Prim Aver A

An Example Of Implementation In Progress Prepared by Thomas Frey, CCC, PMP
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Introduction Value to Stakeholders PMCS Implementation General Practice

Model System Tools LIGO Lab Criteria
Why CPM
A Case Study of Scheduling Tools
MS Project vs. Primavera Project Planner
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Real World Example of Tool Use Conclusion References

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My Background. Focus of the Presentation. Not the Focus of the Presentation. Topic Definition
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Thomas L. Frey, CCC, PMP Experience : 12 Yrs. Work Experience in Project Control Systems. Education : BS Degree Project Mgmt. Purdue University at West Lafayette, IN. Present : Working at LIGO Lab out of the Business Office. Comments & Additional Info.: TFrey@ligo.caltech.edu ; www.ligo.caltech.edu/~tfrey/
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Focus of this presentation is:

to explain the elements of the implementation process. to explain the why it is best to choose CPM tools. to outline the tools being used by LIGO. to present the project structure being used by LIGO. to present a real world example of how the tools benefited LIGO and a collaborator. To discuss some future / proposed tool selections by LIGO.
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The focus of this presentation is not:

to discuss the pros and cons or history of CSC Criteria. to discuss the origin of EV Analysis. to suggest that EV Analysis / Reporting is a panacea. to dictate specific means or methods. to imply that EV Analysis has to be implemented on all projects. To suggest that the tools LIGO uses, are the only options.
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What is implementation?
CARRY OUT, ACCOMPLISH; especially : to give practical effect to and ensure of actual fulfillment by concrete measures to provide instruments or means of expression for.
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What is an Project Management Control System? A M.I.S. that...

Determines project status. Makes a comparison of project status to planning. Provides information regarding corrective action. Manages the change process. May or may not implement Earned Value Analysis.
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What is Implementation of a Project Management Control System? A M.I.S. that...

To give practical effect PMCS that provides useful information. Actual fulfillment by concrete measures. PMCS that provides quantifiable benefit to project. Provide instruments or means of expression PMCS that has meaningful output.
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Still a form of Estimating!

This is a combination of cost estimation and time estimation. Both come with inaccuracies in the form of allowable variances. Allowable has to be defined by the management team and accepted. Variances will always be directly proportional to the quality and quantity of data available.
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Define Stakeholders Define the Value of PMCS. Objections / Misconceptions
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Who are the stakeholders?

Anyone associated with the project or a benefactor of the project. Product of the Project
Nee to have stakeholders at the highest levels in the organization that recognize the value of project controls.
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What kind of stakeholders?

Anyone that works in a project environment. Product independent. Any process (Industry) can be accommodated.
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Value?
Better decision making regarding corrective actions. Better Resource Analysis. Better Cost / Schedule Risk Analysis. Can use for justifying schedule and cost impact due to changes.
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Objections / Misconceptions?
Too complicated. Makes us look bad. (Shoot the Messenger) Micro Management. We dont need to control costs and resources. (?) (Ostrich Management Style) Cant afford the expertise.
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Value? (Bottom Line)

Better Project Control, Better Budget Use! Better Project Value.
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PMCS Implementation General Practice

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Implementation Process Basic System Elements Criteria of LIGO Lab

Program Model
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General Practices Implementation

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SDLC (System Development Life Cycle)

Recon (Needs Analysis)
The process of learning your customers unique business processes and determining how you can apply your knowledge of software tools to improve the management of those processes.
Development
The process designing and creating the solution for the customer.
Training and Procedures

The process of teaching your customers champions and staff how to use the developed solution and documenting how to use it.
Pilot Project (i1)

This is the preliminary phase of implementation and is a test of how well the developed solution will meet the expectations of the customers and users.
Rollout / Handover (i2)

This is the final phase of implementation and is a process of incorporating the changes to meet the expectations of the customers and users; and handing the system over to the customer.
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Support & Maintenance

The process of tech support, continued education, continued improvement, and follow through.
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General Practices System Elements

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Elements of the PMCS

WBS, tailored for effective management control. OBS, define the organizational elements in which work will be planned and controlled. Provide for integration with accounting systems. Schedule methodology used should describe sequence of scope and identify sequencing that meets the requirements of the program. Establish budgets for the scope and identify significant cost elements as needed for management control. Establish and maintain a budget loaded baseline schedule, against which program performance can be measured.
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q
Elements of the PMCS

