2) 3.Cost Risk – the ability of the PMB to successfully execute the project and attain cost objectives: ¤ Validity of cost assumptions. 4.Resource Risk – the availability of personnel, facilities, material, and equipment required to perform the defined tasks: ¤ Loss of resource availability. ¤ Unexpected equipment downtime. ¤ Material delivery delays. ¤ Management Processes Risk – the ability to establish and maintain a valid, accurate, and timely PMB. 23
  • 24. 5 Risk Areas In The IBR (3) 5.Management Processes Risk – the ability to establish and maintain a valid, accurate, and timely PMB. ¤ The Earned Value Management System Description if the starting point for reducing or eliminating this risk. ¤ A cadre of qualified Program Planning and Controls staff will be at your side for the IBR and then on for generating the needed reporting and Control Account management processes. 24
  • 25. ¨ Review of the principles of the CAM role and how you as a CAM participate in the IBR. ¨ Start looking at your CAM Notebook as the vehicle for explaining what you do. Monday: 14:00–14:5025
  • 26. The Control Account Manager (CAM) 26 ¨ The CAM is the single point of contact for management of the Control Account. ¨ The Control Account (CA) is the control point where budgets and actual costs are accumulated and compared to the Earned Value (EV). ¨ A CA is management point for planning and control, since it represents the work assigned to one responsible organizational element for a single program Work Breakdown Structure (WBS) element.
  • 27. The Control Account Manager will … 27 ¨ Trace all cost, schedule, technical performance data from the Statement of Work (SOW) to the Work Breakdown Structure (WBS) Dictionary. ¨ Confirm there is adequate descriptions of each deliverable and the planning and forecasting data for these deliverables. ¨ Confirm the effectiveness of the Earned Value Management System for managing the program. ¨ Confirm the Risk Management system is adequate to manage the program.
  • 28. Documents Used During the IBR 28 ¨ Contract Budget Base (CBB) ¨ Contract Target Cost (CTC) ¨ Work Breakdown Structure (WBS) ¨ Organization Breakdown Structure (OBS) ¨ Responsibility Assignment Matrix (RAM) ¨ Control Account Plan (CAP) ¨ Work Authorization ¨ Work Packages (WP) ¨ Planning Packages (PP) ¨ Management Reserves (MR) ¨ Cost Variance (CV) ¨ Program Work Authorization Directive (WAD) ¨ Performance Measurement Baseline (PMB) ¨ Budgeted Cost of Work Scheduled (BCWS) ¨ Budgeted Cost of Work Performed (BCWP) ¨ Schedule Variance (SV) ¨ Actual Cost of Work Performed (ACWP) ¨ Estimate at Completion (EAC) ¨ Budgeted Cost at Completion (BAC)
  • 29. The Control Account Manager … 29 ¨ Is responsible and accountable for planning and executing the scope of the Control Accounts assigned within the designated schedule and budget. ¨ Plans the scope into discrete Work Packages, Level of Effort, and Planning Packages that support the schedule. ¨ Is responsible for subdividing the allocated budget to the Work Packages so that it is time–phased to reflect the way actual costs are expected to be incurred. ¨ Identifies and obtains specific resources required to perform the work. ¨ Assigns a Performance Measurements Technique (PMT) to each Work Package that supports the performance goals.
  • 30. The Key IBR Event 30 ¨ The key event of the IBR is the Performance Measurement Baseline (PMB) review with the Control Account Managers of your Control Accounts. ¨ The review of the PMB includes: ¤ Technical content of the Control Account and Work Packages. ¤ All work is authorized and all authorized work is planned. ¤ The integration within the Control Account of the work, schedule, and resources (costs). ¤ Sufficient resources (labor, material, subcontractors, travel, ODCs) are allocated. ¤ Risks and opportunities have been identified.
  • 31. The CAM Notebook is our security blanket, used to comfort and inform 31 ¨ Control Account Managers will have ready access to program information, program reports, company policies and procedures through your CAM Notebook. ¨ Each Notebook is customized to the specific CAM. ¨ Is in hardcopy for this program. ¨ Prior to the IBR preparation, CAM Notebooks will be reviewed for completeness and accuracy.
  • 32. TOC for the CAM Notebook ¨ Statement of Work (SOW) ¨ WBS Structure ¨ WBS Dictionary ¨ Responsibility Assignment Matrix (RAM) ¨ Control Account Plans (CAP) ¨ Earned Value Performance Reports ¨ Staffing Plan ¨ Common Process Flow ¨ Schedules ¤ Master ¤ Intermediate ¤ Detailed ¨ Status Reports ¨ Variance Reports ¨ Program Directives (PD) ¨ Quantifiable Backup Data (QBD) ¨ Subcontractor Data ¨ Formulas and Acronyms 32
  • 33. Information the CAM Needs to Know 33 ¨ Describe how you plan your work & develop your Control Accounts. ¨ Describe how you manage your work. ¨ Describe how you manage risks. ¨ But your Notebook won’t let you down if you maintain the integrity of the data.
  • 34. ¨ Earned Value Management is the tool of choice for managing your Control Account. ¨ How to apply EVM to the Performance Measurement Baseline (PMB). ¨ Earned Value Management is supplied by the Program Controls group. You’ll receive reports and you’ll jointly analysis this data to make management decisions Monday: 15:00–15:5034
  • 35. The Foundation of Earned Value 35
  • 36. EIA EVMS Guidelines 36 ¨ Organization (5 Guidelines) ¤ Define the contractual effort and assign responsibilities for the work ¨ Planning, Scheduling, and Budgeting (10 Guidelines) ¤ Plan, schedule, budget, and authorize the work ¨ Accounting Considerations (6 Guidelines) ¤ Accurate cost of work and material ¤ Reporting on Progress and Accomplishments to date ¨ Analysis & Management Reports (6 Guidelines) ¤ Compare planned, earned and actual costs, analyze variances, and develop estimate for final costs ¨ Revision and Data Maintenance (5 Guidelines) ¤ Incorporate interbnal and external changes
  • 37. What Every Program Manager Needs to Know for Success … 37 ¨ How do I know this program on schedule? ¨ How do I know this program on budget? ¨ How do I know much will this program cost on the end date? ¨ How do I know what is the end date for this program? Simple program analysis tools answer these questions using time, progress, and cost tracking … ¨ How much is it costing us to earn each unit of value? ¤ $1.00 spent returns $X.00 of value? ¤ How much of the budget “should have been” spent at this point in the program? ¤ How much “value” has the work on the program “earned” so far?
