MICROSOFT PROJECT USER GROUP PRESENTATION DELIVERED BY
GERALD LEONARD
EVM at the National Archives using MS Project
Server
National Archives and Records Administration
is a self-governing Federal agency that preserves our nation's history by overseeing the management of all Federal records.
houses the Declaration of Independence, the Constitution of the United States and the Bill of Rights.
has 34 facilities hold about 2.9 million cubic feet of original textual materials.
National Archives and Records Administration
houses: 93,000+ motion picture films 5 million+ maps, charts, and architectural drawings 207,000+ sound and video recordings 18 million + aerial photographs nearly 35 million still pictures and posters electronic records comprising about 4 billion logical
data records
receives sixteen millions requests for records a year
64,000 requests a day 8,000 requests an hour
Mission
The National Archives and Records Administration (NARA) began searching for a Project Management Tool (PROMT) to address the issues with effectively managing its portfolio of IT projects according to the guidelines set forth by the Office of Management and Budget (OMB) and the United States General Accounting Office (GAO).
After reviewing various vendor products the selected team members recommended Microsoft Project Server / Professional 2003 as the solution of choice.
The team also selected wInsight from CS-Solutions as the product of choice to calculate earned value which will fulfill the requirements of an ANSI/EIA 784-A compliant EVMS application. .
PROMT to Support the ERA Program
The Electronic Records Archives (ERA) will be a comprehensive, systematic, and dynamic means for preserving virtually any kind of electronic record, free from dependence on any specific hardware or software
ERA will authentically preserve and provide access to any kind of electronic record, free from dependence on any specific hardware or software, enabling NARA to carry out its mission into the future.
NARA’s Business Requirements for PROMT
The Project Management tool assists the project team to: schedule tasks and link task dependencies assign resources collect project costs collaborate on project deliverables (including
documents) manage project risks and issues report on project accomplishments communicate with stakeholders calculate earned value
Value to Management
The Project Management tool assists NARA track project progress from the desktop drill into project specifics (tasks, resources, dates,
issues, risks and documents) participate in threaded discussions on deliverables,
risks and issues view documents in the project library see standard reports on every tracked project reduce time spent reporting and summarizing
project status view project dependencies (both inter and intra) determine project priorities evaluate impact when resources are realigned
Approach
Discovery Determine Current People, Processes and Technologies
that support their existing PMO infrastructurePlanning
Develop Process requirements Develop Technical and configuration requirements
Design Developed solution design based on meeting NARA’s
business requirements Developed a system that was flexible, reliable and
scalable. Prototype
Quickly developed a prototype to demo to Senior Management so they could see their customized version of the PROMT solution
Approach (cont.)
Pilot Conducted 3 pilots Each iteration of the pilot included additional
functionality and complexity for the team to test.Transition to Production
Worked with the IT organization to documents a robust and rigors T2P plan and handoff.
Full ImplementationRollout to the remaining agency
New instance of PROMT called PROMT2 that is currently being rolled out to the rest of the agency.
Training Mentoring and Operational Support
Initial Configuration using Managed Periods
Customized PWA Configurations
Server Configuration
Group Configuration
Timesheet Approvers Group Permissions
PROMT Actual Work InputPlanned Work/Activities
Deliverables (in bold)
Sends to Deliverable Managerfor approval
Record actual hours worked
Timesheet Approval in PROMTSubmission of Staff Time
Each entry can beApproved/
disapprovedIn this column.
Save updates the master schedule
PMO Earned Value Reports
Output from PROMT to Project Connect is exported to Excel spreadsheets and provided to PMO management for review and analysis
Currently done at WBS Level 3 (data is automatically rolled up to the summary levels by Project Connect) for the work packages
Input to EV Reports
Steps Description of Activity Responsibility
Collect status of each lowest level task (Physical % Complete) for the specified time period from deliverable owner
Project Control
Enter status data into MS Project File (PMO IMS) Project Control
Load statused end of period MS Project file onto the desktop computer that has Project Connect, 2/Insight Administrator and CS Glue installed
Project Control
Open the MS Project File.Note the Project Control Toolbar and follow step by
step directions below
Project Control
Project Connect Setup
Set the Period End Dates to match the defined end of period status date that will be used with each MS Project file:
a. Select the X12 button on the Project Connect Toolbar.b. Select the Periods button.
