Princeton University Plasma Physics Laboratory EVMS Certification Review EVMS Implementation on NSTX-U Steve Langish October 4 - 6, 2011

Princeton UniversityPlasma Physics LaboratoryEVMS Certification Review

EVMS Implementation on NSTX-USteve Langish

October 4 - 6, 2011

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Overview

• Organization• Planning, Scheduling, and Budgeting• Accounting Considerations• Status (outside ANSI/EIA 748)• Analysis and Management Reports• Revisions and Data Maintenance

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ANSI 748 Elements

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Planning, Scheduling, & Budgeting

Organization

AccountingConsiderations

Revisions

- Define the work

-Assign responsibilities

-The Control Account

- Schedule all work

- Authorize all work

- Time-phase the work

- Develop cost accounts

- Costs Elements

- Cost summarization

- Understand contract status

- Use data for decision-making

Assignments made to responsible organizations

Maintenance of budget, work, and schedule relationships

Do not modify past budget or actuals (w/o permission)

All documents properly maintained

Analysis & Management Reports

Organization: Work Breakdown Structure (WBS)• The Work Breakdown Structure (WBS) for NSTX

Upgrade Project can be found the Project Execution Plan (PEP).

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• This is the total NSTX WBS which the Upgrade project follows.

• Not all elements applicable

• This is the total NSTX WBS which the Upgrade project follows.

• Not all elements applicable

• A product-oriented, hierarchical outline of all work elements required to accomplish the entire work scope of the project.

• Each element is decomposed to the Work Package level

• A product-oriented, hierarchical outline of all work elements required to accomplish the entire work scope of the project.

• Each element is decomposed to the Work Package level

Organization: Organizational Breakdown Structure (OBS)

• The Organization Breakdown Structure (OBS) can also be found the in the Project Execution Plan (PEP).

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PPPL Laboratory DirectorS.Prager

Deputy Director for OperationsA. Cohen

Sources & ControlsM. Cropper

NBI Beamline Services, Duct, and

VV modsM. Denault

NBI ArmorK. Tresemer

NBI PowerR. Ramakrishnan

NTC EquipmentRelocation

E. Perry

Control Sys Data Acquisition

P.Sichta

Auxiliary SystemsW. Blanchard

ConstructionE. Perry

Integrated Testing/StartupC.Gentile

Centerstack Dsgn & FabJ. Chrzanowski

NSTX Upgrade Project Manager

R. StrykowskyDeputy and Construction

ManagerE. Perry

Project ControlsS. Langish

NSTX Centerstack ManagerL. Dudek

NSTX Neutral Beam Manager

T. StevensonEngineering Support

Sys Analysis: P. TitusSys Integr: C. NeumeyerSys Engr: R. Simmons

Associate DirectorM. Williams

Structures & SupportsM. Smith

Electrical SystemsR. Ramakrishnan

DiagnosticsR.Kaita

Centerstack PFCK. Tresemer

NSTX Upgrade ProjectFederal Project Director

J. MakielDeputy Federal Project Director

A.Indelicato

NSTX Program ManagerFusion Energy Sciences

B. Sullivan

Acquisition ExecutiveAssociate Director for

Fusion Energy SciencesE. Synakowski

PPPLNSTX UpgradeProject Team

DOE ProgramOffice

PPPLManagement

DOE SiteOffice

DOE Site ManagerContracting OfficerPrinceton Site Office

Best Practices & OutreachJ. Delooper

QA/QCJ. Malsbury

Env. Safety , Health & SecurityJ.Levine

Princeton UniversityPPPL Advisory Board

VPSW. Blanchard

Digital Coil ProtectionR. Hatcher

MPTS InterfaceG. Labik

Organization: Control Account

• All planning, scheduling, budgeting, work authorization and cost accumulation occur at the Control Account (intersection of WBS/OBS) as depicted on Responsibility Assignment Matrix (RAM).