  • 38. How Does Earned Value Analysis Improve Program Success?38 ¨ It is a way to measure the amount of work actually performed on a program. ¨ It is a way to forecast a program’s cost and completion date using historical and statistical projections. ¨ It is a way to tell how well a program is “performing” compared to its original plan. ¨ Given this information it is a way to forecast how well the program will perform in the future.
  • 39. Why Use Earned Value Management? ¨ The EVM system identifies variances that have either exceeded or failed to meet identified thresholds of performance by work element. ¨ Variance analysis is an effective control against further cost and schedule problems that may jeopardize the successful completion of the contract. ¨ EVM does not eliminate cost overruns or schedule slippage. However, when properly implemented, EVM does provide the project manager with a basis for making corrective management decisions to improve overall contract performance. ¨ EVM provides project managers a means to better estimate the total contract cost and total duration of contracts. 39
  • 40. Some More Earned Value Definitions ¨ Budgeted Cost for Work Scheduled (BCWS)(PC) “The Planned Cost” ¤ This is the total budgeted cost. It answers the question “how much do we plan to spend?” A second question that is answered is “How much work should be been completed by this date?” ¨ Budgeted Cost of Work Performed (BCWP)(PV) “Earned Value” ¤ This is the cost originally budgeted to accomplish the work that has been completed. It answers the question “how much work has been actually completed?” ¨ Actual Cost of Work Performed (ACWP)(AC) “The Investment Cost” ¤ The actual cost to accomplish all the work that was performed by a specific date. It answers the question “how much did we actually spend to deliver the Earned Value?” 40
  • 41. Earned Value Management 41 EVM is the best tool for managing large complex acquisition programs. – Ashton Carter, Under Secretary of Defense for Acquisition, Technology & Logistics You’ve got this “Cheat Sheet” in your CAM Notebook
  • 42. The Alphabet of Soup of Earned Value† B C W S B C W P A C W P The same work component is in all three Earned Value variables † CPM–300: Principles of Earned Value Implementation, Lesson E: Developing the Performance Measurement Baseline, Dennis W. White, IPMC 2002 Fall Conference, Professional Education Program. 42
  • 43. The 32 Guidelines of EIA-748-C And Earned Value Management 43
  • 44. What Does Earned Value Tell Us? 44 Know where you are in terms of accomplishment as well as how much you’ve spent Can we know the final cost and delivery date with confidence Drill down through the data to where the problem is How can we make informed decisions?
  • 45. Simple EVMS Terms BCWS The planned of the work to be performed BCWP The “earned value” of the performed work ACWP The actual costs – in dollars – to complete the planned work BAC The budget to complete the project Cost and Schedule Variance SV Schedule Variance BCWP – BCWS CV Cost Variance BCWP – ACWP SPI Schedule Performance Index BCWP / BCWS CPI Cost Performance Index BCWP / ACWP EAC Estimate at Complete ACWP + (BAC – BCWP) TCPI To Complete Performance Index (BAC – BCWP) / (EAC – ACWP) ISAC Independent Schedule at Complete Schedule / SPI VAC Variance at Complete BAC – EAC Print this page and keep in your notebook. No one, not even the pros can remember these acronyms without a cheat sheet Formulas Of Earned Value Management 45
  • 46. The Program Performance At Glance 46 Management Reserve Cost Variance Schedule Variance ACWP BCWP BCWS $ EAC: Estimate at Complete Time Now Completion Date PMB TAB: Total Allocated Budget BAC: Budget at Complete time The Performance Measurement Baseline (PMB) represents of the program “on baseline”
  • 47. Components of the PMB Where EV Applies Note: MR is NOT part of the PMB 47
  • 48. WBS and WBS Dictionary 48 ¨ The WBS decomposes the product and the processes that construct the process into a “well formed” tree. ¨ The terminal nodes of the WBS tree are where Work Packages are defined. ¨ Work Packages are were cost are collected and Earned Value Management measurement is performed.
  • 49. The Work Breakdown Structure (1) 49 ¨ From MIL–HDBK–881A
  • 50. The Work Breakdown Structure (2) 50 ¨ Relationships between Function and Product
  • 51. The WBS Dictionary 51 ¨ The WBS Dictionary states what the WBS element produces when it is complete
  • 52. 52 § Inattention to budgetary responsibilities. § Work authorization not always followed. § Budget and data reconciliation issues. § Lack of integrated management systems. § Baseline fluctuations and frequent replanning. § Current period and retroactive changes. § Improper use of management reserve. § Earned Value techniques not reflecting actual accomplishments. § Untimely and unrealistic Latest Revised Estimates (LRE). § Progress not monitored in a regular and consistent manner. § Lack of vertical and horizontal traceability (critical path). § Not capturing and using cost and schedule data for corrective action. § Lack of predictive variance analysis. § Lack of internal surveillance and controls. § Managerial actions not demonstrated using Earned Value. Failing to apply discipline and rigor can put you on the beach. So remember… A ship on the beach is a lighthouse to the sea. – Dutch Proverb
  • 53. Are We Doing Earned Value? § Do we know the value of the planned work? § Have we bounded the period of performance for each work element? § Do we know how to measure Physical Percent Complete for each Work Package deliver? 53www.jack-nicholson.info
  • 54. ¨ The Integrated Baseline Review work procedures. ¨ 5+1 Exit Criteria for the IBR. Monday: 16:00–16:5054 Lets make sure it’s done … Done
  • 55. IBR Procedures 55 ¨ The Government Program Manager has the primary responsibility to conduct an IBR. ¨ The contractor has the primary responsibility to provide information, staff, and sufficient capabilities to successfully participate in the IBR? ¨ The IBR is an assessment of the contractors ability to continue to successfully manage the program.
  • 56. 5 Areas of Concentration for the IBR 56 1. Work Definition–what work was contracted? 2. Schedules–when will the deliverables arrive? 3. Budget Validation–is there enough money? 4. Risk Identification–can risk be managed? 5. Earned Value Management Indicators–what measures of performance provide “actionable information to the decision makers?”
