IBR Artifacts
WBS 1.1.1 INTEGRATION, ASSEMBLY, TEST & CHECKOUT
LAR Vehicle IBR Artifacts WBS 1.1.1 Integration, Assembly, Test & Checkout
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Increda Corporation 1100 West Hollymolly Street Los Angeles, CA 90293-1300
January 2, 2017
LAR Vehicle Program Office PM LAR Vehicle Warren, MI 48397-5000
Dear Colonel Paine:
The Increda Team looks forward to establishing a mutual understanding of the risks inherent in
the Lightweight, Assault and Reconnaissance (LAR) Vehicle program performance
measurement baseline (PMB). Our joint Integrated Baseline Review (IBR) establishes the
management processes that will be used to deliver the LAR Vehicle program on schedule and
budget. The baseline review process will continue after the IBR and be employed throughout
the life of the LAR Vehicle program to maintain our mutual understanding of the risks.
In accordance with the direction we received from your office, we’ve prepared the attached
comprehensive documentation package for your review. The package specifically addresses the
four control accounts that were identified for in-depth review. Control account interviews have
been scheduled for 16 January 2017.
This IBR will establish a solid foundation for understanding project risks and an invaluable
opportunity for us to compare expectations and to address differences before problems arise.
Sincerely,
Pop I Smith LAR Vehicle Program Manager Increda Corporation
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Table of Contents
Tab 1: LAR Vehicle Program Statement of Work .......................................................................................... 1
Tab 2: LAR Vehicle Technical Performance Metrics (TPMs) ....................................................................... 10
Tab 3: LAR Vehicle Program Management Reports .................................................................................... 14
Tab 4: LAR Vehicle Responsibility Assignment Matrix (RAM) ..................................................................... 26
Tab 5: LAR Vehicle Integrated Master Schedule ......................................................................................... 28
Tab 6: Work Authorization Documents for WBS 1.1.1 Integration, Assembly, Test & Checkout............... 32
Tab 7: CAM Documents for WBS 1.1.1 Integration, Assembly, Test & Checkout ....................................... 36
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Tab 1: LAR Vehicle Program Statement of Work
The purpose of this section is to describe the scope of work, which shall be performed under the
contract. All reference documents, listed in Section J, are part of this Statement of Work (SOW).
The U.S. Army is responsible for: all programmatic, policy and funding decisions; the
establishment of goals and objectives; and monitoring the performance of the contractor. The
U.S. Army will hold the contractor fully accountable for the entire scope of work as described in
the Request for Proposals (RFP) including the performance of the subcontractors. The
contractor shall maintain an Earned Value Management System (EVMS) and manage the
program using integrated plans, schedules, and cost control systems to ensure the LAR Vehicle
program succeeds in a timely and cost effective manner. The contractor shall use Earned Value
Management (EVM) to quantify cost and schedule status while integrating this with the tracking
of technical progress. The U.S. Army will conduct surveillance, formal program management
and contractor system reviews, and audit exercises of all aspects of the terms and conditions of
this contract to ensure compliance with the SOW contractually set forth. The results of the
audits and surveillance conducted will be resolved through the contractor and approved by the
Government Program Office authority. The proper Government authority will reserve the right to
intervene any time imminent danger to workers or the public is identified.
Description of Work The contractor will be responsible for managing the design, development, engineering, element
fabrication, element assembly, element integration, testing, manufacturing, and production.
Periodic reports:
Integrated Program Management Report (IPMR) Contract Data Requirements List
(CDRL)
Monthly Management Status Report CDRL
Interim and Final Reports CDRL
Discrepancies and inconsistencies will be addressed at the Monthly Management
Reviews.
C.1 LAR Vehicle System WBS The LAR Vehicle System element refers to the complex of equipment, data, services, and
facilities required to develop and produce a vehicle system with the capability to navigate over
the surface. This element includes cargo and logistics vehicles, mobile work units, and combat
vehicles. It also includes combat vehicles serving as armored weapons platforms,
reconnaissance vehicles, and amphibians.
C.1.1 Prime Vehicle The Prime Vehicle element refers to the mobile element of the system embodying means for
performing operational missions. This element includes means of propulsion and structure for
adaptation of mission equipment or accommodations for disposable loads. It also includes the
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design, development, and production of complete units (i.e., the prototype or operationally
configured units, which satisfy the requirements of their applicable specification(s), regardless of
end use).
C.1.1.1 Integration, Assembly, Test & Checkout In those instances in which an Integration, Assembly, Test & Checkout element is used, it will
include all effort of technical and functional activities associated with the design, development,
and production of mating surfaces, structures, equipment, parts, materials, and software
required to assemble the level 3 equipment (hardware/software) elements into a level 2 mission
equipment (hardware/software) as a whole and not directly part of any other individual level 3
element. Integration, Assembly, Test, & Checkout exclude all systems engineering/program
management and system test and evaluation, which are associated with the overall system.
When an Integration, Assembly, Test & Checkout element is utilized at lower levels of the
Contract Work Breakdown Structure (CWBS), it will be summarized into the next higher level
equipment (hardware/software) Work Breakdown Structure (WBS) element and should never be
summarized directly into a level 3 Integration, Assembly, Test & Checkout element.
C.1.1.2 Hull/Frame and Body/Cab The Hull/Frame and Body/Cab element refers to the vehicle's primary load bearing component,
which provides the structural integrity to withstand the operational loading stresses generated
while traversing various terrain profiles (Hull/Frame), and the major component to be mated to a
chassis to provide a complete vehicle having a defined mission capability (Body/Cab).
C.1.1.2.1 Frame The Frame element refers to the vehicle's primary load bearing component, which provides the
structural integrity to withstand the operational loading stresses generated while traversing
various terrain profiles. This element could be a simple wheeled vehicle frame or a more
complicated combat vehicle hull (The LAR Vehicle must accommodate a narrow wheelbase for
easy fit into a transport helicopter), which satisfies not only the structural requirements but also
provides armor protection. It includes all structural subassemblies and appendages, which
attach directly to the primary structure. This element, for example, includes towing and lifting
fittings, bumpers, hatches, and grilles. It also includes provision to accommodate other
subsystems such as mountings for suspension, weapons, turret, truck body, cab, special
equipment loads, etc. All effort directly associated with the remaining level 3 WBS elements and
the integration, assembly, test, and checkout of these elements into the prime vehicle is
excluded.
C.1.1.2.2 Body/Cab The Body/Cab element refers to the major component to be mated to a chassis to provide a
complete vehicle having a defined mission capability. This element includes accommodations
for personnel, cargo, and such subsystems as need to be placed in proximity to operators. All
effort directly associated with the remaining level 3 WBS elements and the integration,
assembly, test, and checkout of these elements into the prime vehicle is excluded.
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C.1.1.5 Suspension/Steering The Suspension/Steering element refers to the means for generating traction efforts, thrust, lift,
and steering forces generally at or in proximity to the earth's surface and adapting the vehicle to
the irregularities of the surface. This element includes, for example, wheels, tracks, brakes, and
steering gears for traction and control functions. It also includes springs, shock absorbers,
skirts, and other suspension members. All effort directly associated with the remaining level 3
WBS elements and the integration, assembly, test, and checkout of these elements into the
prime vehicle is excluded.
C.1.1.6 Electronics The Electronics element refers to all electronic subsystems and components
(hardware/software) distributed throughout the vehicle and not directly attributable to other WBS
level 3 elements. This includes computers and other devices for command and control, data
control and distribution, controls and displays, and power distribution and management. It does
not include hardware and software directly associated with other WBS elements.
C.1.1.7 Power Package/Drive Train The Power Package/Drive Train element refers to the means for generating power and
delivering power in the required quantities and driving rates to the driving member (The LAR
Vehicle must accommodate a quiet running diesel engine and protection from emitting heat to
avoid detection by unfriendly heat-seeking radar). This element includes, for example, engine-
mounted auxiliaries such as air ducting and manifolds, controls and instrumentation, exhaust
systems, and cooling means. It also includes such power transport components as clutches,
transmission, shafting assemblies, torque converters, differentials, final drivers, and power
takeoffs. It may include brakes and steering when these are integral to power transmission
rather than in the Suspension/Steering element. All effort directly associated with the remaining
level 3 WBS elements and the integration, assembly, test, and checkout of these elements into
the prime vehicle is excluded.
