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Dmitry Kekelidze Software Engineer JINR – LIT/ CERN - GS-AIS.

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Presentation on theme: "Dmitry Kekelidze Software Engineer JINR – LIT/ CERN - GS-AIS."— Presentation transcript:

1 Dmitry Kekelidze Software Engineer JINR – LIT/ CERN - GS-AIS

2  EVMS concepts  NICA project  EVM web-based application

3 EVM is the project management tool... Are we there yet? How much longer before we’ve arrived? What can we do about it?

4  performance measurement how am I doing against my baseline plan?  performance management what do I need to do to bring the project in on cost and schedule?

5  Preparation Research Topic Decide on Structure  Make Slides EVM Basics EVM Advanced NICA Intro Conclusion  Finishing up Trial Presentation Implement Feedback

6 Research Presentation template EVM Basics NICA Intro Conclusion EVM Advanced Start slides Agenda Reshuffle Dry run Slides ready cost time

7 What is an honest measure for what is achieved?

8 Research Presentation template EVM Basics NICA Intro Conclusion EVM Advanced Agenda Reshuffle Dry run time cost Slides ready Start slides

9 Main metrics : PV - Planned Value The portion of work expected to be completed at a given date, times the authorized budget allocated to carry out that work EV - Earned Value The value of completed work expressed in terms of the budget assigned to that work AC - Actual CostThe costs actually incurred and recorded in accomplishing the work performed

10 time Cost Are we ahead or behind schedule? Are you getting value for money? Did you spend money on the right things? Achievement now Budget Planned Value Actual Cost Earned Value

11 now time Underspending but... Actual Cost Planned Value Earned Value

12 now time Underspending but... Actual Cost Planned Value Earned Value

13 time AC PV EV now BAC : Budget At Complete SV = EV – PV Schedule Variance CV = EV – AC Cost Variance project end project start SV < 0 SV > 0 CV < 0 CV > 0 PMR Project Management Reserve

14 Schedule VarianceSV = EV–PVIn currency. Negative means delay Schedule Performance Index SPI = EV/PV< 1 means delay Cost VarianceCV = EV-ACIn currency. Negative means overcost. Cost Performance IndexCPI = EV/AC< 1 means overcost Estimate At CompletionEAC = BAC / CPIForecast final cost To Complete Performance Index TCPI BAC = (BAC-EV)/(BAC- AC) Can we catch up?

15 now time EAC

16  Requires development of integrated baseline Results in better project definition and planning  Early identification of trends and problems  Accurate picture of project status Cost, schedule, and technical segregation of schedule and cost variances  Projection of final costs  Project control by the team Enables project manager to make informed decisions based on facts  Results in successful projects On time, on cost

17 Requirement Architecture Design Code Testing 100h 200h 100h

18 TaskMonth 1Month 2Month 3Month 4Month 5Month 6 Status at end of Month 5 Requirements (100h) S------F Complete, Spent 100h Architecture (100h) S----PF--F Complete, Spent 120h Design (100h) PS-S-PF--F Complete, Spent 125h Code (200h) PS----S------PF 25% Complete, Spent 70h Testing (100h) PS---PFNot yet started

19 At the end of Month 5, what is? CalculationAnswer PV100 + 100 + 100 + 200500h EV100 + 100 + 100 + 50350h AC100 + 120 + 125 + 70415h BAC100 + 100 + 100 + 200 + 100600h CV350 - 415-65h CPI350 / 41584% SV350 - 500-150h SPI35,000 / 50,00070% IEAC600/0.84711h TCPI(600-350)/(600-415)135%

20  Dr. Christensen & associates’ findings CPI stabilizes @ 20% complete |CPI(final) – CPI(20%)| ≤ 0.10 CPI tends to worsen as EV ⇒ BAC


22  WBS: Work Breakdown Structure, hierarchical list of all the activities to be performed to complete the project.  Workunits: The “Leaves” of the WBS tree. Activity small in size/duration, under responsibility of one person.  Workunits use Resources (money, people) to produce Deliverables

23 EVM suitable for projects that have: Clear definition of work scope Project schedule range from a few months to many years Small to very large cost

24 Technically complex and demanding, i.e. that cannot be fully specified in the front- end phase; Long makespan: economic effects like inflation Involving many contributors, contractors, suppliers... i.e. many activities that are outsourced, result- oriented.

25  EVMS concepts  NICA project  EVM web-based application


27 Is NICA large-scale project?  Work planned for period from year 2012 till 2017  Estimated cost is more than 100M $  Tasks to complete: General Infrastructure Accelerator MPD Detector  All the work have to be well coordinated


29  18% overspend announcement … only  Technical Coordinator → “the project is behind schedule”  Project Administrator → “the project is under-running”  LHC Team: not is position to demonstrate that the project could be completed within allocated budget! Member States asked the LHC Project Management to set up a formal Project Control System

30  EVM-based project control system  Deliverable-oriented physical progress monitoring  Interfaced to accounting systems, to get accurate information on actual costs  Excel spreadsheets to interact with DBs  Web-based

31 Activity completed? Progress 90%! An activity of the project Activity not started Progress 0% Activity half-way Progress 50% Activity almost done Progress 90%

32  Re-established trust Cost and Schedule Review Committee: ‘world class’ CERN management was formally congratulated by Member States Further overruns were discussed in the context of proven project control.  Project culture at CERN and cost awareness of project engineers have improved.

33 LHC Project EVMS introduced while AC = CHF 1 billion!!  “Granularity” between breakdown structures → consolidations difficult to handle  Too many activities: 12’000+ activities  “Varying granularity” of activities: → from a few kCHF to several MCHF → from a few weeks to several months Project Engineers plan too optimistically …to obtain budget (it’s easier to carry over) Weak integration with schedule networks

34  Tailored tools: Excel interface to interact with databases very appreciated strongly integrated with corporate databases  Deliverable-oriented approach revealed to be efficient  “AC = EV rule” for in-kind contribution worked well  Contributed to cost consciousness at all levels  Change of culture inside the organization

35  Design the WBS so that no. of planned activities < 500  Breakdown depth → no responsibility ambiguity  Constrain the size of the activities so that: 80% of the budget of the activities in range 0.2% – 2% budget E.g. a $1M 50’000 p.hrs → $2k – $20k and 100 p.hrs – 1000 p.hrs Activity duration < 10% project duration and 3 months No. of level-of-effort activities < 5% of no. of activities

36  EVMS concepts  NICA project  EVM web-based application

37 WBS Workunits Resources  Personnel  Material Resources  Personnel  Material Deliverables Web interface Excel files

38 Reminders for progress reporting

39  Crosstab to drill drown through the WBS structure (or other dimension…)  PV, EV, AC Charts at every WBS level

40  Objectively measures performance of the project as it moves from project initiation through project closure.  Provides early warning of potential project adverse performance.  Shows Opportunity associated with positive schedule variance.  Enables the management of risk associated with underwriting or insuring against negative schedule variance.  Provides a means to forecast future performance based upon past performance.

41 Спасибо! Questions?

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