evm for program managers (pms) - united states navy...evm for program managers (pms) written by:...
TRANSCRIPT
Inside this
issue:
EVM for Program
Managers (PMs)
1
Test Metrics Status
Update
2-3
New EVM Data Item
Description (DID)
4
Integrated Baseline
Reviews: NAVAIR
Changing with the Times
5-6
New Acquisition
Leadership 7
Farewell to
Ms. Allison Stiller
8
Calendar 8
Crossword Puzzle 9
Department of the Navy (DON)
Earned Value Management (EVM)
Quarterly Newsletter
October 2019
Starting in January 2020, The Baseline will broaden its focus to incorporate content for the
Program Management (PM) Community. While the quarterly newsletter will continue to provide
updates and articles for EVM practitioners, a new section entitled “EVM for PMs” will address topics
of interest related directly to Project and Program Managers. The topics will range from the age-
old questions of “Why EVM?” and “Why does EVM Cost so Much?” to modern issues of “Tailoring the
EVM Requirement” and “Effective Use of Schedule Margin”. Also offered will be practical tips and
resources for understanding and improving the use of EVM in the PM community. The Naval
Center for Earned Value Management (CEVM) is interested in hearing your ideas on topics you
would like to see covered. We are also looking for contributors. Contact Brenda Bizier at
[email protected] with your ideas for articles or your original contribution of a case study or
Integrated Program Management (IPM) lessons-learned story.
EVM for Program Managers (PMs)
Written By: Brenda Bizier—CEVM
The Defense Contract Management Agency (DCMA) Earned Value Management System (EVMS) Test Metric Change Control
Board (CCB) met in July 2019 and completed its review/dispositioning of all the recommended Test Metric updates. The
updated Test Metrics—Version 3.4—have been approved and released to the DoD organizations and Defense Industry for use
in EVMS surveillance and compliance activities. They are on the DCMA public website—https://www.dcma.mil/HQ/EVMS—
entitled "EVMS Compliance Metric Templates" within the link "Metrics Templates v3.4." The "Metrics Tracking and Data Artifact
List" provides the details of each Test Metric update including the current configuration (v3.4), identifying new and deleted
metrics, and the rationale for the update (column entitled "Revision Comments").
In summary, there are currently 141 Test Metrics reflecting an overall decrease of two from the previous configuration v3.3.
The final population includes three deletions: 06A203a, 06A206a, and 19A301a. The deletions and supporting rationale are
outlined in the "Deletions" worksheet of the "Metrics Tracking and Data Artifact List." Test Metrics 06A203a and 06A206a have
been combined within an expanded Test Metric 06A212a. Test Metric 19A301a has been incorporated into a new Test Metric:
19A401a. The final population also includes just one new Test Metric: 19A401a.
All 141 EVMS Test Metrics were updated to v3.4 even if there were no changes; updating all metrics to the newest version
number will be the process going forward. On the "Metrics Tracking and Data Artifact List", Columns E and F have been added
to assist identifying the new Test Metrics approved compared to those that were simply updated, respectively, at the latest
CCB. Of the 141 Test Metrics in v3.4, a total of 105 were modified in some manner, with Test Metric 06A212a being the most
significant.
In addition, 39 Test Metrics were modified to reflect the resolution of the Statistical Sampling Methodology issue. The EVMS
TMSS v3.4 Process Category Status cited below identifies all Test Metrics where Statistical Sampling Methodology is an option.
Page 2 October 2019
Test Metrics Status Update
Written By: Tad Kelly—NAVSEA
All 39 Test Metrics that identify “Sampling” as an option for testing the data cite the DCMA Zero-Based Sampling Plan
Acceptable Quality Level (AQL) of 4.0%.as the standard sampling methodology to use. As the following Table indicates, the
scale of Sample Sizes for testing different Lot Sizes at the 4% AQL ranges from a minimum of 3 to a maximum of 29.
For the last year, the DCMA Test Metric CCB has been meeting quarterly. However, since the backlog of Change Requests has
been successfully resolved, the CCB will only be meeting twice a year with the next session scheduled for January 2020. Future
CCB efforts will be focused on reviewing "Threshold" levels (used for assessing potential issues) to determine if there is
sufficient data derived during implementation to warrant an update. Lastly, the CCB will continue to review any emerging Test
Metric recommended updates. NAVSEA-05C8 is the point of contact for coordinating the review of DON recommended updates
with the EVMS CCB.
Page 3 October 2019
Test Metrics Status Update cont.
