MSFC NASA MPR 7120 5 REV F-2009 EARNED VALUE MANAGEMENT SYSTEM REQUIREMENTS《赢值管理系统要求》.pdf

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1、CHECK THE MASTER LIST at https:/repository.msfc.nasa.gov/directives/directives.htm VERIFY THAT THIS IS THE CORRECT VERSION BEFORE USE MPR 7120.5 BASELINE EFFECTIVE DATE: May 11, 2009 EXPIRATION DATE: May 11, 2014 MARSHALL PROCEDURAL REQUIREMENTS CS01 EARNED VALUE MANAGEMENT SYSTEM REQUIREMENTS Provi

2、ded by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-Marshall Procedural Requirements CS01 Earned Value Management System Requirements MPR 7120.5 Revision: Baseline Date: May 11, 2009 Page 2 of 63 CHECK THE MASTER LIST at https:/repository.msfc.nasa.gov/direct

3、ives/directives.htm VERIFY THAT THIS IS THE CORRECT VERSION BEFORE USE DOCUMENT HISTORY LOG Status (Baseline/ Revision/ Canceled) Document Revision Effective Date Description Baseline 5/11/2009 Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-Marshall

4、 Procedural Requirements CS01 Earned Value Management System Requirements MPR 7120.5 Revision: Baseline Date: May 11, 2009 Page 3 of 63 CHECK THE MASTER LIST at https:/repository.msfc.nasa.gov/directives/directives.htm VERIFY THAT THIS IS THE CORRECT VERSION BEFORE USE TABLE OF CONTENTS PREFACE . 4

5、P.1 PURPOSE . 4 P.2 APPLICABILITY 4 P.3 AUTHORITY . 5 P.4 APPLICABLE DOCUMENTS . 5 P.5 REFERENCES . 5 P.6 CANCELLATION . 6 DOCUMENT CONTENT . 7 1. DEFINITIONS 7 2. RESPONSIBILITIES . 11 3. PROCEDURE . 13 3.1 Organization 13 3.1.1 Product Structure . 13 3.1.2 Organization Structure 16 3.1.3 Indirect

6、Cost Responsibility 17 3.1.4 Control Accounts 17 3.2 Work Authorization 19 3.3 Planning and Scheduling . 21 3.3.1 Planning Work 22 3.3.2 Scheduling Work . 24 3.3.3 Project Integrated Master Schedule . 25 3.3.4 Performance Measurement Baseline . 27 3.4 Progress and Performance . 28 3.4.1 Schedule Sta

7、tus . 28 3.4.2 Accomplishment 29 3.5 Accounting 32 3.5.1 General Accounting 32 3.5.2 Direct Costs . 34 3.5.3 Indirect Costs 34 3.5.4 ACQUISITIONS . 34 3.6 Analysis and Forecasting 36 3.6.1 Thresholds . 36 3.6.2 Variance Analysis . 37 3.6.3 Forecasting 40 3.7 Revisions and Data Maintenance 41 3.7.1 R

8、outine Updates and Data Maintenance . 42 3.7.2 Internal Replanning . 44 3.7.3 Change Requests/Orders . 45 3.7.4 Work Transfers . 46 3.7.5 Retroactive Changes 47 4. RECORDS 48 APPENDIX A ACRONYMS . 56 APPENDIX B REQUIREMENTS MATRIX 60 APPENDIX C COMPLIANCE MATRIX . 61 APPENDIX Z GUIDANCE . 63 Provide

9、d by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-Marshall Procedural Requirements CS01 Earned Value Management System Requirements MPR 7120.5 Revision: Baseline Date: May 11, 2009 Page 4 of 63 CHECK THE MASTER LIST at https:/repository.msfc.nasa.gov/directiv

10、es/directives.htm VERIFY THAT THIS IS THE CORRECT VERSION BEFORE USE PREFACE P.1 PURPOSE a. The purpose of this Marshall Procedural Requirements (MPR) document is to establish the Marshall Space Flight Center (MSFC) Earned Value Management (EVM) System (EVMS) requirements for projects managed or exe

11、cuted at MSFC. These requirements align with other National Aeronautics and Space Administration (NASA) and MSFC policy and requirements. b. The requirements in this document address necessary functions and products as determined by NASA and MSFC. These requirements are based on time-tested and prov

12、en sound project management and earned value principles. Applications of these principles are not limited to a single method, tool, or technique. The requirements listed within this document are meant to be interpreted as defining the necessary deliverable, product, or function with regards to conte

13、nt. Interpretation may not result in a single identical solution for every project. Instead, the principles and processes described within should be used to achieve consistent results. P.2 APPLICABILITY a. This MPR applies to the personnel, programs, projects, and activities at MSFC and MSFCs Michou