  • 57. 1. Work Definition 57 ¨ The definition of work starts with the State of Work (SOW) and the supporting documents ¤ CDRLs ¤ DRDs ¨ The work definition is represented in the Work Breakdown Structure (WBS) ¤ The WBS is a logical decomposition of the products and the processes that support the development of the products
  • 58. 2. Schedules 58 ¨ With the definition of the work, Work Packages produce the “deliverable” representing the products or services that produce the program's outcome. ¨ The Integrated Master Schedule (IMS) sequences the Work Packages and Planning Packages ¤ The relationships between these elements should be FINISH to START
  • 59. 3. Budget Validation 59 ¨ With the awarded budget the Contract Budget Base (CBB) is the starting point for flowing down budget to Control Account Plans (Program Work Authorization Agreement (PWAA)) ¨ The PWAA’s contain the allocated budget for each Control Account ¤ Control Accounts contain Work Packages and Planning Packages ¨ The budget description of the PWAA’s includes labor, non labor, and Other Direct Costs (ODC)
  • 60. 4. Risk Identification ¨ Does the schedule identify risk areas? ¨ What is the probability of occurrence? ¨ What is the impact of each risk on cost and schedule? ¨ What is the relationship between the risk elements? ¨ Is there sufficient cost and schedule margin for “normal variance?” ¨ Does each identified risk have a “handling” or “retirement” budget? 60 Technical Risks Programmatic Risks
  • 61. 5. Earned Value Management Indicators 61 ¨ For each Work Package an Earned Value Management performance indicator must be defined ¤ Discrete. ¤ Apportioned. ¤ Level of Effort. ¤ Milestone accrual.
  • 62. The 5+1 Questions from the IBR 62 1. Confirm SOW matches the Integrated Master Schedule. 2. Confirm the IMS is Credible. 3. Validate the allocation of funds. 4. Assess the technical integrity of the IMS. 5. Establish a dialog between the government and the contractor. 6. Can the program be executed successfully, given the available schedule, budget, and technical capabilities? The BIG Question That Must Be Answered
  • 63. 1. Confirm SOW Matches The IMS 63
  • 64. 2. Confirm IMS Is Credible 64
  • 65. 3. Validate Allocation Of Funds 65
  • 67. 5. Establish A Dialog 67
  • 68. 6. The Final Question? 68
  • 69. Summary of the CAM Discussion Topics During the IBR ¨ What are the Technical Requirements? ¨ What Specifications are dependent on other work getting completed first? ¨ Which specs are the most complicated to complete and have the highest risks? ¨ How would you mitigate the risks? ¨ Which tasks may have too much time and resources allotted? ¨ Which tasks may have too little time and resources allotted? ¨ Why do you think so? ¨ What has been left out? ¨ What should/could be left out if necessary? 69 Technical Scope Assessment ¨ Do you determine schedules? ¨ Do you have budget Authorization authority? ¨ Do you approve your team’s timesheets? ¨ Can you assign/reassign personnel? ¨ Did you have input in to the Control Account Plans? Programmatic
  • 70. We’ve taken a quick pass through your role as a CAM, the structure of the IBR, the elements that will be assessed during the IBR and a peek at the coming days. Any questions? Monday: Wrap Up70
  • 71. TUESDAY 08:00–11:50 The government will be interviewing you about your Control Accounts and their deliverables. 71 Copyright © 2010, Niwot Ridge, LLC, Use of any or all of this material is prohibited without written permission
  • 72. ¨ The CAM Notebook is the “Road Map” to successful delivery of the Control Account outcomes. ¨ Let’s look in some more detail about the contents of this “Book.” ¨ We’ll start with a group page turning exercise. Tuesday: 08:00–08:5072
  • 73. The Control Account Manager (CAM) ¨ Responsibilities ¤ Manage the cost, schedule and technical performance of the Control Account. ¤ Provide data related to the Control Account. ¤ Review and approve all work assignments, documents and commitments involving the Control Account. ¨ Authority ¤ Approves the CA authorization documents ¤ Approves the CA budget notices ¤ Determines the work schedule and prioritizes the work for each Work Authorization ¤ Approves hours charged to the Work Authorizations ¤ Identifies potential technical, schedule, and cost risks and enters them to the Risk Register 73 ¨ Accountability ¤ Accountable to Program Manager for Control Account Performance. ¤ Completes the CA scope of work within the resources authorized. ¤ Achieves the technical performance goals for the defined scope of work. ¤ Achieves the technical quality ¤ Assures the reported Earned Value is based on Qualified Back Up data ¤ Mitigates technical, schedule, and cost risks
  • 74. Manage Cost, Schedule and Technical Performance of the Control Account ¨ Establish and maintain Control Account budgets and schedules. ¨ Define the tasks and the sequencing of the schedule for optimizing the accomplishment of the work scope. ¨ Assure the scheduled activities for the Control Account have a realistic duration and performance logic. ¨ Maintain the applicable portions of the WBS Dictionary and approve the Control Account Authorization (CAA) and authorized changes to the CAA. ¨ Proactively manage the personnel performing the Control Account detailed scope of work. ¨ Identify, negotiate and implement required vertical and horizontal interfaces. ¨ Manage Customer Expectation Agreements (CEA) and Memorandums of Understanding (MOU) with other organizations and programs. ¨ Review and approve all resources charged to the Control Account and assure their accuracy. ¨ Monitor and assess Control Account and Work Directive performance. ¨ Prepare Control Account variance analyses. 74
  • 75. Manage Cost, Schedule and Technical Performance of the Control Account ¨ Develop, implement and manage corrective actions, as appropriate. ¨ Maintain an awareness of Subcontract Data Requirement List (SDRL) items and other applicable contract deliverables. ¨ Prepare Estimates to Completion for remaining Control Account work scope. ¨ Provide forecast dates for accomplishing activities and milestones in the Control Account Schedule. ¨ Manage the integration and monitor the development of any critical technologies. ¨ Inform management of significant problems concerning Control Account performance. ¨ Identify potential technical and programmatic risks and make effective use of the risk management tool. ¨ Employ the baseline change control process for any revisions to the Control Account’s baseline scope, schedule or budget. Submit Budget Change Notices (BCN) as necessary. ¨ Proactively manage all subcontractor effort which affects Control Account performance. ¨ Lead or participate in Make / Buy decisions. ¨ Evaluate alternatives and develop facility utilization plans as appropriate. ¨ Maintain the CAM Notebook in a current and accurate manner. 75
  • 76. Accountable to Program Manager for Control Account performance 76 ¨ Complete the Control Account scope of work within the schedule period authorized. ¨ Complete the Control Account scope of work within the resources authorized. ¨ Achieve the technical performance goals for the defined scope of work. ¨ Achieve the technical quality ¨ Assure the reported Earned Value performance is based on qualified back–up data (QBD). ¨ Mitigate all technical, schedule and cost risks associated with the Control Account.
