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14 th Annual IPM Conference. Weekly Earned Value F-35 Approach. Suzanne West – Lockheed Martin Jim Hoshstrasser – Northrop Grumman Mike Brooks – BAE SYSTEMS 18 November 2002 Tysons Corner, Virginia. Introduction .

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slide1

14th Annual IPM Conference

Weekly Earned ValueF-35 Approach

Suzanne West – Lockheed Martin

Jim Hoshstrasser – Northrop Grumman

Mike Brooks – BAE SYSTEMS

18 November 2002

Tysons Corner, Virginia

slide2

Introduction

  • Weekly EV Has Provided Value Through the Early Mitigation of Cost, Schedule, and Technical Risk

Result

Higher Probability of Achieving Program Plans

agenda

Weekly

Earned

Value

Agenda
  • Weekly EVM as a Value Added Mgmt. Tool
  • F-35 Team – Weekly EV Approach
  • Lessons Learned
wev value added management tool

Proactive Measurement of Achievement of Detailed Plans

1

Sustained Focus on Key Program Events (IMP/IMS) and Risks

2

Weekly Management Review Ensures Corrective Action at the Earliest Possible Time

3

WEV – Value Added Management Tool
what is weekly earned value

Is Not

Is

  • A Financial Report
  • A weekly CPR
  • Closing the Books on a Weekly Basis
  • A Weekly Status of Total Contract $ Cost
  • A Requirement for More Detailed Schedules (e.g., Weekly Milestones)
  • A Program Management Tool
  • Weekly Measurement of Direct Labor EVM in Hours – No Surprises
  • A “Quick Look” at Labor Variances, Indices and Trends
  • Integrated With the Overall EVMS Processes and Data
  • A Continuous Engagement of Program and IPT Leaders in EVMS
What is Weekly Earned Value?

Coordination Among Teammates & Suppliers Essential

slide7

Weekly Performance Assessment Improves Program Management Insight

Month 1

Month 2

Month 3

Problem

Point

Data Reflects Problem

Problem Researched

Cause Identified

Corrective Action Implemented

Data Validates Problem Corrected

Monthly

1

2

3

4

5

6

7

8

9

10

11

12

13

14

Monthly Performance Assessment Cycles

Earliest Visibility

Weekly

Data Reflects Problem

Issue Researched

Cause Identified

Corrective Action Implemented

Data Validates Problem Corrected

Value Added

Weekly Performance Assessment Cycles

Weekly Assessment Shortens the Cycle for Problem Identification, Corrective Action, Problem Resolution, and Validation

do you already have the tools available to implement weekly ev
Do You Already Have the ToolsAvailable to Implement Weekly EV?
  • Do You Do Job Order Costing?
  • Do You Have Manufacturing Standards?
  • Do You Have Systems Which Provide Hourly, Daily, Weekly Information – Including Labor?
  • Do You Status BTPs Daily, Weekly Already?
  • If you Already Have these Tools / Processes, the Only Changes to Existing Processes for Weekly EV are:

– IPTs/CSIs Assess Progress Against Milestones, CPI/SPI Variances that have Penetrated Thresholds, and Required Corrective Action/Explanations Weekly

-- Develop Interfaces for Cost/Schedule Systems

weekly evms implementation cost
Weekly EVMS Implementation Cost
  • Non-Recurring Cost:
    • Development of Interface(s) to Weekly Database
    • Initial EVMS/Weekly Hands-on Training
  • Recurring Cost:
    • Periodic Training
    • CSI Resource(s)?
    • Time Spent on Weekly Performance Assessment
  • Up-Front Planning Requires Minimal Additional Costs
    • Floor Systems and Accounting Systems Already Provide Most of the Required Information
    • IPTs / Business Management Personnel Already Having Weekly Reviews of Data
weekly evms requirements constraints
Weekly EVMS Requirements/Constraints
  • Requires Upper Management Commitment & Leadership
  • Training for IPTs and CSIs (Cost/Schedule Integrators)
  • Appropriate Up Front Planning and Occasional Re-planning
  • Disciplines Team Leaders to Make Weekly Assessment of Earned Value
  • Requires Strong Business Management Support to Integrate Data

