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Project Schedule and Cost
Baseline Procedure Guide
OETI-PMP-03
        Environmental Protection Agency
        Office of Enterprise Technology and Innovation (OETI)
        March 16, 2007-Version 1.0

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Office of Enterprise Technology and Innovation
       Project Schedule and Cost Baseline Procedure Guide OETI-PMP-03
Document Change History
 Version   Date
Author
Description of Changes
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Office of Enterprise Technology and Innovation      Project Schedule and Cost Baseline Procedure Guide OETI-PMP-03

Contents

1.   Introduction	1
     1.1     Purpose	1
     1.2     Background	1

2.   Approach	2
     2.1     Assumptions	2
     2.2     Scalability	2
     2.3     Best Practices	3

3.   Roles and Responsibilities	5

4.   Procedure	6
     4.1     Process Flow Diagram	6
     4.2     Steps	6
            4.2.1    Refine WBS and Develop Schedule Baseline	7
            4.2.2    Prepare and Load Schedule into IMS	10
            4.2.3    Prepare Schedule for EVMS	11
            4.2.4    Develop Cost Baseline	12
            4.2.5    Submit Approval Package	14
            4.2.6    Conduct Integrated Baseline Review (if Required)	14

5.   Considerations	16

Appendix A   Acronyms	A-1

Appendix B   Checklist for Preparing a Project Schedule and Cost Baseline	B-1

Appendix C   Additional  Resources	C-1

Appendix D   Interface Requirements	D-1

Appendix E   OMB Policy Letter	E-1

Appendix F   Earned Value Technique (EVT) Definitions	F-1

Appendix G   Additional  WBS Sample	G-1

Appendix H   IMS Reserved Fields	H-1
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1.  Introduction

This document defines the process by which staff within the Environmental Protection Agency
(EPA)'s Office of Enterprise Technology and Innovation (OETI) performs project schedule and cost
baseline activities.


1.1   Purpose
This document defines the methodology, process flow, and relevant standards by which OETI project
staff performs project scheduling and cost baseline activities and identifies participants and their
responsibilities.


1.2   Background
This procedure explains the steps necessary to develop schedule and cost baselines for OETI
projects. If required, this procedure also addresses establishing performance metrics in an Earned
Value Management System (EVMS).

Project schedules are developed and cost and schedule baselines established once the project has
been planned and approved according to PMP-02 Project Initiation and Planning Procedure.  For the
purpose of this procedure, a project schedule is defined as "the planned dates for performing
schedule activities and the planned dates for meeting schedule milestones."1  In effect, for a project
schedule to be meaningful and useful, the activities and milestones must be logically tied providing a
dynamic estimate of work that can be compared with the initial plan developed in PMP-02 Project
Initiation and Planning Procedure.  From the time-phased, resource-loaded schedule a cost baseline
can be developed.  Developing cost and schedule baselines allow project team members a point from
which activities can be defined, resources assigned, and performance measures established.
Baselines also provide the starting  point for change control, allowing a Project Manager the ability to
maintain an audit trail of changes to a  project schedule or costs (referred to as re-planning) from
project start through project completion.

To reinforce these practices, the  Clinger-Cohen Act of 1996 and the Office of Management and
Budget (OMB) June 2006 Circular A-11 directs that investment projects have  performance measures
and management processes that monitor and compare actual performance to planned results.
Additionally, OMB issued Memorandum 05-23 requiring the use of an EVMS for major IT investments
to enforce the improvement of agencies' IT investment planning and execution.
 Project Management Institute, The Project Management Body of Knowledge (PMBOKฎ), Third Edition. 2004
Glossary p 382.


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2.  Approach
This section explains the approach used to develop this project schedule and cost baseline
procedure.  It details the assumptions, the degree of scalability of the procedures, and the industry
standards, best practices, and EPA current practices consulted in creating this procedure.


2.1   Assumptions
The project schedule and cost baseline  procedure assumes the following:

    •   OETI may manage several projects of varying size and complexity.
    •   Projects may be dependent on an overall project plan or may be independent projects
       managed under a portfolio of projects.
    •   Performing this procedure requires that projects are authorized and funded in accordance
       with PMP-02 Project Initiation and Planning Procedure.
    *   This procedure is dependent  on the use of an automated scheduling tool. It assumes that at
       a minimum, the Project Manager and Schedule/Earned Value (EV) Coordinator are
       effectively trained in the use of the tool and have ready access to the tool.
    •   For projects that require earned value management, this procedure is dependent on the use
       of an Earned Value Management tool.  It assumes that at a minimum, the Schedule/EV
       Coordinator is  effectively trained in the use of the tool.
    •   The project team responsible for analyzing scheduling and earned value metrics are
       effectively trained in project management and earned value management.
    •   At a minimum, projects of more than 30 calendar days in duration or valued at more than
       $50,000 must be baselined and tracked.
    •   External requirements may dictate project direction and activities and may override the steps
       defined in this  procedure. For example, EPA's Office of Environmental Information (OEI) is
       preparing and will issue an Earned Value Management Procedure to comply with the OMB
       directive to enforce the improvement  of agencies' IT investment planning  and execution.
       Where necessary to enhance project management and success of OETI system projects,
       OETI project management procedures add to the agency's minimum requirements articulated
       in OEI's EVM policy and  procedures.

2.2   Scalability
As part of the project initiation and planning activities, the Project Manager uses certain criteria to
determine to what extent the schedule and cost baseline procedure is applied to the project.  Systems
and large projects are generally more complex and require more regular and disciplined processes to
effectively manage them. The extent of the procedure applied is also impacted by internal and
external requirements. For example,  OMB requires agencies to improve execution, performance and
oversight of major information technology (IT) projects through an earned value management system
compliant with the ANSI-748 standard.

However, the extent of the schedule and cost baseline procedure and the number of  resources
involved in the  process can be adjusted based on unique project requirements, especially for small
projects with few or no dependencies, a low level of risk, and a relatively short duration, as well as
non-system projects.
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Another consideration is if the project requires earned value management (EVM).  The following
criteria should be utilized to help guide those involved in the decision-making process:

    •   Will the Capital  Planning and Investment Control (CPIC) process be a requirement?
    •   Is the project at least six months in duration and at least $500K?
    •   Is the project high-risk, high-profile, or considered "complex"?
    •   Will the resources be dedicated to the project for at least three months?