Page 4 October 2019
New EVM Data Item Description (DID)
Written By: Brenda Bizier—CEVM
The DoD’s Office of Acquisition, Analytics and Policy (AAP) EVM Division is scheduled to release the new Integrated Program
Management Data Report (IPMDR) Data Item Description (DID) in January 2020, coinciding with the publishing of an updated
DoDI 5000.02 that is anticipated to be significantly scaled down. Motivated by a drive for improved efficiency and data, the
move to the new DID also includes a transition from eXtensible Markup Language (XML) to JavaScript Object Notation (JSON)
data file formats. Another benefit emphasized with the new DID is the ability to take advantage of phased delivery options of
EVM data, facilitating earlier situational awareness and risk mitigation.
According to AAP, the legacy file format has significant duplication since it is based on human readable/printable formats. With
the new DID, unnecessary (e.g., share ratio) or duplicative data—including between Format 1 (WBS) and Format 2 (OBS)—is
removed. Instead, the underlying data can be obtained and formatted as needed. The additional level of detail provided with
Element of Cost values at the Control Account Level and future forecast time-phased Budgeted Cost of Work Scheduled and
Estimate To Complete supports improved cost/schedule integration, better quality analysis, and data-driven surveillance with
the aim of turning EVM from a reporting process into a dialog.
Along the way, the effort evolved to encompass other process improvements such as phased delivery options of IPMDR data
including two-part variance analysis (Executive Summary and Detailed Analysis) and ensuring the variance analysis was
intentional. The result is expected to put more relevant data in the hands of the Program Managers more quickly, facilitating
earlier situational awareness and risk mitigation.
Industry and Service Agency EVM Stakeholders (including the Navy) have been working with AAP for the past two years to
develop the new DID. Final comments were submitted at the end of September, and the IPMDR DID is currently making its way
through the final approval stages.
The new DID is significantly reduced in length, moving the majority of the EVM definitions and tailoring guidance to a new
IPMDR Implementation Guide (IPMDR IG). The IPMDR IG is intended to be released with, or shortly after, the new DID.
Requests For Proposal (RFPs) initiated after the release of the new DID will be required to implement the IPMDR. The existing
contracts and RFPs already in process are not required to use the new IPMDR DID but have the option of changing. Users will
still have the ability to receive EV data in the standard IPMR Formats, as AAP is developing a data file “viewer” that will be made
available on their website and will extract the data submissions in the current IPMR formats.
The CEVM team will work with the Naval SYSCOMs to update the language used in the Statement of Work (SOW) and Contract
Data Requirements List (CDRL) templates in anticipation of the new DID release. Ensuring proper communication of pending
changes to the PM and Contracting community will be critical ahead of the new DID release. The CEVM, working with AAP, will
compile a one-page report for the Contracting and PM communities highlighting the changes/benefits moving from the IPMR
DID to the IPMDR DID.
Continue to monitor the AAP EVM Division website (https://www.acq.osd.mil/evm/#/home) for additional information.
Page 5 October 2019
Integrated Baseline Reviews:
NAVAIR Changing with the Times
Written By: Victor Thomas—NAVAIR
Earned Value Management (EVM) has been around the Department of Defense (DoD) for over half a century. It grew out
of a need to better manage the increasing complexity of DoD programs. Over those years, we have seen the process of
reviewing contractor’s Performance Measurement Baseline (PMB) evolve from reviewing reams of paper documents in
the days of the Minuteman Program to the modern computer age of using electronic documents in preparing for the
Integrated Baseline Review (IBR). While the old technique involved painstakingly spending hours or days trying to trace
through documents to assess a contractor’s EVM System integrity, today this can be accomplished relatively quickly with
the help of automated tools and improvements in generating and accessing baseline data.
Historically, most government organizations have had their own way of preparing for and performing IBRs. Today, there
are several guides designed to explain the purpose for this process along with its importance for identifying and
mitigating program risk. The National Defense Industrial Association Guide to the IBR and the Office of the Secretary of
Defense Program Managers’ Guide to the IBR both identify the IBR as a means to asses risk in the areas of Technical,
Schedule, Cost, Resources and Management Processes.
Naval Air Systems Command (NAVAIR) used these documents to develop an IBR approach for use on NAVAIR programs
across the Department of the Navy. The aforementioned guides focus on the same areas to be assessed but provide no
direct guidance on an assessment process or contingencies for tailoring. Below is the 5-Step IBR process that NAVAIR
initially established which for many years has been used successfully and even emulated by several Government
Suppliers. The emphasis with the 5-Step process was on sustained involvement of the Government team throughout the
iterative baselining process.