C.1.1.8 Auxiliary Automotive The Auxiliary Automotive element refers to the group of subsystems (hardware/software) that
provide services to all of the prime vehicle subsystems, as distinguished from the special
equipment subsystems, and which outfit the chassis. This element includes, for example, the
vehicle electrical or electronics system, on-board diagnostics/prognostics system, fire
extinguisher system and controls; chassis-mounted accessories such as the winch and power
take-off, tools, and on-vehicle equipment. When otherwise not provided for, it includes crew
accommodations. All effort directly associated with the remaining level 3 WBS elements and the
integration, assembly, test, and checkout of these elements into the prime vehicle is excluded.
C.1.1.10 Armament The Armament element refers to the means for combatant vehicles to deliver fire on hostile
targets and for logistics and other vehicles to exercise self-defense. This element includes, for
example, the main gun, launchers, and secondary armament. Fire control systems are
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excluded. All effort directly associated with the remaining level 3 WBS elements and the
integration, assembly, test, and checkout of these elements into the prime vehicle is excluded.
C.1.1.14 Communications The Communications element refers to that equipment (hardware/software) that provides the
means within the system for commanding, controlling, navigating, and transmitting information
to vehicle crews and other personnel exterior to operating vehicles. This element includes radio
frequency equipment, microwave and fiber optic communication links, and navigational
equipment, networking equipment for multiple vehicle control, and intercom and external phone
systems. It also includes the means for supplementary communication such as visual signaling
devices. All effort directly associated with the remaining level 3 WBS elements and the
integration, assembly, test, and checkout of these elements into the prime vehicle is excluded.
C.1.4 Systems Engineering The Systems Engineering element includes but is not limited to: the systems engineering effort
to transform an operational need or statement of deficiency into a description of system
requirements and a preferred system configuration; and the technical planning and control effort
for planning, monitoring, measuring, evaluating, directing, and planning the management of the
technical program. All programs, where applicable, include: value engineering, configuration
management, human factors, maintainability, reliability, survivability/vulnerability, system safety,
environmental protection, standardization, systems analysis, logistics support analysis, etc.
C.1.5 Program Management The Program Management element is defined as the business and administrative planning,
organizing, directing, coordinating, controlling, and approval actions designated to accomplish
overall program objectives that are not associated with specific hardware elements and are not
included in systems engineering.
C.1.6 System Test and Evaluation The System Test and Evaluation element refers to the use of prototype, production, or
specifically fabricated hardware/software to obtain or validate engineering data on the
performance of the system during the development phase of the program (normally funded from
Research, Development, Test, and Evaluation (RDT&E)). This element includes the detailed
planning, conduct, support, data reduction, and reports (excluding the CDRL data) from such
testing, and all hardware/software items, which are consumed or planned to be consumed in the
conduct of such testing. It also includes all effort associated with the design and production of
models, specimens, fixtures, and instrumentation in support of the system level test program. All
formal and informal testing up through the subsystem level that can be associated with the
hardware/software element are excluded. Acceptance testing is also excluded. These excluded
efforts are to be included with the appropriate hardware or software elements.
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C.1.6.1 Development Test and Evaluation The Development Test and Evaluation element refers to the test and evaluation conducted to:
(a) demonstrate that the engineering design and development process is complete; (b)
demonstrate that the design risks have been minimized; (c) demonstrate that the system will
meet specifications; (d) estimate the system's military utility when introduced; (e) determine
whether the engineering design is supportable (practical, maintainable, safe, etc.) for
operational use; (f) provide test data with which to examine and evaluate trade-offs against
specification requirements, life cycle cost, and schedule; and (g) perform the logistics testing
efforts to evaluate the achievement of supportability goals, the adequacy of the support package
for the system, (e.g., deliverable maintenance tools, test equipment, technical publications,
maintenance instructions, and personnel skills and training requirements, etc.). Development
Test and Evaluation includes all contractor in-house effort and is planned, conducted, and
monitored by the developing agency of the DoD Component. All programs, where applicable,
include models, tests, and associated simulations such as wind tunnel, static, drop, and fatigue;
integration ground tests; test bed aircraft and associated support; qualification test and
evaluation (QT&E), development flight test, test instrumentation, environmental tests, ballistics,
radiological, range and accuracy demonstrations, test facility operations, test equipment
(including its support equipment), chase and calibrated pacer aircraft and support thereto, and
logistics testing. For engines, include engine military qualification tests and engine preliminary
night rating tests.
C.1.6.2 Operational Test and Evaluation The Operational Test and Evaluation element refers to the test and evaluation conducted by
agencies other than the developing command to assess the prospective system's military utility,
operational effectiveness, operational suitability, logistics supportability (including compatibility,
interoperability, reliability, maintainability, logistic requirements, etc.), cost of ownership, and
need for any modifications. Initial operational test and evaluation (IOT&E) conducted during the
development of a weapon system will be included in this element. This element encompasses
such tests as system demonstration, flight tests, sea trials, mobility demonstrations, on-orbit
tests, spins demonstration, stability tests, qualification operational test and evaluation (QOT&E),
etc., and support required to prove the operational capability of the deliverable system. It
includes contractor support (e.g., technical assistance, maintenance, labor, material, etc.)
consumed during this phase of testing. It also includes performing the logistics testing efforts to
evaluate the achievement of supportability goals and the adequacy of the support for the system
(e.g., deliverable maintenance tools, test equipment, technical publications, maintenance
instructions, personnel skills and training requirements, and software support
facility/environment elements).
C.1.6.3 Mock-ups The Mock-ups element refers to the design engineering and production of system or subsystem
mock-ups that have special contractual or engineering significance, or which are not required
solely for the conduct of one of the above elements of testing.
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C.1.6.4 Test and Evaluation Support The Test and Evaluation Support element refers to all support elements necessary to operate
and maintain systems and subsystems during test and evaluation that are not consumed during
the testing phase and are not allocated to a specific phase of testing. This element includes, for
example, repairable spares, repair of reparable, repair parts, warehousing and distribution of
spares and repair parts, test and support equipment, test bed vehicles, drones, surveillance
aircraft, tracking vessels, contractor technical support, etc. It also includes operational and
maintenance personnel, consumables, special fixtures, special instrumentation, etc., that are
utilized and/or consumed in a single element of testing and should therefore be included under
that element of testing are excluded.
C.1.7 Training
The Training element is defined as the deliverable training services, devices, accessories, aids,
equipment, and parts used to facilitate instruction through which personnel will acquire sufficient
concepts, skills, and aptitudes to operate and maintain the system with maximum efficiency.
This element includes all effort associated with the design, development, and production of
deliverable training equipment as well as the execution of training services. This element and its
sub-elements exclude the overall planning, management, and task analysis function inherent in
the WBS element Systems Engineering/Program Management.
C.1.8 Data The Data element refers to all deliverable data required to be listed on a CDRL, DD Form 1423.
The data requirements will be selected from the Acquisition Management Systems and Data
Requirements Control List (DoD 5010.12-L). This element includes only such effort that can be
reduced or will not be incurred if the data item is eliminated. If the data are Government
peculiar, include the efforts for acquiring, writing, assembling, reproducing, packaging, and
shipping. It also includes the effort for transforming into Government format with reproduction
and shipment if data are identical to that used by the contractor, but in a different format.
C.1.8.1 Technical Publications The Technical Publications element is defined as technical data that provides instructions for
the installation, operation, maintenance, training, and support of a system or equipment that is
formatted into a technical manual. A technical manual normally includes operation and
maintenance instructions, parts lists or parts breakdown, and related technical information or
procedures exclusive of administrative procedures. This data may be presented in any form
(regardless of the form or method of recording). Technical orders that meet the criteria of this
definition may also be classified as technical manuals.
C.1.8.2 Engineering Data The Engineering Data element is defined as recorded information (regardless of the form or
method of recording) of a scientific or technical nature (including computer software
documentation). Engineering data does not include computer software or financial,
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administrative, cost or pricing, or management data or other information incidental to contract
administration.