An answer of "Yes" to one or more of these questions may indicate that EVM is needed for the
project. The project team should evaluate these and other unique characteristics of the project during
the planning process and determine how best to adjust the procedure to address specific project
requirements. Table 2.1 below provides guidelines for applying this procedure.
       Table 2-1.  Project Schedule and Cost Baseline Procedure Scalability Guidelines
 a Procedure
 OETI-PMP-03
    Project
    Schedule and
    Cost Baseline
    Procedure
a Does the Procedure
    Apply?
Applies to all projects
a Determining Procedure Scalability
 All projects should document basic schedule
 and cost information
1  The detail required in the cost and schedule
   baselines is based  on project size, cost,
   resources/contractors involved, and project
   duration
1  If CPIC or CPIC Lite is required, earned value
   management data is captured
2.3   Best Practices
The OETI vision includes the employment of best practices from both industry and the EPA. This
procedure incorporates the following best practices and existing regulations and policies:

    -   EPA regulations and standards
       -  EPA Directive 2100.5, System Life Cycle Management Policy. Available at
           http://intranet.epa.qov/oei/imitpolicv/qic/ciopolicy/2100.5.pdf
       -  The EPA Interim Agency System Life Cycle Management Procedures.  Available at:
           http://intranet.epa.qov/otop/policies/Extended  lnterimProcedures.pdf
       -  U.S. Environmental Protection Agency (EPA) Earned Value Management Procedures -
           Addendum to CPIC Procedures, December 18, 2004.  Available:
           http://intranet.epa.qov/otop/policies/evm  procedures dec18  2004 v4.pdf
    -   Federal regulations, industry standards, and best practices
       -  American National Standards Institute/Electronic Industries Association Standard 748-A
           (ANSI/EIA-748A) A Standard for EVMS Intent Guide.  Available at:
           http://www.ndia.orq/Content/ContentGroups/Divisions1/Procurement/PDFs10/NDIA PMS
           C  EVMS  IntentGuide Jan2005.pdf
       -  Earned Value Glossary - Glossary of Earned Value Management Terms. Available:
           http://www.acq.osd.mil/pm/faqs/qlossary.htm
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       -   Project Management Institute Project Management Body of Knowledge (PMBOKฎ)
           Guide, Third Edition, 2004.
       -   Department of Defense Integrated Master Schedule Data Item Description, March 30,
           2005.  Available: https://acc.dau.mil/CommunityBrowser.aspx?id=19545
       -   Department of Defense Handbook, Work Breakdown Structure, May 27, 2004. Available:
           https://acc.dau.mil/CommunityBrowser.aspx?id=56317
       -   OMB Circular A-11 (Part 7, Planning, Budgeting, Acquisition & Management of Capital
           Asset), November 14, 2003. Available:
           http://www.whitehouse.gov/OMB/circulars/a11/03toc.html
       -   OMB Policy Letter M-05-23, "Improving Information Technology Planning and Execution,"
           dated August 4, 2005. Available:
           http://www.whitehouse.gov/omb/memoranda/fy2005/m05-23.pdf
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3.   Roles and  Responsibilities
Table 3-1  presents the roles and responsibilities for OETI project staff involved in project scheduling
and cost baseline activities.  This table lists functions or tasks that each project role performs.  While
each role will be assigned to an individual staff member, an individual may perform multiple roles for a
project.

          Table 3-1. Project Scheduling and Cost Baseline Roles and Responsibilities
 Project Manager
 Project Team Lead
 Control Account Manager (CAM)
 Schedule/EV Coordinator
                                   Responsibilities
•   Reviews and approves WBS
•   Reviews and approves cost and schedule baselines
•   Ensures an Integrated Baseline Review (IBR) is performed (as applicable)
•   Reviews and approves (as applicable) the WBS and project schedule for a
    specified portion of the scope of work
•   Reviews and approves (as applicable) cost and schedule  baselines  for a
    specified portion of the scope of work
•   Refines the WBS to meet stated requirements and defines work packages
    and control accounts for a specified portion of the project
•   Develops the schedule baseline, including activities and milestones,
    sequencing, estimating durations, determining critical path, and resource
    allocations (loading and leveling)
•   Establishes status metrics as required
•   Provides material and other direct costs for the project to assist with the
    development of the cost baseline
•   Reviews the baseline cost estimate proposal to ensure that the setup allow
    sufficient collection of information to understand and manage performance
•   Submits schedule and cost baseline approval package to Project Team Lead
    (if applicable) and Project Manager
Note:  If this person is not the Contracting Officer's Representative (COR) he or
she should consult with the COR to ensure understanding of the contractor's
responsibilities and reporting requirements per the contract
•   Facilitates  scheduling and cost baseline preparation
•   Assists the CAM with the definition of the WBS, work packages, and control
    accounts for the project
•   Compiles IMS in coordination with CAMs
•   Provides schedule and baseline reports to CAMs and Project Manager for
    analysis and review
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4.   Procedure

This section presents the process flow for project schedule and cost baseline and describes each
step of the process in detail.

4.1    Process Flow Diagram
Figure 4-1  illustrates the process for the project schedule and cost baseline procedure and the
activities to be performed.
      PMP-02 Project
    Initiation and Planning
       Procedure
        (4.2.6)
    Conduct Integrated
    Baseline Review (if
        req'd)
(4.2.1)
Refine WBS a
Develop Schec
Baseline
| '


nd
•liilr fc

L
No
Yes
         Approval?
                                                    Within Procedure  _

                                                    Outside of Procedure
/EVM\ Yes
k./ X h.
^

*"v Kequirear1 s ^
No

(4.2.5)
Submit Approval
Package
gi

(4.2.3)
Prepare
Schedule for
EVMS

i
r
(4.2.4)
Develop
Cost
Baseline
                    Figure 4-1.  Project Schedule and Cost Baseline Process

4.2   Steps
The following sections describe the steps of the project schedule and cost baseline process shown in
Figure 4-1.

The following figure  illustrates the relationship of the components to develop a project schedule and
cost baseline. The detail and descriptions of these components is provided in the following sections.
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Work Packa
3e 1
                            Figure 4-2.  Component Relationship

4.2.1  Refine WBS and Develop Schedule Baseline
This procedure begins after project approval (or planning activities that result from approval to re-
baseline an existing project) as determined through completion of PMP-02 Project Initiation and
Planning Procedure. During the project planning phase, key roles for the project are defined and
documented in the Project Management Plan (PMP), including the role of Schedule/EV Coordinator.
The PMP should also include a high level description of schedule and baseline responsibilities. For
purposes of this procedure, the description of activities in the various steps refers to a Control
Account Manager, although for large projects there may be multiple CAMs.  Likewise, for smaller
projects, the Project Team Lead role and CAM  role may be performed jointly.  For larger projects, a
Project Team Lead may have several CAMs managing aspects of the scope of work within their
responsibility.