Our WEV Approach Adopted Best Practices

f 35 evms approach
F-35 EVMS Approach
  • True “Partnering” Relationship with Teammates
  • Enable Real Time Cost/Schedule Data to the Entire Teams and Customer
    • Include Major Critical Suppliers
  • Manage as True IPTs – Irrespective of Company’s
    • “JSF First”
    • “Best Athlete” Manages Team
    • “Disney Friendly, FEDEX Fast”
  • Risk Reduction Approach

We Are Committed to Managing the JSF SDD

Contract Using Weekly Earned Value Including

Major Critical Suppliers

global communication
Global Communication
  • Use Time Zones as an Advantage
    • Establish Process That Utilizes Extended Working Day
    • Manage Meeting Times / Appropriate Involvement
  • Utilize e-mail / Net Meetings / Telecons / File Transfer Wherever Possible

06:00

12:00

18:00

00:00

CST

BAE SYSTEMS

LM Aero (Ft Worth)

NGC

Data Review

Data Exchange

Meetings

system development and demonstration sdd organization

AS Integration

Matt Maxwell

Program Controls

Georgia Hughey

SE Operations

Gary Garza

Requirements Mgmt

Tom Partridge

AS Analysis

Dean Hayes

SEManagement

Phil Kruger

AV Integration

Paul Park

AS Management

John Paquet

SysSuppt Analysis

Scott Cobert

AV Verification

Mark Lambeth

AS Specialty Eng

Greg Brown

Subcontract Mgmt

Loyd Gray

Specialty Eng

Guy Gordon

AS Life-Cycle Plan

Eric Redding

AV Sys Mgmt

Tom Partridge

AV SCM

Guy Grosgebauer

System Development and Demonstration (SDD) Organization

LM F-35 Executive Leadership Team

Partner Leadership

Key Program Interface

LM F-35 Program Manager

Tom Burbage

  • Northrop GrummanPeter Shaw
  • BAE SYSTEMSMartin Taylor
  • Government/LMPropulsion IPTFran Ketter
  • Government/LM International IPT Mike Cosentino
  • New Initiatives Paul Leamer

Deputy F-35 Program Manager

Henry Levine

Tier 1

Program Integration

Clay Porterfield

Tier 2

Business Management

Craig Happel

Air Vehicle

John Fuller

AutonomicLogistics

Luke Gill

Systems Engineering

Jim Engelland

Integrated

Test Force

Paul Metz

Resource Management

Stan Phillips

Integrators

Deputy and SEIT

Dave Butcher

DeputyMark Connelly

SEIT

Terry Harrell

PC

Phil Riney

SEIT

Don Searles

PC

Anne Bradley

PC

Donnie Ward

Deputy /SEIT

Tom Phillips

PC

TBD

Engineering

Jim Engelland

Security

Jana Moody

Business Dev

Jim Schaefer

ITF– Fort Worth

John Korstian

Infrastructure Integration andF-35 Onboarding

David Bittenbinder

Contracts

Gary Lowe

Strategy Integration

Rowena Eberhardt

Customer Support

Don Searles

ITF – Pax River

Tom Phillips (A)

Program Support

Gary Howard

Trade Studies/Estimates

Phil Stumph

Aerostructures Mfg

G. B. Bailey

Material Mgmt

Art Price

Business Approach

Working Group

Peter Walker (LMIS)(A)

Engineering Integration

John Browning

ITF – EAFB

Tom Phillips (A)

Program Self Assessment

Tim Halterman

EVMS/Finance

Suzanne West

Business Mgmt

Craig Happel

Special Projects

Floyd Whitehouse

Support

System

Lee Johnson

SEIT Gary Kolling

P&OS

David Kohler

SEIT Sara Gutierrez

Airframe IPT

Martin McLaughlin (NG)

SEIT Larry Mestad

Afford and Cont Impr

Mike Fortson

Organizational Effectiveness

TBD

Communications

John Smith

PC Catherine Griffin

Data Management

Graham Rutherford

SW Mgmt and Collab Envr

Lloyd Huff

Training

System

JoAnne Puglisi (LMIS)