C.1.8.3 Management Data The Management Data element is defined as those data items necessary for configuration
management, cost, schedule, contractual data management, program management, etc.,
required by the Government. This element includes contractor cost reports, Integrated Program
Management Reports (IPMRs), Contractor Funds Status Reports (CFSRs), schedules,
milestones, networks, integrated support plans, etc.
C.1.9 Peculiar Support Equipment The Peculiar Support Equipment element is defined to include the design, development, and
production of those deliverable items and associated software required to support and maintain
the system or portions of the system while not directly engaged in the performance of its
mission, and which have application peculiar to a given defense materiel item. This element
includes, for example, vehicles, equipment, tools, etc., used to fuel, service, transport, hoist,
repair, overhaul, assemble, disassemble, test, inspect, or otherwise maintain the mission
equipment. It also includes any production of duplicate or modified factory test or tooling
equipment delivered to the Government for use in maintaining the system (factory test and
tooling equipment initially used by the Contractor in the production process but subsequently
delivered to the Government will be included as cost of the item produced). It also includes any
additional equipment or software that will be required to maintain or modify the software portions
of the system. This element and its sub-elements specifically exclude the overall planning,
management and task analysis functions inherent in the WBS element Systems
Engineering/Program Management, and the common support equipment presently in the DoD
inventory or commercially common within the industry which is bought by the using command
and not by the acquiring command.
C.1.9.1 Test and Measurement Equipment The Test and Measurement Equipment element is defined as peculiar or unique testing and
measurement equipment that allows an operator or maintenance function to evaluate
operational conditions of a system or equipment by performing specific diagnostics, screening,
or quality assurance effort at an organizational, intermediate, or depot level of equipment
support. It includes test measurement and diagnostic equipment, precision measuring
equipment, automatic test equipment, manual test equipment, automatic test systems, test
program sets, appropriate interconnect devices, automated load modules tap(s), and related
software, firmware and support hardware (power supply equipment, etc.) used at all levels of
maintenance. It includes packages that enable a line or shop replaceable unit, printed circuit
boards, or similar items to be diagnosed using automatic test equipment.
C.1.9.2 Support and Handling Equipment The Support and Handling Equipment element is defined as the deliverable tools and handling
equipment used for support of the mission system. It typically includes ground support
equipment, vehicular support equipment, powered support equipment, non-powered support
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equipment, munitions material handling equipment, material handling equipment, and software
support equipment (hardware/software).
C.1.13 Initial Spares and Repair (S&R) Parts The Initial Spares and Repair (S&R) Parts element is defined as the deliverable spare
components, assemblies, and subassemblies used for initial replacement purposes in the
materiel system equipment end item. This element includes the repairable spares and repair
parts required as initial stock to support and maintain newly fielded systems or subsystems
during the initial phase of service, including pipeline and war reserve quantities, at all levels of
maintenance and support. This element excludes development test spares and spares provided
specifically for use during installation, assembly, and checkout on site.
C.1.13.1 Brakes Spares and Repair (S&R) Parts The Brakes Spares and Repair (S&R) Parts element is defined as the deliverable spare
components, assemblies, and subassemblies used for initial replacement purposes in the
materiel system equipment end item related to the vehicle’s brakes. This element includes the
repairable spares and repair parts required as initial stock to support and maintain newly fielded
systems or subsystems during the initial phase of service, including pipeline and war reserve
quantities, at all levels of maintenance and support. This element excludes development test
spares and spares provided specifically for use during installation, assembly, and checkout on
site.
C.1.13.2 Wheels Spares and Repair (S&R) Parts The Wheels Spares and Repair (S&R) Parts element is defined as the deliverable spare
components, assemblies, and subassemblies used for initial replacement purposes in the
materiel system equipment end item related to the vehicle’s wheels. This element includes the
repairable spares and repair parts required as initial stock to support and maintain newly fielded
systems or subsystems during the initial phase of service, including pipeline and war reserve
quantities, at all levels of maintenance and support. This element excludes development test
spares and spares provided specifically for use during installation, assembly, and checkout on
site.
C.1.13.3 Skid Plates Spares and Repair (S&R) Parts The Skid Plates Spares and Repair (S&R) Parts element is defined as the deliverable spare
components, assemblies, and subassemblies used for initial replacement purposes in the
materiel system equipment end item related to the vehicle’s skid plates. This element includes
the repairable spares and repair parts required as initial stock to support and maintain newly
fielded systems or subsystems during the initial phase of service, including pipeline and war
reserve quantities, at all levels of maintenance and support. This element excludes
development test spares and spares provided specifically for use during installation, assembly,
and checkout on site.
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C.1.13.4 Engine Spares and Repair (S&R) Parts The Engine Spares and Repair (S&R) Parts element is defined as the deliverable spare
components, assemblies, and subassemblies used for initial replacement purposes in the
materiel system equipment end item related to the vehicle’s engine. This element includes the
repairable spares and repair parts required as initial stock to support and maintain newly fielded
systems or subsystems during the initial phase of service, including pipeline and war reserve
quantities, at all levels of maintenance and support. This element excludes development test
spares and spares provided specifically for use during installation, assembly, and checkout on
site.
C.1.13.5 Drive Train Spares and Repair (S&R) Parts The Drive Train Spares and Repair (S&R) Parts element is defined as the deliverable spare
components, assemblies, and subassemblies used for initial replacement purposes in the
materiel system equipment end item related to the vehicle’s drive train. This element includes
the repairable spares and repair parts required as initial stock to support and maintain newly
fielded systems or subsystems during the initial phase of service, including pipeline and war
reserve quantities, at all levels of maintenance and support. This element excludes
development test spares and spares provided specifically for use during installation, assembly,
and checkout on site.
C.1.13.6 Miscellaneous Spares and Repair (S&R) Parts The Miscellaneous Spares and Repair (S&R) Parts element is defined as the deliverable spare
components, assemblies, and subassemblies used for initial replacement purposes in the
materiel system equipment end item related to all other parts of the vehicle not specifically
called-out above. This element includes the repairable spares and repair parts required as initial
stock to support and maintain newly fielded systems or subsystems during the initial phase of
service, including pipeline and war reserve quantities, at all levels of maintenance and support.
This element excludes development test spares and spares provided specifically for use during
installation, assembly, and checkout on site.
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Tab 2: LAR Vehicle Technical Performance Metrics (TPMs)
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Contract Specifications as of December 2016
KPPs Contract Specification
Survivability 0.97
Grade 40⁰
Turning Radius 25 ft.
Range 385 mi.
Combat Vehicle Weight 13,000 kg
Interoperability See CDD
Availability 0.97
MTBCMF 680
Milestones Contract Specification
Subsystem CDR FEB 2017
System CDR SEP 2017
PPD NOV 2018
Specification Estimates* Status as of 15 December 2016
Survivability – 0.97
Range – 385 mi.
Turning Radius – 25 ft.
Grade – 40°
EMD$ – $624.9M
Average Unit Production Cost – $2.75M
Empty Vehicle Weight – 11,000 kg
Combat Vehicle Weight – 13,000 kg
KPPs Driving WBS Element Technical Risk
Survivability – Body/Cab, Testing, Power Package (IR Signature), & Communications
Range and Grade – Power Package
Gross Vehicle Weight – Power Package, Armament, Body/Cab, & Auxiliary Equipment
Turning Radius – Suspension/Steering and Armament
EMD$ – Driven by all
Average Unit Production Cost – Calculated using actual and projected recurring costs.
*All projections based on engineering design simulations and testing completed to date.
Acronyms and Abbreviations:
CDD – Capability Development Document
CDR – Critical Design Review
EMD – Engineering and Manufacturing Development
MTBCMF – Mean Time between Critical Mission Failures
MTTR – Mean Time to Repair
PPD – Production Prototype Delivery
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Tab 3: LAR Vehicle Program Management Reports
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Integrated Program Management Report (IPMR) Format 1—As of 31 Dec 2016
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IPMR Format 2—As of 31 Dec 2016
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IPMR Format 3—As of 31 Dec 2016
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IPMR Format 4 EAC—As of 31 Dec 2016
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IPMR Format 4 BAC—As of 31 Dec 2016
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IPMR Format 5—As of 31 Dec 2016
Contract Summary The contract is behind schedule (11%) and over cost (8%), projecting a positive variance at
completion (VAC) of $14.2M.
