Meeting Project Schedule Compliance Standards. PT&C EVM Practice Lead

Transcription

1 Meeting Project Schedule Compliance Standards Michael Nosbisch, CCC, PSP PT&C EVM Practice Lead

2 PT&C Overview Our mission is to help clients reduce program risk through application of sustainable business practices, project management techniques, and effective cost analysis & engineering principles We have over 28 years experience providing government and private sector clients with high quality professional consulting services in support of capital construction, environmental projects & programs, and large scale civil works projects We deliver independent program cost, schedule, EVM, and risk consulting services to ensure completion of milestone requirements, successful funding, and execution of high visibility programs & projects We have extensive government agency experience, most notably with the U.S. Army Corps of Engineers (USACE), and Department of Energy (DOE)

3 Reviewing / Analyzing Project Schedules Role of Project Time & Cost Currently provides schedule support services to government agencies and their contractors t AACE certified staff with in depth knowledge of industry standards/best practices presented earlier Through partnership with Acumen, can provide staff experienced in the use of Fuse Can assist in development of related procedures and training materials Can augment functionality of Fuse in performing SRA that is called out by GAO

4 Government agency [DoD/]DOE Government wide Non government specific AACE International Project Management Institute

5 (cont d) Government agency [DoD/]DOE Defense Contract Management Agency (DCMA) Office of Engineering and Construction Management (OECM) Government wide Government Accountability Office (GAO)

6 (cont d) Government agency [DoD/]DOE Until 2006, DCMA was executive agent for EVMS for both DoD and DOE Used 14 Point Assessment to analyze schedule in conjunction with EVMS compliance reviews Responsibility for performing EVMS compliance reviews now resides within OECM 14 Point Assessment still being used

7 (cont d) Government agency Government wide GAO Independent, nonpartisan agency reporting directly to Congress» Owner of high risk list that DOE [Contract Management] has been on for more than 20 years (Science came off last year)» Assesses program schedules in relation to scheduling best practices contained in GAO Cost Guide

8 (cont d) GAO s 10 Scheduling Best Practices 1. Capturing all activities: Schedule should reflect all activities in program s WBS (governmentand contractor) 2. Sequencing all activities: Activities sequenced in the logical order they are to be carried out in using dependencies 3. Assigning resources to all activities: Schedule should reflect what resources (i.e. labor, material, and overhead) are needed to do the work

9 (cont d) GAO s 10 Scheduling Best Practices 4. Establishing duration of all activities: Schedule should realistically reflect how long each activity will take to execute using same rationale, data, and assumptions used for cost estimating 5. Integrating schedule activitieshorizontally and vertically: Schedule links products and outcomes associated with already sequenced activities, and traceability exists among varying levels of schedule 6. Establishing critical path for all activities: Critical path should be identified so that any delay on it can be examined for effects on schedule end date

10 (cont d) GAO s 10 Scheduling Best Practices (cont d) 7. Identifying float between activities: Schedule should identify float time so that schedule flexibility can bedetermined 8. Conducting schedule risk analysis: An SRA should be used to predict level of confidence in meeting a program s completion date 9. Updating schedule using logic and durations to determine the dates: Schedule should use logic and durations in order to reflect realistic start and completion dates for program activities 10. Creating a baseline schedule (new)

11 (cont d) Non government specific AACE International Professional association dedicated to furthering concepts of cost engineering and total cost management (TCM) Has had cooperative agreement with DOE for over 10 years In addition to CCC/CCE, created and currently administers Planning andscheduling Professional (PSP) certification Has published 14 Recommended Practices (RPs) related to project scheduling

12 (cont d) AACE s Scheduling Recommended Practices 14R 90: Responsibility and Required Skills for a Project Planning and Scheduling Professional 23R 02: Identification of Activities 24R 03: Developing Activity Logic 27R 03: Shdl Schedule Classification System 29R 03: Forensic Schedule Analysis 37R 06: Schedule Levels of Detail: As Applied in Engineering, Procurement and Construction 38R 06: Documenting the Schedule Basis

13 (cont d) AACE s Scheduling Recommended Practices (cont d) 45R 08: Scheduling Claims Protection Methods 48R 06: Schedule Constructability Review 49R 06: Identifying the Critical Path 52R 06: Time Impact Analysis: As Applied in Construction 53R 06: Schedule Update Review: As Applied in Engineering, Procurement, and Construction 54R 07: Recovery Scheduling As Applied in Engineering, Procurement, and Construction 57R 09: Integrated Cost and Schedule Risk Analysis Using Monte Carlo Simulation of a CPM Model

14 (cont d) Non government specific (cont d) Project Management Institute (PMI) Advances project management profession through globally recognized standards and certifications In addition to DOE recognized PMP, recently established PMI Scheduling Professional (PMI SP) certification Practice Standard for Scheduling (PSS) currently in revision Scheduling CommunityofPractice of (formerlycollegeof of Scheduling) is also developing Best Practices and Guidelines

15 Who Should Conduct Schedule Analysis? Internal (contractor) External compliance Pl i Internal validation External l( (gov. agency) Planning Compliance Closeout Execution Trending Metrics/thresholds vary for each

16 Acumen Introduction Project analytics leader Author of Acumen Fuse Oracle/Microsoft Partner Pertmaster go toresource PT&C partnership HQ in Austin, TX Europe, Asia & Australian local resellers/partners World Renowned Risk Assessment Workshops Oracle accredited Training Partner Acumen Fuse Metric Analysis & Visualization

17 Introducing Acumen Fuse Enterprise Project Analysis & Visualization Metric Analysis Schedule quality Cost/Performance/EV Compliance Logic Analysis Missing or redundant Multi Project Forensics Variances Trending Snapshot comparison Visualization Ribbons Dashboard Analyst reporting Integration with MSP, Primavera, Open Plan, Cobra, Excel, Ares, Pertmaster, UNCEFACT

18 Metric Analysis Analyze schedule, cost, risk, performance What > So What > Now What Objective of pinpointing issues, shortcomings and failed tripwires Comparison against tbenchmarks/thresholds/baselines h /b li Trending over time Comparisons, performance improvements Advanced metrics Beyond standard schedule check e.g. logic density TM Fuse Metric Library Over 225 metrics: DCMA 14 Point, GAO, EV, Risk, Baseline Compliance Metric Editor Only commercial product to allow you to create your own criteria 7/5/11 Slide 18

19 Analyzing Risk Exposure Back end risk exposure

20 Conclusion Benefit of meeting project schedule compliance More than just passing the test Gives visibility ibilit into the project Drives schedule maturity Breeds more realistic time/costforecasting Effort involved can be extensive Makethe process repeatable Automate but retain intelligence Consider internal compliance metrics

21 Questions? Mike Nosbisch