  • 77. Review and approve work assignment, documents and commitments of the CA 77 ¨ Approve the Control Account Authorization documents. ¨ Co–Approve the Make / Buy Plan for material used to perform the Control Account scope of work. ¨ Co–Approve Control Account Budget Change Notices and Requests. ¨ Authorize and coordinate work performed by functional departments on Work Directives within the Control Account. ¨ Determine the work schedule and prioritize work within each Work Directives issued for the Control Account. ¨ Approve hours charged to the Work Directives supporting the Control Account. ¨ Approve material and other direct costs charged to the Work Directives supporting the Control Account. ¨ Identify potential technical, schedule and cost risks and enter them into the Risk Management Process.
  • 78. The CAM’s Notebook 78 ¨ The CAM Notebook is repository of the technical, cost, and schedule information for the work activities in the Control Account(s): ¤ A description of the work with clear statements of authorization from the customer thru the contractor organization to the CAM’s immediate manager then the CAM to expend resources to perform the tasks. ¤ A time phased plan to accomplish the work with a logical interconnect series of activities leading to work completion. ¤ A time phased budget indicating the amount and type of resources necessary to complete the work indicating both units of resources, e.g., hours and dollars. ¤ Performance results indicating technical progress, schedule status, and resources consumed over time to perform the tasks. ¤ An estimate of the completion date and total resources to be consumed at task completion.
  • 79. ¨ Let’s open our books and become familiar with the contents to answer the initial questions about your CA/WP. Tuesday: 09:00–09:5079
  • 80. Starting With The End In Mind? 80
  • 81. TOC for the CAM Notebook ¨ Statement of Work (SOW) ¨ WBS Structure ¨ WBS Dictionary ¨ Responsibility Assignment Matrix (RAM) ¨ Control Account Plans (CAP) ¨ Earned Value Performance Reports ¨ Staffing Plan ¨ Common Process Flow ¨ Schedules ¤ Master ¤ Intermediate ¤ Detailed ¨ Status Reports ¨ Variance Reports ¨ Program Directives (PD) ¨ Quantifiable Backup Data (QBD) ¨ Subcontractor Data ¨ Formulas and Acronyms 81
  • 83. The Statement of Work (SOW) 83 ¨ Vertical Traceability ¤ The contract SOW describes the work to be performed and will be traceable to the WBS and the WBS Dictionary ¤ The SOW will be traceable directly to the IMP by coding or SOW paragraph reference number or be traceable indirectly to the IMP by using the WBS coding ¤ The Work Authorization Document work/task statement will be traceable to the SOW ¨ Completeness ¤ The entire SOW work description should be included in the IMP and is included in the WADs ¨ Within Scope ¤ All work described in the WADs should be included in the SOW
  • 84. WBS Structure 84 ¨ The Work Breakdown Structure (WBS) and WBS Dictionary are critical documents which provide structure to program documentation and further technical detail concerning the contract work to be performed ¤ The contract WBS is the detailed product tree of the work to be performed to execute the contract SOW ¤ The contract WBS is an extension of the program WBS provided by the customer which in turn follows the guidance in MIL–STD– 881A ¤ The WBS dictionary is a description of the WBS elements and should be more detailed than the SOW ¨ The WBS number is included in the IMS, is traceable to the IMS activities and is included in Work Authorization Document (WAD), and the Control Account Plan (CAP)
  • 87. WBS Dictionary 87 ¨ The current Statement of Work (SOW) has the dictionary statements mapped to the Work Breakdown Structure (WBS). ¨ The SOW and WBS Dictionary will be interchangeable in this case.
  • 88. Control Account Plan (CAP) aka Work Authorization Document (WAD) ¨ The CAP/ WAD is the official document from the program manager authorizing the CAM to plan and execute the work task. ¨ The following elements should be on the WAD: ¤ Contract number and name ¤ CAM name ¤ Control account number and title ¤ WBS element number with name ¤ IMS reference ¤ Description of Work/Scope of Work ¤ Control Account period of performance ¤ Budget in hours and/or dollars ¤ PM and CAM signatures and others per the command media ¤ Indication whether WAD is original or a revision with changes from last version indicated ; plus the detailed change history of the WAD ¨ Description of Work trace: ¤ The WAD Description of Work should be traceable to the SOW/SOO and the WBS Dictionary –it should not be “cut and paste” extract ¤ The Description of work should be more detailed and specific than the WBS Dictionary. ¤ Each Description of Work should be unique so that work between WADs can be differentiated ¤ Signatures –PM and CAM signatures should be evident and signed before period of performance begins 88
  • 89. Earned Value Performance Reports 89 ¨ Compare the Budget at Completion to the control account budget in the CAP ¨ Examine the report for data causing reason for concern ¤ Cumulative budget (BCWS) greater than Budget at Completion (BAC) ¤ Cumulative earned value (BCWP) greater than BAC ¤ Cumulative actual costs (ACWP) greater that estimate at completion ¤ Negative current month and cumulative values ¤ Unusual and widely varying cost performance index (CPI), schedule performance index (SPI) and to–complete cost performance index (TCPI) ¤ Also look for significant differences between the CPI and the TCPI ¨ It is of particular concern if the following is noted ¤ BCWP and BCWS values with no actual costs recorded ¤ Conversely actual costs recorded with no BCWS and BCWP ¤ Inconsistency between cumulative dollar and % cost variance and variance at completion, e.g., cumulative CV of –18% and VAC of –2%
  • 90. Schedules: Program Master Schedule 90 ¨ The Program Manager provides direction to the development, baselining, and updating of the Program Master Schedule. ¨ The program’s Master Scheduler coordinates with the Program Manager, Intermediate Management, Program Control, and Control Account Manager to establish/revise the Master Schedule.