Formal Reprogramming (OTB/OTS) There has been no reprogramming.
Estimate at Completion (EAC) Best Case: $595.1M
Worst Case: $647.1M
Most Likely Case: $633.8M
Due to a later start in the contract than originally planned, many subsystems’ design efforts are
behind schedule. We project that once we get past the subsystem design packages and
drawings, we will be back on schedule and will finish under cost.
Undistributed Budget (UB) There is no UB.
Management Reserve (MR) Minor internal replanning was performed this period, with small amounts of budget and scope
removed from multiple Work Breakdown Structure (WBS) elements. $184K of work was
removed from the performance measurement baseline (PMB) and returned to MR.
Integrated Master Schedule (IMS) Subsystem Design activities on multiple subsystems are slightly behind schedule. Additional
engineering support will correct this situation and meet critical milestone events.
Milestones are still on track to complete per baseline schedule.
An IMS Schedule Risk Analysis (SRA) was completed prior to the Integrated Baseline Review
(IBR). We will perform another SRA during the summer 2017 timeframe.
Format 3 Changes No engineering change orders (ECOs) were processed during the month of Dec 2016.
However, to accommodate recovery in problem areas, some internal replanning of work was
completed during the month of December.
Format 4 Changes Changes in Format 4 were minor and were made to accommodate schedule shifts due to
realignment of resources.
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Cost and Schedule Variances
Schedule
Significant negative schedule variances were reported in the Armament, Body/Cab, Suspension
Steering, and System Engineering areas. These variances resulted from delays in design
activity for subsystems such as steering, and wheel and brake assemblies. Once the design
activities are complete, the schedule variance will greatly improve.
Cost
The areas of System Engineering, Armament, Suspension Steering, and Cooling are driving the
biggest cost variances. This is a result of attempts to utilize additional engineering expertise to
expedite design activities, while ensuring we achieve the Key Performance Parameters (KPPs).
Corrective Actions
To get back on schedule and complete the subsystem design activities, some internal
replanning budget shifts were implemented to reflect the changes in planned work.
At Completion Variances With the current plan and additional resources, the program will realize efficiencies in finalizing
designs and test & integration activities. Despite small negative cost variances, we project to
underrun the contract at completion.
Variance Analysis
December 2016 Schedule Drivers
December 2016 Cost Drivers
1.1.10 Armament
Schedule Variance (SV): -$4.36M
Cost Variance (CV): -$1.4M.
During the Armament design phase, we found some minor issues in size and weight of the side
armor, as well as the gun barrel length. The planned redesign will get the program back on
schedule and meet requirements.
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This has resulted in a schedule slip of 14 days and unexpected cost increase of $1.4M in labor
charges.
1.1.2.2 Body/Cab
SV: -$3.69M
CV: -$6.36M (within threshold)
The SV (-$3.69M) resulted from minor issues in size and weight of the side armor which
affected the Armament activities. Due to this issue, we had to relook at position of the armor on
the vehicle. Due to future efficiencies, this will recover in the next few months.
Following the redesign of the armor placement, the budget for this task was reduced by $6K this
period due to the change in future planned work. This is reflective of the efficiencies discovered
when looking at the plan.
1.1.5 Suspension/Steering
SV: -$3.27M
CV: -$1.3M
The steering and wheel systems are behind schedule by 4 weeks. This SV (-$3.27M) is caused
by subsystem relooks due to the armament issues. Due to the length of the gun barrel, the
probability of rollover while traversing slight grades was beyond limits. This rollover probability
required a relook at the steering subsystem to identify ways to accommodate turning radius,
while decreasing rollover threat.
The CV (-$1.3M) indicates that this system is costing more than was planned. A breakdown of
this variance indicates an impact on both material and labor.
Also this month, the budget at completion (BAC) for the Suspension/Steering system has been
reduced by $30K to account for change in scope associated with not requiring an additional
subsystem design review, as originally baselined. This is reflective of efficiencies.
1.4 System Engineering
SV: -$2.79M
CV: -$2.19M
The SV (-$2.79M) is tied to the inability to meet baselined subsystem design activity deadlines.
The performance of System Engineering activities is tied to other WBS elements. As those
activities failed to claim performance, the System Engineering element also cannot claim
performance. Once all subsystem design work is complete, this variance will improve.
The CV (-$2.19M) is attributable to unexpected labor needs and has two main contributors: 1)
an extensive design review requiring far more time than planned; and 2) a change in manpower
mix using more senior engineers when junior engineers were reallocated to support work in
other areas (Suspension/Steering).
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The CV (-$2.19M) will correct itself due to anticipated cost efficiencies as we plan to underrun
this element. Junior engineers will return from working Suspension/Steering tasks this month,
reducing the actual cost for future planned work. Additional meetings and the delay of
acceptance test planning has the potential to delay System CDR if we attempt to reduce costs
by adjusting the labor skill mix again. No further corrective action identified.
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Contract Funds Status Report (CFSR)—As of 31 Dec 2016
DD FORM 1586
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Tab 4: LAR Vehicle Responsibility Assignment Matrix (RAM)
WBS NUMBER
WBS DESCRIPTION
BAC $(000)
TYPE CONTROL ACCOUNT NUMBER
CONTROL ACCOUNT MANAGER
JPO ESTIMATE
$(000)
1 LAR 647,115 Roll-up 10000000S 655,794
1.1 Prime Vehicle 363,174 Roll-up 10100000S 392,610
1.1.1 Integration, Assembly, Test & Checkout 35,743 CA 10101000S M Cohe 42,530
1.1.2 Hull/Frame/Body/Cab 65,969 CA 10102000S J Little 63,190
1.1.2.1 Frame 27,097 CA 10102100S D Melton 30,350
1.1.2.2 Body/Cab 38,872 CA 10102200S W Weedman 32,840
1.1.5 Suspension/Steering 81,140 CA 10105000S M Board 85,200
1.1.6 Electronics 567 CA 10106000S E Walter
1.1.7 Power Package/Drive Train 116,615 Roll-up 10107000S 134,970
1.1.7.1 Engine 40,815 CA 10107101P H James 49,250
1.1.7.2 Cooling System 23,323 CA 10107201P F Valore 30,010
1.1.7.3 Exhaust System 17,492 CA 10107301P J Martin 19,250
1.1.7.4 Other Power Package Components 34,985 CA 10107401P F Manzer 36,460
1.1.8 Auxiliary Automotive 2,268 CA 10108000S B Carlson 2,750
1.1.10 Armament 41,595 CA 10110000S R Goodman 41,760
1.1.14 Communications 19,277 CA 10114000P B Bohls 22,210
1.4 Systems Engineering 130,925 CA 10400000G G Troop 102,346
1.5 Program Management 41,512 CA 10500000G P I Smith 20,308
1.6 System Test & Evaluation 10,920 Roll-up 10600000S 18,630
1.6.1 Development Test & Evaluation 1,665 CA 10601000P P Schwarz 1,933
1.6.2 Operational Test & Evaluation 1,665 CA 10602000P P Schwarz 2,785
1.6.3 Mock-ups 4,101 CA 10603000P P Hornick 7,350
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WBS NUMBER
WBS DESCRIPTION
BAC $(000)
TYPE CONTROL ACCOUNT NUMBER
CONTROL ACCOUNT MANAGER
JPO ESTIMATE
$(000)
1.6.4 Test & Evaluation Support 3,489 CA 10604000P J Rego 6,562
1.7 Training CA J Forman 8,150
1.8 Data 8,463 Roll-up 10800000S 11,160
1.8.1 Technical Publications 2,885 CA 10801000G V Kinney 3,160
1.8.2 Engineering Data 2,885 CA 10802000G V Kinney 4,360
1.8.3 Management Data 2,693 CA 10803000G T Finefield 3,640
1.9 Peculiar Support Equipment 14,107 Roll-up 10900000S 21,010
1.9.1 Test & Measurement Equipment 7,852 CA 10901000G T Shannon 13,870
1.9.2 Support & Handling Equipment 6,255 CA 10902000G S Tack 7,140
1.13 Initial S&R Parts 57,073 Roll-up 11300000S 81,580
1.13.1 Brakes S&R 12,932 CA 11301000P R Freeman 15,020
1.13.2 Wheels S&R 24,397 CA 11302000P J Hanby 35,130
1.13.3 Skid Plates S&R 1,043 CA 11303000P W Thurman 2,150
1.13.4 Engine S&R 1,173 CA 11304000P B Pellegrini 2,020
1.13.5 Drive Train S&R 5,220 CA 11305000P T Forburger 4,350
1.13.6 Misc. S&R 12,308 CA 11306000P R Johnson 22,910
[OH] OVERHEAD
[COM] COST OF MONEY 8,218 R White
[G&A] GEN & ADMIN 84,627 G Crystal
[UB] UNDIST BUDGET P I Smith
[PMB] PERF MEASURE BL 634,392 L Stone
[MR] MGT RESERVE 12,723 P I Smith
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Tab 5: LAR Vehicle Integrated Master Schedule
Entire Schedule (Summary Level)
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Critical Path Schedule (LOE Tasks Filtered Out)
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Milestone Schedule
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Schedule Assessment
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Tab 6: Work Authorization Documents for WBS 1.1.1 Integration, Assembly, Test & Checkout
Integration, Assembly, Test & Checkout Program: LAR Vehicle WBS #: 1.1.1 Control Account ID: 10101000S Name: Integration, Assembly, Test & Checkout Contract #: DAAH01-16-C-0001 Control Account Manager: M. Cohe Start Date: 11/16/16 End Date: 12/26/18
Work Description
When an Integration, Assembly, Test & Checkout element is used, it will include all technical
and functional activities required to assemble the level 3 equipment elements into a level 2
mission equipment element. These technical and functional activities are associated with the
design, development, and production of mating surfaces, structures, equipment, parts,
materials, and software. Level 2 and level 3 equipment includes hardware and software. This
effort will be accomplished as a whole and not directly part of any other individual level 3
element. Integration, assembly, test, and checkout exclude all systems engineering/program
management and system test and evaluation, which are associated with the overall system.