IS&T

Lory Arghavan

SEIT Stan Urbanek

Air System Verification

Perry Whitten

Vehicle Systems IPT

Frank Kirkland

SEIT Jerry Laster

Bus. Ventures

Larry McQuien

Subcontract Management

Art Price

PC Peter Bernstein

Tier 3

International Projects

Steve Fouga

Legal

Steve Jeroslow

AL InformationSystems

Kevin LeBeau

Mission System IPT

Dave Larsen

(A) Acting

(PC) Program Controls

SEIT Wally Lafferty

SEIT Karen Carrington

Pilot Integ Flight Ops

TBD

PC Elizabeth Link

Manufacturing

G.B. Bailey

Key Emphasis Specialists

Wizards

  • Special Projects
  • Floyd Whitehouse
  • ManufacturingGB Bailey
  • IFPC Fran Ketter
  • Reliability, Maintainability, Safety and Supportability Greg Brown
  • Affordability and Continuous ImprovementMike Fortson
  • Program Security
  • Jana Moody
  • Ship SuitabilityMike Yokell
  • Interoperability
  • John Gruetzmacher
  • Mission PlanningJeff Brandon
  • Lethality and Survivability Dean Hayes
  • Subcontract Management Art Price
  • International Projects
  • Steve Fouga
  • Software Management
  • Lloyd Huff
  • Improvements and Derivatives Dave Jeffreys
  • Programmatic PlanningPaul Leamer
  • Air Vehicle IntegrationKent Clark
f 35 cost schedule summary
F-35 Cost & Schedule Summary
  • Approx. $17B PMB
  • Period of Performance: FY01 – FY12
  • 214 Level 5 WBS Legs
  • 10,000 Control Accounts
  • 25 IMP Events/ 1,500 IMS,
    • 30,000 Activities (Detailed Planning thru 3/03)
    • Critical Item Network (2,500 Activities)
  • CSIs – 185 for All Teammates
    • 1 CSI per 30 Tech. Staff
slide16

SDD Earned Value ManagementTool Architecture

Excel

Cost

Template

Integrated

Management

Framework

(IMF)

Variety

Variety

Suppliers

Suppliers

Cobra

MSP

LMIS

LMIS

winsight

SAP

MSP

P&W

P&W

MS Project

COST

SCHEDULE

Total program

PCMS

MSP

GE

GE

Cost Schedule

Database (CSDB)

MPM

MSP

NGC

NGC

BAE

BAE

CV

PV

Gateway

PV / MSP

CV

LM Aero

LM Aero

EL-28

weekly evms cycle flow

Monday

Tuesday

Thursday thru Thurs week

Weekly EVMS Cycle Flow
  • Status Schedule
  • IPTs Analyze Performance & Address Conflicts
  • Enter Earned Value into Cost/Schedule System
  • Complete EV Load, Verify BCWP
  • Budget/EAC/Revisions as Required
  • Input Weekly Labor into Cost System
  • Finalize Cost/Schedule for Weekly Review
  • Load Data into Cost/Schedule Tool (wInsight)
  • IPT Reviews & Analyzes Performance
  • Develops Variance Explanations as Required

Wednesday

  • Management Review
integrated management framework imf
Integrated Management Framework (IMF)

The Integrated Management Framework will provide Program Management with A Single Web-Based Portal for Program Data, Status, and Metrics

,

  • Linkages Between
  • Related Data
  • Workflow
  • Configuration
  • Management
  • Traceability
  • Access
  • Controls
  • Customers
  • Suppliers
  • Partners
  • Program Managers
  • IPT Leaders

Risk Mgmt.

TPM

EVMS

IMP/IMS

SOW

Product Data

WBS

Requirements

slide19

IMP/IMS Integration With Detail Schedules

Our Weekly Status Flowed From the IPT Detail Schedules to

The IMS Creates Our Program Critical Path Network and Provides

Management the Visibility to Resolve Potential Impacts

CS-13

critical item network exists

Management Visibility

Critical Path Status

Analysis

Total

Number

Of Act.

