Project Execution 2

Project Execution With Monitoring & Control
DUE DATE: 30 Jan 2018; DUE TIME: 15 & 20:00Hrs; TOTAL Budget: $20.00

DUE DATE: 30 Jan 2018 DUE TIME: 12:00Hrs GMT
In this Assignment, you are provided your sponsor-approved financials for your project’s labor. You will need to go back to the project plan, or Gauchito Project Workbook.xls (in Course Resources), to pull out your incremental material and equipment costs from the M&E Forecast tab. Your job will be to lay out only your Planned Value (PV) section of your Gauchito EVM Tool and/or Project (in Course Resources). You will need to bring over your approved Gantt schedule for the Project Workbook to accomplish this. Based on the information from the Gauchito project plan, your company finance department provided you with the following:

(Please find attached a better formatted question saved as GM593_U2Assignmt)
ID Job Description Immediate Predecessors Planned Duration (Weeks) Staff (Number) Rate/Person/Week Task Cost (BAC) A 1.0 ASSEMBLE ENGINE MOUNT Start 2 4 $1,440 $11,520 B 2.0 FIN PREPARATION Start 1 3 $1,440 $4,320 C 3.0 MARK FIN AND LAUNCH LUG LINES Start 1 3 $1,440 $4,320 D 4.0 INSERTING ENGINE MOUNT A 2 3 $1,440 $8,640 E 5.0 ATTACH FINS D 1 3 $1,440 $4,320 F 6.0 ATTACH SHOCK CORD Start 2 3 $1,440 $8,640 G 7.0 ASSEMBLE NOSE CONE Start 1 2 $1,440 $2,880 H 8.0 ATTACH PARACHUTE/SHOCK CORD G 1 1 $1,440 $1,440 I 9.0 ATTACH LAUNCH LUG E 1 1 $1,440 $1,440 J 10.0 PAINTING THE ROCKET I 1 4 $1,440 $5,760 K 11.0 APPLICATION OF DECALS J 1 1 $1,440 $1,440 L 12.0 APPLYING CLEAR COAT K 1 1 $1,440 $1,440 M 13.0 DISPLAY NOZZLE ASSEMBLY K 1 3 $1,440 $4,320 N 14.0 ROCKET PREFLIGHT L 1 2 $1,440 $2,880 O 15.0 PREPARE FOR TEST LAUNCH N 1 1 $1,440 $1,440
ASSIGNMENT RUBRIC
Calculating Project Budget Estimate Updates    Points Possible    Points Earned Content
The necessary data for labor, equipment, material, duration, start, finish, and predecessors are correctly annotated as provided by the instructions into the Gauchito EVM tool. 10 points
A Gantt bar graph for the project BCWS (PV) was constructed in the EVM tool template according to the provided table. 5 points
All tasks (deliverables) are executed according to the Gauchito project plan appendix WG: Gantt and/or Gauchito Project Workbook tabs for labor costs, material costs, equipment costs, and schedule. 10
Task level activities are correctly scheduled with predecessors and successor according to precedence relationships from the project plan or project workbook. 5
A critical path is displayed according to CPM. 5points
The depicted Cumulative Cost Curve/Baseline graph correctly reflects the Planned Value. 5points
The graph correctly depicts the project BAC and EAC for the start of the project. 5points
Analysis Response exhibits strong higher-order critical thinking and analysis (e.g., evaluation). Submission shows original thought. 10 points
Analysis includes proper classifications, explanations, comparisons, and inferences.

10 points
Critical thinking includes appropriate judgments, conclusions, and assessment based on evaluation and synthesis of information. 10points
Total 75

Sheet1

$500.00 $500.00 $500.00

$300.00

$200.00 $200.00

$500.00

$300.00

$1,000.00

$3,300.00 total of this line

Sheet2

EAC $3,300.00

Sheet3

PABLO DE LEON & ASSOCIATES GAUCHITO RESUPPLY VEHICLE

Pablo de Leon and Associates (Pablo de Leon y Asociados) is an Argentine-based team formed to design, build and operate a suborbital space transportation system.
Our team was created to compete for the Ansari X Prize and was accepted by the X Prize Foundation on February 10, 1997. Our team is formed by Argentine specialists in several fields, including propulsion, mechanical design, aerodynamics, thermal systems, cryogenics, computer science, etc.

Pablo de Leon, Team Leader, is an Argentine aerospace engineer with wide experience in space systems design, project management and development of space vehicles and components.

More than 42 scientists, engineers, technicians and volunteers have worked on this program for years in order to one day achieve the first suborbital manned flight in Latin America. Our team, conscientious of the past, believes it is necessary to learn from those who preceded us, and reach a level of technological development comparable with the times.
If Argentina wants to be once more an industrialized nation, we need to invest heavily in science and technology.
That is why we are working in this project, because we believe it is valuable and it will help to inspire a new generation of young Argentines and Latin Americans.

The VESA “Gauchito” is a conventional style rocket launch vehicle, using 4 hybrid rocket engines in cluster configuration. The length of the “Gauchito” is 12 meters without the escape tower, with a diameter of 2.20 meters in the main body, and 6.60 meters including the aerodynamic fins. The weight of the rocket is 8,000 kilograms while the empty weight is 2,400 kilograms.
The capsule can accommodate 1 crewmember with a maximum weight of 300 kilograms of cargo. The capsule maintains a controlled atmosphere of oxygen and nitrogen and the crew will use full pressure suits with 100%.oxygen

The propulsion system of the “Gauchito” was designed by Prof. Jorge Lassig. Its combines safety, economy, and reusability. The propellant grain, shaped as a cylinder and using several channels with geometrical shapes is placed in the combustion chamber. The “Gauchito” uses 4 hybrid rocket engines which burns Polyester Resin as propellant, and liquid oxygen (LOX) as oxidizer for 60 seconds. The throttle can be regulated and the engines are re-startable. The propulsion system has redundant safety devices and can be stopped in case of malfunction. The total thrust is 250,000 newtons (52,910 lb).
Each engine uses 380 kilograms of polyester resin and 1,080 kilograms of LOX. This requires a volume of 4 m3 for the 4 rocket engines. The LOX is feed by high pressure nitrogen coming from an additional tank located at the top of the rocket body. The total length of the rocket body is almost 8 meters, with a 2 meters diameter. The pressurized nitrogen tank is ½ meter diameter and the spherical LOX tank is 2 meters diameter. The longitude of each motor tube is 3,3 meters with a diameter of .60 meter.