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Organization: Responsibility Assignment Matrix

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• This is not the entire RAM• This is not the entire RAM

NSTX Upgrade Project Responsibility Assignment MatrixWBS Element Organization Breakdown Structure

L3 L4 L5 DESCRIPTIONControl Account Tresemer Smith Chrzanowski Cropper Stevenson Denault Raki Dudek BAC

LOE ($K) LOE (%)

1.1.0 Project Integrated Model (1000) 1000 X 385 193 50

1.1.1 Center Stack Upgrade (1001) 1001 X 2,169 0 0

1.1.1 Passive Plate Analysis and Upgrade Activity (1002) 1002 X 251 0 0

1.1.2 Vacuum Vessel and Support Structure (1200) 1200 X 3,554 0 0

1.1.3 Center Stack Upgrade Project Design Support (1300) 1300 X 1,063 1,063 100

1.1.3.2 Outer Toroidal Field Coils (1301) 1301 X 338 0 0

1.1.3.3.1 Center Stack – TF Inner Legs/Bundle(1304) 1304 X 2,595 0 0

1.1.3.3.1 TF Joint Stand and Performance Test (1303) 1303 353 0 0

1.1.3.3.2 Ohmic Heating Solenoid (1305) 1305 X 4,556 211 5

1.1.3.3.3 Inner PF Coils (1306) 1306 X 669 0 0

1.1.3.3.4 Center Stack Casing Job (1307) 1307 X 904 0 0

1.1.3.3.4 Center Stack Assembly (1302) 1302 X 990 0 0

1.1.3.3.4 Center Stack Magnets Systems 1310 Closed 442 0 0

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ANSI 748 Elements


Organization


Revisions

- Define the work



- Schedule all work




- Costs Elements









Planning, Scheduling & Budgeting:Work Authorization

• Control Account Plan (CAM Notebook Tab 2) includes the following items:– Authorization Document

(WAD)– Resource Loaded Schedule

(Primavera)

– Work Approval Form (WAF) – Estimates, Risk, contingency etc. (On-line interactive Excel worksheet designed for CAM’s)

– WBS Dictionary– Budgeted Cost per month

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Planning, Scheduling & Budgeting: WAFs

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• Work is laid out in discrete WPs/PPs

• Estimated• Sequenced• Interdependancies• Time phasing• Risk/Contingency estimates• Review/Approval• Completed by the CAM ( Job

Manager) for each Control Account (Job)

Tab ACover/Approval Page

Tab ACover/Approval Page


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Tab BCost & Schedule Estimate

Tab BCost & Schedule Estimate


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Tab CRisk and Uncertainty

Tab CRisk and Uncertainty


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Tab DM&S Detail

Tab DM&S Detail

Schedule Process

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ENG-053WAF Review

ENG-053WAF Review

Planning, Scheduling, and Budgeting:Resource Loaded Schedule (Primavera)

• Resource loaded schedule with sequenced work and task interdependencies.• This is result of WAF/WAD process.

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Explain each of these columns…

Planning, Scheduling, and Budgeting: Milestones

• PEP Milestones shown in the project schedule. Level 1 and 2 Milestones shown.

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Planning, Scheduling, and Budgeting: Critical Path

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Planning, Scheduling, and BudgetingTime-phased Budget (from Cobra)

$k/month

• Earned Value (EV) or Budgeted Cost of Work Performed (BCWP) is “earned” according to the Earned Value Technique assigned to the Work Package (Activity).– Discrete (typically used EVTs on NSTX-U)

• 0/100 (All EV earned when WP is completed)• 50/50 (50% earned when started, 50% earned when

finished – most future tasks < 40 days are 50/50)• % Complete (incremental earned based on assessment)

– Non-discrete• Level of Effort (LOE)