The initial high-level work breakdown structure  (WBS) for the project is developed during project
planning and is updated in this procedure to include smaller, more manageable pieces of work. The
WBS is defined as a 'deliverable-oriented hierarchical decomposition of the work to be executed by
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the project team' . The lowest level of the WBS is represented by the work packages that are
scheduled, cost estimated, monitored, and controlled.

The CAM refines the high-level WBS to meet the following minimum requirements:

    •   Prepared using PMI's PMBOKฎ as a framework
    •   Contains a WBS dictionary
    •   Is structured to contain all work elements (scope)
    •   Is structured to support cost estimation
    •   Is structured to levels that satisfy status reporting, including schedule, costs,  resources, and
       performance, and if required,  earned value metrics
    •   Is structured to levels that identify all work activity in the way that it is planned to be
       performed.

For an OETI IT project, the WBS could be defined as shown in Figure 4-2.  An additional WBS
example and resources helpful in developing a WBS are provided in Appendix G and C respectively.


                       Notional  Work Breakdown Structure
E              Communication/ 1   (
             hangeManagemenj   [
                                 Figure 4-3. Notional WBS

The CAM submits the updated WBS to the Project Team Lead (if applicable) or the Project Manager
for review and approval.

After approval of the WBS, the CAM, supported by the Schedule/EV Coordinator, develops a project
schedule of activities that can be managed and monitored (see PMP-04 Project Status, Reporting,
and Forecasting for details about monitoring activities). The following are the guidelines for
developing a schedule:

    -   Develop an activity list.  An activity is a component of work performed during the
 Project Management Institute, The Project Management Body of Knowledge (PMBOKฎ), Third Edition. 2004
Section 5.3 p 124.
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        course of a project. An activity list is a comprehensive list of all work or effort within the
        scope of the project. Sources of information for this list include the WBS, subject matter
        experts (SMEs), planning documents and the scope statement.  An activity list is different
        from a WBS in that an activity list is activity-based whereas a WBS is deliverable-based. The
        activity list enumerates the actions that need to take place to achieve the objectives identified
        in the WBS. The activity list should include attributes of the activities, including who needs to
        perform them, constraints, assumptions, and imposed dates. All required EPA activities such
        as providing input, reviewing drafts, and participating in meetings or workshops should also
        be included.
    •   Develop a milestone list.  A milestone list includes deliverables or other major milestones
        and  should be designated as mandatory (with a Statement of Work [SOW], system life cycle
        [SLC], or other reference) or discretionary (no such reference). Contractor deliverables are
        mandatory and specified in the contract. Additional information regarding contract terms and
        contractor performance requirements can be found in PMP-10 Procurement Management
        Procedure.  Milestones  are zero-duration activities.
    -   Sequence activities by identifying  dependencies (internal and external).  The majority of
        activities should have dependencies  (predecessors and successors). A dependency is a
        relationship between two activities, in which one activity depends on the start or finish of
        another activity for it to start or finish. The typical relationship types are finish-to-start, start-
        to-start and finish-to-finish.
    •   Minimize the  use of lag time. Lag is the interval of time that occurs between a  predecessor
        and  successor activity or milestone.  It is the amount of time typically associated  with no effort
        between activities.  For example, from the point of view of the trainer, there is lag between
        developing training materials and conducting training.  From the point of view of the manager,
        there are activities such as approving training materials, finalizing software configuration, and
        obtaining user acceptance testing results that must happen between finishing the
        development of training materials and conducting the training. A robust schedule offers
        visibility into the activities taken together by ensuring these activities exist and are not
        represented as lags (even if they are external to the project). Lag times should be used only
        to represent a period of time that is outside the control of the  project.
    •   Estimate the duration  of activities. Use historical data such as past project schedules,
        lessons learned, known constraints, and expert judgment to estimate the duration of
        activities. To the extent possible, elicit input from the people  performing the work to estimate
        the duration of activities. Ensure the calendar associated with the project schedule includes
        non-work days such as  holidays and  weekends to accurately reflect available work days for
        activities.
    •   Determine the critical path.  Once all the dependencies have been identified, the critical
        path(s) can be determined.  The critical path is typically the sequence of activities that
        determines the duration of the project. Generally, it is the longest path through the project.3
    •   Assign resources to the activities. Resources are named  EPA staff or contractor
        resources. For activities six months4 or more in the future, the labor categories of required
        resources are acceptable if the name has not yet been identified. It is recommended that the
 http://vwvw.pmi.orq/prod/qroups/public/documents/info/pp  pmbokquidethirdexcerpts.pdf, p. 49
4 This time period is based on best practice but can be modified as determined by the Project
Manager
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        labor category identify the expertise required.  If a labor category is used rather than the
        name of an available staff member or contractor, a Project Team Lead initiates the process of
        obtaining the resource. Within six months of the activity start date, the labor categories
        should be replaced with named staff or contractor support.
    •   Apply resource leveling. This step is performed to ensure that schedule dates are realistic
        given the resources available.  If a  resource is over- or under-assigned based on workload
        (e.g. scheduled for 80 hours on a five day activity, or 200% allocated), manual or automated
        resource leveling will apply adjustments for a realistic view of the activities, resources, and
        duration of a project. Manual resource leveling can be an adjustment to staffing, activity
        duration, or activity sequencing; automated resource leveling can be done by a scheduling
        tool, to push out the duration of activities to accommodate resource constraints.

Completion of these steps produces a detailed project schedule.  Once completed, the CAM reviews
the project schedule to ensure that it reflects all applicable planning documents (e.g., Project
Management Plan, SLCM documentation, contractor's proposal if a contractor is integral to the
project activities, etc.) and to ensure that the proposed activities are reasonable for the time planned.
The following questions should guide this review:

    •   Are all project deliverables (if applicable) represented in the schedule?
    •   Does the proposed timeline support dependent activities?
    •   Is the approach to the work, codified in the schedule, workable at EPA (i.e., is there sufficient
        time for building consensus, appropriate reviews, etc.)
    •   Are activities linked? If activities are based on date constraints rather than links, statusing the
        schedule will not provide  useful results.
    •   Are resources appropriately allocated (i.e., not over or under utilized)?
    •   Are activities short enough in duration  and/or milestones sufficiently close together that the
        status process will provide insight into  project progress?
    •   Is the schedule formatted properly?

The Schedule/EV Coordinator makes any necessary adjustments to the schedule.  The schedule is
then reviewed and  approved by the Project Team Lead (if applicable) and ultimately, the Project
Manager.