>Deliverables

ASSEMBLE ENGINE MOUNT

.0 MARK FIN AND LAUNCH LUG LINES

.0 INSERTING ENGINE MOUNT

.0 ATTACH FINS

.0 ATTACH SHOCK CORD

.0 ASSEMBLE NOSE CONE

.0 ATTACH PARACHUTE/SHOCK CORD

.0 ATTACH LAUNCH LUG

.0 PAINTING THE ROCKET

.0 APPLICATION OF DECALS

.0 APPLYING CLEAR COAT

.0 DISPLAY NOZZLE ASSEMBLY

.0 ROCKET PREFLIGHT

.0 PREPARE FOR TEST LAUNCH

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		2.0 FIN PREPARATION
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TITLE

GAUCHITO ROCKET PROJECT

PROJECT WORKBOOK

Doubleclick to open

Hi-Level WBS

, Tube, Assemble Hook

2.0 FIN PREPARATION

	1.0 ASSEMBLE ENGINE MOUNT
	1.1 Measure, Mark and Cut Engine Tube
		1.2 Cut Engine Tube
1.3	Glue
1.3.1 Apply thin line of glue completely around engine at 3/4″ mark
		1.3.2 Position Hook per diagram
1.3.3 Insert Engine Hook into 1/8″ Slit on Engine Mount Tube
		1.4 Assemble Mylar Ring to Tube
		1.5 Assemble Yellow Engine Block to Engine Mount Tube
		1.6 Assemble Centering Rings
		1.7 Application of Glue Fillets
		2.1 Sand/Cut fins
		2.2 Cutting Out Fins
		2.3 Stack and Sand Fins
	3.0 MARK FIN AND LAUNCH LUG LINES
3.1 Cut Tape
3.2 Remove guide, connect fins and lug lines, extend LL line
		3.3 Extend Launch Lug Line
	4.0 INSERTING ENGINE MOUNT
4.1 Mark inside of tube @ 5/8″ where LL is
		4.2 Glue Tube
		4.3 Assemble Engine Hook
		4.4 Gluing Center Body Ring
	5.0 ATTACH FINS
		5.1 Attach Fin #1
		5.2 Attach Fin #2
		5.3 Attach Fin #3
		5.4 Attach Fin #4
		5.5 Check Fin Alignment
		5.6 Allow glue to dry
	6.0 ATTACH SHOCK CORD
		6.1 Cut out shock cord mount
		6.2 First Glue Application
		6.3 Second Glue Application
6.4 Squueze and Hold
		6.5 Attaching Shock Cord Mount
	7.0 ASSEMBLE NOSE CONE
		7.1 Glue nose cone
	8.0 ATTACH PARACHUTE/SHOCK CORD
		8.1 Attach Lines
		8.2 Attach Parachute
		8.3 Tie Lines
9.0 ATTACH LAUNCH LUG
		9.1 Glue launch lines
		9.2 Application of Glue Fillets
	10.0 PAINTING THE ROCKET
		10.1 Apply first coat
		10.2 Sand
		10.3 Apply final coat
	11.0 APPLICATION OF DECALS
		11.1 Apply first decal
		11.2 Apply second decal
		11.3 Apply third decal
		11.4 Apply fourth decal
		11.5 Apply fifth decal
		11.6 Apply sixth Decal
11.7 Apply seventh Decal
	12.0 APPLYING CLEAR COAT
		12.1 Apply clear coat to entire rocket
	13.0 DISPLAY NOZZLE ASSEMBLY
		13.1 Spray Nozzle Base White
		13.2 Apply Glue
	14.0 ROCKET PREFLIGHT
		14.1 Prepare Rocket for Preflight
			14.2 Spike
			14.3 Fold
			14.4 Roll
14.5 Reinsert
15.0 PREPARE FOR TEST LAUNCH
		15.1 Insert Engine