14、d Assembly Facility (MAF), including contractors and resident agencies to the extent specified in their respective contracts or agreements. (“Contractors,” for purposes of this paragraph, include contractors, grantees, Cooperative Agreement recipients, Space Act Agreement partners, or other agreemen

15、t parties.) b. This MPR applies to the portion of the project life cycle that begins with the issuance of a Project Formulation Authorization Document (FAD) and ends with the retirement, disposal, or delivery of the asset, product, or service. c. The NASA thresholds and guidelines for application of

16、 EVMS requirements are stated in NASA Procedural Requirements (NPR) NPR 7120.5D, “NASA Space Flight Program and Project Management Requirements” for Flight projects, NPR 7120.7, “NASA Information Technology and Institutional Infrastructure Program and Project Management Requirements,” and NPR 7120.8

17、, “NASA Research participant roles and responsibilities; objectives; processes and procedures; organizational responsibilities and relationships; tools; reporting requirements; and related documents. It guides the overall implementation of schedule development and management over time. 1.37 Schedule

18、 Performance Index (SPI) Ratio of work accomplished versus work planned, for a specified time period. The SPI is an efficiency rating for work accomplishment, comparing work accomplished to what should have been accomplished. 1.38 Schedule Variance (SV) The difference between the budgeted cost of wo

19、rk performed and the budgeted cost of work scheduled at any point in time (BCWP-BCWS). 1.39 Sponsor An individual or an organization that authorizes a Performer to assume responsibility for defined technical, cost or scheduling requirements. 1.40 Statement of Work (SOW) A document that contains a na

20、rrative description of the work scope for a contract or project. 1.41 Undistributed Budget (UB) A budget applicable to specific project work scope that has not yet been distributed to Control Accounts or Summary Level Planning Packages. 1.42 Variance at Completion (VAC) An algebraic difference betwe

21、en Budget at Complete and Estimate at Complete. 1.43 Work Authorization Document (WAD)* A generic term that may be used to describe any document or group of documents that convey work scope, schedule, and budget requirements along with responsibility, authority, and traceability for these requiremen

22、ts. A Project Plan with all of these components can be one example of a WAD. 1.44 Work Breakdown Structure (WBS) A detailed, product oriented representation of all the work necessary to accomplish a documented scope of work. The WBS should be accompanied by a text document referred to as a WBS Dicti

23、onary that describes each element of the WBS in detail. 1.45 Work Package (WP)* A unit of work required to complete a specific job such as a report, a design, a drawing, a piece of hardware, or a service which is within the responsibility of one Provided by IHSNot for ResaleNo reproduction or networ

24、king permitted without license from IHS-,-,-Marshall Procedural Requirements CS01 Earned Value Management System Requirements MPR 7120.5 Revision: Baseline Date: May 11, 2009 Page 11 of 63 CHECK THE MASTER LIST at https:/repository.msfc.nasa.gov/directives/directives.htm VERIFY THAT THIS IS THE CORR

25、ECT VERSION BEFORE USE operating unit in the Performing organization. A WP is usually the lowest element shown in a WBS. NOTE: From an EVMS perspective a WP details tasks with short durations or material items identified for accomplishing work required to complete a project. The WP represents a furt

26、her breakdown of the work defined in a Control Account (CA). A WP is clearly distinguishable from all other WP, has a scheduled start and finish date, has a budget that is time phased over the duration of the WP, and has a relatively short duration or can be divided into a series of milestones whose

27、 status can be effectively measured. 2. RESPONSIBILITIES 2.1 This section provides a brief description of the responsibilities assigned to typical project organizational roles. Each project shall assign these responsibilities to individuals within the organization. It should be recognized that the r

28、ole definition contained within this document is not a complete or detailed job description for each of the roles addressed. 2.2 There are two types of project organizational roles addressed in this section. The first type of role is one where the person functioning in this role is primarily respons

29、ible for the functions noted, even though certain functions may be delegated. The second type of role is the one where the person functioning in this role is often delegated responsibilities from the person primarily responsible. Those primarily responsible are assigned specific requirement responsi

30、bilities throughout section 3, “Procedure” and summarized in Appendix B, “Requirements Matrix.” 2.3 The Project Manager shall have overall responsibility and accountability for the projects cost, schedule, and technical performance as designated by the Program Manager and applicable policy, requirem

31、ents, and authorization documents. 2.4 The IPT Leader shall have overall responsibility for the cost, schedule, and technical performance of the specific IPT product or service as assigned and applicable policy, requirements, and authorization documents. 2.5 The CAM shall have overall responsibility