If the project will not be tracked and monitored as part of a group of other projects (i.e., incorporated
into an Integrated Master Schedule (IMS)) and has an earned value management requirement, the
procedure continues with step 4.2.3.  If the  stand alone project does not have an earned value
management requirement, the procedure continues with step 4.2.4.


4.2.2   Prepare and Load Schedule into IMS
The IMS contains one or more project schedules (as defined in PMP-02 Project Initiation and
Planning Procedure) that are rolled up and  linked where appropriate with cross-project dependencies
for reporting and monitoring purposes. The IMS "is an integrated schedule containing the networked,
detailed tasks necessary to ensure successful  program execution"5. The Schedule/EV Coordinator
prepares the project schedule for incorporation into the IMS, coordinating the summary tasks,
5 Department of Defense Integrated Master Schedule Data Item Description, page 1
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milestones, and EPA activities with those that may already exist in the IMS.

After the Schedule/EV Coordinator incorporates the project schedule into the applicable IMS and
establishes all links with cross-project dependencies, the updated IMS is distributed to all CAMs for
their review. Each CAM reviews the updated IMS and works with the Schedule/EV Coordinator to
ensure that the impact to their control account is accurately reflected, particularly the cross-project
dependencies. The CAM'S review should include whether a new activity with a dependency to an
existing activity creates a conflict, date slip, or other risk to their control account. The Schedule/EV
Coordinator works with the various CAMs to make  any necessary adjustments to the IMS. The IMS
is then reviewed and approved by the Project Manager.

If the impact to an existing, baselined project is such that the scope of the work changes, or the
variance to the original plan is outside of established project thresholds, that project may require re-
planning. The cost and schedule variance (and thus impact) is determined according to PMP-04
Project Status, Reporting, and Forecasting Procedure.  PMP-04 also describes steps to identify the
need to re-plan the project.  If a re-plan is necessary, a change request is initiated  according to the
process established in PMP-08 Change Control Procedure.

If the project does not have an earned value management requirement, the procedure continues with
step 4.2.4.


4.2.3   Prepare Schedule forEVMS
If the project is incorporated into an EVMS, there are certain fields in the schedule6 that need to be
coded with  specific information to properly track project performance and EV metrics. These fields
designate the control accounts and work packages necessary to establish the cost and performance
baselines.  Appendix H provides the specific information needed to prepare the schedule for
integration into the EV tool.

The Schedule/EV Coordinator works with the CAM to ensure the coded fields properly represent the
work packages and control accounts necessary for project monitoring, that they follow EV standards
and meet the requirements of the EV tool. The following sub-steps describe the establishment of the
control accounts and work packages.


4.2.3.1   Establish Control Accounts
A control account is a management control point defined by the lowest level of the WBS. It is where
work is planned, earned value is rolled up, and actuals are captured. Using the notional WBS shown
in step 4.2.1 Figure 4-3, the control accounts are associated with the lowest level of the WBS, or in
this case the fourth level. This level includes: Communication, Process Mapping, Process
Development, Process Implementation, Report Design, Data Analysis, etc. as well as the Project
Management for each component.

The Schedule/EV Coordinator works with the CAM to ensure the control accounts  are established
appropriately, as governed by the EV standards and requirements of the EVtool.
6 The term 'schedule' is used to refer to a stand-alone schedule, or to a part of an Integrated Master
Schedule (IMS), whichever is appropriate for the size and complexity of the project being monitored,
and as determined by the Project Manager.
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4.2.3.2   Establish Work and Planning Packages
A work package is a "deliverable or project work component at the lowest level of each branch of the
work breakdown structure."7  The Schedule/EV Coordinator works with the CAM to decompose the
control accounts defined in sub-step 4.2.3.1 into work packages. The work package is the level
where work is planned and costs are developed.

The CAM assigns an earned value technique (EVT) to each work package. These techniques
include 50/50, 0/100 (or another start/finish allocation approved by the Project Manager),  Milestone,
Percent Complete, Level of Effort (LOE), and Planning Package.  Refer to Appendix F for definitions
of these and other techniques. Cost baseline proposals should maximize use of objective EVTs such
as 50/50, 0/100, and Milestone and minimize use of subjective techniques such as Percent Complete
and LOE.  Objective techniques take the guess work out of earning value for the performance of
work.

A planning package is a "WBS component below the control account with known work content but
without detailed schedule activities."8 Planning packages are acceptable when approved by the
Project Manager, and for projects that cannot be planned until certain information, like updated
requirements, is available.

The Schedule/EV Coordinator works with the CAM to ensure the work packages are established
appropriately, as governed by EV standards and requirements of the EVtool. The schedule is then
reviewed and approved by the Project Team Lead (if applicable)  and ultimately, the Project Manager.

The output of this step is a baselined schedule.

4.2.4   Develop Cost Baseline
The CAM began the process of developing a cost baseline through the development of the project
schedule activities and durations and the assignment of resources in step 4.2.1.  In addition to the
EPA labor and contractor costs, any material and other direct costs (ODC) need to be added to the
estimate. The  CAM  is responsible for providing these additional  costs to the Schedule/EV
Coordinator for the cost baseline development.

The cost estimate must be within the constraints of the distributed budget approved in the planning
process. If the cost estimate exceeds the approved distributed budget, the CAM must modify the cost
estimate by working through the procedure iteratively, or work with the Project Team Lead (if
applicable) or Project Manager to take the appropriate action to revisit the budget in the planning
process (see PMP-02 Project Initiation and Planning Procedure).

In addition to and separate from the  distributed budget, a management reserve  (MR) is typically
identified.  This MR is a provision in the plan to mitigate cost and schedule risk.  The MR is an amount
of the total allocated budget withheld for management control purposes rather than designated  for  the
accomplishment of a specific task or set of tasks. The Project Manager establishes the MR amount.
The Project Manager is responsible for providing the MR amount to the Schedule/EV Coordinator for
the cost baseline development.  The MR is not part of the performance measurement baseline.

Project with EV requirement: If the project requires EV management, the resource costs are
  From the glossary of the Project Management Institute Project Management Body of Knowledge (PMBOKฎ),
  Third Edition, 2004.
8 Ibid.
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calculated by entering the resource-loaded schedule  into the EVMS; the additional material and
ODCs are also loaded into the EV tool. An average labor rate for EPA staff and contractor staff can
be used in the EVtool calculation, at the discretion of the Project Manager and as outlined in the
PMP. The Schedule/EV Coordinator loads the schedule and additional costs into the EVMS.