Original NAVAIR 5-STEP IBR Process
Page 6 October 2019
Integrated Baseline Reviews cont.
The original process determined which Control Account Managers (CAMs) would be interviewed based on the amount of
the program budget for which they were responsible, typically the top 80% of the PMB budget.
With increased emphasis on “Speed to the Fleet” and Agility, NAVAIR has updated the IBR approach to allow for increased
tailoring and streamlining in alignment with program risk. The “Updated” IBR process is referred to as a “Risk-Based IBR
Process”. The revised process considers exceptional performance and is more responsive to the needs of the customers
and ultimately, the warfighter. The CAM Interview selection process is based on work identified both on the program
Critical Path and in the risk register. A list of potential CAMs is presented to the Program Management Air (PMA) IBR
Lead, who can then add additional CAMs to the list, if desired.
Additionally, the IBR assessment approach has been modified to reduce travel time and provide more time to deliver
product to the warfighter by allowing more flexibility in executing the requirements in Step 2 “Prime Management
Systems Assessment” and Step 3 “Subcontractor IBRs”. The Management Systems Assessment typically is only conducted
for contractors (or teams) new to EVM and participation in Subcontractor IBRs is optional and risk-driven. When
necessitated, travel for either is often combined with other program events or eliminated by substituting virtual data
reviews and interviews. The importance of risk assessment in both of these areas has remained unchanged with the
updates and are addressed at Total Contract IBR, if not before.
To support these changes, NAVAIR established an IBR Database to store past IBR information and track and trend
contractor risk vulnerabilities by location. A Supply Chain Network database was also developed to store information on
all suppliers supporting a particular program and provide insight into any of their potential risk area vulnerabilities. The
information from these two databases and the report from the Subcontractor IBRs are analyzed as part of the risk
investigation for upcoming IBRs.
These changes and the subsequent reduction in required travel have resulted in a welcome saving of the time and
expense spent on conducting an IBR. The NAVAIR Risk-Based IBR approach has been seamless to the PMAs and well
received by industry partners.
Updated NAVAIR Risk-Based IBR Process
Page 7 October 2019
New Acquisition Leadership
Principal Civilian Deputy
Assistant Secretary of the Navy Research, Development
and Acquisition
Mr. Frederick J. (Jay) Stefany began serving as Principal Civilian Deputy for the
Assistant Secretary of the Navy Research, Development and Acquisition in
October 2019. His responsibilities include oversight and policy for Navy and
Marine Corps research, development, and acquisition programs for shipbuilding,
aviation, space, weapon systems, and communication systems. This portfolio
includes oversight of more than 100,000 people and an annual budget in excess
of $50 billion as well as hundreds of technical development, procurement, and
sustainment programs for the Department of the Navy. Mr. Stefany also leads the
Department’s Acquisition Corps.
Mr. Stefany recently served as Deputy Assistant Secretary of the Navy for Ship
Programs beginning in April 2018. In this role, he was responsible for executive
oversight of all naval shipbuilding programs, major ship conversions, and the
modernization and disposal of in-service ships. He was also responsible for
executive oversight of cost, schedule and performance of surface ship,
submarine, and Marine Corps combat systems, electronic warfare systems,
shipboard radars, and Navy missile defense programs.
Previously Mr. Stefany served as Executive Director, Amphibious, Auxiliary and
Sealift Office, Program Executive Office, Ships. He provided executive leadership
to 200 personnel and oversaw one of the broadest acquisition portfolios in the
Navy, including more than $30 billion in complex shipbuilding procurements.
Deputy Assistant Secretary of the Navy
Ships
Ms. Bilyana Anderson began serving as Deputy Assistant Secretary of the Navy
for Ship Programs in September 2019. In this role, she is responsible for
executive oversight of all naval shipbuilding programs, major ship conversions,
and the modernization and disposal of in-service ships. She is also responsible
for executive oversight of cost, schedule and performance of surface ship,
submarine, and Marine Corps combat systems, electronic warfare systems,
shipboard radars, and Navy missile defense programs.
Most recently, she served as the Executive Director, Program Executive Office,
Integrated Warfare Systems (PEO IWS) within the Naval Sea Systems Command
(NAVSEA). Ms. Anderson directed the Acquisition and Fleet support of the
Surface Navy’s 155 combat systems, weapons, radars, and related international
and foreign military sales programs. The mission of PEO IWS is to develop,
deliver and sustain operationally dominant naval combat systems for Sailors and
Marines. Ms. Anderson was responsible for an organization of over 400 civilian
and military personnel and 128 programs and projects with an annual
acquisition budget of $6 billion.