At least on a monthly basis, reconcile any deviations that are not performance related. At least on a monthly basis, generate Comparison of the amount of planned budget and the amount of budget earned for work accomplished. This comparison provides the schedule variance At least on a monthly basis, generate comparison of the amount of the budget earned and the actual direct costs for the same work. This comparison provides the cost variance At least on a monthly basis, generate the significant differences between both planned and actual schedule performance and planned and actual cost performance, and provide the reasons for the variances.
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Elements of the PMCS (EVMS)

Estimates / Budget Generation Accounting / Procurement Planning, Scheduling, and Performance Measurement Doc. Control / QAQC / Change Requests
Actuals
Changes
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q
Tools and software work on a database concept. To make data integrate, common field values must exist to join data. For example:
Activity IDs Code Fields WBS Values Cost Accounts Cost Categories Resource IDs
Cost DB
Activity ID Code Field WBS Value Account Cost Category Resource ID
Schedule DB
Activity ID Code Field WBS Value Account Cost Category Resource ID
Queries. Filters, Reports
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Criteria for LIGO Lab

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Use of a Traditional WBS (Work Break Down Structure) Follow a defined project life cycle and structure. Cost Codes that are linked to a WBS Resource planning by Discipline.
Resource Pool Listing by Discipline
Cost and Schedule Integration.

LIGO II Cost Book Tool
Cost Estimating Plan Cost Estimating Tool User Procedure
Reporting capability at any level within the WBS

Schedule Development Example reports for pilot projects
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Earned Value Analysis - AKA Variance Analysis.

Program Model Output from P3 (Primavera Project Planner)
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Note: the value 2011 is common.
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Note: the value 40111 is common.
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q q q q q

LIGO II Cost Book Tool Cost Estimating Plan Cost Estimating Tool User Procedure

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This value is used as a unique resource ID and populates the resource dictionary for planning.
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This value is used as a FTE value for making head counts and evaluating resource usage.
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Resource ID is as follows:
EN = Engineer B2 = NSF Code for Technical Staff. We are changing this to be a specialty code and will move the NSF code to a data field. CT = Organization Code for Caltech. 02 = Unique Counter
Resource database also performs the following solutions for LIGO:

OBS Organizational Breakdown Live data link that drives the LIGO Roster and LSC roster on the Web. We are creating an Email / Reporting Utility on the web that will allow managers to generate email lists and resource reports. Resource reports can be run by department, supervisor, discipline, and / or specialty.
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What Classification of Estimate:

Conceptual
Based on some for of technical capability roughly defined. Rough sketch of system. Variance +50% to +100%
ROM (Rough Order of Magnitude)

Similar to a conceptual estimate and usually based upon some historical factors from a similar system. Variance +25% to +75%
Unit Cost Estimate

Based upon historical cost and known units. Variance -5% to +25%
Bottoms Up (Detailed Estimate)

This is the process of developing cost by counting units and quantifying labor. Variance -5% to +20%
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Activity Sheet Header
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Activity Sheet Takeoff Area
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Cost Extension Area
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Risk and Cost Totals
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Labor Summary (FTEs)
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LASTI 40-Meter 40-

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Data collection done using what ever method it takes. Tools used by scientists and engineers:
MS Project (98, 2000, 2002, and ver. 4 for MAC)
NOTE: MS Project 98 and ver. 4 for MAC are not backward compatible with 2000 or 2002.
Excel Spreadsheets Text Files Sketches on Paper I do them.
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Level 1
Level 2
Level 3
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Level 4
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Level 5
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LASTI 40-Meter

Program Model Output from P3 (Primavera Project Planner) Planner
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Planning for Performance Measurement

q
At what level do you cost load the schedule?

WBS Level is where we collect actual cost. Cost Book Activity Sheet is where we load the estimate. Schedule Activity level is where we measure progress that determines the earned value.
WBS Level Cost Book Activity Sheet Level
WBS Grouping
Performance Evaluation is executed at the rollup level for the WBS.