  • 95. Variance Reports–Notional 95 Header information includes quantified cost and schedule variances and indicates out of tolerance items. Explanations may be required for monthly, cumulative, and at complete variances. Problem Analysis: This section is used to explain the variance drivers, abnormal conditions and factors creating variances, and other issues, problems, and concerns. Task/Project Impact: This section is used to explain the impact to the Control Account and overall Project. WBS: 1.1 Manager: Phillips Desc: House Building Project Charge #: (EAC - Actuals thru JAN-02 + ETC) TOTAL $$ BCWS BCWP ACWP SCHED-VAR % COST-VAR % Mon Hours 389 328 0 -61 -16 328 100 Cum Hours 389 328 0 -61 -16 328 100 Mon Dollars 38,269 33,149 32,400 -5,120 * -13 749 * 2 Cum Dollars 38,269 33,149 32,400 -5,120 * -13 749 * 2 BAC Hours 1,732 EAC: 1,404 VAC: 328 19 BAC Dollars 165,467 EAC: 165,569 VAC: -103 * 0 PROBLEM ANALYSIS: (* = requires explanation) The schedule variance is due to delays in completing the framing of the exterior walls. This delay is caused by both material shortages and availability of qualified resources. The cost variance is due to increased productivity in installing the patio. The concrete subcontractor developed a faster way of forming a pour the stairway. TASK/PROJECT IMPACT: Framing the exterior walls will be completed on schedule and no delay will occur to the project complete. CORRECTIVE ACTION PLAN: The current skill mix will be adjusted to complete this activity as scheduled. The ACME project management team is conducting a review of all future work to determine if resource availability will an issue. Preparer: Dept: Initials: Date: Approval: Dept: Initials: Date: Corrective Action Plan: This section provides the recovery and risk mitigation plan.
  • 96. Program Directives (PD) 96 ¨ The Program Directive (PD) is the top authorizing document directing work and defining tasks, costs, and schedule under a contract. ¤ All contractual work is authorized and directed by an PD. ¤ No contract work may be performed or costs incurred in the performance of contract work without an PD. ¨ Program Directive is a formal program direction that provides authorization to implement defined action. ¨ Program Directives (PD) are “change orders” from the Program Manager (PM) to you the Control Account Manager (CAM) for changes in the program.
  • 97. Quantifiable Backup Data (QBD)(1)† 97 ¨ QBD is a detailed listing of tasks necessary to complete all scope in a work package during the defined period of performance. ¨ It is an approach used to objectively measure performance ¤ Each task on the list is weighted–total weighting equals 100% of the work package BAC (weighting is important, should not be equal weighting on every task). ¤ Upon completion of QBD development the QBD is placed under configuration control. ¤ The CAM assesses physical percent complete of each QBD task. ¤ The percent complete is calculated from the cumulative assessments. ¨ The purpose of the QBD is to: ¤ Help ensure and demonstrate that all contract work is accounted for; ¤ Help ensure the schedule and budget are realistic and achievable; ¤ Help to mitigate schedule and budget risks; and, ¤ Provide a basis for objectively assessing progress for discretely measured work packages. † Deliverables Based Planning® Providing Actionable Information the to Program Manager, Glen B. Alleman and Ronald Powell, 11th Annual Rocky Mountain Project Management Symposium
  • 98. Quantifiable Backup Data (QBD)(2)† 98 ¨ Most program CAMs build detail working schedules to manage the day to day work. ¨ The QBD list, when developed from the detail working schedule, readily correlates each QBD item with a specific IMS activity. ¤ QBD tasks may be one–to–one with the detail schedule activities, however, the QBD tasks may be further expanded if needed; ¤ Dollars are used to weight each QBD task. ¨ The QBD, when completed, is comprised of inch–step tasks that will support the development and completion of specific deliverable. † Deliverables Based Planning® Providing Actionable Information the to Program Manager, Glen B. Alleman and Ronald Powell, 11th Annual Rocky Mountain Project Management Symposium
  • 99. Quantifiable Backup Data (QBD)(3)† 99 † Deliverables Based Planning® Providing Actionable Information the to Program Manager, Glen B. Alleman and Ronald Powell, 11th Annual Rocky Mountain Project Management Symposium QBD Task List Act 101 IMS 1001 $$ Act 102 IMS 1002 $$ Act 103 IMS 1002 $$ Act 104 IMS 1002 $$ Act 201 IMS 1003 $$ Act 202 IMS 1003 $$ Act 203 IMS 1004 $$ Act 204 IMS 1005 $$ Act 301 IMS 1006 $$ Act 302 IMS 1007 $$ Act 303 IMS 1008 $$ Act 304 IMS 1008 $$ Act 401 IMS 1009 $$ Act 402 IMS 1009 $$ Act 403 IMS 1009 SS Act 404 IMS 1010 SS
  • 100. EV Status with QBD 100 ¨ The QBD list is the basis for calculating work package earned value. ¨ Project physical percent complete is derived from the earned value data! Task Task Earned Schedule Budgeted Percent Value UID QBD Task List Value Complete Percent 101 Task Title 1 100 100 3.3 102 Task Title 2 200 100 6.7 103 Task Title 3 150 100 5.0 104 Task Title 4 300 85 8.5 201 Task Title 5 100 75 2.5 202 Task Title 6 250 50 4.2 203 Task Title 7 225 25 1.9 204 Task Title 8 100 10 0.3 301 Task Title 9 100 5 0.2 302 Task Title 10 125 0 0.0 303 Task Title 11 350 0 0.0 304 Task Title 12 200 0 0.0 401 Task Title 13 100 0 0.0 402 Task Title 14 125 0 0.0 403 Task Title 15 250 0 0.0 404 Task Title 16 325 0 0.0 Totals $3,000 32.5% Earned Value Calculations Based on QBD
  • 101. Subcontractor Support / Backup Data 101 ¨ Subcontracts are a high risk area when measures of physical percent complete are not visible to you as a CAM. ¨ The “subcontract” should state how progress to plan will be measured and physical percent complete reported. ¨ If the “subcontract” does not state this, as the CAM you need this measure of performance in some form to manage the Control Account.
