Slide 1

Utilizing EVMS: A Must Have for the Project ManagerPMI Spring Symposium April 18, 2015

Michael P. Cary, PMP

Sr. Program Manager DRS Technologies, Inc.

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26+ years in the commercial and defense industries Various positions including: PM, technical consultant, systems engineer, team leader, project engineer and electrical engineer Currently Sr. Program Manager for DRS Training and Control Systems in FWB, FL

Commercial background (15 yrs.): R&D, Systems Integration, Test, QA, QC in Manufacturing and Automation IPTs Consulting roles for automotive and electronics manufacturing including: Chrysler, Honda, Mercedes-Benz, Philips, Panasonic, Viscom Sr. Product Manager for BSecure Technologies delivering SaaS products

Defense/Aerospace background (11 yrs.): Technical and acquisition support roles w/ Jacobs Engineering Program manager within DRS, responsible for new product development, process improvement, and production integration for Combat Training Systems

Bachelors in Electrical Engineering from Auburn University Certified Technical Trainer on SMT equipment Certified Project Management Professional (PMP) since Feb 2009 Active volunteer with PMI Emerald Coast FL ChapterBio Summary:2

Topics for todays discussion:

How does a PM utilize EVM output ? Defining program success via each Phase: Program Initiation Planning Execution Monitoring and Control Closeout Tips and Techniques for program success

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Skills/ToolsHard Skills (40%)EVMSMS Project / schedulingWBSSoft Skills (60+%)LeadershipCommunicationNegotiationSENSE OF HUMOR (100+%)

What a PM needs4

Program Initiation:

Proposal Phase complete RFP/SOW review process Review Basis of Estimate (BOE): Stick to the Process General Requirements defined? Ground Rules and Assumptions Project Team initially formed PM typically is the integrated team lead

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Do Dont

+ Engage Entire Team in BOEs - Be a Super PM; Delay involvement

+ Be Open to all ideas/concerns - Rule with iron fist; Help if necessary

+ Capture ALL assumptions - Discuss but not document

+ Incorporate Risk/Oppty in EAC - Be persuaded theres NO risk

Program Initiation:BOE example6

Program Planning:

Contract Award Final requirements agreed upon by ALL stakeholders Get each dept. to validate & sign-off on Baseline hours Planning is done BEFORE the kickoff meeting! Tips and Techniques The Good, Bad, and Ugly methods Tailored Plans and established processes vs we dont need those Get buy-in and agreement from all Dept Leads PRIOR to kickoff IF BOEs vs WBS dont directly correlate with IMS: this could be a bumpy ridehard to manage and control overall cost/schedule if these dont match; The baseline does not change!Decide how EV metrics will be reported and to whom

IMS example7

Do Dont

+ Involve all Dept. Leads with IMS/WBS- Communicate w/ just favorites

+ Capture all risks/concerns - Take risk assessment from one source

+ Review RFP/SOW: Rqts understood - Assume everyone knows deliverables

+ Review Critical Path and Budgets! - Assume everyone has reviewed baseline artifacts & contractProgram Planning 8

Program Execution:

Project Kickoff Does everyone know what were doing? Baseline schedule Budget allocated Team members assigned Roles and Responsibilities DEFINED UPFRONT

Final Final requirements agreed upon by ALL stakeholders; Baseline IMS=WBS based EAC

Ensure all Functional leads know their budgets

Check again: What defines project success?

