EVM 202—Lesson 7 Tools Analysis Case Study September 2016 EVM 202—Lesson 7 Tools Analysis Case Study

Performance Management Analysis Tools

Analysis Case Study Goal: Understand the basic operations of EVM tools. Instructions: Save this briefing template to your computer. Open the following under References: Empower LAR Vehicle EMD 2016—DEC 16 Dataset MS Project LAR Vehicle DEC 2016 Schedule Empower, EVM Chart Analysis, and MS Project job aids (as needed) Following the directions in each section: Answer the questions. Copy the specified Empower or MS Project views onto your slides. Use Empower line charts, not bar or column charts. Save your updated file to your computer.

Analysis Case Study (Cont.) You will only need to brief one or more slides (i.e., one or more questions) to the class. When directed by the instructor, save a copy of your briefing (Select Save as…): Name the file following this convention: Slide#_LastName_FirstName (e.g., 01_Cohe_Miriam; 02_Powell_Rick; 17_Doe_John; etc.) Delete all the slides except the one(s) you will brief. Save your updated file to your computer. Upload your final file to your team’s File Exchange, using the naming convention listed above.

WBS Reports: Question 1 Reference the top level Executive Summary. What is the contract number? What is the contract period of performance? What is the Contract Budget Base (CBB)? What is the Performance Measurement Baseline (PMB)? What is the Target Fee in $ and %? What is the difference between CBB and PMB?

WBS Reports: Question 2 Select the Engine element, then select the AI Narrative Report. What percentage of the contract is the engine? Based on Empower data, is the work in process ahead or behind schedule? What is the cumulative cost variance in dollars?

WBS Reports: Question 3 Select the Engine element, then select the Six Period Summary Report. What are the cumulative cost and schedule variances in dollars and percentage? Is the contractor projecting an overrun or underrun? What does the comparison of the percent complete versus the percent spent reveal? How does the contractor TCPI- EAC compare to the CPIcum? What does this comparison tell you about the estimate?

WBS Reports: Question 4 Select the Engine element, then select the Six Period Summary Report. What is the EAC based on CPIcur? Compare this with the EAC based on CPIcum and CPI*SPI. Is the EAC (CPIcur) within a reasonable estimate range? Why or why not? What does this imply about using current CPI for EAC calculations? Normally the EAC based CPI*SPI is the worst case. Why is EAC (CPI*SPI) not the worst case estimate here?

WBS Charts: Question 1 Reference the top level management chart, C/S Variance Trends. What are the cumulative cost variance (CV) and schedule variance (SV)? CV: SV: Are they within the 10% thresholds? Cost: Schedule: How much Management Reserve (MR) is available at this time? What is the historical trend of the MR? What does this mean?

WBS Charts: Question 2 Reference the top level management chart, Contract Performance. What is the CBB? What is the Government program manager’s estimate? What is the contractor program manager’s estimate? How do Government and contractor differ in the way they develop an EAC?

WBS Charts: Question 3 Reference the top level SPI chart. What is the cumulative SPI for Increda? How would you explain the cumulative SPI in terms of a dollar of work scheduled? What has been the recent trend of the cumulative SPI for Increda? If the trend continues, do you believe the cumulative SPI for Increda will be above 1.0, equal to 1.0, or less than 1.0 at the end of the contract? Does the cumulative SPI tell you how many days the contract end date will slip?

WBS Charts: Question 4 Reference the top level CPI/TCPI chart. What is the cumulative CPI for Increda? How would you explain the cumulative CPI in terms of a dollar spent? What has been the recent trend of the cumulative CPI for Increda? If the trend continues, do you believe the cumulative CPI for Increda will be above 1.0, equal to 1.0, or less than 1.0 at the end of the contract? Compare the cumulative CPI to the TCPI for Increda’s EAC. What do you conclude?

WBS Charts: Question 5 Reference the top level EAC chart: BAC, Increda’s EAC, and the CPIcum forecast. Is the contractor projecting an overrun or underrun? Is the CPIcum forecast projecting an overrun or underrun? Is the contractor EAC reasonable or unreasonable? Why?

WBS Charts: Question 6 Reference the top level Cumulative Variance chart: COST, SCHED, and VAC. Is the contractor projecting an overrun or underrun? If the cost and schedule trends continue, what would you predict about this contract? (Overrun or underrun? Finish on schedule or late?) What can you determine about the contractor’s EAC and the contract’s BAC? Is the contractor’s EAC reasonable or unreasonable? Why?

WBS Sort Windows: Question 1 Reference the Cumulative Cost Variance $ and Cumulative Cost Variance %, in the sort windows only. What are the three worst, lowest level WBS elements in terms of Cumulative Cost Variance in dollars? What are the three worst, lowest level WBS elements in terms of Cumulative Cost Variance percentage?

WBS Sort Windows: Question 2 Reference the Cumulative Schedule Variance $ and Cumulative Schedule Variance %, in the sort windows only. What are the three worst, lowest level, WBS elements in terms of Cumulative Schedule Variance in dollars? What are the three worst, lowest level, WBS elements in terms of Cumulative Schedule Variance percentage? What other information do you need to determine if these are schedule drivers?

WBS Sort Windows: Question 3 Compare the three worst, lowest level WBS elements for Cumulative Cost Variance with their Variances at Completion, in the sort windows only. Based on the current status, how reasonable are the contractor’s EACs?

IPT Sort Windows: Question 1 Select the Empower IPT Structure, then select Show WBS Tree from the Options menu. Note: In the IPT structure, the column labeled WBS is actually the IPT structure, not the WBS. The WBS numbers are included in the IPT structure also, to make it easier to cross reference to the WBS structure. What are the sub-elements of the Vehicle IPT? What are the IPT levels of the Vehicle IPT sub-elements, and how do these levels compare to the WBS levels in the WBS Structure? What are the sub-elements of the Drive Train IPT? What are the IPT levels of the Drive Train IPT sub-elements, and how do these levels compare to the WBS levels in the WBS Structure?

IPT Sort Windows: Question 2 Select the Empower IPT Structure, then select Hide WBS Tree from the Options menu (if not already selected). Enter 4 in the HIER filter box and 2 in the LVL filter box. Sort by CV. Copy the IPT metrics from Empower into this presentation. (Hint: You should copy 7 lines.) Return to the WBS structure. How would the program manager (PM) find this useful?

Schedule Correlation: Question 1 Reference MS Project and filter for the Critical tasks. Copy the result as a picture. What tasks are identified on the critical path from now until the System CDR? Do these correspond with those obtained from the schedule variance dollar sort in Empower? Do these correspond with those obtained from the schedule variance percentage sort in Empower?

Schedule Correlation: Question 2 Reference MS Project and filter for the Milestones. Copy the result as a picture. When is the Subsystem CDR scheduled? When is the System CDR scheduled? When is the Production Prototype Delivery scheduled?

Schedule Correlation: Question 3 Reference MS Project. Add Total Slack (float) column. Filter on Slipping Task. Copy the result as a picture. Which five Sub System Designs have slipped? What is the status of the Wheel Assembly’s Sub System Design? State in terms of task duration, slip from baseline, and current schedule status. Are any of the five Sub System Design tasks on the critical path? If not, how much float time (or slack) time does each have?

Schedule Health: Question 1 Open Steelray. Select the Dec 16 schedule. Select the DCMA 14 Point Assessment Report and select the Analyze button. Copy the result as a picture. What is the percentage of F-S relationships? What does the Baseline Execution Index (BEI) represent? (Hint: Select the item name for the definition.) According to the BEI filter, how many tasks should have been completed but are still in progress? Identify and copy tasks that have not finished?