Project Connect Setup (Cont).
• Select a Month in the End Dates and the Day that ends the period in the calendar.• When finished select Save which will generate a Template File that can be used for any project. For
consistent calculations the MS Project Status Date and the Project Connect Period End Date must match.
Master Schedule (MS Project) w/ Project Connect Application
Clicking on EVMbutton will initiateBCWP calculation.
Project ConnectAdds Calc BCWP
Data column automaticallyX12 Transfer File button
Earned value methodhas been determinedFor each task.
5 = Physical % Complete
EVM not needed forsummary elements
Physical %Complete enteredFor those tasksWith EVM = 5.
Sample Project Information Statistics
WBS NAME BCWP BCWS ACWP BAC CPI SPI EAC VAC TCPI
1Electronic Records Archives (ERA)
Program 8,448,757.70 9,329,437.34 7,688,031.13 11,784,003.98 1.10 0.91 $11,039,327.09 $744,676.88 0.81
1.01 Program Management (ERA PMO) 4,009,651.86 4,376,980.30 3,023,481.76 5,399,230.25 1.33 0.92 $4,167,285.90 $1,231,944.35 0.58
1.01.01 Plans (ERA PMO) 52,729.40 114,106.20 60,773.67 168,182.15 0.87 0.46 $348,727.82 ($180,545.67) 1.07
1.01.02 Program Control (ERA PMO) 758,025.22 979,869.02 750,522.44 1,450,148.85 1.01 0.77 $1,636,347.74 ($186,198.89) 0.99
1.01.03Management and Administration
(ERA PMO) 574,625.63 574,625.63 599,856.39 666,667.57 0.96 1.00 $695,939.72 ($29,272.15) 1.38
1.01.04Program Management Training (ERA
PMO) 221,030.65 221,030.66 151,546.50 236,755.86 1.46 1.00 $162,328.26 $74,427.60 0.18
1.01.05Procurement Management (ERA
PMO) 44,323.47 44,507.87 31,202.12 57,986.05 1.42 1.00 $40,860.09 $17,125.96 0.51
1.01.06 Risk Management (ERA PMO) 199,337.77 199,337.76 97,668.07 234,247.10 2.04 1.00 $114,772.34 $119,474.76 0.26
1.01.07 Quality Management (ERA PMO) 27,139.89 77,949.64 13,273.71 81,200.05 2.04 0.35 $89,213.19 ($8,013.14) 0.80
1.01.08 Steering Committee Meetings 3,339.00 3,339.00 980.68 3,339.00 3.40 1.00 $980.68 $2,358.32 0.00
1.01.09 ERA PMO Configuration Management 53,803.86 80,521.09 33,237.74 95,191.86 1.62 0.67 $71,501.59 $23,690.27 0.67
1.01.10 Communications (ERA PMO) 562,325.18 568,162.20 316,143.27 670,637.41 1.78 0.99 $377,669.27 $292,968.14 0.31
1.01.11 Records Management (ERA PMO) 25,313.96 25,313.96 9,661.10 27,741.21 2.62 1.00 $10,587.46 $17,153.75 0.13
1.01.12Oversight Support for FY 2005 (ERA
PMO) 27,576.58 27,576.58 12,379.39 30,203.14 2.23 1.00 $13,558.47 $16,644.67 0.15
1.01.13Program Management Tools (ERA
PMO) 516,422.12 516,981.56 159,758.91 581,470.02 3.23 1.00 $179,903.74 $401,566.27 0.15
Sample EVMS Performance Indices
0
0.2
0.4
0.6
0.8
1
1.2
1.4
SPI CPI TCPI
SPI 0.51576 0.52326 0.5659 0.56673 0.66468 0.69503 0.84323 0.82301 0.9056 0.88114 0.90628 0.94626 0.94021 0.94084 0.94158 0.94535 0.9461 0.97689
CPI 0.7829 0.7633 0.85293 0.93039 1.11618 1.17588 1.1713 1.12081 1.09895 1.10372 1.04246 0.98029 0.99599 1.00804 1.01693 1.03082 1.04923 1.0646
TCPI 1.01618 1.03889 1.03395 1.02081 0.95325 0.90705 0.86203 0.89027 0.82229 0.76483 0.84445 1.16573 1.00438 0.99035 0.97745 0.95441 0.92064 0.88206