Critical

Path

Activities

IMP Event Status

Critical Item Network Exists
  • CI Network
  • Provides Linkages Between Selected Set of Detail Activities Across IPTs
  • Resides in CSDB in Project View

~2500 Activities

Critical Items

Detail Schedule for

WBS 1122

  • Detail Schedules
    • Resources Identified
    • EVMS Basis (PMB)
    • Maintained by IPT under Config Mgmt Process
    • Detail Parts/ Components Statused in MRP
  • Statused From Detail Schedules Weekly
  • Analysis Performed Weekly
  • Extracted Periodically for “What If” Scenarios

Detail Schedule for

WBS 2230

Detail Schedule for

WBS 5510

  • Currently 25,600 Activities (Over 150,000 at End of SDD)

Weekly Status Flows From IPT Detail Schedules to Critical Item Network Providing Management Visibility To Resolve Potential Impacts

roles responsibilities
Full Responsibility, Authority, & Accountability (RAA)

Coordination of Detailed Schedules & Budget

Use Weekly EVMS as a Mgmt. Tool vs. a Reporting Tool

Lead Weekly EVMS Project Review

Present Consolidated Weekly Data to Program Management

Business Management Personnel Assigned to Assist in Support of Weekly EVMS

Fully Understand Performance Indices

Status Project Schedules

Assist in EAC Assessment

Consolidate Site Inputs for Project Manager

Facilitate Weekly Project Manager Reviews

Roles & Responsibilities

IPT Lead

Cost/Sched. Integrator (CSI)

program manager s role
Program Manager’s Role
  • Understands Program Scope/Content
  • Ensures Clear RAA Exists for All Tasks – IPT Structure
  • Ensures Program Plans are Executable and Satisfy Requirements
  • Implements EVM At All Levels of the Team Structure
  • Provides a Structured Framework for Performance Status (Weekly Deck Reviews)
  • Analyzes EV Data Every Week, Corrective Action Plans
    • Checks for Poor Performance & Degrading Trends
  • Owns Total Program Cost, Schedule & Technical Achievement
    • Controls Management Reserve (MR)
    • Manages Baseline Change Control
lessons learned24
Lessons Learned
  • Take Time to Plan - Involve ALL Stakeholders
    • Customers / DCMA / Companies / Suppliers
  • Team Leaders Have Responsibility, Accountability, and Authority (RAA) for Cost, Schedule,Technical, and Quality
  • Requires Continuous Management Reinforcement
  • Requires Shared Single Source Database
  • Trained IPT/ Business Management to Support

Program Wide Management Tool vs. Reporting Tool

lessons learned25
Lessons Learned
  • Classroom Training Works - Coaching Delivers
  • Start EV Tools at Estimating Phase - Develop into Baseline
  • Continual Reinforcement / Discipline
    • Assumptions can Cause Confusion
  • Weekly Communication Build Trust - Intangible Benefits
    • Don’t Underestimate Non-Verbal Communication
  • IPTs Require Different Approaches to Planning
  • Recruit Professionals - Migrate Knowledge
  • Manage Data Volume - Key Reports (Manage what Matters)
slide26

Lessons Learned

  • Assist Customer Understanding (Help Educate the Customer)
  • Sharing Relationship / Develop Partnership with Tool Set Providers
  • Don’t Re-Invent The Wheel - Adapt Best Practices, Existing Skills, Process, Tools
  • Consolidate / Share Training Costs - Look at Skills Across All Teammate
  • Harmonize Training with Tasks
  • Consider Long Term Company Strategies
    • IT Infrastructure / Tool Set Deployment

CPR

slide31

“Indicates that theeffort is on schedule.”

“Means that effort iscosting less that expected.”

concluding remarks
Concluding Remarks
  • Weekly EV will Increase the Probability of Meeting Your Customer, Program, and Financial Objectives
  • The Biggest Challenge is Changing the Management Culture from Monthly REPORTING to Weekly MANAGEMENT
  • Weekly EV Does Not Cost – It Pays!

Adm. Steven L. Enewold: After only 10 months into the program… “we shortstopped two big execution issues with Weekly EVM…” 9/13/02

slide33

Conclusion

  • Weekly EV Has Provided Value Through the Early Mitigation of Cost, Schedule, and Technical Risk

Result

Higher Probability of Achieving Program Plans

slide35

Good Earned Value for Your Pound!

  • 1998 Toyota MR2 GT-TBar (Right Hand Drive)
  • 38K Miles…22K Kilometers
  • Leather, CD, FSH, TAX
  • Immaculate Inside and Out
  • £9,000