When an Integration, Assembly, Test & Checkout element is utilized at lower levels of the
CWBS, it will be summarized into the next higher level equipment (hardware/software) WBS
element and should never be summarized directly into a level 3 Integration, Assembly, Test &
Checkout element.
Includes: Integration Design System Software Design and Integration Production Prototype Unit 1 Assembly Integration Test and Checkout Production Prototype Units 2-4 Assembly
Key Milestones: Subsystem CDR: 5/31/17 System CDR: 12/13/17 PPD: 11/11/18
REV # Approval Date Hours Labor $ Other $ Total $
0 Pop I Smith 9/1/16 170,164 $34,334,364 $1,408,636 $35,743,000
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Integration, Assembly, Test & Checkout (Integration Design) Program: LAR Vehicle WBS #: 1.1.1.1 Control Account ID: 10101000S Name: Integration, Assembly, Test & Checkout (Integration Design) Contract #: DAAH01-16-C-0001 Control Account Manager: M. Cohe Start Date: 11/16/16 End Date: 12/13/17
Work Description See WBS # 1.1.1
Includes: Integration Design
Key Milestones: Subsystem CDR: 5/31/17 System CDR: 12/13/17
REV # Approval Date Hours Labor $ Other $ Total $
0 Pop I Smith 9/1/16 $10,303,800 $0 $10,303,800
Integration, Assembly, Test & Checkout (System Software Design and Integration) Program: LAR Vehicle WBS #: 1.1.1.2 Control Account ID: 10101000S Name: Integration, Assembly, Test & Checkout (System Software Design and Integration) Contract #: DAAH01-16-C-0001 Control Account Manager: M. Cohe Start Date: 11/16/16 End Date: 12/13/17
Work Description See WBS # 1.1.1
Includes: System Software Design and Integration
Key Milestones: Subsystem CDR: 5/31/17 System CDR: 12/13/17
REV # Approval Date Hours Labor $ Other $ Total $
0 Pop I Smith 9/1/16 $8,028,200 $0 $8,028,200
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Integration, Assembly, Test & Checkout (Production Prototype Unit 1 Assembly) Program: LAR Vehicle WBS #: 1.1.1.3 Control Account ID: 10101000S Name: Integration, Assembly, Test & Checkout (Production Prototype Unit 1 Assembly) Contract #: DAAH01-16-C-0001 Control Account Manager: M. Cohe Start Date: 12/1/17 End Date: 11/11/18
Work Description See WBS # 1.1.1
Includes: Production Prototype Unit 1 Assembly
Key Milestones: PPD: 11/11/18
REV # Approval Date Hours Labor $ Other $ Total $
0 Pop I Smith 9/1/16 $12,022,986 $0 $12,022,986
Integration, Assembly, Test & Checkout (Integration Test & Checkout) Integration Design Program: LAR Vehicle WBS #: 1.1.1.4 Control Account ID: 10101000S Name: Integration, Assembly, Test & Checkout (Integration Test & Checkout) Integration Design Contract #: DAAH01-16-C-0001 Control Account Manager: M. Cohe Start Date: 12/1/17 End Date: 11/11/18
Work Description See WBS # 1.1.1
Includes: Integration Test & Checkout
Key Milestones: PPD: 11/11/18
REV # Approval Date Hours Labor $ Other $ Total $
0 Pop I Smith 9/1/16 $193,525 $0 $193,525
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Integration, Assembly, Test & Checkout (Production Prototype Units 2, 3 and 4 Assembly) Program: LAR Vehicle WBS #: 1.1.1.5, 1.1.1.6, 1.1.1.7 Control Account ID: 10101000S Name: Integration, Assembly, Test & Checkout (Production Prototype Units 2, 3 and 4 Assembly) Contract #: DAAH01-16-C-0001 Control Account Manager: M. Cohe Start Date: 12/1/17 End Date: 11/11/18
Work Description See WBS # 1.1.1
Includes: Production Prototype Unit 2 Assembly Production Prototype Unit 3 Assembly Production Prototype Unit 4 Assembly
Key Milestones: PPD: 11/11/18
REV # Approval Date Hours Labor $ Other $ Total $
0 Pop I Smith 9/1/16 $2,110,800 $0 $2,110,800
0 Pop I Smith 9/1/16 $1,900,400 $0 $1,900,400
0 Pop I Smith 9/1/16 $1,183,289 $0 $1,183,289
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Tab 7: CAM Documents for WBS 1.1.1 Integration, Assembly, Test & Checkout
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Resource Sheet and Usage for 1.1.1 Integration, Assembly, Test & Checkout Resource Name Type Material Label Initials Group Max. Units Std. Rate Ovt. Rate Cost/Use Accrue At Base Calendar
M Cohe Work MC 1 $275/hr $0/hr 0 Prorated Standard
J Little Work JL 1 $275/hr $0/hr 0 Prorated Standard
J McCoy Work JM 1 $200/hr $0/hr 0 Prorated Standard
E Walter Work EW 1 $200/hr $0/hr 0 Prorated Standard
A Yoo Work AY 1 $200/hr $0/hr 0 Prorated Standard
R Verma Work RV 1 $200/hr $0/hr 0 Prorated Standard
Technicians Work Techs 24 $200/hr $0/hr 0 Prorated Standard
Test Support Work Test 20 $200/hr $0/hr 0 Prorated Standard
Sr Engineers Work Eng 54 $200/hr $0/hr 0 Prorated Standard
Materiel Cost Mtl Prorated
Resource Usage (Oct 2016 – Sep 2017) Resource Name Work Details October November December January February March April May June July August September
M Cohe 2,697 hrs Work 40h 80h 136h 160h 160h 104h 176h 168h 136h
J Little 3,192 hrs Work 120h 160h 184h 160h 8h 48h 168h
J McCoy 1,320 hrs Work
E Walter 960 hrs Work 176h 168h 136h
A Yoo 1,104 hrs Work 80h 160h 160h 104h
R Verma 1,928.67 hrs Work 120h 160h 184h 160h 8h 48h 168h
Technicians 30,133 hrs Work
Test Support 2,511.78 hrs Work
Sr Engineers 126,317 hrs Work 3,400h 5,400h 7,800h 5,040h 4,200h 3,200h 320h 4,200h 4,200h 6,300h 5,400h
Materiel Work
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Resource Usage (Oct 2017 – Sep 2018) Resource Name Work Details October November December January February March April May June July August September
M Cohe 2,697 hrs Work 96h 184h 160h 176h 104h 56h 100h 180h 155h
J Little 3,192 hrs Work 176h 88h 96h 184h 160h 176h 168h 184h 168h 176h 184h 160h
J McCoy 1,320 hrs Work 96h 184h 160h 176h 104h 96h 160h
E Walter 960 hrs Work 64h 184h 168h 64h
A Yoo 1,104 hrs Work 176h 160h
R Verma 1,928.67 hrs Work 176h 88h 72h 184h 160h
Technicians 30,133 hrs Work 720h 4,416h 3,840h 4,224h 2,496h 560h 2,480h 3,741h 3,440h
Test Support 2,511.78 hrs Work 112h 448h 320h
Sr Engineers 126,317 hrs Work 5,400h 4,200h 4,272h 8,640h 8,640h 8,640h 6,128h 1,800h 2,000h 7,724h 6,412h 5,041h
Materiel Work
Resource Usage (Oct 2018 – Sep 2019) Resource Name Work Details October November December January February March April May June July August September
M Cohe 2,697 hrs Work 70h 112h 144h
J Little 3,192 hrs Work 184h 176h 64h
J McCoy 1,320 hrs Work 184h 160h
E Walter 960 hrs Work
A Yoo 1,104 hrs Work 184h 80h
R Verma 1,928.67 hrs Work 184h 123.33h 93.33h
Technicians 30,133 hrs Work 2,176h 1,640h 400h
Test Support 2,511.78 hrs Work 80h 658h 893.78h
Sr Engineers 126,317 hrs Work 5,200h 2,696h 64h
Materiel Work
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Control Account Plan for 1.1.1.1 Integration Design Tasks The following excerpt from the control account plan (CAP) for WBS element 1.1.1.1.1
Integration Trades & Analysis shows a 50-50 EVM technique with 11,776 baseline work and
work hours and a baseline cost and cost of $2,368,400.