  • 103. ¨ Open Discussion of the CAM Notebook. ¨ First “run through” of the CAM questions. Tuesday: 10:00–11:50103
  • 104. TOC for the CAM Notebook - Discussion ¨ Statement of Work (SOW) ¨ WBS Structure ¨ WBS Dictionary ¨ Responsibility Assignment Matrix (RAM) ¨ Control Account Plans (CAP) ¨ Earned Value Performance Reports ¨ Staffing Plan ¨ Common Process Flow ¨ Schedules ¤ Master ¤ Intermediate ¤ Detailed ¨ Status Reports ¨ Variance Reports ¨ Program Directives (PD) ¨ Quantifiable Backup Data (QBD) ¨ Subcontractor Data ¨ Formulas and Acronyms 104
  • 105. Statement of Work (SOW) 105 ¨ Does everyone have their SOW for the program? ¨ Have you marked up or highlighted the WBS elements you are accountable for.
  • 106. WBS Structure and The Dictionary 106 ¨ Using your WBS do you have the WBS descriptions (they’re in the SOW)? ¨ Do you have the Work Package narratives?
  • 107. Responsibility Assignment Matrix 107 ¨ Do you have the RAM in your CAM Notebook? ¨ Can you locate your name in that matrix? ¨ Do you have a list of staff within each Work Package that you’ve assigned to the work?
  • 108. Control Account Plan (CAP) 108 ¨ Does your notebook contain the Control Account Plan with dollars and WBS elements? ¨ Can you point to each one in the Notebook and can you describe what these people are doing for each Work Package?
  • 109. Earned Value Management 109 ¨ Do you have sufficient understanding of Earned Value Management to speak about your measurement processes for each Work Package? ¤ Performance Measurement Technique (PMT) for each Work Package is contained in the EV Engine and the IMS. ¨ Are you comfortable – YET – with the language and terms of Earned Value? ¤ The Program Controls staff will be at your side during the interviews and every month for the IPMR.
  • 110. Staffing Plan 110 ¨ Do you know what your staffing needs are? ¨ Do you have a hiring plan for missing resources?
  • 111. Common Process Flow 111 ¨ Can you point to the Common Process Flow diagram in this room? ¨ Do you have any interest to looking at this chart in any more detail? ¤ Say YES for now, then you’ll get a check in box. ¨ Are there any other process descriptions in your CAM Notebook? ¤ Say NO, since we’re still building the Work Instructions and the related EVM System Description.
  • 112. Schedules 112 ¨ Do you have in your hands the IMS for your Control Account and the Work Packages? ¤ Say YES ¤ Look in the TAB for the IMS, you’ll a version. ¤ The current, but still evolving version of the IMS ¨ The IMS is grouped by you the CAM and then the Work Package.
  • 114. ¨ Review (again) of the “tabs” in your CAM Notebook. ¨ First “pop quiz” on the contents of these “tabs.” Tuesday: 13:00–13:50114
  • 115. ¨ Start the rehearsal process with a one-on- one walk (again) of the CAM Notebook. Tuesday: 15:00–15:50115
  • 116. The Interview Process is Guided by DCMA and Past Experience 116 ¨ Organization Process ¨ Scheduling Process ¨ Work And Budget Authorization ¨ Management Analysis ¨ Material Management ¨ Subcontractor Management
  • 117. What does the interview process look like in practice? 117 Foe Friend
  • 118. ¨ Open Discussion of the CAM Notebook. ¨ Open Discussion of the Learning Objectives around the CAM Notebook – are we headed in the right direction for you the CAM? ¨ If not, what’s missing and how can we change direction? Tuesday: 16:00–16:50118
  • 119. WEDNESDAY 08:00–11:50 The CAM Interview is the heart of the IBR for you the Control Account Manager 119 Copyright © 2010, Niwot Ridge, LLC, Use of any or all of this material is prohibited without written permission
  • 120. ¨ CAM interview questions in more detail Wednesday: 08:00–08:50120
  • 121. The CAM Interview Questions 121 1. Training 2. Organization 3. Work Authorization 4. Planning 5. Earned Value 6. Change Control 7. Analysis 8. Risk 9. Estimate at Complete 10. Subcontract Management 11. Material Management
  • 122. Training 122 ¨ Training is the core of CAM success. This training must include the mechanics of the EVMS as well as the governance process applied to Control Accounts ¤ The starting point for all CAM training is the Earned Value Management System Description (EVM–SD) ¤ The Defense Acquisition University (DAU) ¤ National Defense Industrial Association (NDIA)
  • 123. Organization 123 ¨ The work elements of the program ¨ The organization of the “performing organizations” ¨ Functional organization
  • 124. Work Authorization 124 ¨ Maintain the proper sequence of Work Packages is critical to the credibility of the Earned Value Management data. ¨ Work preformed out of sequence either has not budget assigned for that period of performance or has budget assigned but no work be performed or some combination. ¨ In both cases the Earned Value number cannot represent the proper progress of the project.
  • 125. Planning 125 ¨ Schedule the authorized work in a manner, which describes the sequence of work and identifies significant task interdependencies required to meet the requirements of the program. ¨ Identify physical products, milestones, technical performance goals, or other indicators that will be used to measure progress. ¨ Establish and maintain a time–phased budget baseline, at the Control Account level, against which program performance can be measured.
  • 126. Earned Value 126 ¨ Record direct costs in a manner consistent with the budgets in a formal system controlled by the general books of account. ¨ Summarize direct costs from Control Accounts into the work breakdown structure without allocation of a single Control Account to two or more work breakdown structure elements. ¨ Record all indirect costs that will be allocated to the contract.
  • 127. Change Control 127 ¨ Incorporate authorized changes in a timely manner, recording the effects of such changes in budgets and schedules. In the directed effort prior to negotiation of a change, base such revisions on the amount estimated and budgeted to the program organizations. ¨ Prevent revisions to the program budget except for authorized changes. ¨ Document changes to the performance measurement baseline.
  • 128. Analysis 128 ¨ Generate the information at the Control Account and other levels as necessary for management control using actual cost data from, or reconcilable with, the accounting system. ¨ Identify the significant differences between both planned and actual schedule performance and planned and actual cost performance, and provide the reasons for the variances in the detail needed by program management.