The Schedule/EV Coordinator distributes the following items to the CAM to aid in their analysis of the
cost baseline:

       •   Baseline Schedule - schedule developed in step 4.2.3
       •   Control Account Plan (CAP) Report - A report showing the time-phased budget for the
           project period of performance for each control  account
       •   Additional EV Reports - Reports showing the earned value metrics for each control
           account and work package, including milestones associated with each work package.

The CAM reviews the cost baseline for the following related considerations:

   •   Does the Budgeted Cost of Work Scheduled  (BCWS or PV) by month seem reasonable?
   •   Is the baseline overly front- or back-loaded?
   •   Are there peaks and valleys where expected?
   •   Are all authorized funds included in the baseline?
   •   Is the resource  loading methodology reasonable?
   •   Is there reasonable use of EVTs?

The Schedule/EV Coordinator works with the CAM to ensure these correct baseline costs are
captured in the EVtool.

Project without EV requirement: If the project does not require EV, the resource costs can be
calculated in the project schedule by ensuring the labor rate for each resource is entered into the
schedule.  An average labor rate for EPA staff and contractor staff can be used, at the discretion of
the Project Manager and as outlined in the PMP.  This labor cost calculation is then added to the
material and ODC costs budgeted for the project to capture the project cost baseline.  The
Schedule/EV Coordinator uses this information to populate and maintain the cost baseline in a
spreadsheet for project  status reporting.

The Schedule/EV Coordinator distributes the following items to the CAM to aid in their analysis of the
cost baseline:

       •   Baseline Schedule - schedule developed in step 4.2.2
       •   Cost Plan Report - A report showing the time-phased budget for the project period of
           performance

The CAM reviews the cost baseline for the following related considerations:

   •   Does the Budgeted Cost by month seem reasonable?
   •   Is the baseline overly front- or back-loaded?
   •   Are there peaks and valleys where expected?
   •   Are all authorized funds included in the baseline?
   •   Is the resource  loading methodology reasonable?

The Schedule/EV Coordinator works with the CAM to ensure these correct baseline costs are
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captured in the EVtool.


4.2.5   Submit Approval Package
The CAM compiles the approval package, comprised of the project schedule and cost baselines, and
submits  it to the Project Team Lead (if applicable) and ultimately, the Project Manager. The Project
Manager reviews the baselines and compares them with the initial schedule and authorized
resources developed in the planning process. If revisions are required, the Project Manager provides
feedback to the Project Team Lead (if applicable) or the CAM with specific recommendations for
changes, and the requisite updates are made by the Schedule/EV Coordinator and resubmitted for
approval.

If the Project Manager approves the submitted schedule and cost baselines, the CAM and
Schedule/EV Coordinator are notified and formally set the baselines and the project is monitored
using the PMP-04 Project Status, Reporting, and Forecast Procedure.

Once the baselines are approved, any changes are initiated through the project's change control
procedure  (see PMP-08 Change Control Procedure).


4.2.6   Conduct Integrated Baseline Review (if Required)
If the project involves  IT development activities with an EVMS requirement, an Integrated Baseline
Review (IBR) is required  (see August 4, 2005 memo OMB M-05-23 Improving Information
Technology Planning and Execution in Appendix E). An IBR is a collaborative process by which the
government validates  that a contractor's proposed schedule and  cost information is valid, reasonable,
and compliant with the contract.  IBRs are intended to provide a mutual understanding of the risks
inherent in the  contractor's performance plan and management control system.

The Performance Measurement Baseline (PMB) is the basis for review during the  IBR process. The
PMB is a time-phased budget plan with performance metrics against which contractor performance is
measured, thus the contractor's project schedule  and cost baseline are representative of this
performance baseline. An IBR is typically performed before the contractor's cost and schedule
baseline are integrated with other components of the project plan. It differs from the IMS in that it
only addresses that work for which the contractor is solely responsible for delivering. In addition, the
level of detail is typically greater than that found in the IMS. Once accepted, the PMB is represented
in the IMS  at a higher level and according to the IMS' work package structure.

The Project Manager is responsible for conducting the  IBR in a timely and successful manner.  The
initial IBR is typically conducted within 45 days to six months of the award of a new contract.
Subsequent  IBRs should be conducted in between major phases of the project; as required due to a
major change to an existing contract; or if there is a major change to the project scope or underlying
assumptions that would trigger a re-baseline. IBRs may also be conducted on an  ad hoc basis (with
reasonable notice) should problems become apparent through the regular status review process.

The documents used to conduct an IBR include:

   •   WBS
   •   WBS Dictionary
   •   CAP
   •   IMS
   •   Earned Value Methods
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    *   Earned Value Measurement Criteria

Other documentation that is used for reference during an IBR include: Request for Proposal,
contractor's Technical/Management/Cost Proposal, Staffing Plan, Organizational Chart, Acceptance
Criteria for Deliverables or Work Products, Risk Management Plan, Communications Management
Plan, Subcontract Management Plan, and the project Concept of Operations.

The Project Team Lead(s) assesses the PMB and identifies risk areas by confirming compliance with
the following:

    •   The technical scope of work is fully included and consistent with authorizing documents
    •   Key schedule milestones are identified
    •   Supporting schedules reflect a logical flow to accomplish the technical work scope
    •   Resources (budgets, facilities, personnel, skills, etc.) are adequate and available for the
       assigned tasks
    •   Tasks are planned  and can be measured objectively, relative to technical progress
    •   Underlying PMB rationales are reasonable
    •   Managers have appropriately implemented required management processes.9

Potential risks are identified and documented as a result of the review process and captured,
assessed and monitored according to PMP-05 Risk Management Procedure.

After completing the  IBR, the Project Manager should assess whether they have achieved the
purpose of the IBR:

    •   Have they gained a mutual understanding of the project PMB?
    •   Have they attained agreement on a plan of action to handle the identified risks?10

The Project Manager ensures that all identified risks are captured and tracked according to PMP-05
Risk Management Procedure. Likewise,  issues that are identified during the IBR should follow the
PMP-06 Issue Management Procedure.
9 NDIA, Defense Program Manager's Guide to the IBR Process, April 2003, page 17.
10 Ibid.
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5.  Considerations

The following provides a list of general best practices that should be considered when performing
project schedule and cost baseline activities:

    •    Before the baselines are developed, be sure the project scope is clearly defined and
        communicated to, and understood by, the project team members that participate in the
        schedule and cost baseline process.
    •    Activities or deliverables should span durations of no more than two weeks. If the nature of
        an effort does not have activities of less than two weeks duration for any reporting period, the
        CAM should establish status metrics (i.e., units completed, percent complete,  etc.) to
        demonstrate progress on longer duration activities.
    •    Use milestones to identify significant project events and to gauge if the project is on
        schedule.
    •    Incorporate contingency into schedule estimates.
    •    Do not create tasks with durations greater than two reporting periods long.
    •    Recognize that dedicated project staffing represents reduced risk for the project and that part
        time staff may not consider the project their top priority.
    •    Keep the staff tracking controls simple and at a high level. Avoid excessive detail.
    •    Preparation for the IBR should begin as soon as practical.
    •    Before executing the IBR, ensure the PMB reflects the entire scope of work, documented at
        the appropriate level of detail.
    •    Technical,  Schedule, Cost, Resource, and  Management Process risks identified during the
        IBR should be reviewed and incorporated into the project risk management planning.
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Appendix A    Acronyms
The following acronyms shown below are referenced in this document.
 Abbreviation     Description
 ANSI           American National Standards Institute
 BCWP         Budgeted Cost of Work Performed (Same as Earned Value or EV)
 BCWS         Budgeted Cost of Work Scheduled (same as Planned Value or PV)
 CAP           Control Account Plan
 CPIC           Capital Planning and Investment Control
 COR           Contracting Officer's Representative
 DO            Delivery Order
 OR            Change Request
 EIA            Electronics Industries Association
 EPA           Environmental Protection Agency
 EV            Earned Value
 EVM           Earned Value Management
 EVMS          Earned Value Management System
 EVT           Earned Value Technique
 IBR            Integrated Baseline Review
 IMS            Integrated Master Schedule
 IT             Information Technology
 LOE           Level of Effort
 MR            Management Reserve
 NDIA           National Defense Industrial Association
 ODC           Other Direct Cost
 OEI            Office of Environmental Information
 OETI           Office of Enterprise Technology and Innovation
 OMB           Office of Management and Budget
 PMBOK        Project Management Body of Knowledge
 PMB           Performance Measurement Baseline
 PMI            Project Management Institute
 PMT           Performance Measurement Technique
 PV            Planned Value
 SLC           System Life Cycle
 SME           Subject Matter Expert
 SOW           Statement of Work
 TO            Task Order
 WA            Work Assignment
 WAD           Work Assignment Document
 WBS           Work Breakdown Structure
                                                A-1
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Appendix B    Checklist for Preparing a Project Schedule and Cost
                     Baseline
The following provides a checklist for the key activities associated with each step of this project
schedule and cost baseline procedure.
    Activities
4.2.1 Refine WBS and Develop Schedule Baseline
Q  WBS is refined to meet the following requirements:
         Q  Prepared using PMI's PMBOK Guide as a framework
         Q  Contains a WBS dictionary
         Q  Structured to contain all work elements (scope)
         Q  Structured to support cost estimation
         Q  Structured to levels that satisfy status reporting, including schedule,
             costs, resource, and performance, and if required, EV metrics
         Q  Structured to levels that identify all work activity in the way that it is
             planned to be performed
Q  Integrated schedule is submitted
Q  Schedule of activities is developed
Q  Milestone list is developed
Q  Activities are sequenced by identifying dependencies (internal and external)
Q  The durations of activities are estimated using historical data (e.g., past project
    schedules, lessons learned, known constraints), and expert judgment
Q  The calendar with the appropriate holidays breaks is used appropriately for each
    activity
Q  Critical path(s) is established
Q  Resources are assigned to the activities
Q  Resource leveling is applied
Q  Project schedule is reviewed to ensure that it includes all applicable planning
    documents and includes:
      Q  All contract deliverables are in the schedule
      Q  A proposed timeline is supported by dependent activities
      Q  An approach to the work, codified in the schedule, is workable at EPA (i.e., is
         there sufficient time for building consensus, appropriate reviews, etc.)
      Q  Activities are linked
      Q  Schedule is properly formatted
      Q  Resources are not over booked or under booked
Q  Activities are short enough in  duration and/or milestones sufficiently close together
    that the status process will provide  insight into project progress
Q  Project schedule reviewed and approved
                                  Responsible Parties
                              Project Team Lead
                              CAM, Schedule/EV
                              Coordinator
                              CAM, Project Team Lead
                              Project Manager
                                                    B-1
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    Activities
4.2.2 Prepare and Load Schedule into IMS
fj  New material in the IMS reviewed for dependencies with project's activities,
    necessary changes or additions made are communicated to the Schedule/EV
    Coordinator
fj  Schedule is prepared for incorporation into the IMS, including summary tasks,
    milestones, and EPA activities
Q  Schedule is loaded into IMS and all external dependencies established
fj  All activities within a task or within the project are sequenced
fj  The dependencies and relationships between each of the tasks and activities are
    defined
Q  Message is sent to all Project Managers that the IMS has been updated
fj  IMS updated based upon feedback and direction from CAM
Q  Updated IMS reviewed and any changes provided to Schedule/EV Coordinator
fj  Modifications as a result of external dependencies reviewed and accepted
4.2.3 Prepare Schedule for EVMS
Q  Control accounts are established according to EV standards and within
    requirements of the EV tool
fj  Control accounts are decomposed into work packages and EV techniques are
    assigned
Q  The schedule reserved fields are populated as required
fj  Schedule "properties", such as Status Date and Project Start Date, etc., are
    populated as required
Q  Baselined schedule is reviewed and approved
4.2.4 Develop Cost Baseline
fj  Cost estimate is developed including EPA costs and contractor costs (if applicable)
Q  Costs are within the budget developed in the planning process
fj  Labor and other direct costs (ODCs) are included in cost baseline
Q  Cost baseline,  including contractor activities, is reviewed:
    fj   Does the PV by month seem reasonable?
    Q   Is it overly front- or back-loaded?
    Q   Are there peaks and valleys where expected?
    fj   Are all authorized funds baselined?
    Q   Is the resource loading methodology reasonable?
    fj   Is there reasonable use of performance measures?
Q  Correct baseline costs are captured in the EV tool

4.2.5 Submit Approval  Package
                                   Responsible Parties
                               CAM, Schedule/EV
                               Coordinator

                               Schedule/EV Coordinator
                               Project Team Lead, CAM
                               CAM, Schedule/EV
                               Coordinator
                               Schedule/EV Coordinator
                               Project Team Lead (if
                               applicable) and Project
                               Manager