ACWP BCWS BCWP Schedule Variance Cost Variance
Schedule Task Level
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Primavera Project Planner comes with a built in free ware program called Post Office.
Using a built in feature within the application you can create a mail attachment that contains the activities to be updated.
Another option is using Excel spreadsheets. These can be easily imported.
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Criteria for LIGO Lab The Tools

q
For Planning and Scheduling we are using Primavera Project Planner. This provides:
Traditional WBS (Work Break Down Structure) Use of defined project life cycle and structure. Uses Cost Codes Resource Dictionary by Discipline.
Reporting capability at any level within the WBS Earned Value Analysis - AKA Variance Analysis. q
For Cost data development and integration we are using MS Access. This provides:
LIGO II Cost Book Tool on the Web.
Resource Data control and maintenance

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Why CPM (Critical Path Methodology)

1993 OCT 1994 MAY JUN JUL 1995 FEB MAR APR
q q
What elements make CPM work. Sample Plan Why MS Project is not true CPM. Primavera Project Planner True CPM tool.
AUG SEP
NOV DEC
JAN
FEB
MAR APR
AUG SEP
OCT
NOV DEC
JAN
Building 38
1 2
Compressed First Pilot Building
3 4
Compressed 2nd Pilot Building
Building 36
1. Contract 1314-Compressed Starts 1/3/94 2. Worked Stopped on Bldg. 38 Building 3. 1314-Compressed Executed 4/11/94 4. Building 36 Successful as 2nd Pilot
37
Building 35
Building 39
Building 40
2e122c44 46b16e64 626345b b33d44b fcb6cbb7 60c080f7 05f00378 007e000f 1510535 f0191c0f 83b875e0 7529f700 888fb129 1929604 5c4e3812 103e128e e8f3bf81 178def49 1458072 9e641100 24b6458 4efb0104 faf5eb8fe 346a467 d4ba388 3c44829d 4df9634b d8e441c2 f91cc07d fad605f5 91b6c6fb c7112c8c 34cebae4 54b21b7 51ed084f c5aa1829 c75a9702 0d1027e0 3e85235 b72ee93 c64b962 23458a1e 91511cd9 0c20268b accb7686 8c71c2ca 122c678c ffe0c361 4869113 06eb92c4 eac6f23f 450b166 ffeb1e22 575a1a03 e5c960f1 105eeb22 ba189cc4 314b1c0 256d89e 0f203cc1 88c911a7 534cbab8 e0e77700 0ff4910e 04a55f7f 78ac031f 0d36028 d605ee2c 37a44c5a 5805000 e2418ce3 2509eb3c cfb72eb0 a402100 1f913d0c ed88ed8a 10ef6539 0651489 8fa76524 5c5d4cd6 7d4e5a17 dcca7645 808f670e 623b620 9745001 ac91381b 88b12ea2 9bba68d e27b54eb 42c03a00 19a9364a 61b52ef9 88f727fb 58a64777 8f621d40 2c3a5512 f91acba0 9857c48 e4ac9bbb 5226771 8e38bb2 ac58f762 d06489f1 2a294584 ee069070 36c40ff0 dc07f003 037fd699 2b030c49 cdea1a80 4ddf0e04 e4a7fbb7 0004020 4111000 0100 0800d82 7207000 467a0000 b045ac6c
Plot Date Data Date Project Start Project Finish 18MAR95 2AUG93 2AUG93 *******
Activity Bar/Early Dates Critical Activity Progress Bar Activity Late Dates Milestone/Flag Activity BACK Sheet 1 of 1
As-Built Anaylsis Jordan Downs Porj. 1314 - Compressed

Housing Authority of City of Los Angeles
Date
Revision
Checked
Approved
(c) Primavera Systems, Inc.
D:\P3WIN\P3OUT\~VIE023B.HGL
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q
Elements of CPM
Uses activity logic. Most common application is precedence format. Calculation algorithm uses forward and backward pass. Tool provides critical path. Provides information regarding float, free float, early dates and late dates.
Allows negative float as a means for quantifying delays.
Actual Cost can exceed budget. (Negative Cost and Schedule Variances)
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From J. Lewis See References
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q
Sample Project
Yard Project. We will show this sample project in MS Project and P3. We will show how progress is represented in each case. We will evaluate the application of constraints.
Haul Away Trash has a finish no later than date of June 19, 2003.
Using days as time unit for this exercise.
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Primavera Project Planner: Logic Diagram
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Primavera Project Planner: Schedule Views
NOTE: Progress shows negative float indicating the amount of delay and forecasting an early finish later than the planned finish.
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Microsoft Project 2002 : Logic Diagram
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MS Project 2002: Schedule Views
NOTE: Progress does not show negative float indicating the amount of delay and the forecast finish has not changed to reflect the delay.
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q
CPM, With Out A Doubt.