Stakeholders kept updated on status (CP & risk/oppty)RMP exampleWBS example

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RMP: High Risks must be accounted for in your EAC10PROGRAM RISK/OPPORTUNITIES MANAGEMENT PLANIdentificationCharacterization, Assessment and AnalysisActions and StatusTracking DataCompute Net Benefit of Risk Mitigating ActionsOther InformationRisk/Opportunity DescriptionImpact Rating /LikelihoodHow soon is the riskEstimated Risk Impact effect on ScheduleEstimated Risk Impact Effect on Cost Opportunity Rating/Estimated SavingsActual Impact from Risk or OpportunityMitigation Plan/StatusAffected WBS/SWOand ResponsibilityAdditional CommentsBOEs(4)(5)(6)(7)(8)(9)(10)(11)(12)(16)(17)(14)SAT delay due to unknown reasons in countryImpact> 90 daysCP - >30 daysCostEnsure full regresssion dry runs are complete before FST event; build-in plans for add'l fix/test iterations. Coordinate with CDA and USG teams to monitor environment including travel alerts and watches.7.3$ BeforeSocialize plan for FST test approval and obtaining payment for Ship in place until country ready for SAT and final shipment. approx 1 month after Morocco SAT--CDA coordinating with Oman and FMS office DateDuration$ Amount$ Amount$ AfterLikelihood08/30/1590ScheduleStatus, Date: 12/23: risk remains unchanged. 11/25: no changes to date. 9/30: no issues at this timeResponsibility$ Action Plan~50%J. Jones/D. WordenNet Benefit$0SIR issues during Joint Integration TestingImpact> 90 daysCP - >30 days0 - 1% EACCostPlanned for two (2) Joint Intgr. Test events at CDA with USG/FAAC reps. In order to mitigate system integration issues prior to SAT3.2.1.7 and 3.2.2.5$ BeforeLL from past CDA SIL testing events; planned for 5 SIRs but only 2 require code changes, re-CM, re-deliver--approx 4man weeks totalDDateDuration$ Amount$ Amount$ AfterLikelihood05/02/1530$58,200ScheduleStatus, Date: 12/23: JSIT now planned for early March, monitor results if risk mitigated. 11/25: Coordinating with CDA & USG regarding oppty for Feb 15 testing in combo with Morocco Unique. 10/30: add cost for travel to CDA and FAAC Wsim fix&test iteration. 9/30/14; new risk identified given intial baseilne Joint test scheduled for OCT 2104 is replanned for Feb 2015. Pending contract mod will re-baseline IMSResponsibility$ Action Plan$58,200~70%J. HitsonNet Benefit-$58,2002nd Joint Integration Test not neededImpact> 90 days0 - 1% EACCostGov't GFE WSIM delivery has been updated to only require 1 GFE delivery instead of 23.2.2.8$ Before$45,000Pending results from CDA test drop on 8 Novresults will determine Air SIL testing in Q1 15 DateDuration$ Amount$ Amount$ AfterLikelihood05/30/15-$45,000ScheduleStatus, Date: 12/23: Pending JSIT #1 results. 11/25: Results from March 15 Integration will realize this oppty. 10/1/14: coordinating with CDA/FAAC on success criteria to socialize with USGResponsibility$ Action Plan~70%J. HitsonNet Benefit$45,000

Do Dont

+ Awareness of team environment - Assume everyone knows each other+ Always evaluate before acting - Always have to make the decision + Keep communication channels open - Assume everyone knows the IMS+ Continually review plans and update - Assume everyone knows mitigation plan(s) + Remember big picture; success= - Get wrapped up: Metrics, issuesProgram Execution

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Examples: IMS + EVMS= WBS based EAC

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Program Monitor and Control:

Project Monitoring: Controlling the Chaos Does everyone know what were doing (yet)? Baseline schedule (when do we re-baseline) Budget allocated (we have a budget?) Risk triggers and mitigation plans (how are we tracking risk?) Team members assigned (Wheres John and Tammy?) Firefighting and Super Heroes indicative: lack of or skipping processes

Requirements/scope creep ( must vs nice to haves)