Previously she served as the Executive Director for Combatants in the Program
Executive Office Ships (PEO Ships), where she provided executive leadership to
more than $46 billion in complex, new construction shipbuilding programs
defining the 21st century surface combatant fleet. Her responsibilities spanned
multiple major program offices including: DDG 1000, DDG 51, Electric Ships
Office, and Ships Acquisition Management. As the Executive Director, she
oversaw a staff of approximately 150 civilian and 15 military personnel.
Frederick J. Stefany
Bilyana Anderson
Page 8 October 2019
Note: Red font indicates Federal Holiday
October November December
Su M Tu W Th F Sa Su M Tu W Th F Sa Su M Tu W Th F Sa
1 2 3 4 5 1 2 1 2 3 4 5 6 7
6 7 8 9 10 11 12 3 4 5 6 7 8 9 8 9 11 12 13 14
13 14 15 16 17 18 19 10 11 12 13 14 15 16 15 16 17 18 19 20 21
20 21 22 23 24 25 26 17 18 19 20 21 22 23 22 23 24 25 26 27 28
27 28 29 30 31 24 25 26 27 28 29 30 29 30 31
Calendar
EVM Events
15 October SUPSHIP Quarterly EVM Meeting
24 October NAVSEA PM College “EVM for PMs” Training
19-21 November AAP EVMS Adjudication Team Review of IPMDR Implementation Guide
10-12 December CPM IPMW 2019, Baltimore, MD
Acquisition Key Events
16 October LPD 17 Gate 6/CSB (RD&A Chair)
30 October Stem to Stern—Sustainment
1 November CH-53K Gate 6/CSB/Acq Strat (RD&A Chair)
11 November SSC Gate 6/CSB (RD&A Chair)
12 November RDA Ask Me Anything (AMA) - Fusion Chat
25 November P-8A Gate 6/CSB (RD&A Chair)
After nearly 30 years in the Acquisition Community, Ms. Allison Stiller retired in
October 2019.
Ms. Stiller’s most recent roles was serving as Principal Civilian Deputy for the
Assistant Secretary of the Navy Research, Development and Acquisition. Her
responsibilities included oversight and policy for Navy and Marine Corps
research, development, and acquisition programs for shipbuilding, aviation,
space, weapon systems, and communication systems. This portfolio includes
oversight of more than 100,000 people and an annual budget in excess of $50
billion as well as hundreds of technical development, procurement, and
sustainment programs for the Department of the Navy. Ms. Stiller also led the
Department’s Acquisition Corps.
Ms. Stiller entered the Senior Executive Service in January 2004. She has spent
nearly 30 years in the Department of Defense’s acquisition community. Prior to
her current position, Ms. Stiller served as the Deputy Assistant Secretary of the
Navy for Ship Programs. In this capacity, she was responsible for executive
oversight of all naval shipbuilding and associated weapon systems programs,
major ship conversions, and nuclear ship refuelings, as well as the maintenance,
modernization and disposal of in-service ships.
Throughout her career, Ms. Stiller’s leadership and performance has been
recognized by numerous awards including the Presidential Rank Award
(Distinguished and Meritorious) and the Department of the Navy’s Superior and
Meritorious Civilian Service awards.
In retirement, Ms. Stiller and her husband will be relocating from the Northern
Virginia area to Hilton Head, SC. They plan to travel and spend time with their
two dogs. Ms. Stiller will certainly be missed by the RDA Community.
Farewell to Ms. Allison Stiller
Allison Stiller
2 December DCGS-N Gate 6/CSB (PMD Chair)
4 December Stem to Stern
5 December SSN Gate 6/CSB (RD&A/CNO Co-Chair)
10 December SM-6 Gate 6/CSB (PCD Chair)
17 December MQ-25 Gate 6/CSB (RD&A/CNO Co-Chair)
10
Page 9 October 2019
Crossword Puzzle
This publication was created by the Naval Center for Earned Value Management (CEVM) with contributions from the Systems
Commands. Please contact us at 703-695-0510 for any questions on the content of this publication. For more information on
EVM within the Department of the Navy: http://www.secnav.navy.mil/rda/OneSource/Pages/CEVM/CEVM.aspx.
Previous Edition’s
Crossword Answers: