Project Management Cost and Schedule Nadine Kurita

1. Project Management Cost and ScheduleNadine Kurita • ANSI/EIA-748-A Standard for Earned Value Management Systems • Organization • Planning, scheduling and budgeting • Accounting considerations • Analysis and management reports • Revisions and data management (not covered) • EVMS surveillance

2. Contributers • Patricia Mast (LCLS, Aim Corporation - Deltek) • Jeff Chan (LCLS, Aim Corporation - Deltek)

3. EVMS Organization Organizational Breakdown Structure (OBS)

4. EVMS Organization • Work Breakdown Structure (WBS)

5. EVMS Organization • Responsibility Assignment Matrix • In process

6. Planning, Scheduling and Budgeting (2) • Earned value performance. LUSI Project Management Cost & Schedule (PMCS) system is based on, • B-Factory Project - 2000 Award for the Program and Project Management • SPEAR3 – 2004 Secretary's Excellence in Acquisition Award • GLAST • LCLS • 60% CAMS previous experience in PEP-II,SPEAR3, GLAST and/or LCLS • System requirements • D.O.E. Order 413.3A “Program and Project Management” • ANSI/EIA-748-A Standard for Earned Value Management Systems

7. Planning, Scheduling and Budgeting • Documentation • LCLS 1.1-018 Control Account and Work Package Planning • LCLS 1.1-020 Project Schedule • LCLS 1.1-021 Cost Estimating • LCLS 1.1-015 Earned Value Management System Description

8. Cost Estimate Project Director Chief Engineer CAM PMCS

9. Detailed Cost Estimate Report (DCE) • Product – sample report

10. Project Schedule DOE SSO Project Director Chief Engineer CAM PMCS

11. Project Schedule DOE SSO Project Director Chief Engineer CAM PMCS

12. Milestone Hierarchy • Defined Level 1, 2, 3 and 4 Milestones • Level 1 controlled by DOE HQ • Level 2 controlled by DOE Stanford Site Office • Level 3 controlled by LUSI Project Director • Level 4 controlled by System Manager • Level 1-3 Milestones are under formal CCB control

13. Work Authorization

14. Resource Loaded Schedules Integrate schedules

15. Accounting Considerations • All financial transactions are documented, approved, and recorded properly in the financial accounting system on a consistent and timely basis in accordance with Generally Accepted Accounting Principles (GAAP) and applicable Cost Accounting Standards. • Actual costs are collected from the financial accounting systems and imported into the EVMS each month. • Actuals are collected in the EVMS in four basic cost elements • Labor • Non-Labor (materials, Subcontracts, etc) • Shops • Travel • Direct and indirect costs are recorded in a manner consistent with the budgets.

16. Analysis and Management Reports • Documentation • LCLS 1.1-015 Earned Value Management System Description • LCLS 1.1-022 Monthly Status and Reporting

17. Monthly Status and Reporting Project Director Chief Engineer CAM PMCS

18. Monthly Status and Reporting Project Director Chief Engineer CAM PMCS

19. CPR Drilldown (Level 2)

20. CPR Drilldown (Level 3)

21. CPR Drilldown (CA Level)

22. CPR Drilldown (Milestone Level)

23. CPR Drilldown (Labor Detail)

24. CPR Drilldown (Cost Detail)

25. Variance Analysis Form

26. LCLS PMCS Utilities (The Hammer)

27. BCWS, BCWP,ACWP Report (SPA)

28. Obligation Report (OSCUM)

29. Total Float Report Level 3 milestones

30. 7. Utility tools for CAMS and management. View Gant charts, plot performance, trending reports, CPR drilldown 4. Actual cost and commitments are collected, via code of accounts, at the 3rd or 4th level of the WBS 1. The cost estimating information was transferred to Primavera for initial budget & obligation time-phasing • 5. Accounting files are transferred electronically to the PMCS group and imported into Cobra. Reconciled every month. 2. Progress information is gathered from the CAMS and input into the scheduling system for baseline variance and critical path analysis 3. Progress information is transferred from the scheduling system into the cost processor for Earned Value calculations 7. Utility tools for CAMS and management. View Gant charts, plot performance, trending reports, CPR drilldown • 6. Technical/Cost/Schedule Baseline changes are controlled and documented through the change control process

31. Surveillance • Continuous self assessment is performed by the project director, and project controls personnel, who are trained in the correct use of the LCLS EVMS, and are held accountable for proper implementation. • Conduct external audit yearly • LCLS 1.1-024 Surveillance of EVMS

32. Summary • Consistent with the 32 critical criteria as described in ANSI/EIA-748-A • Applying the existing LCLS documentation for • Planning, scheduling and budgeting • Accounting considerations • Analysis and management reports • Revisions and data management • PMCS staff is from LCLS • CAMS have experience with PMCS – training will continue to ensure compliance with the ANSI standard • Have a detailed resource loaded schedule for CD4a deliverables • Detailed resource loaded schedule for the remainder items in process • Need to work on the interface with partner labs • LUSI staff is ready to baseline the project!

33. End of Presentation

34. Execution and Control • Project Office Monthly Reporting Contents • Cost Drill Down Approach • Top Level SPA Chart • Cost Report – WBS Level 2 (C/SSR) • System Level Cost Report – WBS Level 3 • Work Package Detail Cost Report • Detailed Accounting Report • Schedule Drill Down Approach • Top Level Cost Report – WBS Level 2 • System Level Cost Report – WBS Level 3 • Work Package Detail Cost Report • Detailed Schedule Report • Traditional Schedule Analysis • Critical Path, Detailed Baseline Schedule Variance Comparison, Milestone Chart

36. Revisions and Data Management • Documentation • LCLS 1.1-015 Earned Value Management System Description • LCLS 1.1-019 Change Control

37. Revisions and Data Management Level 4 up to 100K, system Level 3, project office

38. CCB Presentations • PBCR presentations to the CCB will address the following; • Background • Problem • Solution • Other Solutions Considered • Stakeholders Review • Other System Managers, Int/Inst, QA, Accel Team, QA, Linac Dept Hd (if applicable) • Impact of this BCR (technical, resources, funding, etc.) • Must this come from contingency? • Any impact to L2 or L3 milestones? • Integrated Schedule Analysis • Impact of not approving this BCR • Affected drawings, parts or requirements • Is there anything else we should know?

39. Revisions and Data Management

40. BCR Form

41. Revisions and Data Management

42. Approval Thresholds

44. WBS RBS - BE 1 1 2 2 3 3 4 4 5 5 FUND 1 2 3 Resource Breakdown Structure

45. Accounting Considerations • Direct and indirect costs can be summarized from control accounts into the WBS without allocation of a single control account to more than one WBS element. • Direct and indirect costs can be summarized by the project’s organizational elements without allocation of a single control account to more than one organizational element. • Indirect costs are applied to each project at the current approved annual rates. • Encumbrances are recognized at the point an approved order is placed. Equipment and material costs enter the general ledger through the accounts payable system. • Retroactive adjustments to previously reported actual costs are prohibited. Adjustments are reported monthly, consistent with GAAP.

46. More on reporting

47. Milestone Dictionary

48. Responsibility Assignment Matrix (RAM)

49. Corrective Action Log

50. Estimate at Complete (EAC)