  • 129. Risk 129 ¨ DID 81650 calls out a Statistical Risk Analysis (SRA) for the Integrated Master Schedule (IMS). ¨ The risk management of the technical aspects of the program should be included in the IMS as well. ¨ Technical risk management is guided by the specific procurement agency, but DoD Risk Management is the starting document.
  • 130. Estimate to Complete 130 ¨ The ETC starts with your performance to date. ¨ The assessment of remaining work needs to consider your past performance. ¨ The ETC is your opportunity to “restate” the work in the future.
  • 131. Subcontract Management 131 ¨ Your subcontractors have performance reporting requirements as well. ¨ You can decide (at this point) how to measure their performance and when they are to report this reporting. ¨ As we proceed to maturity, we’ll start flowing down the reporting processes.
  • 132. Material Management 132 ¨ The material receipt and recording of the Earned Value is a major impact on the Earned Value performance measurements. ¨ Like the subcontractors, the material performance reporting will improve in the next reporting cycle. ¨ For now, we’ll report physical percent complete when the material arrived “on dock.”
  • 133. Being a CAM Means Being on a Team 133
  • 134. ¨ Walk through each CAM Notebook one–on– one with the top level questions Wednesday: 09:00–09:50134
  • 135. ¨ More group interview using the CAM questions Wednesday: 10:00–10:50135
  • 136. ¨ More group interviews using the CAM questions Wednesday: 11:00–11:50136
  • 137. Let’s Start the Interview Process 137 ¨ Using the question areas from yesterday and the details in the next slides ¤ Let’s use the Notebook to start the CAM Interview questions ¤ We’ll walk through each section of your CAM Notebook
  • 138. 1. Training 138 ¨ When did you last receive PP&C or CAM training? ¨ What materials have you received in support of this training?
  • 139. 2. Organization 139 ¨ Show your organizational chart and describe your responsibilities ¨ Where is your scope of work defined? ¨ Do you own or support any of the Events, Accomplishments, or Criteria in the IMP? ¨ What WBS elements are you responsible for? ¨ Show your responsibility Assignment Matrix (RAM) ¨ How many Control Accounts do you have and what are their total budgets?
  • 140. 3. Work Authorization 140 ¨ What authorizes you to begin your work? Are the appropriate signatures present? ¨ Identify the key elements on the Work Authorization Document (WAD) ¨ Show how you can trace the key work elements on the latest approved WAD? ¨ Does the Control Account period of performance on the WAD match the start and end dates for the time phased resources in your Control Account Plan? ¨ Do the Control Account periods of performance match the schedule time spans in the IMS?
  • 141. 4. Planning (1) 141 ¨ What key supporting documentation do you use to establish and plan your tasks? ¨ How do you time phase the budget for the tasks? ¨ Do you have any Level of Effort (LOE) ¨ What is the recommended ratio of LOE to discrete budget in a Control Account classified as discrete? ¨ In the current rolling wave, do you have any discrete Control Accounts with more LOE than allowed?
  • 142. 4. Planning (2) 142 ¨ Are all your LOE Control Accounts detail planned through completion? ¨ Do you have the current approved version of the Integrated Master Schedule and know how your work packages and planning packages support the major program events and milestones? ¨ Is the task / milestone exit criteria clearly defined? Either separately documented or embedded in the task description.
  • 143. 4. Planning (3) 143 ¨ For the current planning period, what is your total LOE versus Discrete in dollars and hours? ¨ Trace a task(s) from your IMS to your Control Account Plan (CAP) for both total and time phase resources ¨ Show an example that you have predecessors and successors identified within your organization or Integrated Product Team (IPT) and between other organizations or IPTs.
  • 144. 4. Planning (4) 144 ¨ If you are responsible for any major subcontracts or intercompany work transfers, where is it reflected in your IMS? ¨ If you are responsible for any high value material, where is it reflected in your IMS? ¨ Are any of your tasks on the program or IPT critical path? ¨ Do you have any special requirements because you are on the critical path?
  • 145. 4. Planning (5) 145 ¨ What are the most critical areas of your work effort? ¨ What is your schedule reserve? ¨ Do you have resources allocated for your float or schedule reserve? ¨ Do you status your IMS detail tasks weekly? ¨ Do you track late starts and late finishes? ¨ Validate that the month–end schedule progress for a Control Account taken in the IMS is consistent with the cost system.
  • 146. 4. Planning (6) 146 ¨ Do you have approved, documented, discrete criteria for all percent complete work packages and or tasks that exceed 45 workdays in length? ¨ Do you have supplemental schedules? Do they support the IMS?
  • 147. 5. Earned Value 147 ¨ What Earned Value techniques are approved for use on this program? ¨ How is Earned Value taken for your work? Task Level, Work Package Level? ¨ Is the Earned Value technique or method chosen appropriately for the specific task or work package? ¨ Do you have any apportioned effort?
  • 148. 6. Change Control (1) 148 ¨ What is the process you must follow to make a change to your baseline budget? ¨ What is the process you must follow to make a change to your baseline schedule? Where is this documented? ¨ What was the last change to one of your Control Accounts? ¨ Were any changes performed in the last 60 days? ¨ Were all appropriate documents used to process the change?
  • 149. 6. Change Control (2) 149 ¨ What is the difference between the classes of change defined in your change control management system? ¨ Were the changes performed in a timely manner? ¨ What is the acceptable use of management reserve? ¨ What would you do of your requests for additional resources were denied?
  • 150. 6. Change Control (3) 150 ¨ Who initiates requests for opening and closing charge numbers? ¨ Is it permissible to make changes to the Budgeted Cost of Work Scheduled or Actual Cost of Work Performed?
  • 151. 7. Analysis (1) 151 ¨ Show how you monitor who charges your Control Account ¨ How does Earned Value get into the cost accounting system? How do you verify what was submitted? ¨ How do you use weekly labor actual reports and organizational performance reports? ¨ What weekly and monthly meetings do you attend where your schedule and cost performance is discussed?
  • 152. 7. Analysis (2) 152 ¨ Show your latest variance analysis report. Has it been reviewed and approved? ¨ Is the root cause of the variance drivers clearly and accurately identified? ¨ Has the impact to other Control Accounts or the program been identified? ¨ If recoverable, has a corrective action plan been identified? ¨ Does the schedule variance correlate with the schedule status?