Check weekly (minimum!) CV, SV, CPI, & SPI

Observe your team for strained relationships

EVMS & EVM weekly exampleAI status example13

Remember your IMS and EVM tools are telling you the truth13

Example: Using SPI and CPI on weekly basis The Good: Green Program (20% variance); track daily; aggressively look for opptys ProjectNameDateBL%EST %CPISPI14540Project Summary12/23/201332.6%15.1%0.760.4614540Project Summary1/6/201438.9%18.3%0.790.4714540Project Summary1/13/201440.7%20.5%0.790.5014540Project Summary1/27/201443.8%24.0%0.760.5514540Project Summary2/3/201445.5%27.4%0.780.6014540Project Summary2/10/201447.2%27.9%0.740.5914540Project Summary2/17/201452.4%28.9%0.700.5514540Project Summary2/24/201456.0%29.9%0.680.5314540Project Summary3/3/201458.9%31.8%0.670.5414540Project Summary3/10/201460.3%32.1%0.640.5314540Project Summary3/17/201462.1%32.5%0.610.5214540Project Summary4/7/201464.6%39.1%0.670.6114540Project Summary4/14/201465.0%43.3%0.670.67

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EVM output provides PM with insight where issues really are!17WBSNameEST %BL%Total Budget HrsETC-HrsCum_ETC_HrsEV-HrsCum_EV_HrsCum_ACWPBCWS-HrsCV-HrsSV-HrsCPISPI0.0Project Summary61%58%7815-31184743109334550-61901930.431.041.2.1Program Monitoring & Control86%86%21029-8191811811029181-84800.181.001.2.2Internal Engineering Status Meetings80%80%6813-154555522255-16700.251.012.0System Development74%73%772203-2936405681065566-49720.531.002.3Support Engineering80%80%31063-253266247563247-31600.441.002.3.2General Team Coordination and Customer Contact78%78%28063-278217217558217-34100.391.003.1.3.1DC-DC CCA Tasks100%100%1750-236175175411175-23600.431.003.1.3.2Analog CCA Tasks100%100%1490-498149149647149-49800.231.003.1.3.3Digital CCA Tasks100%92%3870-22783873872665354-2278330.151.093.1.3.6Mechanical Design244%87%224-322-1631955463871941593521.412.813.1.3.8Initial Integration WIdget Verification and Confidence testing with prototype100%100%2790-545279279824279-54500.341.003.1.3.9Integration WIdget/ and Verification and confidence testing43%41%612346-233410266845249-579170.311.073.1.3.10Internal Integration and Testing100%100%3950-207395395602395-20700.661.003.1.3.BEngineering Rework and SIRS Digital CCA0%75%32032012500195241-195-2410.000.004.0System Integration and Test (Product Integration Verification and Validation)16%27%3044254921982222495846812-351-3170.590.614.1Test Plans & Procedures17%17%11509557561150195394195-19900.491.004.5.2Internal factory integration, Build and Test Execution Qual units (8 each)24%67%753576543535177210505-33-3280.840.356.0Configuration/Logistics Management76%70%1015244730934771285712486592.711.08

TOOL #1

EVM output provides PM with insight where issues really are!18

Is it really green..

Variance Reports provides PM with a roadmap to recovery!

PM has insight to where to lead IPT in order to:Focus on issue & corrective actionOpptys to combine tasksReallocate unused hrs to fast track schedule