This element has two assigned resources. The first resource, M Cohe, has a total of 176
baseline work and work hours, and a baseline cost and cost of $48,400 broken out over three
months: 40 hours and $11,000 in November; 80 hours and $22,000 in December; and 56 hours
and $15,400 in January.
The second resource, Senior Engineers, has a total of 11,600 baseline work and work hours
and a baseline cost and cost of $2,320,000 broken out over three months: 3,400 hours and
$680,000 in November; 5,400 hours and $1,080,000 in December; and 2,800 hours and
$560,000 in January.
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The following excerpt from the CAP for WBS element 1.1.1.1.2 Initial Engineering Layouts
shows a 50-50 EVM technique with 7,508 baseline work and work hours and a baseline cost
and cost of $1,539,400.
This element has three assigned resources. The first resource, M Cohe, has a total of 504
baseline work and work hours and a baseline cost and cost of $138,400 broken out over four
months: 80 hours and $22,000 in January; 160 hours and $44,000 in February and March; and
104 hours and $28,600 in April.
The second resource, A Yoo, has a total of 504 baseline work and work hours and a baseline
cost and cost of $100,800 broken out over four months: 80 hours and $16,000 in January; 160
hours and $32,000 in February and March; and 104 hours and $20,800 in April.
The third resource, Senior Engineers, has a total of 6,500 baseline work and work hours and a
baseline cost and cost of $1,300,000 broken out over four months: 1,800 hours and $360,000 in
January, February, and March; and 1,100 hours and $220,000 in April.
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The following excerpt from the CAP for WBS element 1.1.1.1.3 Final Engineering Layouts
shows a 50-50 EVM technique with 13,560 baseline work and work hours and a baseline cost
and cost of $2,748,000.
This element has three assigned resources. The first resource, M Cohe, has a total of 480
baseline work and work hours and a baseline cost and cost of $132,000 broken out over three
months: 176 hours and $48,400 in June; 168 hours and $46,200 in July; and 136 hours and
$37,400 in August.
The second resource, E Walter, has a total of 480 baseline work and work hours and a baseline
cost and cost of $96,000 broken out over three months: 176 hours and $35,200 in June; 168
hours and $33,600 in July; and 136 hours and $27,200 in August.
The third resource, Senior Engineers, has a total of 12,600 baseline work and work hours and a
baseline cost and cost of $2,520,000 broken out over three months: 4,200 hours and $840,000
in June, July, and August.
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The following excerpt from the CAP for WBS element 1.1.1.1.4 Final Assembly Drawings shows
a 50-50 EVM technique with 18,060 baseline work and work hours and a baseline cost and cost
of $3,648,000.
This element has three assigned resources. The first resource, J Little, has a total of 480
baseline work and work hours and a baseline cost and cost of $132,000 broken out over four
months: 48 hours and $13,200 in August; 168 hours and $46,200 in September; 176 hours and
$48,400 in October; and 88 hours and $24,200 in November.
The second resource, R Verma, has a total of 480 baseline work and work hours and a baseline
cost and cost of $96,000 broken out over four months: 48 hours and $9,600 in August; 168
hours and $33,600 in September; 176 hours and $35,200 in October; and 88 hours and $17,600
in November.
The third resource, Senior Engineers, has a total of 17,100 baseline work and work hours and a
baseline cost and cost of $3,420,000 broken out over four months: 2,100 hours and $420,000 in
August; 5,400 hours and $1,080,000 in September and October; and 4,200 hours and $840,000
in November.
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Control Account Plan for 1.1.1.2 System Software Design & Integration Tasks The following excerpt from the CAP for WBS element 1.1.1.2.1 Architectural and Data Design
shows a 50-50 EVM technique with 6,880 baseline work and work hours and a baseline cost
and cost of $1,394,000.
This element has three assigned resources. The first resource, J Little, has a total of 240
baseline work and work hours and a baseline cost and cost of $66,000 broken out over two
months: 120 hours and $33,000 in January and February.
The second resource, R Verma, has a total of 240 baseline work and work hours and a baseline
cost and cost of $48,000 broken out over two months: 120 hours and $24,000 in January and
February.
The third resource, Senior Engineers, has a total of 6,400 baseline work and work hours and a
baseline cost and cost of $1,280,000 broken out over two months: 3,200 hours and $640,000 in
January and February.
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The following excerpt from the CAP for WBS element 1.1.1.2.3 Design Walkthrough shows a
50-50 EVM technique with 5,644 baseline work and work hours and a baseline cost and cost of
$1,158,200.
This element has three assigned resources. The first resource, J Little, has a total of 382
baseline work and work hours and a baseline cost and cost of $107,800 broken out over four
months: 40 hours and $11,000 in February; 184 hours and $50,600 in March; 160 hours and
$44,000 in April; and 8 hours and $2,200 in May.
The second resource, R Verma, has a total of 392 baseline work and work hours and a baseline
cost and cost of $78,400 broken out over four months: 40 hours and $8,000 in February; 184
hours and $36,800 in March; 160 hours and $32,000 in April; and 8 hours and $1,600 in May.
The third resource, Senior Engineers, has a total of 4,860 baseline work and work hours and a
baseline cost and cost of $972,000 broken out over four months: 40 hours and $8,000 in
February; 2,400 hours and $480,000 in March; 2,100 hours and $420,000 in April; and 320
hours and $64,000 in May.
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The following excerpt from the CAP for WBS element 1.1.1.2.4 Coding shows a 50-50 EVM
technique with 16,800 baseline work and work hours and a baseline cost and cost of
$3,414,000.
This element has three assigned resources. The first resource, J Little, has a total of 720
baseline work and work hours and a baseline cost and cost of $198,000 broken out over five
months: 96 hours and $26,400 in December; 184 hours and $50,600 in January; 160 hours and
$44,000 in February; 176 hours and $48,400 in March; and 104 hours and $28,600 in April.
