MICROSOFT PROJECT USER GROUP PRESENTATION DELIVERED BY

GERALD LEONARD

EVM at the National Archives using MS Project

Server

National Archives and Records Administration

is a self-governing Federal agency that preserves our nation's history by overseeing the management of all Federal records.

houses the Declaration of Independence, the Constitution of the United States and the Bill of Rights.

has 34 facilities hold about 2.9 million cubic feet of original textual materials.

National Archives and Records Administration

houses: 93,000+ motion picture films 5 million+ maps, charts, and architectural drawings 207,000+ sound and video recordings 18 million + aerial photographs nearly 35 million still pictures and posters electronic records comprising about 4 billion logical

data records

receives sixteen millions requests for records a year

64,000 requests a day 8,000 requests an hour

Mission

The National Archives and Records Administration (NARA) began searching for a Project Management Tool (PROMT) to address the issues with effectively managing its portfolio of IT projects according to the guidelines set forth by the Office of Management and Budget (OMB) and the United States General Accounting Office (GAO).

After reviewing various vendor products the selected team members recommended Microsoft Project Server / Professional 2003 as the solution of choice.

The team also selected wInsight from CS-Solutions as the product of choice to calculate earned value which will fulfill the requirements of an ANSI/EIA 784-A compliant EVMS application. .

PROMT to Support the ERA Program

The Electronic Records Archives (ERA) will be a comprehensive, systematic, and dynamic means for preserving virtually any kind of electronic record, free from dependence on any specific hardware or software

ERA will authentically preserve and provide access to any kind of electronic record, free from dependence on any specific hardware or software, enabling NARA to carry out its mission into the future.

NARA’s Business Requirements for PROMT

The Project Management tool assists the project team to: schedule tasks and link task dependencies assign resources collect project costs collaborate on project deliverables (including

documents) manage project risks and issues report on project accomplishments communicate with stakeholders calculate earned value

Value to Management

The Project Management tool assists NARA track project progress from the desktop drill into project specifics (tasks, resources, dates,

issues, risks and documents) participate in threaded discussions on deliverables,

risks and issues view documents in the project library see standard reports on every tracked project reduce time spent reporting and summarizing

project status view project dependencies (both inter and intra) determine project priorities evaluate impact when resources are realigned

Approach

Discovery Determine Current People, Processes and Technologies

that support their existing PMO infrastructurePlanning

Develop Process requirements Develop Technical and configuration requirements

Design Developed solution design based on meeting NARA’s

business requirements Developed a system that was flexible, reliable and

scalable. Prototype

Quickly developed a prototype to demo to Senior Management so they could see their customized version of the PROMT solution

Approach (cont.)

Pilot Conducted 3 pilots Each iteration of the pilot included additional

functionality and complexity for the team to test.Transition to Production

Worked with the IT organization to documents a robust and rigors T2P plan and handoff.

Full ImplementationRollout to the remaining agency

New instance of PROMT called PROMT2 that is currently being rolled out to the rest of the agency.

Training Mentoring and Operational Support

Initial Configuration using Managed Periods

Customized PWA Configurations

Server Configuration

Group Configuration

Timesheet Approvers Group Permissions

PROMT Actual Work InputPlanned Work/Activities

Deliverables (in bold)

Sends to Deliverable Managerfor approval

Record actual hours worked

Timesheet Approval in PROMTSubmission of Staff Time

Each entry can beApproved/

disapprovedIn this column.

Save updates the master schedule

PMO Earned Value Reports

Output from PROMT to Project Connect is exported to Excel spreadsheets and provided to PMO management for review and analysis

Currently done at WBS Level 3 (data is automatically rolled up to the summary levels by Project Connect) for the work packages

Input to EV Reports

Steps Description of Activity Responsibility

Collect status of each lowest level task (Physical % Complete) for the specified time period from deliverable owner

Project Control

Enter status data into MS Project File (PMO IMS) Project Control

Load statused end of period MS Project file onto the desktop computer that has Project Connect, 2/Insight Administrator and CS Glue installed

Project Control

Open the MS Project File.Note the Project Control Toolbar and follow step by

step directions below

Project Control

Project Connect Setup

Set the Period End Dates to match the defined end of period status date that will be used with each MS Project file:

a. Select the X12 button on the Project Connect Toolbar.b. Select the Periods button.