                               CAM
                               Schedule/EV Coordinator,
                               CAM
                                                     B-2
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    Activities
fj  Schedule and cost baseline package is prepared and submitted for review
Q  Cost and schedule baselines are reviewed and approved or feedback provided

fj  Necessary revisions to the baselines are made

fj  Project schedule is baselined; new portion of the IMS is baselined
4.2.6 Conduct Integrated Baseline Review (if Required)
fj  Performance Measurement Baseline is established and other required
    documentation is submitted
Q  Ensure IBR is conducted within 45 days to six months of contract award
fj  IBR preparation activities are performed
Q  PMB is accessed
fj  Results of the assessment are documented
fj  IBR out brief is conducted
Q  All identified risks and issues are captured and communicated for tracking and
    monitoring purposes according to relevant procedures
                                   Responsible Parties
                               CAM
                               Project Team Lead (if
                               applicable), Project Manager
                               CAM, Schedule/EV
                               Coordinator
                               Schedule/EV Coordinator

                               Contractor

                               Project Manager
                               Project Manager, Project Team
                               Lead, CAM
                               Project Manager
                                                     B-3
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Appendix C   Additional Resources
The following provides a list of key resources and  references associated with the project schedule
and cost baseline procedure that can be used to obtain additional background information, describe
concepts and methodologies and assist in completion of the activities.  Sample templates and plans
may not be directly applicable  but  can provide additional information on  scaling project status
reporting for smaller projects.

1
2
3
4
5
6
7
8
9
Form/Guidance
Basic Project
Scheduling and
project management
background
Project Scheduling
definitions and
related concepts
Project Management
Framework
Project Management
Templates and
information
Project Management
Sample Plans and
Templates
Project Planning
Guidebook
CMMI Guidelines
DoD EVM Guidance
National Defense
Industrial Association
Source
Principal based
Project
Management
website
University of
Washington
website
State of
Washington
website
State of Virginia
website
U.S. Department
of Energy
website
State of New
York website
Carnegie Mellon
Software
Engineering
Institute website
EVM DoD Policy
and Guidance
Defense
Program
Manager's
Guide to the IBR
Process
Web site

http://www.hyperthot.com/pm sked.htm
http://www.washinqton.edu/computinq/pm/plan/schedule.html
http://isb.wa.qov/tools/pmframework/
http://www.vita.virqinia.qov/proiects/cpm/templates.cfm
http://cio.enerqy.qov/it-proiect-manaqement/510.htm
http://www.oft.state.ny.us/pmmp/quidebook2/Planninq
http://www.sei.cmu.edu/cmmi/adoption/pdf/byrnes.pdf
ฃdf

http://www.acq.osd.mil/pm/currentpolicY/currentpolicy.html
http://www.ndia.orq/Content/NaviqationMenu/Advocacy/Resour
ces/PDFs30/proqram manaqers quide.pdf


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Appendix D    Interface Requirements
The purpose of this appendix is to provide general guidelines for collecting the appropriate
information from contractors to ensure seamless integration of project data and promote efficient
monitoring of the overall project.  Frequently, data is needed by support contractors to enable the
Project Manager and/or Project Team Leads to accurately assess real-time status against overall
performance, schedule and cost objectives.  In addition, the interface points among the different
parties, both government and contractor, need to be fully delineated to ensure that each party
understands their specific role and responsibility in data management and reporting and that the
information can be efficiently captured utilizing the project's established management processes and
tools. As a result, the data, reporting, and interface requirements should be well defined early in the
process to ensure that they are fully described in the awarded contract, Work Assignments (WAs),
Delivery Orders (DOs), and/or Task Orders  (TOs).  In addition, the frequency, format and mode of
submission for the different reporting requirements also need to be defined within the contract or WA,
DO, or TO.

The following series of questions is provided to help determine the data, reporting and interface
requirements that may be required for a specific project.  Requirements may vary significantly
depending on the scope, complexity, size, duration and of the project and type of contracts awarded.
Overall the questions are designed to help refine what kind of information will be needed to ensure
effective management of the project and the correlating responsibilities of the contractor.

    •   Will the contractor be required to provide regular schedule and cost status reports?
       -   What level of detail is needed regarding technical, cost, and performance on the status
           reports?
       -   How frequent should the reports and/or data be submitted?
       -   Will the contractor be required to provide earned value management data?
       -   What kind of format will the  contractor need to provide status reports and/or data?
       -   Will the contractor be required to feed reporting data into an automated process  or tool?
       -   If so, what tools (if any) will the  contractor be required to interface with or provide data to
           support?
       -   What are the acceptable data submission formats?
       -   What data elements must be provided?
       -   What is the frequency for submission?
       -   Is real-time data required?
    •   Will the Contractor be required to participate in an initial and/or ongoing  IBRs?
    •   What are the Contractor's responsibilities related to development and updating of the Master
       Schedule?
       -   Will the Contractor be required to provide schedule information in a specific format,
           software?
       -   Will the Contractor be required to follow a defined WBS?
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Appendix E    OMB Policy Letter
                            EXECUTIVE OFFICE OF THE PRESIDENT
                         OFFICE OF MANAGEMENT AND BUDGET
WASHINGTON, D.C.  20503
M-05-23
                                     August 4, 2005


MEMORANDUM FOR CHIEF INFORMATION OFFICERS


FROM:        Karen S.  Evans, Administrator
                     Office of E-Government and Information Technology
SUBJECT:     Improving Information Technology (IT) Project Planning and Execution

As we continue to realize  the value of good project management, room for improvement remains in
the execution of our IT projects.  With the right tools  and qualifications, managers will be better
equipped to make decisions and carry out their missions.  Over the past several years, agencies have
improved the quality of their IT project planning and justification. We would now like to continue this
improvement during the execution phase of the IT project. Therefore, the following guidance is
provided to assist you in monitoring and improving project planning and execution and fully
implementing Earned Value Management Systems (EVMS) for IT projects.

You are already required  in your annual budget justifications to plan, invest, and document only those
projects effectively linked  to agency strategic and annual performance plans and which demonstrate
improvement in program performance. We now want you to take the actions detailed in attachments
A and B to this memorandum.

Attachment A outlines steps agencies  must take for all new major IT projects, ongoing major IT
developmental projects, and high risk projects to better ensure improved execution and performance
as well as promote more effective oversight.  Specifically, the attachment describes procedures
regarding the following principles:

    •   Establishing and validating performance measurement baselines with clear cost, schedule
       and performance  goals;
    •   Managing and measuring projects to within ten percent of baseline goals  through use of an
       EVMS compliant with the guidelines in ANSI/EIA STD -748 or, for steady-state projects,
       perform operational analyses;
    •   Assigning to each project a qualified project  manager; and
    •   Avoiding duplication by leveraging inter-agency and government-wide investments to support
       common missions or other common requirements.