The second resource, J McCoy, has a total of 720 baseline work and work hours and a baseline
cost and cost of $144,000 broken out over five months: 96 hours and $19,200 in December; 184
hours and $36,800 in January; 160 hours and $32,000 in February; 176 hours and $35,200 in
March; and 104 hours and $20,800 in April.
The third resource, Senior Engineers, has a total of 15,360 baseline work and work hours and a
baseline cost and cost of $3,072,000 broken out over five months: 1,200 hours and $240,000 in
December; 4,320 hours and $864,000 in January, February, and March; and 1,200 hours and
$240,000 in April.
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The following excerpt from the CAP for WBS element 1.1.1.2.5 Code Walkthrough shows a 50-
50 EVM technique with 7,360 baseline work and work hours and a baseline cost and cost of
$1,508,000.
This element has three assigned resources. The first resource, J Little, has a total of 480
baseline work and work hours and a baseline cost and cost of $132,000 broken out over four
months: 64 hours and $17,600 in April; 184 hours and $50,600 in May; 168 hours and $46,200
in June; and 64 hours and $17,600 in July.
The second resource, E Walter, has a total of 480 baseline work and work hours and a baseline
cost and cost of $96,000 broken out over four months: 64 hours and $12,800 in April; 184 hours
and $36,800 in May; 168 hours and $33,600 in June; and 64 hours and $12,800 in July.
The third resource, Senior Engineers, has a total of 6,400 baseline work and work hours and a
baseline cost and cost of $1,280,000 broken out over four months: 1,600 hours and $320,000 in
April; 1,800 hours and $360,000 in May and June; and 1,200 hours and $240,000 in July.
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The following excerpt from the CAP for WBS element 1.1.1.2.6 Unit Test shows a 50-50 EVM
technique with 2,680 baseline work and work hours and a baseline cost and cost of $554,000.
This element has three assigned resources. The first resource, J Little, has a total of 240
baseline work and work hours and a baseline cost and cost of $66,000 broken out over two
months: 112 hours and $30,800 in July and 128 hours and $35,200 in August.
The second resource, Test Support, has a total of 240 baseline work and work hours and a
baseline cost and cost of $48,000 broken out over two months: 112 hours and $22,400 in July
and 128 hours and $25,600 in August.
The third resource, Senior Engineers, has a total of 2,200 baseline work and work hours and a
baseline cost and cost of $440,000 broken out over two months: 1,100 hours and $220,000 in
July and August.
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Control Account Plan for 1.1.1.3 Production Prototype Unit 1 Assembly Tasks The following excerpt from the CAP for WBS element 1.1.1.3.1 Unit 1 Tooling shows a
Milestone EVM technique with 35,776 baseline work and work hours and a baseline cost and
cost of $8,617,836.
This element has four assigned resources. The first resource, M Cohe, has a total of 720
baseline work and work hours and a baseline cost and cost of $198,000 broken out over five
months: 96 hours and $26,400 in December; 184 hours and $50,600 in January; 160 hours and
$44,000 in February; 176 hours and $48,400 in March; and 104 hours and $28,600 in April.
The second resource, Technicians, has a total of 15,696 baseline work and work hours and a
baseline cost and cost of $3,139,200 broken out over five months: 720 hours and $144,000 in
December; 4,416 hours and $883,200 in January; 3,840 hours and $768,000 in February; 4,224
hours and $844,800 in March; and 2,496 hours and $499,200 in April.
The third resource, Senior Engineers, has a total of 19,360 baseline work and work hours and a
baseline cost and cost of $3,872,000 broken out over five months: 3072 hours and $614,000 in
December; 4,320 hours and $864,000 in January, February, and March; and 3,328 hours and
$665,600 in April.
The fourth resource, Materiel has a baseline cost and cost of $1,408,636 broken out over five
months: $187,818 in December; $359,985 in January; $313,030 in February; $344,333 in
March; and $203,470 in April.
LAR Vehicle IBR Artifacts WBS 1.1.1 Integration, Assembly, Test & Checkout
EVM 202 UNCLASSIFIED 49
The following excerpt from the CAP for WBS element 1.1.1.3.2 Final Assembly Unit 1 shows a
Milestone EVM technique with 15,506 baseline work and work hours and a baseline cost and
cost of $3,127,150.
This element has three assigned resources. The first resource, M Cohe, has a total of 346
baseline work and work hours and a baseline cost and cost of $95,150 broken out over five
months: 56 hours and $15,400 in June; 80 hours and $22,000 in July; 120 hours and $33,000 in
August; 80 hours and $22,000 in September; and 10 hours and $2,750 in October.
The second resource, Technicians, has a total of 6,000 baseline work and work hours and a
baseline cost and cost of $1,200,000 broken out over five months: 560 hours and $112,000 in
June; 1,760 hours and $352,000 in July; 1,840 hours and $368,000 in August; 1,600 hours and
$320,000 in September; and 240 hours and $48,000 in October.
The third resource, Senior Engineers, has a total of 9,160 baseline work and work hours and a
baseline cost and cost of $1,832,000 broken out over five months: 200 hours and $40,000 in
June; 5,280 hours and $1,056,000 in July; 1,840 hours and $368,000 in August; 1,600 hours
and $320,000 in September; and 240 hours and $48,000 in October.
LAR Vehicle IBR Artifacts WBS 1.1.1 Integration, Assembly, Test & Checkout
EVM 202 UNCLASSIFIED 50
The following excerpt from the CAP for WBS element 1.1.1.3.3 Software Integration Unit 1
shows a 0-100 EVM technique with 1,360 baseline work and work hours and a baseline cost
and cost of $278,000.
This element has three assigned resources. The first resource, J Little, has a total of 80
baseline work and work hours and a baseline cost and cost of $22,00 broken out over two
months: 56 hours and $15,400 in August and 24 hours and $6,600 in September.
The second resource, Technicians, has a total of 640 baseline work and work hours and a
baseline cost and cost of $128,000 broken out over two months: 320 hours and $64,000 in
August and September.
The third resource, Senior Engineers, has a total of 640 baseline work and work hours and a
baseline cost and cost of $128,000 broken out over two months: 320 hours and $64,000 in
August and September.
LAR Vehicle IBR Artifacts WBS 1.1.1 Integration, Assembly, Test & Checkout
EVM 202 UNCLASSIFIED 51
Control Account Plan for 1.1.1.4 Integration Test & Checkout Tasks The following excerpt from the CAP for WBS element 1.1.1.4.1 Software Validation Test shows
a 50-50 EVM technique with 275 baseline work and work hours and a baseline cost and cost of
$75,625.
This element has two assigned resources. The first resource, M Cohe, has a total of 35 baseline
work and work hours and a baseline cost and cost of $9,625 broken out over two months: 15
hours and $4,125 in September and 20 hours and $5,500 in September.
The second resource, J Little, has a total of 240 baseline work and work hours and a baseline
cost and cost of $66,000 broken out over two months: 136 hours and $37,400 in August and
104 hours and $28,600 in September.
LAR Vehicle IBR Artifacts WBS 1.1.1 Integration, Assembly, Test & Checkout
EVM 202 UNCLASSIFIED 52
The following excerpt from the CAP for WBS element 1.1.1.4.2 Unit 1 Production Acceptance
Test shows a 0-100 EVM technique with 516 baseline work and work hours and a baseline cost
and cost of $117,900.
This element has four assigned resources. The first resource, M Cohe, has a total of 36
baseline work and work hours and a baseline cost and cost of $9,900 broken out over two
months: 20 hours and $5,500 in October and 16 hours and $4,400 in September.
The second resource, J Little, has a total of 160 baseline work and work hours and a baseline
cost and cost of $44,000 broken out over two months: 80 hours and $22,000 in August and
September.
The third resource, Test Support, has a total of 160 baseline work and work hours and a
baseline cost and cost of $32,000 broken out over two months: 80 hours and $16,000 in August
and September.
The fourth resource, Senior Engineers, has a total of 160 baseline work and work hours and a
baseline cost and cost of $32,000 broken out over two months: 80 hours and $16,000 in August
and September.