Planning, Scheduling, and Budgeting:Earned Value Techniques

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ANSI 748 Elements


Organization


Revisions

- Define the work



- Schedule all work




- Costs Elements









• Primary vehicle for recording labor costs is via the Timesheet Systems

• Report total time

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Accounting Considerations: Timesheets

Accounting Considerations: Job Cost Reports

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• Costs are captured on Job Cost Reports

• Labor (hours) by skill and name

• Subcontracts/Requisitions• RFBA process used to

correct errors (ref Accounting Manual – Tony Bleach)

• CAMs receive a copy of Job Cost Report before Monthly Status Meeting. (also available on-line for all of PPPL)

Control Account Numbers = Job Numbers

• Total monthly cost for the CA by expense element

• direct expenses 1x,2x,3x, & 4x• indirect expenses 5x,6x

Procurements

Labor (hours)

x labor rate

• Loaded rates were used in the development of the Primavera P3 schedule.

• Based upon standard PPPL labor, overhead and escalation rates. Vetted by budget office.

• Indirect & Overhead rates controlled by the Budget office (ref Budget Office Manual- Marie Iseicz)

• P3 rates then transferred to Cobra

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Accounting Considerations: RatesREVISED 10/26/10 BASELINE CD2 RATES**

P3 period --->01oct09 - 30sep2010

01oct10 - 30sep2011

01oct11 - 30sep2012

01oct12 - 30sep2013

01oct13 - 30sep2014

FY11Avg hourly rate wo/benefits P3 Res Code

FY 2010 Loaded Rates





$95.20 D///RM 196.42 207.51 227.56 232.34 240.21$80.28 E///AM 165.64 174.99 191.89 195.92 202.56$28.03 EA//CB 66.22 71.48 78.39 80.04 82.75$49.74 EA//DM 117.51 126.85 139.11 142.03 146.84$92.35 EA//EC1 147.25 153.08 167.23 170.10 175.20$92.35 EA//EC2 147.25 153.08 167.23 170.10 175.20$92.35 EA//EC3 147.25 153.08 167.23 170.10 175.20$92.35 EA//EC4 147.25 153.08 167.23 170.10 175.20$75.55 EA//EM 178.48 192.68 211.29 215.73 223.04$52.50 EA//ES1 83.71 87.02 95.07 96.70 99.60$71.00 EA//ES2 113.21 117.69 128.57 130.77 134.70$48.98 EA//SB 115.71 124.91 136.98 139.86 144.60$39.45 EA//TB 93.20 100.61 110.33 112.65 116.46$52.80 EC//AM 121.47 125.45 137.57 140.46 145.22$56.37 EC//EM 129.68 133.93 146.87 149.95 155.03$42.90 EC//SB 98.69 101.93 111.77 114.12 117.99$58.56 EC//SM 134.72 139.13 152.57 155.78 161.06$28.59 EC//TB 65.77 67.93 74.49 76.05 78.63$29.33 EC//TS1 46.77 48.62 53.11 54.02 55.64$41.12 EE//AM 95.02 101.28 111.07 113.40 117.24

$100.00 EE//EC1 159.45 165.76 181.08 184.19 189.72$100.00 EE//EC2 159.45 165.76 181.08 184.19 189.72$100.00 EE//EC3 159.45 165.76 181.08 184.19 189.72$70.19 EE//EM 162.20 172.89 189.59 193.57 200.13$50.60 EE//SB 116.93 124.63 136.67 139.54 144.27$63.06 EE//SM 145.72 155.32 170.33 173.91 179.80$34.08 EE//TB 78.75 83.94 92.05 93.99 97.17$89.95 EM//EC1 143.42 149.10 162.88 165.68 170.65$89.95 EM//EC2 143.42 149.10 162.88 165.68 170.65$61.25 EM//EM 145.33 158.21 173.49 177.14 183.14$46.83 EM//SB 111.11 120.96 132.65 135.43 140.02$60.93 EM//SM 144.57 157.38 172.58 176.21 182.18$36.04 EM//TB 85.51 93.09 102.08 104.23 107.76