  • 153. 7. Analysis (3) 153 ¨ Who reviewed and approves the variance analysis reports? ¨ How do you use the organizations performance reports or their equivalents? ¨ Show and explain your CPI and SPI values that support your TCPI values? ¨ What drives your variances?
  • 154. 8. Risk (1) 154 ¨ What is risk mitigation? ¨ Do you have adequate budget and facilities to complete your work? ¨ Is the risk high, medium, or low? ¨ Are there any cost, schedule, or technical risks in your Control Accounts? ¨ Have the risks been documented in the Risk Management Plan? ¨ Are you risk mitigation activities incorporated in the IMS?
  • 155. 8. Risk (2) 155 ¨ What is the process for retiring or closing out a risk when the mitigation plan is successful? ¨ What is the process for retiring or closing out a risk when the mitigation plan is unsuccessful? ¨ Have resources been provided for the mitigation plans? ¨ Where critical skills exist, are you sufficiently staffed in these areas? Do you have succession planning for these critical areas?
  • 156. 9. Estimate At Completion (1) 156 ¨ Describe the process you use to update your EAC and what documentation is used? ¨ How do you update your Estimate to Compete (ETC)? When was the ETC last updated? ¨ Show documentation of that update and rationale for the new ETC numbers. ¨ Who reviews and approves your ETC? ¨ Do the cost and schedule variances support the EAC?
  • 157. 9. Estimate At Completion (2) 157 ¨ How often is a comprehensive EAC (CEAC) performed? ¨ If a CEAC was performed, show your memo with the ground rules from Program Control?
  • 158. 10. Subcontract Management (1) 158 ¨ What scope is the subcontract responsible for? ¨ How does the subcontractor receive authorizations for scope, schedule, and resources from the prime? ¨ What reporting requirements have been levied on the subcontractors? ¨ Are the subcontractor’s schedules status weekly? ¨ How are the resources planned for the subcontractors (BCWS spreads for the subcontractor work packages)
  • 159. 10. Subcontract Management (2) 159 ¨ Is the BCWS time phased with the baseline schedule plans? ¨ Can you trace the budget from the Work Authorization to the Control Account Plans, to the subcontractors? ¨ Can you trace the schedule from the subcontractor’s schedule to the Control Account Plan, to the IMS? ¨ How do you determine BCWP for each subcontractor?
  • 160. 10. Subcontract Management (3) 160 ¨ What are the thresholds for generating a variance analysis report for the subcontractors? ¨ Is the subcontractor’s ETC consistent with the IMS forecast completion date? ¨ Is you subcontractor required to do a Comprehensive EAC (CEAC)? ¨ How often is this done? ¨ How is it incorporated? ¨ Does your subcontractor have a risk mitigation plan?
  • 161. 11. Material Management (1) 161 ¨ Is the material high or low value, and how are these values determined? ¨ How do you plan your material? Is it listed by Bill of Materials or an equivalent? ¨ Is the high value material tracked in the cost system? ¨ What Earned Value techniques are used for the high value materials? ¨ Are material actual and Earned Value recorded on the same basis / time period?
  • 162. 11. Material Management (2) 162 ¨ To what extent is the variance being driven by price and / or quantity?
  • 164. WEDNESDAY 13:00–16:50 Rehearsing for the “real” CAM interview 164
  • 165. ¨ Open issues with interview questions. Wednesday: 13:00–13:50165
  • 166. Where Have We Come So Far? 166 ¨ We’ve looked at the CAM Notebook. ¨ We’ve gone through a couple of interview cycles. ¨ We’ve talked about EV, Risk, Work Package, the Performance Measurement Baseline and other activities of the Control Account Manager. ¨ But in the end we seem to always come back to Risk.
  • 167. Risk Analysis, Mitigation, and Retirement Process Involves Everyone 167 EV Data EV Data Program Manager Functional Managers Work Package Managers Individuals/Team Members Identify Analyze § Review § Prioritize § Evaluate § Classify Track Plan § Approve plans § Recommend actions § Develop plans Control § Integrate across functions § Reprioritize § Authorize project resources Risks Top N risks Decisions Assign Responsibility Required Indicators Trends Risk Status Control § Integrate § Reprioritize § Authorize § Functional area resources EV Data 1 3 2 Top N risks
  • 168. Let’s See If We Can Do A Risk Trace In The CAM Notebook? 168 ¨ We’ve got the Control Account and Work Package plans in the Notebook. ¨ Where can you point to show us the risks identified in the Risk Registry? ¨ Can you speak to those risks off the top of your head? ¨ How about some simple “handling” strategies for those risks?
  • 169. ¨ Further “Deep Dive” into the CAM Notebook. ¨ More walking the book to ferret out questions and gaps in understanding. ¨ Is your CAM notebook starting show use? Wednesday: 14:00–14:50169
  • 170. ¨ Any final open questions for today around that “darn” CAM Notebook ¨ Present certificates of accomplishment for your efforts. ¨ And no forgetting the CAM Notebook for tomorrow full dress rehearsal. Wednesday: 15:00–15:50170
  • 171. ¨ Wrap up and prepare for tomorrow’s group interview exercise. ¨ What is going to happen, why this is an important processes, and who are the primary participants – you guessed it YOU. Wednesday: 16:00–16:50171
  • 172. THURSDAY 08:00–11:50 CAMs get interviewed by a “tough” guy in a one-on-one. The Chorus helps their friends. 172 These Past 3 Days Need A Finale Copyright © 2010, Niwot Ridge, LLC, Use of any or all of this material is prohibited without written permission
  • 173. ¨ Breakup into four groups and walk the CAM notebooks for open issues – one more time for affect. ¨ Review the interview questions in further detail. Thursday: 08:00–08:50173
  • 174. ¨ Start with two CAMs for the Chorus interviews. (15 minute cycles) ¨ Rotate two more CAMs but use different interview questions. Thursday: 09:00–09:50174
  • 175. ¨ Review each CAMs open questions for the final walkthrough. Thursday: 10:00–10:50175
  • 176. ¨ Any final open questions. Thursday: 11:00–11:50176