LAR Vehicle IBR Artifacts WBS 1.1.1 Integration, Assembly, Test & Checkout
EVM 202 UNCLASSIFIED 53
Control Account Plan for 1.1.1.5 Production Prototype Unit 2 Assembly Tasks The following excerpt from the CAP for WBS element 1.1.1.5.1 Final Assembly Unit 2 shows a
Milestone EVM technique with 8,824 baseline work and work hours and a baseline cost and
cost of $1,776,800.
This element has four assigned resources. The first resource, M Cohe, has a total of 160
baseline work and work hours and a baseline cost and cost of $44,000 broken out over four
months: 20 hours and $5,500 in July; 60 hours and $16,500 in August and September; and 20
hours and $5,500 in October.
The second resource, R Verma, has a total of 600 baseline work and work hours and a baseline
cost and cost of $120,000 broken out over four months: 72 hours and $14,400 in July; 184
hours and $36,800 in August; 160 hours and $32,000 in September; and 184 hours and
$36,800 in October.
The third resource, Technicians, has a total of 600 baseline work and work hours and a baseline
cost and cost of $120,000 broken out over four months: 720 hours and $144,000 in July; and
1,200 hours and $240,00 in August, September, and October.
The fourth resource, Senior Engineers, has a total of 3,744 baseline work and work hours and a
baseline cost and cost of $748,800 broken out over four months: 144 hours and $28,800 in July;
and 1,200 hours and $240,000 in August, September, and October.
LAR Vehicle IBR Artifacts WBS 1.1.1 Integration, Assembly, Test & Checkout
EVM 202 UNCLASSIFIED 54
The following excerpt from the CAP for WBS element 1.1.1.5.2 Unit 2 Production Acceptance
Test shows a 0-100 EVM technique with 1,640 baseline work and work hours and a baseline
cost and cost of $334,000.
This element has five assigned resources. The first resource, M Cohe, has a total of 80 baseline
work and work hours and a baseline cost and cost of $22,000 broken out over the month of
November.
The second resource, R Verma, has a total of 120 baseline work and work hours and a baseline
cost and cost of $24,000 broken out over the month of November.
The third resource, Technicians, has a total of 1,200 baseline work and work hours and a
baseline cost and cost of $240,000 broken out over the month of November.
The fourth resource, Test Support, has a total of 120 baseline work and work hours and a
baseline cost and cost of $24,000 broken out over the month of November.
The fifth resource, Senior Engineers, has a total of 120 baseline work and work hours and a
baseline cost and cost of $24,000 broken out over the month of November.
LAR Vehicle IBR Artifacts WBS 1.1.1 Integration, Assembly, Test & Checkout
EVM 202 UNCLASSIFIED 55
Control Account Plan for 1.1.1.6 Unit 3 Production Acceptance Test Tasks The following excerpt from the CAP for WBS element 1.1.1.6.1 Final Assembly Unit 3 shows a
Milestone EVM technique with 8,997 baseline work and work hours and a baseline cost and
cost of $1,799,400.
This element has three assigned resources. The first resource, A Yoo, has a total of 600
baseline work and work hours and a baseline cost and cost of $120,000 broken out over four
months: 176 hours and $35,200 in August; 160 hours and $32,000 in September; 184 hours
and $36,800 in October; and 80 hours and $16,000 in November.
The second resource, Technicians, has a total of 2,397 baseline work and work hours and a
baseline cost and cost of $120,000 broken out over four months: 701 hours and $140,200 in
August; 640 hours and $128,000 in September; 736 hours and $147,200 in October; and 320
hours and $64,000 in November.
The third resource, Senior Engineers, has a total of 6,000 baseline work and work hours and a
baseline cost and cost of $1,200,000 broken out over four months: 1,760 hours and $352,000 in
August; 1,600 hours and $320,000 in September; 1,840 hours and $368,000 in October; and
800 hours and $160,000 in November.
LAR Vehicle IBR Artifacts WBS 1.1.1 Integration, Assembly, Test & Checkout
EVM 202 UNCLASSIFIED 56
The following excerpt from the CAP for WBS element 1.1.1.6.2 Unit 3 Production Acceptance
Test shows a 0-100 EVM technique with 475 baseline work hours, 795 work hours, a baseline
cost of $101,000, and cost of $171,000.
This element has four assigned resources. The first resource, J Little, has a total of 80 baseline
work hours and a baseline cost of $22,000, and a total of 160 work hours and $44,000 cost.
This is broken out over two months: 96 work hours, 80 baseline work hours, and $26,400 in
November; and 64 work hours and $17,600 in December.
The second resource, Technicians, has a total of 40 baseline work hours and a baseline cost of
$8,000, and a total of 120 work hours and $24,000 cost. This is broken out over two months: 56
work hours, 40 baseline work hours, and $11,200 in November; and 64 work hours and $12,800
in December.
The third resource, Tech Support, has a total of 275 baseline work hours and a baseline cost of
$55,000, and a total of 355 work hours and $71,000 cost. This is broken out over two months:
291 work hours, 275 baseline work hours, and $58,200 in November; and 64 work hours and
$12,800 in December.
The fourth resource, Senior Engineers, has a total of 80 baseline work hours and a baseline
cost of $16,000, and a total of 160 work hours and $32,000 cost. This is broken out over two
months: 96 work hours, 80 baseline work hours, and $19,200 in November; and 64 work hours
and $12,800 in December.
LAR Vehicle IBR Artifacts WBS 1.1.1 Integration, Assembly, Test & Checkout
EVM 202 UNCLASSIFIED 57
Control Account Plan for 1.1.1.7 Production Prototype Unit 4 Assembly Tasks The following excerpt from the CAP for WBS element 1.1.1.7.1 Final Assembly Unit 4 shows a
Milestone EVM technique with 4,553 baseline work and work hours and a baseline cost and
cost of $910,000.
This element has two assigned resources. The first resource, J McCoy, has a total of 600
baseline work and work hours and a baseline cost and cost of $120,000 broken out over four
months: 96 hours and $19,200 in August; 160 hours and $32,000 in September; 184 hours and
$36,800 in October; and 160 hours and $32,000 in November.
The second resource, Senior Engineers, has a total of 3,953 baseline work and work hours and
a baseline cost and cost of $790,600 broken out over four months: 192 hours and $38,400 in
August; 321 hours and $64,200 in September; 1,840 hours and $368,000 in October; and 1,600
hours and $320,000 in November.
LAR Vehicle IBR Artifacts WBS 1.1.1 Integration, Assembly, Test & Checkout
EVM 202 UNCLASSIFIED 58
The following excerpt from the CAP for WBS element 1.1.1.7.2 Unit 4 Production Acceptance
Test shows a 0-100 EVM technique with 1,333.45 baseline work hours, 1653.45 work hours, a
baseline cost of $272,689, and cost of $342,689.
This element has four assigned resources. The first resource, M Cohe, has a total of 80
baseline work hours and a baseline cost of $22,000, and a total of 160 work hours and $44,000
cost. This is broken out over two months: 16 work hours, 16 baseline work hours, and $4,400 in
November; and 144 work hours, 64 baseline work hours and $39,600 in December.
The second resource, R Verma, has a total of 16.67 baseline work hours and a baseline cost of
$3,333, and a total of 96.67 work hours and $19,333 cost. This is broken out over two months:
3.33 work hours, 3.33 baseline work hours, and $667 in November; and 93.33 work hours,
13.33 baseline work hours, and $18,667 in December.
The third resource, Technicians, has a of total of 320 baseline work hours and a baseline cost of
$64,000, and a total of 400 work hours and $80,000 cost. This is broken out over two months:
64 work hours, 64 baseline work hours, and $12,800 in November; and 336 work hours, 256
baseline work hours, and $67,200 in December.
The fourth resource, Tech Support, has a total of 916.78 baseline work hours and a baseline
cost of $183,356, and a total of 996.78 work hours and $199,356 cost. This is broken out over
two months: 167 work hours, 167 baseline work hours, and $33,400 in November; and 829.78
work hours, 749.78 baseline work hours, and $165,956 in December.