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IMS Resource Work Summary Report validates your Cost BaselineNext Gen Widget ProgramWorkYearMonth2013201420152015 TotalGrand TotalResourcesJanuaryFebruaryMarchAprilMayJuneJulyUnassigned0.000.000.000.000.000.000.000.000.000.000.00Assembly MFG Specialist Jr0.000.0010.3337.5881.67113.200.000.000.00242.78242.78Assembly MFG Specialist Sr0.000.0044.0043.6827.7061.650.000.000.00177.03177.03Data Management Analyst Jr8.0092.570.000.000.0013.0015.2243.7879.08151.08251.65Data Management Analyst Sr76.13192.8217.250.001.9212.0878.1755.5821.32186.32455.27Designer Jr4.009.000.000.000.000.000.000.000.000.0013.00Designer Sr93.00140.980.000.000.000.000.000.000.000.00233.98Electrical Engineer Sr399.00709.6249.3229.1522.9835.5081.0076.000.00293.951402.57Engineering Coordinator Jr21.3794.003.750.001.185.357.376.3313.1837.17152.53Engineering Coordinator Sr76.5038.700.000.001.523.4717.739.276.0037.98153.18Field Service Engineer Sr0.000.000.000.000.000.000.0015.0831.1546.2346.23Mechanical Engineer Sr136.2766.4842.2368.3571.85161.5273.8897.133.60518.57721.32MFG Engineer Sr0.4310.920.0023.000.000.000.000.006.3229.3240.67Production Operations Coordinator Sr0.000.000.000.000.000.000.000.000.000.000.00Program Finance Analyst Jr16.5015.380.900.8322.0522.9520.9224.9338.58131.17163.05Program Management Mgr Jr373.2837.130.006.4022.0522.9520.9244.6827.20144.20554.62Program Management Mgr Sr0.000.000.000.000.005.000.000.007.1012.1012.10Programs Administrator Jr0.000.000.000.000.000.000.000.000.000.000.00Programs Administrator Sr0.000.000.000.000.000.000.000.000.000.000.00Programs Analyst Jr10.3841.973.032.754.424.584.184.422.7326.1278.47Project Engineer Jr106.75376.1724.5774.8238.9268.0028.7766.0825.52326.67809.58Quality Engineer Jr0.009.330.000.000.000.000.000.000.000.009.33Quality Engineer Sr13.4359.4513.021.0020.92106.6823.0024.003.60192.22265.10Quality Inspector Jr0.000.000.000.000.000.000.000.000.000.000.00Quality Inspector Sr0.430.5721.300.006.7314.970.000.000.0043.0044.00Software Engineer Jr0.0016.000.000.000.000.000.000.000.000.0016.00Software Engineer Sr191.43189.531.0530.380.1721.000.0063.5520.82136.97517.93Software Engineer Tech Jr0.000.000.000.000.000.000.000.000.000.000.00Software Engineer Tech Sr0.000.000.000.000.000.000.000.000.000.000.00Software Engineering Mgr Jr0.001.780.000.000.000.000.000.000.000.001.78Systems Engineer Jr0.000.000.000.000.000.000.000.000.000.000.00Systems Engineer Sr49.5046.700.004.070.0019.500.0065.1820.82109.57205.77Technical Writer Jr0.0052.6016.000.001.525.0812.7874.301.08110.77163.37Technical Writer Sr25.5015.070.0032.200.000.005.250.002.0039.4580.02Test Engineer Jr0.000.000.000.000.000.000.000.000.000.000.00Test Engineer Sr164.47895.2811.6036.8240.40511.47465.75211.777.221285.022344.77Test Technician Sr0.000.0051.7066.0537.2082.780.006.000.00243.73243.73Toolmaker/Machinist MFG Specialist Jr0.000.000.000.000.000.000.000.000.000.000.00Toolmaker/Machinist MFG Specialist Sr0.000.0012.530.003.958.800.000.000.0025.2825.28Lab Technician Sr0.0014.670.000.000.000.000.000.000.000.0014.67Grand Total1798.853147.02408.17457.45434.081364.43860.18888.10322.924735.339681.20

