Posted by Integrated Project Management (IPM) – Transforming Data into Information
Earned Value Management Track
EVM10_Presentation_IPM-TransformingDataintoInformation_Mozzo
Abstract:
Earned Value Management (EVM) integrates the cost, technical and schedule performance. EVM is not just tracking Schedule Performance Index (SPI) and Cost Performance Index (CPI), but has been transformed into Integrated Project Management (IPM). IPM involves three key areas: Managing cost, schedule, and technical performance within constraints; initiating effective cost, schedule, and performance tradeoffs when constraints are not achievable; and continually evaluating progress to predict and mitigate problems.
At the NAVAIR 4.2 Cost Department, we use integrated cost and schedule data to help improve program planning and execution. We use two contractual deliverables (Contract Performance Report and Integrated Master Schedule) along with continuous interaction with our technical experts to transform data into actionable information that the Program Managers can use for tactical management of the project. The information we provide is transparent at all levels – strategic (portfolio view), operational (project view), and tactical (day-to-day management).
During the presentation, we will be able to demonstrate an example of IPM (integratingcost and schedule into a informative product). We will introduce our homegrown “cockpit chart” which illustrates a centralized analysis of cost/schedule variances, management reserve health, staffing, current execution of schedule tasks, mitigation opportunities, cost/schedule indices, Estimate at Completion (EACs), and an overall assessment of the project through a given month. The cockpit chart provides the program manager with what he/she needs to know to help improve program planning and execution. The presentation will show how information at the tactical level flows up to the operational level and strategic level. Although the EVM data is lagging, and often criticized for merely looking at past performance; analysts must use the performance to date and project what the future performance/risks may entail. We will identify areas of focus and leading indicators for future performance. The leading indicators include some new ways of looking at schedule execution. We have developed metrics to help measure how well the contractors are performing during the Current Execution period in comparison to their forecast.
In addition to program performance monthly analysis, it is very important to understand future risks and how this could potentially impact schedule/cost. We have two rigorous processes to help identify these: Schedule Risk Assessment (SRA) and Estimate at Completion (EAC). The results of these processes provide greater visibility into the risks/opportunities for the project and identifies where mitigation plans are needed. We will provide an overview of the process, who is involved, and the results of each product.
Author(s):
Andrea M. Mozzo
NAVAIR-4.2 Cost Department
Andrea Mozzo is the Analysis Process Group Champion for the IPM Division at the NAVAIR-4.2 Cost Department. She has twelve years of experience with the Department of the Navy- two years as a cost analyst for the Naval Center for Cost Analysis, four years as a Cost team lead, four years as an IPM Team lead, one year as an IPM Branch Head, and one year as the IPM Analysis Process Champion with the NAVAIR Cost Department. Andrea has mainly been involved with SDD and Production efforts to include MH-60S, E-2D Advanced Hawkeye, E-2C Greyhound, Joint Strike Fighter, and CH-53K Heavy Lift. Andrea currently leads the development of processes, tools, and training to support IPM products at the Cost Department for ~68 EVM projects. Andrea received her B.A in Mathematics from West Virginia University and an M.S in Management from Florida Institute of Technology. She is Level III DAWIA Certification in Budget, Cost Estimating and Financial Management.
Bruce Koontz
NAVAIR-4.2 Cost Department
Bruce Koontz is the Analysis Process Group Deputy for the IPM Division at the NAVAIR-4.2 Cost Department. He has ten years of experience with the Department of the Navy – six years active military service in the United States Navy, one year as a Schedule Analyst on the V-22 Osprey Program, two years as a Scheduling Subject Matter Expert, and one year as the IPM Analysis Process Group Deputy with the NAVAIR Cost Department. Bruce currently helps lead the development of processes, tools, and training to support IPM products at the Cost Department for ~68 EVM projects.