EM//ST (sb tb hybrid) 91.13 99.21 108.79 111.08 114.84$70.03 FC//AC1 111.66 116.08 126.81 128.99 132.86$65.51 FC//AM 146.65 162.79 178.51 182.26 188.44$71.37 R///RM 157.56 171.13 187.65 191.60 198.09$30.81 R///RMQ 68.02 73.87 81.01 82.71 85.51$60.27 RC//EM 133.05 144.51 158.47 161.80 167.28$37.62 LP//TB 116.43 123.00 134.88 137.72 142.39

1.00 31 1.818 1.906 2.022 2.056 2.1181.00 35 1.232 1.263 1.294 1.327 1.3601.00 39 1.594 1.699 1.793 1.815 1.8611.00 41 1.178 1.255 1.286 1.318 1.3511.00 48 1.000 1.025 1.051 1.077 1.1041.00 54 1.594 1.658 1.758 1.788 1.842

FY2010 FY2011 FY2012 FY2013 FY2014PPPL Labor Benefits 29.4% 31.5% 32.0% 32.5% 33.0%EC Burden (5322) 11.5% 9.0% 9.0% 9.0% 9.0%EM Burden (5323) 15.0% 18.5% 18.5% 18.5% 18.5%EE Burden (5325) 12.0% 13.0% 13.0% 13.0% 13.0%EA Burden (5326) 14.5% 17.0% 17.0% 17.0% 17.0%Overtime Burden (53) 14.0% 15.0% 15.0% 15.0% 15.0%Research Burden (52) 7.0% 10.0% 10.0% 10.0% 10.0%HP Burden (55) 50.0% 50.0% 50.0% 50.0% 50.0%P&CO Burden (56) 8.5% 14.0% 14.0% 14.0% 14.0%Travel Burden (61) 10.5% 10.0% 10.0% 10.0% 10.0%Site Burden (62) 43.0% 48.0% 52.4% 50.5% 50.5%MHX Burden (64) 16.0% 20.0% 20.0% 20.0% 20.0%LDRD (67) 0.0% 0.0% 0.0% 0.0% 0.0%Sci Ed (68) 0.0% 0.0% 0.0% 0.0% 0.0%G&A (69) 11.5% 12.0% 12.0% 12.0% 12.0%labor escalation 0.0% 0.0% 3.0% 3.0% 3.0%Non labor escalation 0.0% 2.5% 2.5% 2.5% 2.5%

labor escalation compounded 1 1.0000 1.0300 1.0609 1.0927non labor escalation compounded 1 1.0250 1.0506 1.0769 1.1038

Accounting Considerations:Subcontracts with EV Flow-down

• The earned value flow-down subcontracts are generally high dollar value high-risk subcontracts. These subcontracts require careful planning prior to solicitation and award. The solicitation (RFP) or Memorandum of Understanding (MOU) must include the proper language and the subcontract the appropriate contract clauses, including full description of the reporting requirements. The reporting requirements include monthly earned value, and performance reporting from the subcontractor to PPPL. Requirements for reporting are described in the Request for Proposal (RFP) and formalized in

the contract.

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Monthly Statusing

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Status: Monthly Calendar

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Monthly EVMS calendar posted at the bottom of the CAM notebook web site

Status:Initiation Email

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Job Number

Activity ID Activity Name EVMS Rule

Act. % Comp

Updated % Comp

Forecast Finish

ETC-EAC Change

BL Start BL Finish

7100CS7000031 FY2011 Project Management A 82.4 10/01/2010 09/30/2011

7100CS7000031G FY2011 General Arrangement Drawings

A 82.4 10/01/2010 09/30/2011

7100CS7000031R FY2011 Project Reviews A 82.4 10/01/2010 09/30/2011

7100CS7000041 FY2012 Project Mangement A 0 10/03/2011 09/28/2012

7100CS7000041G FY2012 General Arrangement Drawings

A 0 10/03/2011 09/28/2012

7100CS7000041R FY2012 Project Reviews A 0 10/03/2011 09/28/2012

Status: Monthly Status Process

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Status: EVMS Data Flow

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Organization


Revisions

- Define the work



- Schedule all work




- Costs Elements









ANSI 748 Elements

Analysis & Management Reports:Contract Performance Reports (CPR Formats 1,2,3)

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Analysis & Mngmt Reports: PPPL’s CPR Format 2 Type Report

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Analysis & Management Reports:Format 5 Explanations & Problem Analyses• Thresholds are specified in the PEP• Variance reported when any WBS Level 2 cumulative to

date variance exceeds:– SV +10% AND >$50K or any impact on any DOE Level 1 or 2

Milestone– CV +10% AND >$50K – Upcoming PEP draft makes above a bit less restrictive

• CAM for Control Account which is driving the variance prepares analysis report (this has been added to draft change being made to PEP)

• Project Manager may also choose to request a VAR for further variance explanation/analysis

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Variance Reporting Process

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Analysis & Management Reports:Format 5 Explanations & Problem Analyses

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• PPPL PMSD (Procedure 8 Monthly Status Reporting) indicates the following for ETC– On a monthly basis, the CAM shall review the Estimate to Complete

(ETC) for the elements of their control account. If, in the judgment of the CAM, the current ETC does not accurately reflect the cost for the remaining work in the control account, the CAM develops a new estimate and submits it to the Project Manager. CAMs should include in the ETC any cost variances to date as well as estimates for known pending changes and mitigation of known risks.

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Analysis & Management Reports: Estimate at Complete

Analysis & Management Reports: Estimate at Complete

• Bottoms up estimate required every 6 months by PEP• Last completed in June• Monthly EAC/ETC updates gathered in monthly update/status

meetings

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Analysis & Management Reports:June Bottom’s Up

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ANSI 748 Elements


Organization


Revisions

- Define the work



- Schedule all work




- Costs Elements









Revisions & Data Maintenance: Change Control Process

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Revisions & Data Maintenance:Change Control Thresholds

• Thresholds are specified in the PEP

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Revisions & Data Maintenance:Engineering Change Proposals (ECPs)

• Procedure NSTXU-PROC-001 NSTXU Configuration Control is the vehicle to incorporate authorized changes in budgets and schedules.

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Revisions & Data Maintenance:Engineering Change Proposals (ECPs) Log

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NSTXU-ECP- WBS

Control Account Description of Change

Approval

Level In $KContract Budget

Base (CBB) ContingencyTotal Project Cost

(TPC)Date

Increase/

BalanceIncrease/

BalanceIncrease/

BalanceDecrease Decrease Decrease

1 1.7.1.5 7700/7710Combine CA 7700 & 7710 into one CA (7710) Direct Allocations

25-Apr-11 3 $0 $0 $77,317 $0 $16,992 $0 $94,309

2 1.6 6100Move the Baseline Start date for task 6100-0041 to 12 April 2012

8-Jun-11 3 $0 $0 $77,317 $0 $16,992 $0 $94,309

3 1.6 6100Reduce man-hours on task 6100-0041. Add this budget as M&S in task 6100-0049D

19-Sep-11 3 $0 $0 $77,317 $0 $16,992 $0 $94,309

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http://nstx-upgrade.pppl.gov/Engineering/ProjectStatus/Configuration_Control/ECPindex.htm



• http://www-local.pppl.gov/EVMS/CAMNB/INDEX.htm

CAM Notebooks

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http://www-local.pppl.gov/EVMS/CAMNB/INDEX.htm

Questions

Questions ???

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Documents

Princeton University Plasma Physics Laboratory EVMS Certification Review EVMS Implementation on NSTX-U Steve Langish October 4 - 6, 2011