Sep 03 Oct 03 Nov 03 Dec 03 Jan 04 Feb 04 Mar 04 Apr 04 May-04 Jun-04 Jul-04 Aug-04 Sep-04 Oct-04 Nov-04 Dec-04 Jan-05 Feb-05
SPI = Schedule Performance IndexCPI = Cost Performance IndexTCPI = To Complete Performance Index
Scheduling
Project Control Staff integrates: Remaining Work % Complete Network Logic, and Other Factors that impact Earned Value data.
Staff develops realistic assessment of remaining work on unfinished activities/deliverables
Integrated Master Schedule Data ported to Project Connect for earned value calculations.
Requirements for Earned Value Management (EVM) Reporting
EVM data to be delivered to PMO monthly Vendor EVM data must be delivered in one of the following
two formats. ANSI X12 839 EDI format wInsight compatible XML format
Other reporting standards: DI-MGMT 81468, Contract Funds Status Report (CFSR)
approved October 19, 1995 DI-MGMT-81466, Cost Performance Report, approved October
19, 1995 Developer initiated baseline or EV reporting changes
bound by contract stipulations Developer must use physical, not duration-based, percent
complete Developer Performance Measurement Baseline (PMB) to
cover entire technical scope of contracted work, include realistic schedules integrated with appropriate level and mix of resources
Requirements for Earned Value Management (EVM) Reporting
Written variance analyses will be provided for +/- $25,000 current cost and schedule variances, +/-$50,000 cumulative cost and schedule variances, and +/-$125,000 variances at completion.
All negative BCWS, BCWP or ACWP will be explained. PMO will use EIA 748-A, EIA Standard-Earned Value
Management Systems, January 2002, to validate data from Developer’s PMB.
Program Performance Reporting
Completed: Assessing PROMT, wInsight and Project Connect tools for data
accuracy, consistency and relevance Implementing procedures for resolving excessive variances
Government review of Contractors’ CDRLs Integrate NHE EVMS data with the contractors’ performance
during SA&D phase Current: (Systems Analysis and Design Phase) Performance
Reporting Data analyzed monthly, compiled quarterly Vendor Reporting Requirements defined in Contract Coordinate CDRLs’ feedback with CORs and QA
Out years (Increments) Performance Reporting wInsight is used by both developmental contractors Developing Increment 1 Integrated Schedule for ERA Program
Office Working with DCMA and DCAA to support audits and baseline
reviews Improving the WBS Reporting Structure
Integrated EVMS Analysis
Program Critical Events SA&D ProgressEVMS Summary Analysis
Integrate the Budget Financial System with EVMS Integrate contractors’ EVMS XML data files with
internal NHE EVMS Data Review monthly and provide a consolidated report
quarterly
Sample EVMS Data
EVMS Cumulative Datathrough FY05
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
$18,000,000
BCWS
BCWP
ACWP
Results
NARA now has the necessary tools to perform enterprise management of its portfolio of IT projects through all phases of the software development life cycle in compliance with GAO’s requirements.
U.S. GAO - Information Technology: Agencies Need to Improve the ...