20TOOL #2

Track variances & corrective actions; Demand accountabilityNext Gen Widget ProgramLast update = 4/7/15IDStatusOpened DateDue DateClosed DatePriorityAction ItemRespondentOrg.OriginatorOrg.Status / ResolutionCost Account or WBS1closed02/05/1502/11/1503/03/15MNG, p/n: 02502500-2 s/n: M00002, was disassembled and a TCXO cable was discovered to be defective.J. JonesTestS. DawkinsENG It is inconclusive if this cable was damaged during the disassembly/reassembly process. The cable was replaced. It was proved during troubleshooting, when the unit is in the "operate" state, an intermittent TCXO connection can cause a reset. Wires were soldered to the 3.3V, 2.5V, and 1.2V on the Digital CCA and the TCXO line was coupled, to monitor during vibration. The UUT was again subjected to AF Random Vertical Profile. A loss of voltage or TCXO did not occur when the UUT reset. 4.5.2.13A2closed02/19/1502/23/1503/06/15HIncorrect Model for DC-DC CCA. Top Cover reworkM. GaisserEngrS. DawkinsENGDrawing 09070112 was modified with correct diementions. GAP pad thinkness was also updated to reflect proper size modication. BOM was updated.1.A.93Open02/24/1503/30/15HThe five 09070111 chassis produced by Riverside were found to be missing a chamfer. These chassis will be reworked by the vendor.4/1/15 RMA has been created, % unit are being sent back. Still waiting on quaote for additional work.J. ButcherSCMR. DavisSCMParts to be sent back to the vendor for correction. None of these chassies were introduced into the testing Reliefs will be modified on sheet 3 of the 0970111 chassis.4.5.2.4A4closed01/21/1502/11/1502/11/15MThe 09070110 drawing will update the J1 relief chamfer. This will provide proper dimensions to account for using slide lock connector. M. GaisserEngrM. GassierENGThis issue was revealed at TRR. Modifcation is not part of the test configuration. 4.5.2.4A5closed02/18/1503/23/1503/30/15LFerrite beads loose: These parts were replaced and testing continued. It is being recommended these parts along with L2, p/n: 2743019447h, on the DC/DC CCA, p/n: 09070331, be epoxied to the board to provide better structural support.T.Baugh/R. MaserEngrT. BaughENGThis issues is an corrective action , but does not effect Root Cause. Pending DRWG Updates and all internal CCA have been updated.1.A.96Open03/03/1505/11/15HJ1 Slide on connector (aka adapter)--6 wk lead time. Part on order PO created. Estimated Receive date May 18. requesting expedite date for April 15J. ButcherSCMS. DawkinsENGWe have establish that the vibration introduced to the pins in the J1 slide lock interface has caused deformation to the receiving sockets. The current receiving socket are an open contact type (AS37F0S37M0S/AA) which will be replaced with closed entry or PosiBand type (HAD37F0S37M0S/AA) for increased strength and durability. We reproduced the reboot issue and dropped SLDC messages by physically stimulating the wires in the test cable while connected to the J1 slide lock connector.1.A.9 and 9997Open03/17/1505/11/15MJ1 Jack Screw Interface (Digital CCA)--6wk lead time. Customied part number created. M. GaisserEngrS. DawkinsENGAs a precaution J1 Jack Screw sockets will be upgrated to PosiBand type contact. No failure in this interface hase been encoutered. 1.A.9 and 999

21TOOL #3

Program Monitor and Control: Do Dont

+ Schedule regular team meetings - Estimate your IMS & EVM status

+ Mentor junior staff on reports, - Expect IPT leads to perform all mentoring status briefings, action plans and run all budgets yourself

+ Leverage as many tools as possible - Re-create reports, start from scratch

+ Continually review plans & update - Assume everyone knows priorities

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Show examples of day to day working tools, MSProject IMS, AI tracker, RMP, ETC/EAC reports, Materials reports---track against the baseline; show EVM examples SPI and CPI tell you clues of where your problem children are located22

Program Closeout:

Project Closeout: Are we there yet? Does everyone know when were done? Schedule shows 90% but were really donemostly. Budget vs Actual cost are now realized; Boss: Whats Return on Sale? Team members re-assigned to next project Conduct Post Mortem and Capture Lessons Learned

Review largest variances with IPT Leads

Reminder: What defines project success?

Scorecard example

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Do Dont

+ Lessons Learned (LL) meeting- Fail to include LL on next bid

+ Team Performance Assessments- Forget to congratulate team

+ Capture process improvement opptys- Discuss but not document

+ Incorporate known risks into future - Be persuaded theres no need bids e.g. variances more than 10% for a lessons learned meeting we know what to do nowProgram Closeout:24

Questions/Comments?

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8672.671Other5146.1343