32、 for the cost, schedule, and technical performance of a scope of work represented by a WAD for a CA, subordinate to the Project Manager and applicable policy, requirements, and authorizing documents. 2.6 The Work Package Manager (WPM) shall have overall responsibility for the cost, schedule, and tec

33、hnical performance of a scope of work represented by a work package as assigned and applicable policy, requirements, and authorizing documents. 2.7 The FM shall: 2.7.1 Manage the allocation of a group of skilled resources across multiple projects or efforts in order to meet multiple priorities. Prov

34、ided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-Marshall Procedural Requirements CS01 Earned Value Management System Requirements MPR 7120.5 Revision: Baseline Date: May 11, 2009 Page 12 of 63 CHECK THE MASTER LIST at https:/repository.msfc.nasa.gov/dire

35、ctives/directives.htm VERIFY THAT THIS IS THE CORRECT VERSION BEFORE USE 2.7.2 Assist personnel in their professional advancement along their chosen career path by coordinating training and job assignments. 2.7.3 Broker agreements with project personnel to engage the skilled resources necessary for

36、project efforts in the time frame required. 2.7.4 Ensure that core competencies and capabilities are established and maintained in the responsible functional area for future projects and efforts. 2.8 The Business Manager (BM) shall: 2.8.1 Provide daily supervision of the Resource Analyst functions w

37、ithin a project. 2.8.2 Provide daily supervision of the Schedule Analyst functions within a project. 2.8.3 Assist the PM in managing and reporting project budget, cost, schedule, and performance data. 2.8.4 Assist the PM in establishing and maintaining project cost and schedule baseline documents, W

38、AD, and project budget logs. 2.9 The Resource Analyst shall: 2.9.1 Assist in budget development and planning, resource planning, updating financial forecasts, and processing change requests. 2.9.2 Assist responsible managers in verifying that actual cost data is applied to the correct charge numbers

39、 (i.e., WBS). 2.9.3 Assist in the preparation and analysis of financial and performance reporting. 2.10 The Schedule Analyst shall: 2.10.1 Assist responsible managers in developing schedules including cost integration by resource loading. 2.10.2 Maintain existing schedules by updating progress, perf

40、ormance, and other data as required to reflect both the current plan and the approved baseline. 2.10.3 Assist in the preparation and analysis of financial, performance, and schedule reporting. Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-Marshall

41、Procedural Requirements CS01 Earned Value Management System Requirements MPR 7120.5 Revision: Baseline Date: May 11, 2009 Page 13 of 63 CHECK THE MASTER LIST at https:/repository.msfc.nasa.gov/directives/directives.htm VERIFY THAT THIS IS THE CORRECT VERSION BEFORE USE 3. PROCEDURE This section addr

42、esses project requirements from an Earned Value Management System (EVMS) perspective. This perspective primarily deals with the actions of the roles as defined in section 2, “Responsibilities.” 3.1 Organization In the context of this section, “organization” refers to identified work groups involved

43、in a project and the work to be accomplished. A complete project organization will often consist of team members from different Centers and different companies. Organization of the work involves arrangement of the work scope in a manner conducive to effective and efficient execution, assignment of t

44、he work to responsible organizational elements, and coordination of work execution between organizational elements.1_ 1Figure 3.1 - Organization Process Flow Diagram (dashed connectors indicate links to external process areas). _ 3.1.1 Product Structure A product structure is represented by a WBS. T

45、he WBS is used to convey a clear understanding and statement of the technical objectives involved in a project and the specific work authorized to achieve these objectives. 3.1.1.1 Purpose: To create a WBS which breaks down all authorized work scope into incremental elements used for planning, sched

46、uling, budgeting, cost accounting, work authorization, performance measurement and management control. Project Plan NPR 7120 (WBS Template) WBS OBS Cross Reference RAM WBS Dictionary WAD Project FAD (ATP) Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,

47、-,-Marshall Procedural Requirements CS01 Earned Value Management System Requirements MPR 7120.5 Revision: Baseline Date: May 11, 2009 Page 14 of 63 CHECK THE MASTER LIST at https:/repository.msfc.nasa.gov/directives/directives.htm VERIFY THAT THIS IS THE CORRECT VERSION BEFORE USE 3.1.1.2 Requiremen

48、ts: The Project Manager shall: a. Create a WBS.2The WBS: (1) Shall be product oriented and represent the entire scope of authorized work. (2) Shall include all work to be performed by all organizational elements including contractors. (3) Shall contain WBS elements which extend at a minimum to the CA level. (4) Shall identify WBS elements by title and a numbering system which identifies the level of the WBS element, the higher level element into which the WBS element will be integrated and show the number of