Attachment B describes how agencies move to full implementation of EVMS for IT projects through:

    •   Developing agency policies no later than December 31, 2005;
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    *    Including EVMS in contracts;
    •    Performing reviews to ensure the EVMS meets established requirements; and
    •    Ensuring performance goals are appropriate.

Attachment C offers additional information on resources and training to assist in developing and
implementing policies for EVMS.

The Chief Information Officers Council will begin necessary actions to assist all agencies in
consistently meeting these requirements including developing by October 2005 a model agency
EVMS policy for IT projects. If you have any questions regarding this memorandum, please contact
Stacie Higgins, at 202-395-0346 or stacie_higgins@omb.eop.gov.
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Appendix F    Earned Value Technique (EVT) Definitions
11
The following definitions describe the methods used to measure performance at the work package or
planning package level.

Apportioned - The work package budget is earned in direct proportion to the amount earned on
another related work package.

Level of Effort (LOE) - Support-type activity (e.g., project management, etc.) that does not produce
definitive end products.  It is generally characterized by a uniform rate of work performance over a
period of time determined by the activities supported.  If the work package is started, it is assumed to
progress (and thus earn value) according to the original budget without deviation. According to EV
best practices, it is generally advisable only for a small number of work packages that by their nature
cannot be measured.  By definition, the value earned by an open work package using this
performance measurement technique (PMT) is always equal to its budget (BCWP=BCWS).

For a  level-of-effort work package to earn value, it must be opened. When a level-of-effort work
package is closed, the entire budget is earned in that period. Therefore, level-of-effort activities
should be opened on or before the date they were scheduled for and should not be closed until the
scheduled finish date.

Milestone - This EV technique associates value to a significant point or event in the project. These
significant points or events, or milestones, are defined, and relative weights are assigned among
them. This  method can be applied to any work package, and it is generally the preferred method for
work packages that span more than two fiscal periods. At any point, the value earned is the work
package budget multiplied by the combined weight of the completed milestones and divided by the
total weight of all milestones.

Percent Complete - An estimate, expressed as a percent, of the amount of work that has been
completed on an activity or a work breakdown schedule component.  The control account manager
determines the percent complete.  Percent complete shifts the burden of objective performance
measurement to the individual or system that provides the information.  This method is appropriate
where long duration work packages exist and interim milestones cannot be  established.

Planning Package - A WBS component below the control account with known future work content
but without detailed scheduled activities.  The work package budget represents a logical aggregation
of future work within the cost account, and provides a means to budget future work for a complete
control account estimate of cost.  Typically, this PMT is assigned when the cost account manager
does not have enough information to plan the detail of the work package budget. A work package
with this PMT does not earn value; however, it  is important for the computation of BAG and EAC.

50-50 - Fifty percent of the value is earned as soon as the work package is started, and the rest is
earned when it is completed.  This PMT should be used only for work packages that span a maximum
of two fiscal periods because value cannot be earned in any intervening periods. For example, if the
50-50 PMT  is applied to a work package spanning four months, it will never be possible for the work
package to earn any value during the second and third months (assuming it does not finish early).
11 PMT Definitions as defined by Project Management Institute Project Management Body of Knowledge
  (PMBOKฎ), Third Edition, 2004, NASA, and Deltek.
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0-100 - No value is earned until the work package is completed,  at which point the entire budget is
earned. This method should be used only if the work package is scheduled to start and finish in the
same fiscal period.

[user-defined allocation] - A user-defined start-finish allocation, such as 20-80 or 35-65, where a
percent of the value is earned as soon as the work package is started, and the  rest is earned when it
is completed. This PMT should be used only for work packages that span a maximum of two fiscal
periods because value cannot be earned in any intervening periods.
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Appendix G   Additional WBS Sample

Following is an  additional example of a WBS structure for a standard System Design and
Implementation effort.

SYSTEM DESIGN & IMPLEMENTATION

]
'MANAGE VENT 1 fisS;ibiSj&NSSSS| lOEVEUjPSKwl 1 ^-iSmM?*"6 BNSTAUATI6W jMWttTSNftNCE
[ |:|;S:|!S:|S::|:f;:| ; INTEGRATION | f IfcSIfWfc.

„ M prepare Pte.lrm^y
,_ P"-Pro]p-t _; DBaigri


M Tra->nj-.t -; De&flr


Document Desagn
PerfvrnQu-alNtt i
i l |

Review Design
j Pprf"fn
"i nfttjuriitor
f,*ctna ^rrw1 tl


Develop Software

Procure Hardware

Procure Software
Packages

jpซfom'i Is-negratiors
-j Testing

Ccmver. Data

Develop User
Manual

Transition
Marsagenwit

rj'iit^C'D lr*-nllai;nr Hard^'i^
Plan Asceptanca — Plan — Maintenance
- Test


Conduct _. _ . Software
- AcwptanปTซt - Ste preParatlon L Maintenance



Report |_ Install st Lccations


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Appendix H    IMS Reserved Fields
This appendix provides specific information about Microsoft Project (MSP) fields that need to be
populated to properly define the integration relationship between MSP and the EVtool.  At a
minimum, these reserved fields include:

(Note: Italicized text denotes the field name in the tool.)

    •  Text21: EV_WBS - This field corresponds with the control account ID. It represents the
       identifier that defines the control account associated with the WBS. Only those activities that
       are to be integrated into the EVtool will have this field populated.
    •  Text22: EV_WP- This field corresponds with the work package ID. It represents the
       identifier that defines the work package associated with the control account. Only those
       activities that are to be integrated into the EVtool will have this field populated.
    •  Text23: EV_MS - This field corresponds with the milestone ID.  It represents the identifier
       that defines the milestone associated with the work package.  Only those activities that are to
       be integrated into the EV tool will have this field populated.
    •  Text24: EV_EVT- This field corresponds with the earned value technique assigned to the
       work  package.  Only those activities that are to be integrated into the EV tool will have this
       field populated.
    •  Text25: EV_CAM- This field corresponds with the control account manager name and is
       associated at the control account level. Only those activities that are to be integrated into the
       EVtool will have this field populated.
    •  Numbed 1: ฃ\/_MSI/l/T-This field corresponds with the weight of the milestone. By default,
       this is formula is based on the Work field divided by 60. The formula specificly reads
       [Work]/60.  Only those activities that are to be integrated into the EV tool will have this field
       populated.
    •  DateS: TimeNow- This field describes the status date. As part of the statusing procedure,
       the status date  is entered into the Time Now field.  This field can be blank when a baseline
       schedule is submitted but will  eventually be populated to help with the statusing procedure.
       Every activity in the IMS must be populated with the same status date.
                                             H-1                            3/16/2007 version 1.0

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