Project Connect Setup (Cont).

• Select a Month in the End Dates and the Day that ends the period in the calendar.• When finished select Save which will generate a Template File that can be used for any project. For

consistent calculations the MS Project Status Date and the Project Connect Period End Date must match.

Master Schedule (MS Project) w/ Project Connect Application

Clicking on EVMbutton will initiateBCWP calculation.

Project ConnectAdds Calc BCWP

Data column automaticallyX12 Transfer File button

Earned value methodhas been determinedFor each task.

5 = Physical % Complete

EVM not needed forsummary elements

Physical %Complete enteredFor those tasksWith EVM = 5.

Sample Project Information Statistics

WBS NAME BCWP BCWS ACWP BAC CPI SPI EAC VAC TCPI

1Electronic Records Archives (ERA)

Program 8,448,757.70 9,329,437.34 7,688,031.13 11,784,003.98 1.10 0.91 $11,039,327.09 $744,676.88 0.81

1.01 Program Management (ERA PMO) 4,009,651.86 4,376,980.30 3,023,481.76 5,399,230.25 1.33 0.92 $4,167,285.90 $1,231,944.35 0.58

1.01.01 Plans (ERA PMO) 52,729.40 114,106.20 60,773.67 168,182.15 0.87 0.46 $348,727.82 ($180,545.67) 1.07

1.01.02 Program Control (ERA PMO) 758,025.22 979,869.02 750,522.44 1,450,148.85 1.01 0.77 $1,636,347.74 ($186,198.89) 0.99

1.01.03Management and Administration

(ERA PMO) 574,625.63 574,625.63 599,856.39 666,667.57 0.96 1.00 $695,939.72 ($29,272.15) 1.38

1.01.04Program Management Training (ERA

PMO) 221,030.65 221,030.66 151,546.50 236,755.86 1.46 1.00 $162,328.26 $74,427.60 0.18

1.01.05Procurement Management (ERA

PMO) 44,323.47 44,507.87 31,202.12 57,986.05 1.42 1.00 $40,860.09 $17,125.96 0.51

1.01.06 Risk Management (ERA PMO) 199,337.77 199,337.76 97,668.07 234,247.10 2.04 1.00 $114,772.34 $119,474.76 0.26

1.01.07 Quality Management (ERA PMO) 27,139.89 77,949.64 13,273.71 81,200.05 2.04 0.35 $89,213.19 ($8,013.14) 0.80

1.01.08 Steering Committee Meetings 3,339.00 3,339.00 980.68 3,339.00 3.40 1.00 $980.68 $2,358.32 0.00

1.01.09 ERA PMO Configuration Management 53,803.86 80,521.09 33,237.74 95,191.86 1.62 0.67 $71,501.59 $23,690.27 0.67

1.01.10 Communications (ERA PMO) 562,325.18 568,162.20 316,143.27 670,637.41 1.78 0.99 $377,669.27 $292,968.14 0.31

1.01.11 Records Management (ERA PMO) 25,313.96 25,313.96 9,661.10 27,741.21 2.62 1.00 $10,587.46 $17,153.75 0.13

1.01.12Oversight Support for FY 2005 (ERA

PMO) 27,576.58 27,576.58 12,379.39 30,203.14 2.23 1.00 $13,558.47 $16,644.67 0.15

1.01.13Program Management Tools (ERA

PMO) 516,422.12 516,981.56 159,758.91 581,470.02 3.23 1.00 $179,903.74 $401,566.27 0.15

Sample EVMS Performance Indices

0

0.2

0.4

0.6

0.8

1

1.2

1.4

SPI CPI TCPI

SPI 0.51576 0.52326 0.5659 0.56673 0.66468 0.69503 0.84323 0.82301 0.9056 0.88114 0.90628 0.94626 0.94021 0.94084 0.94158 0.94535 0.9461 0.97689

