1、Public Lessons Learned Entry: 6637 Lesson Info: Lesson Number: 6637 Lesson Date: 2012-01-17 Submitting Organization: JPL Submitted by: David Oberhettinger Subject: Establish an Organizational Framework for Implementing Earned Value Management Abstract: Project readiness to implement EVM may be const
2、rained by limited Project Office knowledge and understanding of EVM systems and practices. NASA should promulgate an Agency-wide project management approach (i.e., people, processes, and tools) that meets EVM requirements for adoption by NASA Centers and projects. Description of Driving Event: Altho
3、ugh NASA projects with funding of over $20 million are required to use Earned Value Management (EVM) techniques to measure and assess project performance (Reference (1), EVM systems and processes are not well established throughout NASA. The NASA EVM Capability Project was established by the NASA Of
4、fice of Chief Engineer (OCE) to develop and pilot an agency-wide, in-house, EVM capability that will meet NASAs project management requirements and ensure compliance with the federal Office of Management and Budget (OMB) mandates. The NASA Program Management Council (PMC) approved the NASA EVM Capab
5、ility Project on December 16, 2009. There are three primary objectives of the EVM project: 1. Establish a NASA EVM process, along with the supporting documentation, that can be used as a model for all NASA projects that must implement EVM. 2. Demonstrate the NASA-wide EVM capability process on two p
6、rojects- (1) the Extravehicular Activity (EVA) Systems Project and (2) the Ice, Clouds, and Land Elevation Satellite II (ICESat-2) Project. The purpose of these two EVM pilot exercises is to test and modify the process as needed to ensure the most effective implementation of a NASA-wide EVM capabili
7、ty. Sponsored by the Exploration Systems Mission Directorate (ESMD) and managed by NASA Johnson Space Center, the EVA Systems Project seeks to protect humans while operating outside the pressurized spacecraft environment and while exploring other planetary bodies. Sponsored by the Science Mission Di
8、rectorate (SMD) and managed by NASA Goddard Space Flight Center, ICESat-2 is the second generation of the orbiting laser altimeter ICESat scheduled for launch in early 2016. 3. Enhance NASA management insight into project performance by employing an effective EVM capability. The EVM pilot teams abil
9、ity to fully implement EVM on the two projects was constrained by the Project Offices limited knowledge and understanding of EVM systems and practices (Reference (2). Although this impediment was not entirely unexpected, it impacted the pilot exercises at an early stage when project management decis
10、ions most impacted EVM implementation. This experience with the pilot exercises suggests that EVM knowledge and experience on the part of NASA programs and projects will range vastly from novice to expert. Because a NASA projects organization is newly minted for the purpose of formulating and implem
11、enting a spaceflight mission, it lacks the mature management systems commonly found in long-standing organizations. Establishing and maintaining capabilities such as an interface between the automated EVM analysis tool and the projects management system(s) for exchange of up-to-date data may stretch
12、 project resources (Reference (3). Struggling to respond to stakeholder demands while trying to execute tasks consistently, and lacking mature systems for management functions like task authorization and scheduling, EVM may be far too advanced a concept for the project to readily embrace. In contras
13、t, the NASA/Caltech Jet Propulsion Laboratory (JPL), which is under contract to implement EVM, has set up an EVM organizational framework that includes the necessary people, processes, and technology/tools. For example, the Juno project, which completed Phase D in 2011, planned their work and report
14、ed their performance in accordance with JPLs validated EVM System Description and toolset (Reference (4). In 2004, the Stardust project manager attributed his success in effectively managing project reserves to assiduously tracking earned value against cost-to-complete (Reference 5). Newly formed pr
15、ojects typically look to previous projects at the NASA Center to provide templates for project plans, reports, etc., rather than preparing them from scratch, but these inherited Center models are likely to be similarly incompatible with EVM. Lack of adequate project preparedness to implement EVM sys
16、tems may be remedied by the promulgation of a NASA framework that meets EVM requirements. Adoption of an Agency-wide approach may provide the project with an existing EVM-compatible management architecture, including spreadsheet and report templates, instead of wholly creating one. References: 1. NA
17、SA Program and Project Management Processes and Requirements, NPR 7120.5D, March 6, 2007, Paragraph 3.1(c). 2. Jerald Kerby, NASA Earned Value Management (EVM) Capability Project, EVM Steering Committee Presentation, August Provided by IHSNot for ResaleNo reproduction or networking permitted without
18、 license from IHS-,-,-15, 2011. 3. Integrate Earned Value Management Tools With the Project Management System,NASA Lesson Learned No. 6496, NASA Engineering Network, December 13, 2011. 4. JPL Earned Value Management System Description, Rev. 5, JPL Document No. DocID 67032, October 3, 2006. 5. How to
19、 Plan and Manage Project Reserves, NASA Lesson Learned No. 1780, NASA Engineering Network, July 13, 2007. Lesson(s) Learned: Project readiness to implement EVM may be constrained by limited Project Office knowledge and understanding of EVM systems and practices. Greater consistency between the Proje
20、ct Planning and Control (PP&C) systems maintained by NASA Centers and projects, and those codified by NASA HQ, may improve project readiness to adopt and implement EVM systems and practices. Recommendation(s): To ensure that a standard set of EVM practices are available to all NASA projects subject
21、to EVM requirements, the following Agency-wide PP&C organizational changes should be considered: 1. PP&C roles and responsibilities should be defined and codified by the NASA Office of the Chief Financial Officer (OCFO) and the NASA Office of the Chief Engineer (OCE). 2. The functional owner of PP&C
22、 resources at the NASA Center must ensure that PP&C personnel acquire a knowledge base and skill level commensurate with implementation of EVM. 3. An organizational framework for implementing the PP&C function should be provided to the project to facilitate the resolution of conflicts between the pr
23、ojects short-term goals and the functional organizations fiduciary responsibility to implement agency EVM policy and maintain NASA Center business procedures. Evidence of Recurrence Control Effectiveness: The JPL-led pilot study was performed on a set of NASA Center-managed projects. The NASA Center
24、s will be documenting and refining their EVM processes to preclude EVM process defects like those revealed by the pilot study. Documents Related to Lesson: N/A Mission Directorate(s): Aeronautics Research Exploration Systems Science Additional Key Phrase(s): Program Management.Business processes Add
25、itional Categories.Program and Project Management Additional Info: Project: Ice, Clouds, and Land Elevation Satellite II (ICESat-2) and EVA Systems Project Approval Info: Approval Date: 2012-09-17 Approval Name: mbell Approval Organization: HQ Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-