CPM tool provides clear quantifiable data regarding delay. Forecasts a new finish date based upon known progress. Basis for making corrective action to recover delay.
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Working with a LIGO Lab collaborator preparing a proposal we were asked to help. We will discuss how LIGO Lab used the tools available to provide the following:
Detailed Cost Estimate Detailed Schedule Cost Loaded Schedule Cost Profiles with Escalation
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Using the Cost Book Tool, we coded the cost sheets that represented the collaborators scope. Using MS Access and the data, we applied the collaborator's cost rules and labor rates. We also provided cost data by institution for the collaborator.
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Using the schedule, we coded the tasks that represent the collaborators scope. Using the cost book Access database, we cost loaded the schedule and generated cost profiles.
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Using the cost loaded schedule, we exported the cost profile data to a spread sheet in base year dollars. Using MS Excel, we generated a cost profile by GB Fiscal Years and applied an escalation rate.
6,000
11,000 10,000
5,000
9,000 8,000
4,000
7,000 6,000
3,000 5,000 2,000 4,000 3,000 1,000 2,000 1,000 FY04 Direct Cost - $K FY05 FY06 Allowance - $K FY07 Escalation - $K FY08 Cumulative - $K -
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Keep Sharp, Beat Your Budget!

PMCS, PMIS, or EV MIS(s) offer greater PM value to stakeholders (customers and clients). EV Analysis, when implemented with integrity, offers the best method for identifying project areas of concern. EV Reports and Graphs can quickly communicate to stakeholders the status of the project. EV is a method with a proven track record. It is not an experiment. When executed on at least a monthly basis, it will provide the information needed for management to make good decisions.
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Lewis, James P.. PROJECT PLANNING, SCHEDULING AND CONTROL. Irvin Professional Publishing, 1995. ISBN 1-55738-869-5 Lewis, James P.. FUNDAMENTALS OF PROJECT MANAGEMENT. AMACOM Publishing, 1995. ISBN 0-8144-7835-2 Project Management Institute, Project Body of Knowledge, AKA. PMBOK. PMI, Four Campus Blvd., Newtown Square, PA 19073-3299, USA., 1996. ISBN: 1-880410-12-5 Earned Value Management Web Site: http://www.acq.osd.mil/pm/
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Case Study of PMCS Implementation/Tools - Advanced LIGO

q
THE END
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Prim Aver A

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Prim Aver A

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An Example Of Implementation In Progress Prepared by Thomas Frey, CCC, PMP

Introduction Value to Stakeholders PMCS Implementation General Practice

Real World Example of Tool Use Conclusion References

Focus of this presentation is:

The focus of this presentation is not:

What is an Project Management Control System? A M.I.S. that...

What is Implementation of a Project Management Control System? A M.I.S. that...

Still a form of Estimating!

Define Stakeholders Define the Value of PMCS. Objections / Misconceptions

Who are the stakeholders?

What kind of stakeholders?

Value? (Bottom Line)

PMCS Implementation General Practice

Implementation Process Basic System Elements Criteria of LIGO Lab

General Practices Implementation

SDLC (System Development Life Cycle)

Training and Procedures

Pilot Project (i1)

Rollout / Handover (i2)

Support & Maintenance

General Practices System Elements

Elements of the PMCS

General Practices System Elements

Elements of the PMCS

General Practices System Elements

Elements of the PMCS (EVMS)

General Practices System Elements

Queries. Filters, Reports

Criteria for LIGO Lab

Cost and Schedule Integration.

Reporting capability at any level within the WBS

Earned Value Analysis - AKA Variance Analysis.

Criteria for LIGO Lab

Cost and Schedule Integration.

Reporting capability at any level within the WBS

Earned Value Analysis - AKA Variance Analysis.

Criteria for LIGO Lab

Cost and Schedule Integration.

Reporting capability at any level within the WBS

Earned Value Analysis - AKA Variance Analysis.

Criteria for LIGO Lab

Cost and Schedule Integration.

Reporting capability at any level within the WBS

Earned Value Analysis - AKA Variance Analysis.

Note: the value 2011 is common.

Note: the value 40111 is common.

Criteria for LIGO Lab

Cost and Schedule Integration.

Reporting capability at any level within the WBS

Earned Value Analysis - AKA Variance Analysis.

Resource database also performs the following solutions for LIGO:

Criteria for LIGO Lab

Cost and Schedule Integration.

Reporting capability at any level within the WBS

Earned Value Analysis - AKA Variance Analysis.

What Classification of Estimate:

ROM (Rough Order of Magnitude)

Unit Cost Estimate

Bottoms Up (Detailed Estimate)

Activity Sheet Header

Activity Sheet Takeoff Area

Cost Extension Area

Risk and Cost Totals