CPI 0.7829 0.7633 0.85293 0.93039 1.11618 1.17588 1.1713 1.12081 1.09895 1.10372 1.04246 0.98029 0.99599 1.00804 1.01693 1.03082 1.04923 1.0646

TCPI 1.01618 1.03889 1.03395 1.02081 0.95325 0.90705 0.86203 0.89027 0.82229 0.76483 0.84445 1.16573 1.00438 0.99035 0.97745 0.95441 0.92064 0.88206

Sep 03 Oct 03 Nov 03 Dec 03 Jan 04 Feb 04 Mar 04 Apr 04 May-04 Jun-04 Jul-04 Aug-04 Sep-04 Oct-04 Nov-04 Dec-04 Jan-05 Feb-05

SPI = Schedule Performance IndexCPI = Cost Performance IndexTCPI = To Complete Performance Index

Scheduling

Project Control Staff integrates: Remaining Work % Complete Network Logic, and Other Factors that impact Earned Value data.

Staff develops realistic assessment of remaining work on unfinished activities/deliverables

Integrated Master Schedule Data ported to Project Connect for earned value calculations.

Requirements for Earned Value Management (EVM) Reporting

EVM data to be delivered to PMO monthly Vendor EVM data must be delivered in one of the following

two formats. ANSI X12 839 EDI format wInsight compatible XML format

Other reporting standards: DI-MGMT 81468, Contract Funds Status Report (CFSR)

approved October 19, 1995 DI-MGMT-81466, Cost Performance Report, approved October

19, 1995 Developer initiated baseline or EV reporting changes

bound by contract stipulations Developer must use physical, not duration-based, percent

complete Developer Performance Measurement Baseline (PMB) to

cover entire technical scope of contracted work, include realistic schedules integrated with appropriate level and mix of resources

Requirements for Earned Value Management (EVM) Reporting

Written variance analyses will be provided for +/- $25,000 current cost and schedule variances, +/-$50,000 cumulative cost and schedule variances, and +/-$125,000 variances at completion.

All negative BCWS, BCWP or ACWP will be explained. PMO will use EIA 748-A, EIA Standard-Earned Value

Management Systems, January 2002, to validate data from Developer’s PMB.

Program Performance Reporting

Completed: Assessing PROMT, wInsight and Project Connect tools for data

accuracy, consistency and relevance Implementing procedures for resolving excessive variances

Government review of Contractors’ CDRLs Integrate NHE EVMS data with the contractors’ performance

during SA&D phase Current: (Systems Analysis and Design Phase) Performance

Reporting Data analyzed monthly, compiled quarterly Vendor Reporting Requirements defined in Contract Coordinate CDRLs’ feedback with CORs and QA

Out years (Increments) Performance Reporting wInsight is used by both developmental contractors Developing Increment 1 Integrated Schedule for ERA Program

Office Working with DCMA and DCAA to support audits and baseline

reviews Improving the WBS Reporting Structure

Integrated EVMS Analysis

Program Critical Events SA&D ProgressEVMS Summary Analysis

Integrate the Budget Financial System with EVMS Integrate contractors’ EVMS XML data files with

internal NHE EVMS Data Review monthly and provide a consolidated report

quarterly

Sample EVMS Data

EVMS Cumulative Datathrough FY05

$0

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

$14,000,000

$16,000,000

$18,000,000

BCWS

BCWP

ACWP

Results

NARA now has the necessary tools to perform enterprise management of its portfolio of IT projects through all phases of the software development life cycle in compliance with GAO’s requirements.

U.S. GAO - Information Technology: Agencies Need to Improve the ...