Activity List

1.0 ASSEMBLE ENGINE MOUNT
1.1 Measure, Mark and Cut Engine Tube

2.0 FIN PREPARATION

3.0 MARK FIN AND LAUNCH LUG LINES

4.0 INSERTING ENGINE MOUNT

5.0 ATTACH FINS

6.0 ATTACH SHOCK CORD

7.0 ASSEMBLE NOSE CONE

8.0 ATTACH PARACHUTE/SHOCK CORD

9.0 ATTACH LAUNCH LUG

10.0 PAINTING THE ROCKET

11.0 APPLICATION OF DECALS

12.0 APPLYING CLEAR COAT

13.0 DISPLAY NOZZLE ASSEMBLY

14.0 ROCKET PREFLIGHT

14.2 Spike

14.3 Fold

14.4 Roll

15.0 PREPARE FOR TEST LAUNCH

–		1.1.1 Lay ruler along engine tube
-1.1.2 Measure engine from left of engine tube tube @ 1/8″
-1.1.3 Mark left end of Engine Tube @ 1/8′
-1.1.4 Measure engine from left of engine tube @ 3/4″
-1.1.5 Mark from left of EngineTube @ 3/4″
-1.1.6 Measure engine tube from left of engine tube @ 11/2″
-1.1.7 Mark from left of Engine Tube @ 1 1/2″
-1.2 Cut Engine Tube
-1.2.1 Cut Slit of 1/8″ @ 1 1/2 inch Mark on Engine Tube
-1.3 Glue, Tube, Assemble Hook
-1.3.1 Apply thin line of glue completely around engine at 3/4″ mark
-1.3.2 Position Hook per diagram
-1.3.3 Insert Engine Hook into 1/8″ Slit on Engine Mount Tube
-1.4 Assemble Mylar Ring to Tube
-1.4.1 Slide Mylar ring onto Engline Mount tube at 3/4″ mark
–		1.4.2 Let Dry
-1.5 Assemble Yellow Engine Block to Engine Mount Tube
–		1.5.1 Apply glue inside front of Engine Mount tube
–		1.5.2 Insert Yellow Engine Block flush with the right end per diagram
–		1.5.3 Let Dry
-1.6 Assemble Centering Rings
–		1.6.1 Remove Centering rings from card with modeling knife
-1.6.2 Apply thin line of Glue around engine mount tube @ 1/8″ mark
-1.6.3 Slide notched Centering Ring onto glued line @ 1/8″ mark
–		1.6.4 Let Glue Set
–		1.6.5 Apply thin line of Glue to opposite side of notched center ring flush with end of engine mount tube
-1.6.6 Slide unnotched Centering Ring in place over glue flush with end of engine tube mount
–		1.6.7 Let Dry
-1.7 Application of Glue Fillets
–		1.7.1 Apply Glue Fillets to both sides of Centering Rings for reinforcement
–		1.7.2 Let Dry
-2.1 Sand/Cut fins
–		2.1.1 Sand Laser Cut Balsa Sheet w/Fine Sandpaper
-2.2 Cutting Out Fins
		2.2.1 Cut out fin #1 w/modeling knife
		2.2.2 Cut out fin #2 w/modeling knife
		2.2.3 Cut out fin #3 w/ modeling knife
		2.2.4 Cut out fin #4 w/modeling knife
-2.3 Stack and Sand Fins
–		2.3.1 Stack Fins
–		2.3.2 Sand Edges of fins
–		3.1 Cut – Tape
	3.1.1 Cut out tube marking guide
–		3.1.2 Tape tube marking guide around body tube
–		3.1.3 Mark body tube at arrows
–		3.1.4 Mark Launch Lug Line as LL on Body tube
-3.2 Remove guide, connect fins and lug lines, extend LL line
–		3.2.1 Remove Tube Marking guide from body tube
–		3.2.2 Connect Fins using door frame
–		3.2.3 Connect launch lug lines using door frame
-3.3 Extend Launch Lug Line
-3.3.1 Extend launch lug line 3 3/4″ from end of tube
-4.1 Mark inside of tube @ 5/8″ where LL is
-4.1.1 Measure inside tube to 5/8″ position on tube
-4.1.2 Mark inside tube at 5/8″
-4.2 Glue Tube
–		4.2.1 Measure inside rear of body tube to 1 3/4′ position on tube
-4.2.2 Use finger to smear glue 1 3/4″ inside rear of body tube along LL.
-4.3 Assemble Engine Hook
–		4.3.1 Align engine hook with LL line
-4.3.2 Insert engine mount into body tube until centering ring is even w/the 5/8″ glue mark
–		4.3.3 Let Dry
-4.4 Gluing Center Body Ring
–		4.4.1 Locate scrap piece of balsa to apply glue
–		4.4.2 Apply glue to centering/body tube joint
–		4.4.3 Let Dry
-5.1 Attach Fin #1
–		5.1.1 Apply thin layer of glue to edge of fin
–		5.1.2 Allow to dry (1 minute for model)
–		5.1.3 Apply second layer of glue to edge of fin
–		5.1.4 Attach Fin to body tube along one of fin lines flush w/end
-5.2 Attach Fin #2
–		5.2.1 Apply thin layer of glue to edge of fin#2
–		5.2.2 Allow to dry (1 minute for model)
–		5.2.3 Apply second layer of glue to edge of fin #2
–		5.2.4 Attach Fin #2 to body tube along one of fin lines flush w/end
-5.3 Attach Fin #3
–		5.3.1 Apply thin layer of glue to edge of fin #3
–		5.3.2 Allow to dry (1 minute for model)
–		5.3.3 Apply second layer of glue to edge of fin #3
–		5.3.4 Attach Fin #3 to body tube along one of fin lines flush w/end
-5.4 Attach Fin #4
–		5.4.1 Apply thin layer of glue to edge of fin #4
–		5.4.2 Allow to dry (1 minute for model)
–		5.4.3 Apply second layer of glue to edge of fin #4
–		5.4.4 Attach Fin #4 to body tube along one of fin lines flush w/end
-5.5 Check Fin Alignment
–		5.5.1 Check Fin #1 Alignment as shown in diagram
–		5.5.2 Check Fin #2 Alignment as shown in diagram
–		5.5.3 Check Fin #3 Alignment as shown in diagram
–		5.5.4 Check Fin #4 Alignment as shown in diagram
-5.6 Allow glue to dry
–		5.6.1 Let Glue Set
–		5.6.2 Stand Rocket on end
–		5.6.3 let glue dries completely
-6.1 Cut out shock cord mount
–		6.1.1 Cut out shock cord from front page
-6.2 First Glue Application
–		6.2.1 Attach shock cord to shock cord mount
–		6.2.2 Apply glue to shock cord mount
–		6.2.3 Fold edge of shock cord mount forward over glued shock cord
-6.3 Second Glue Application
–		6.3.1 Apply glue to shock cord mount
–		6.3.2 Fold forward again-see diagram for clarification
-6.4 Squueze and Hold
–		6.4.1 Squeeze shock cord/shock cord mount tightly
–		6.4.2 Hold for 1 minute
-6.5 Attaching Shock Cord Mount
-6.5.1 Glue mount 1″ inside body tube
–		6.5.2 Hold until glue sets
–		6.5.3 Let Dry Completely
-7.1 Glue nose cone
-7.1.1 Apply plastic cememt to inside rim of nose cone
–		7.1.2 Press Nose Cone Insert into place over plastic cement inside of nose cone rim
-7.1.3 Let Dry Completely
-8.1 Attach Lines
-8.1.1 Pass shroud line on parachute through eyelit
-8.2 Attach Parachute
-8.2.1 Pass parachute through loop in shroud-look to diagram for clarification
-8.3 Tie Lines
–		8.3.1 Tie shock cord to nose cone using a double knot
-9.1 Glue launch lines
-9.1.1 Glue LL centerd onto LL Line on rocket body
-9.2 Application of Glue Fillets
–		9.2.1 Apply glue fillets along launch lug
–		9.2.2 Apply glue fillets along fin/body tube joints
–		9.2.3 Smooth each fillet with finger
-9.2.4 Let glue dry completely
-10.1 Apply first coat
–		10.1.1 Spray rocket with white primer
–		10.1.2 Let Dry
-10.2 Sand
–		10.1.2 Sand entire rocket
-10.3 Apply final coat
-10.3.1 Spray completed rocket with white second coat of primer
-10.3.2 Let Dry
–		10.3.3 Spray Nose Cone with Copper paint
–		10.3.4 Let Dry
-11.1 Apply first decal
–		11.1.1 Remove First decal from back sheet
-11.1.2 Place on Rocket where indicated
-11.1.3 Rub decal to remove bubbles
-11.2 Apply second decal
–		11.2.1 Remove second decal from backing sheet
–		11.2.2 Place on Rocket where indicated
–		11.2.3 Rub decal to remove bubbles
-11.3 Apply third decal
-11.3.1 Remove third decal from backing sheet
–		11.3.2 Place on Rocket where indicated
–		11.3.3 Rub decal to remove bubbles
-11.4 Apply fourth decal
–		11.4.1 Remove fourth decal from backing sheet
–		11.4.2 Place on Rocket where indicated
–		11.4.3 Rub decal to remove bubbles
-11.5 Apply fifth decal
–		11.5.1 Remove fifth decal from backing sheet
–		11.5.2 Place on Rocket where indicated
-11.5.3 Rub decal to remove bubbles
-11.6 Apply sixth Decal
-11.6.1 Remove sixth decal from backing sheet
–		11.6.2 Place on Rocket where indicated
–		11.6.3 Rub decal to remove bubbles
-11.7 Apply seventh Decal
–		11.7.1 Remove seventh decal from backing sheet
–		11.7.2 Place on Rocket where indicated
-11.7.3 Rub decal to remove bubbles
-12.1 Apply clear coat to entire rocket
		12.1.1 Apply clear coat to entire rocket
		12.1.2 Dry Completely
-13.1 Spray Nozzle Base White
–		13.1.1 Paint Nozzle #1 w/Silver Paint Pen
–		13.1.2 Paint Nozzle #2 w/ Silver Paint Pen
–		13.1.3 Paint Nozzle #3 w/ Silver Paint Pen
–		13.1.4 Paint Nozzle #4 w/ Silver Paint Pen
-13.1.5 Allow to dry
-13.2 Apply Glue
-13.2.1 Apply glue to tab on nozzle #1
–		13.2.2 Place Nozzle #1 into hole on base
-13.2.3 Apply glue to tab on nozzle #2
-13.2.4 Place Nozzle #2 into hole on base
-13.2.5 Apply glue to tab on nozzle #3
-13.2.6 Place Nozzle #3 into hole on base
-13.2.7 Apply glue to tab on nozzle #4
-13.2.8 Place Nozzle #4 into hole on base
14.1 prepare
–		14.1.1 Remove Nose Cone from Rocket
–		14.1.2 Locate recovery wadding
–		14.1.3 Insert 4-5 loosely crumpled squares of recovery wadding
–		14.2.1 Pull parachute into a spike-see diagram for clarification
–		14.3.1 Fold parachute according to diagram
–		14.4.1 Roll parachute according to diagram
		14.5 Re-insert
-14.5.1 Wrap lines loosly around rolled parachute-see diagram for clarification
–		14.5.2 Insert parachute into body tube of rocket
–		14.5.3 Insert shock cord into body tube of rocket
–		14.5.4 Insert nose cone into body tube of rocket
-15.1 Insert Engine
–		15.1.1 Remove engine
–		15.1.2 Insert tip to touch propellant
–		15.1.3 Insert engine into rocket

Decomposed WBS

1.0 ASSEMBLE ENGINE MOUNT

1.1.1 Lay ruler along engine tube

1.2 Cut Engine Tube

1.3.2 Position Hook per diagram

1.4 Assemble Mylar Ring to Tube

1.4.2 Let Dry

1.5 Assemble Yellow Engine Block to Engine Mount Tube

1.5.1 Apply glue inside front of Engine Mount tube
1.5.2 Insert Yellow Engine Block flush with the right end per diagram
1.5.3 Let Dry

1.6 Assemble Centering Rings

1.6.1 Remove Centering rings from card with modeling knife
1.6.4 Let Glue Set
1.6.5 Apply thin line of Glue to opposite side of notched center ring flush with end of engine mount tube
1.6.7 Let Dry

1.7 Application of Glue Fillets

1.7.1 Apply Glue Fillets to both sides of Centering Rings for reinforcement
1.7.2 Let Dry

2.0 FIN PREPARATION
2.1 Sand/Cut fins

2.1.1 Sand Laser Cut Balsa Sheet w/Fine Sandpaper

2.2 Cutting Out Fins
2.2.1 Cut out fin #1 w/modeling knife
2.2.2 Cut out fin #2 w/modeling knife
2.2.3 Cut out fin #3 w/ modeling knife
2.2.4 Cut out fin #4 w/modeling knife
2.3 Stack and Sand Fins

2.3.1 Stack Fins
2.3.2 Sand Edges of fins

3.0 MARK FIN AND LAUNCH LUG LINES

3.1 Cut – Tape
3.1.1 Cut out tube marking guide
3.1.2 Tape tube marking guide around body tube
3.1.3 Mark body tube at arrows
3.1.4 Mark Launch Lug Line as LL on Body tube
3.2.1 Remove Tube Marking guide from body tube
3.2.2 Connect Fins using door frame
3.2.3 Connect launch lug lines using door frame

3.3 Extend Launch Lug Line

4.0 INSERTING ENGINE MOUNT

4.2 Glue Tube

4.2.1 Measure inside rear of body tube to 1 3/4′ position on tube

4.3 Assemble Engine Hook

4.3.1 Align engine hook with LL line
4.3.3 Let Dry

4.4 Gluing Center Body Ring

4.4.1 Locate scrap piece of balsa to apply glue
4.4.2 Apply glue to centering/body tube joint
4.4.3 Let Dry

5.0 ATTACH FINS
5.1 Attach Fin #1

5.1.1 Apply thin layer of glue to edge of fin
5.1.2 Allow to dry (1 minute for model)
5.1.3 Apply second layer of glue to edge of fin
5.1.4 Attach Fin to body tube along one of fin lines flush w/end

5.2 Attach Fin #2

5.2.1 Apply thin layer of glue to edge of fin#2
5.2.2 Allow to dry (1 minute for model)
5.2.3 Apply second layer of glue to edge of fin #2
5.2.4 Attach Fin #2 to body tube along one of fin lines flush w/end

5.3 Attach Fin #3

5.3.1 Apply thin layer of glue to edge of fin #3
5.3.2 Allow to dry (1 minute for model)
5.3.3 Apply second layer of glue to edge of fin #3
5.3.4 Attach Fin #3 to body tube along one of fin lines flush w/end

5.4 Attach Fin #4

5.4.1 Apply thin layer of glue to edge of fin #4
5.4.2 Allow to dry (1 minute for model)
5.4.3 Apply second layer of glue to edge of fin #4
5.4.4 Attach Fin #4 to body tube along one of fin lines flush w/end

5.5 Check Fin Alignment

5.5.1 Check Fin #1 Alignment as shown in diagram
5.5.2 Check Fin #2 Alignment as shown in diagram
5.5.3 Check Fin #3 Alignment as shown in diagram
5.5.4 Check Fin #4 Alignment as shown in diagram

5.6 Allow glue to dry

5.6.1 Let Glue Set
5.6.2 Stand Rocket on end
5.6.3 let glue dries completely

6.0 ATTACH SHOCK CORD
6.1 Cut out shock cord mount

6.1.1 Cut out shock cord from front page

6.2 First Glue Application

6.2.1 Attach shock cord to shock cord mount
6.2.2 Apply glue to shock cord mount
6.2.3 Fold edge of shock cord mount forward over glued shock cord

6.3 Second Glue Application

6.3.1 Apply glue to shock cord mount
6.3.2 Fold forward again-see diagram for clarification
6.4.1 Squeeze shock cord/shock cord mount tightly
6.4.2 Hold for 1 minute

6.5 Attaching Shock Cord Mount

6.5.2 Hold until glue sets
6.5.3 Let Dry Completely

7.0 ASSEMBLE NOSE CONE
7.1 Glue nose cone

7.1.2 Press Nose Cone Insert into place over plastic cement inside of nose cone rim

8.0 ATTACH PARACHUTE/SHOCK CORD
8.1 Attach Lines

8.2 Attach Parachute

8.3 Tie Lines

8.3.1 Tie shock cord to nose cone using a double knot

9.0 ATTACH LAUNCH LUG
9.1 Glue launch lines

9.2 Application of Glue Fillets

9.2.1 Apply glue fillets along launch lug
9.2.2 Apply glue fillets along fin/body tube joints
9.2.3 Smooth each fillet with finger

10.0 PAINTING THE ROCKET
10.1 Apply first coat

10.1.1 Spray rocket with white primer
10.1.2 Let Dry

10.2 Sand

10.1.2 Sand entire rocket

10.3 Apply final coat

10.3.3 Spray Nose Cone with Copper paint
10.3.4 Let Dry

11.0 APPLICATION OF DECALS
11.1 Apply first decal

11.1.1 Remove First decal from back sheet

11.2 Apply second decal

11.2.1 Remove second decal from backing sheet
11.2.2 Place on Rocket where indicated
11.2.3 Rub decal to remove bubbles

11.3 Apply third decal

11.3.2 Place on Rocket where indicated
11.3.3 Rub decal to remove bubbles

11.4 Apply fourth decal

11.4.1 Remove fourth decal from backing sheet
11.4.2 Place on Rocket where indicated
11.4.3 Rub decal to remove bubbles

11.5 Apply fifth decal

11.5.1 Remove fifth decal from backing sheet
11.5.2 Place on Rocket where indicated

11.6 Apply sixth Decal

11.6.2 Place on Rocket where indicated
11.6.3 Rub decal to remove bubbles
11.7.1 Remove seventh decal from backing sheet
11.7.2 Place on Rocket where indicated

12.0 APPLYING CLEAR COAT
12.1 Apply clear coat to entire rocket

12.1.1 Apply clear coat to entire rocket
12.1.2 Dry Completely

13.0 DISPLAY NOZZLE ASSEMBLY
13.1 Spray Nozzle Base White

13.1.1 Paint Nozzle #1 w/Silver Paint Pen
13.1.2 Paint Nozzle #2 w/ Silver Paint Pen
13.1.3 Paint Nozzle #3 w/ Silver Paint Pen
13.1.4 Paint Nozzle #4 w/ Silver Paint Pen

13.2 Apply Glue

13.2.2 Place Nozzle #1 into hole on base

14.0 ROCKET PREFLIGHT
14.1 Prepare Rocket for Preflight

14.1.1 Remove Nose Cone from Rocket
14.1.2 Locate recovery wadding
14.1.3 Insert 4-5 loosely crumpled squares of recovery wadding

14.2 Spike

14.2.1 Pull parachute into a spike-see diagram for clarification

14.3 Fold

14.3.1 Fold parachute according to diagram

14.4 Roll

14.4.1 Roll parachute according to diagram

14.5 Re-insert

14.5.2 Insert parachute into body tube of rocket
14.5.3 Insert shock cord into body tube of rocket
14.5.4 Insert nose cone into body tube of rocket

15.1 Insert Engine

15.1.1 Remove engine
15.1.2 Insert tip to touch propellant
15.1.3 Insert engine into rocket

	1.1 Measure, Mark and Cut Engine Tube “
	1.1.2 Measure engine from left of engine tube @ 1/8″””
	1.1.3 Mark left end of engine Tube @ 1/8′
	1.1.4 Measure engine from left of engine tube @ 3/4″””
	1.1.5 Mark from left of engine tube @ 3/4″” “
	1.1.6 Measure engine tube from left of engine tube @ 11/2″””
	1.1.7 Mark from left of engine tube @ 1 1/2″””
	1.2.1 Cut Slit of 1/8″” @ 1 1/2 inch Mark on Engine Tube”
	1.3 Glue, Tube, Assemble Hook “
	1.3.1 Apply thin line of glue completely around engine at 3/4″” mark”
	1.3.3 Insert Engine Hook into 1/8″” Slit on Engine Mount Tube”
	1.4.1 Slide Mylar ring onto Engine Mount tube at 3/4″” mark “
	1.6.2 Apply thin line of Glue around engine mount tube @ 1/8″” mark”
	1.6.3 Slide notched Centering Ring onto glued line @ 1/8″” mark”
	1.6.6 Slide un-notched Centering Ring in place over glue flush with end of engine tube mount
	3.2 Remove guide, connect fins and lug lines, extend LL line”
	3.3.1 Extend launch lug line 3 3/4″” from end of tube”
	4.1 Mark inside of tube @ 5/8″” where LL is”
	4.1.1 Measure inside tube to 5/8″” position on tube”
	4.1.2 Mark inside tube at 5/8″””
	4.2.2 Use finger to smear glue 1 3/4″” inside rear of body tube along LL.”
	4.3.2 Insert engine mount into body tube until centering ring is even w/the 5/8″” glue mark”
	6.4 Squeeze and Hold
	6.5.1 Glue mount 1″” inside body tube”
	7.1.1 Apply plastic cement to inside rim of nose cone
	7.1.3 Let Dry Completely
	8.1.1 Pass shroud line on parachute through eyelet
	8.2.1 Pass parachute through loop in shroud-look to diagram for clarification
	9.1.1 Glue LL centered onto LL Line on rocket body
	9.2.4 Let glue dry completely
	10.3.1 Spray completed rocket with white second coat of primer
	10.3.2 Let Dry
	11.1.2 Place on Rocket where indicated
	11.1.3 Rub decal to remove bubbles
	11.3.1 Remove third decal from backing sheet
	11.5.3 Rub decal to remove bubbles
	11.6.1 Remove sixth decal from backing sheet
	11.7 Apply seventh Decal
	11.7.3 Rub decal to remove bubbles
	13.1.5 Allow to dry
	13.2.1 Apply glue to tab on nozzle #1
	13.2.3 Apply glue to tab on nozzle #2
	13.2.4 Place Nozzle #2 into hole on base
	13.2.5 Apply glue to tab on nozzle #3
	13.2.6 Place Nozzle #3 into hole on base
	13.2.7 Apply glue to tab on nozzle #4
	13.2.8 Place Nozzle #4 into hole on base
	14.5.1 Wrap lines loosely around rolled parachute-see diagram for clarification
	15.0 PREPARE FOR TEST LAUNCH

Cost
Estimate

Estimate

1.0 ASSEMBLE ENGINE MOUNT 14

7 4 0 0 0 0 0

1.1 Measure, Mark and Cut Engine Tube ” 5 30 0 0 0 0 0 0 0 0
1.1.1 Lay ruler along engine tube 5
1.1.2 Measure engine from left of engine tube @ 1/8″”” 5
1.1.3 Mark left end of engine Tube @ 1/8′ 5
1.1.4 Measure engine from left of engine tube @ 3/4″”” 5
1.1.5 Mark from left of engine tube @ 3/4″” ” 5
1.1.6 Measure engine tube from left of engine tube @ 11/2″”” 5
1.1.7 Mark from left of engine tube @ 1 1/2″”” 5
1.2 Cut Engine Tube 0 0 0 2 0 0 0 0 0 0
1.2.1 Cut Slit of 1/8″” @ 1 1/2 inch Mark on Engine Tube” 2
1.3 Glue, Tube, Assemble Hook ” 5 0 2 0 0 0 0 0 0 0
1.3.1 Apply thin line of glue completely around engine at 3/4″” mark” 2
1.3.2 Position Hook per diagram 2
1.3.3 Insert Engine Hook into 1/8″” Slit on Engine Mount Tube” 3
1.4 Assemble Mylar Ring to Tube 1 0 0 0 0 0 0 0 0 8
1.4.1 Slide Mylar ring onto Engine Mount tube at 3/4″” mark ” 1
1.4.2 Let Dry 8
1.5 Assemble Yellow Engine Block to Engine Mount Tube 1 0 1 0 0 0 0 0 0 8
1.5.1 Apply glue inside front of Engine Mount tube 1
1.5.2 Insert Yellow Engine Block flush with the right end per diagram 1
1.5.3 Let Dry 8
1.6 Assemble Centering Rings 2 0 2 2 0 0 0 0 0

1.6.1 Remove Centering rings from card with modeling knife 2
1.6.2 Apply thin line of Glue around engine mount tube @ 1/8″” mark” 1
1.6.3 Slide notched Centering Ring onto glued line @ 1/8″” mark” 1
1.6.4 Let Glue Set 8
1.6.5 Apply thin line of Glue to opposite side of notched center ring flush with end of engine mount tube 1
1.6.6 Slide un-notched Centering Ring in place over glue flush with end of engine tube mount 1
1.6.7 Let Dry 8
1.7 Application of Glue Fillets 0 0 2 0 0 0 0 0 0 8
1.7.1 Apply Glue Fillets to both sides of Centering Rings for reinforcement 2
1.7.2 Let Dry 8
2.0 FIN PREPARATION 2 0 0 12 16 0 0 0 0 0 30
2.1 Sand/Cut fins 0 0 0 0 8 0 0 0 0 0
2.1.1 Sand Laser Cut Balsa Sheet w/Fine Sandpaper 8
2.2 Cutting Out Fins 0 0 0 12 0 0 0 0 0 0
2.2.1 Cut out fin #1 w/modeling knife 3
2.2.2 Cut out fin #2 w/modeling knife 3
2.2.3 Cut out fin #3 w/ modeling knife 3
2.2.4 Cut out fin #4 w/modeling knife 3
2.3 Stack and Sand Fins 2 0 0 0 8 0 0 0 0 0
2.3.1 Stack Fins 2
2.3.2 Sand Edges of fins 8
3.0 MARK FIN AND LAUNCH LUG LINES

12 0 2 0 0 0 0 0 0

3.1 Cut – Tape 3 8 0 2 0 0 0 0 0 0

3.1.2 Tape tube marking guide around body tube 3
3.1.3 Mark body tube at arrows 4
3.1.4 Mark Launch Lug Line as LL on Body tube 4
3.2 Remove guide, connect fins and lug lines, extend LL line” 16 0 0 0 0 0 0 0 0 0
3.2.1 Remove Tube Marking guide from body tube 4
3.2.2 Connect Fins using door frame 4
3.2.3 Connect launch lug lines using door frame 8
3.3 Extend Launch Lug Line 0 4 0 0 0 0 0 0 0 0
3.3.1 Extend launch lug line 3 3/4″” from end of tube” 4
4.0 INSERTING ENGINE MOUNT 11 10 6 0 0 0 0 0 0 16

4.1 Mark inside of tube @ 5/8″” where LL is” 0 7 0 0 0 0 0 0 0 0
4.1.1 Measure inside tube to 5/8″” position on tube” 4
4.1.2 Mark inside tube at 5/8″”” 3
4.2 Glue Tube 0 3 2 0 0 0 0 0 0 0
4.2.1 Measure inside rear of body tube to 1 3/4′ position on tube 3
4.2.2 Use finger to smear glue 1 3/4″” inside rear of body tube along LL.” 2
4.3 Assemble Engine Hook 10 0 0 0 0 0 0 0 0 8
4.3.1 Align engine hook with LL line 5
4.3.2 Insert engine mount into body tube until centering ring is even w/the 5/8″” glue mark” 5
4.3.3 Let Dry 8
4.4 Gluing Center Body Ring 1 0 4 0 0 0 0 0 0 8
4.4.1 Locate scrap piece of balsa to apply glue 1
4.4.2 Apply glue to centering/body tube joint 4
4.4.3 Let Dry 8
5.0 ATTACH FINS

16 20 0 0 0 0 0 0

5.1 Attach Fin #1 4 0 5 0 0 0 0 0 0 1
5.1.1 Apply thin layer of glue to edge of fin 3
5.1.2 Allow to dry (1 minute for model) 1
5.1.3 Apply second layer of glue to edge of fin 2
5.1.4 Attach Fin to body tube along one of fin lines flush w/end 4
5.2 Attach Fin #2 4 0 5 0 0 0 0 0 0 1
5.2.1 Apply thin layer of glue to edge of fin#2 3
5.2.2 Allow to dry (1 minute for model) 1
5.2.3 Apply second layer of glue to edge of fin #2 2
5.2.4 Attach Fin #2 to body tube along one of fin lines flush w/end 4
5.3 Attach Fin #3 4 0 5 0 0 0 0 0 0 1
5.3.1 Apply thin layer of glue to edge of fin #3 3
5.3.2 Allow to dry (1 minute for model) 1
5.3.3 Apply second layer of glue to edge of fin #3 2
5.3.4 Attach Fin #3 to body tube along one of fin lines flush w/end 4
5.4 Attach Fin #4 4 0 5 0 0 0 0 0 0 1
5.4.1 Apply thin layer of glue to edge of fin #4 3
5.4.2 Allow to dry (1 minute for model) 1
5.4.3 Apply second layer of glue to edge of fin #4 2
5.4.4 Attach Fin #4 to body tube along one of fin lines flush w/end 4
5.5 Check Fin Alignment 0 16 0 0 0 0 0 0 0 0
5.5.1 Check Fin #1 Alignment as shown in diagram 4
5.5.2 Check Fin #2 Alignment as shown in diagram 4
5.5.3 Check Fin #3 Alignment as shown in diagram 4
5.5.4 Check Fin #4 Alignment as shown in diagram 4
5.6 Allow glue to dry 4 0 0 0 0 0 0 0 0 13
5.6.1 Let Glue Set 5
5.6.2 Stand Rocket on end 4
5.6.3 let glue dries completely 8
6.0 ATTACH SHOCK CORD 16 0 19 5 0 0 0 0 0 8

6.1 Cut out shock cord mount 0 0 0 5 0 0 0 0 0 0
6.1.1 Cut out shock cord from front page 5
6.2 First Glue Application 8 0 4 0 0 0 0 0 0 0
6.2.1 Attach shock cord to shock cord mount 4
6.2.2 Apply glue to shock cord mount 4
6.2.3 Fold edge of shock cord mount forward over glued shock cord 4
6.3 Second Glue Application 4 0 4 0 0 0 0 0 0 0
6.3.1 Apply glue to shock cord mount 4
6.3.2 Fold forward again-see diagram for clarification 4
6.4 Squeeze and Hold 0 0 6 0 0 0 0 0 0 0
6.4.1 Squeeze shock cord/shock cord mount tightly 2
6.4.2 Hold for 1 minute 4
6.5 Attaching Shock Cord Mount 4 0 5 0 0 0 0 0 0 8
6.5.1 Glue mount 1″” inside body tube” 4 4
6.5.2 Hold until glue sets 1
6.5.3 Let Dry Completely 8
7.0 ASSEMBLE NOSE CONE 4 0 4 0 0 0 0 0 0 8 16
7.1 Glue nose cone 4 0 4 0 0 0 0 0 0 8
7.1.1 Apply plastic cement to inside rim of nose cone 4
7.1.2 Press Nose Cone Insert into place over plastic cement inside of nose cone rim 4
7.1.3 Let Dry Completely 8
8.0 ATTACH PARACHUTE/SHOCK CORD

0 0 0 0 0 0 0 0 0 18

8.1 Attach Lines 7 0 0 0 0 0 0 0 0 0
8.1.1 Pass shroud line on parachute through eyelet 7
8.2 Attach Parachute 5 0 0 0 0 0 0 0 0 0
8.2.1 Pass parachute through loop in shroud-look to diagram for clarification 5
8.3 Tie Lines 6 0 0 0 0 0 0 0 0 0
8.3.1 Tie shock cord to nose cone using a double knot 6
9.0 ATTACH LAUNCH LUG 0 0

0 0 0 0 0 0 8

9.1 Glue launch lines 0 0 4 0 0 0 0 0 0 0
9.1.1 Glue LL centered onto LL Line on rocket body 4
9.2 Application of Glue Fillets 0 0 20 0 0 0 0 0 0 8
9.2.1 Apply glue fillets along launch lug 4
9.2.2 Apply glue fillets along fin/body tube joints 12
9.2.3 Smooth each fillet with finger 4
9.2.4 Let glue dry completely 8
10.0 PAINTING THE ROCKET 0 0 0 0 1 16 8 48 0 24

10.1 Apply first coat 0 0 0 0 0 0 8 0 0 8
10.1.1 Spray rocket with white primer 8
10.1.2 Let Dry 8
10.2 Sand 0 0 0 0 1 16 0 0 0 0
10.1.2 Sand entire rocket 1 16
10.3 Apply final coat 0 0 0 0 0 0 0 48 0 16
10.3.1 Spray completed rocket with white second coat of primer 16
10.3.2 Let Dry 8
10.3.3 Spray Nose Cone with Copper paint 32
10.3.4 Let Dry 8
11.0 APPLICATION OF DECALS 0

0 0 0 0 0 0 0 0 35

11.1 Apply first decal 0 5 0 0 0 0 0 0 0 0
11.1.1 Remove First decal from back sheet 1
11.1.2 Place on Rocket where indicated 3
11.1.3 Rub decal to remove bubbles 1
11.2 Apply second decal 0 5 0 0 0 0 0 0 0 0
11.2.1 Remove second decal from backing sheet 1
11.2.2 Place on Rocket where indicated 3
11.2.3 Rub decal to remove bubbles 1
11.3 Apply third decal 0 5 0 0 0 0 0 0 0 0
11.3.1 Remove third decal from backing sheet 1
11.3.2 Place on Rocket where indicated 3
11.3.3 Rub decal to remove bubbles 1
11.4 Apply fourth decal 0 5 0 0 0 0 0 0 0 0
11.4.1 Remove fourth decal from backing sheet 1
11.4.2 Place on Rocket where indicated 3
11.4.3 Rub decal to remove bubbles 1
11.5 Apply fifth decal 0 5 0 0 0 0 0 0 0 0
11.5.1 Remove fifth decal from backing sheet 1
11.5.2 Place on Rocket where indicated 3
11.5.3 Rub decal to remove bubbles 1
11.6 Apply sixth Decal 0 5 0 0 0 0 0 0 0 0
11.6.1 Remove sixth decal from backing sheet 1
11.6.2 Place on Rocket where indicated 3
11.6.3 Rub decal to remove bubbles 1
11.7 Apply seventh Decal 0 5 0 0 0 0 0 0 0 0
11.7.1 Remove seventh decal from backing sheet 1
11.7.2 Place on Rocket where indicated 3
11.7.3 Rub decal to remove bubbles 1
12.0 APPLYING CLEAR COAT 0 0 0 0 0 0 0 8 0 8 16
12.1 Apply clear coat to entire rocket 0 0 0 0 0 0 0 8 0 8
12.1.1 Apply clear coat to entire rocket 8
12.1.2 Dry Completely 8
13.0 DISPLAY NOZZLE ASSEMBLY 8 0 8 0 0 0 9 0 0 8 33
13.1 Spray Nozzle Base White 0 0 0 0 0 0 9 0 0 8
13.1.1 Paint Nozzle #1 w/Silver Paint Pen 2
13.1.2 Paint Nozzle #2 w/ Silver Paint Pen 2
13.1.3 Paint Nozzle #3 w/ Silver Paint Pen 2
13.1.4 Paint Nozzle #4 w/ Silver Paint Pen 3
13.1.5 Allow to dry 8
13.2 Apply Glue 8 0 8 0 0 0 0 0 0 0
13.2.1 Apply glue to tab on nozzle #1 2
13.2.2 Place Nozzle #1 into hole on base 2
13.2.3 Apply glue to tab on nozzle #2 2
13.2.4 Place Nozzle #2 into hole on base 2
13.2.5 Apply glue to tab on nozzle #3 2
13.2.6 Place Nozzle #3 into hole on base 2
13.2.7 Apply glue to tab on nozzle #4 2
13.2.8 Place Nozzle #4 into hole on base 2
14.0 ROCKET PREFLIGHT

0 0 0 0 0 0 0 0 0 42

14.1 Prepare Rocket for Preflight 13 0 0 0 0 0 0 0 0 0
14.1.1 Remove Nose Cone from Rocket 6
14.1.2 Locate recovery wadding 1
14.1.3 Insert 4-5 loosely crumpled squares of recovery wadding 6
14.2 Spike 4 0 0 0 0 0 0 0 0 0
14.2.1 Pull parachute into a spike-see diagram for clarification 4
14.3 Fold 4 0 0 0 0 0 0 0 0 0
14.3.1 Fold parachute according to diagram 4
14.4 Roll 4 0 0 0 0 0 0 0 0 0
14.4.1 Roll parachute according to diagram 4
14.5 Re-insert 17 0 0 0 0 0 0 0 0 0
14.5.1 Wrap lines loosely around rolled parachute-see diagram for clarification 5
14.5.2 Insert parachute into body tube of rocket 6
14.5.3 Insert shock cord into body tube of rocket 2
14.5.4 Insert nose cone into body tube of rocket 4
15.0 PREPARE FOR TEST LAUNCH 0 0 0 0 0 0 0 0 32 0 32
15.1 Insert Engine 0 0 0 0 0 0 0 0 32 0
15.1.1 Remove engine 10
15.1.2 Insert tip to touch propellant 10
15.1.3 Insert engine into rocket 12

17 16 17

643

.00

$40.00 $25.00

$25.00 $30.00

$425.00

18 19 16

33 15 12 7

6 5 3

5 5 3

20 16 20

1 16 8 48

8 8 9 8

Resource types – estimates in man-hours for	Duration
TASKS	Fitter	Draftsman	Gluer	Cutter	SanderI	SanderII	Painter I	Painter II	Engineer	Dummy
			30		40					95
															16
		19				33
3.1.2 Cut out tube marking guide
43
				20				17	73
			48
		18
		24								32
97
		35
		42
RESOURCE		TOTAL	154	103	88	23	56	137		643
Add resource totals as cross check
RESOURCE HOURLY RATES			$50		$40.00					$25	$30.00	$55.00	$36	BLENDED RATES
RESOURCE COSTS	$7,700.00	$4,120.00	$2,200.00	$920.00		$425.00	$480.00	$1,680.00	$1,760.00	$19,710.00
Number Staff Hours
Week-1	27
Week-2
Week-3
Week-4
Week-5
Week-6
Week-7
Week-8
Week-9
Week-10
Week-11

Spend Plan-Baseline

$4,320 $4,320

$1,440 $5,760

$1,440

$0 $0 $0 $0 $0

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,025

TOTAL

$4,320 $4,320

$0 $0 $0 $0 $0

$38,310

$143,530 $143,530 $143,530 $143,530 $143,530 $143,530

$143,530

CATEGORY			Week 1			Week 2			Week 3		Week 4			Week 5			Week 6	Week 7	Week 8	Week 9	Week 10	Week 11	Week 12	Week 13	Week 14	Week 15	Week 16
Labor	$21,600	$11,520					$4,320			$1,	44		$5,760	$2,880	$64,800
	Material		$15,685					$2,500				$5,800																$0	$375	$270	$650	$1,875	$550	$50,000	$77,705
	Equipment				$1,025
parts
	$38,310	$14,020	$10,120	$1,815	$6,030	$2,090	$7,635	$3,430	$51,440							$143,530
CUMULATIVE	$52,330	$62,450	$66,770	$71,090	$72,905	$78,935	$81,025	$88,660	$92,090
PROJECT BASELINE
EAC=

Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10 Week 11 38310 52330 62450 66770 71090 72905 78935 81025 88660 92090 143530

GANTT Schedule

Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10 Week 11 Week 12 Week 13 Week 14 Week 15 Week 16

1.0 ASSEMBLE ENGINE MOUNT
2.0 FIN PREPARATION
3.0 MARK FIN AND LAUNCH LUG LINES
4.0 INSERTING ENGINE MOUNT
5.0 ATTACH FINS
6.0 ATTACH SHOCK CORD
7.0 ASSEMBLE NOSE CONE
8.0 ATTACH PARACHUTE/SHOCK CORD
9.0 ATTACH LAUNCH LUG
10.0 PAINTING THE ROCKET
11.0 APPLICATION OF DECALS
12.0 APPLYING CLEAR COAT
13.0 DISPLAY NOZZLE ASSEMBLY
14.0 ROCKET PREFLIGHT
15.0 PREPARE FOR TEST LAUNCH

Network Diagram

0 0 95 95

33 95 0 138 138

211

307 0 342

138 0 211 211 0 243
342

342 0 358

108 138

44 243

307 358

196

44 3h

243 0 307 358 0 400

0 16h 16 240

243

400 32h

224 240

400 0 432
0 32h 32
400 400 432

Duration

95h

1:
Assemble Engine Mount

138

307

35h

342

4:
Insert Engine Mount

11:
Application of Decals

33h

73h

211

32h

243

3:
Mark Fin & LL Lines

5:
Attach Fins

9:
Attach Launch Lug

16h

358

30h

12:
Applying Clear Coat

2:
Fin Preparation

108

44h

64h

42h

400

6:
Attach Shock Cord

10:
Painting the Rocket

14:
Rocket Pre-Flight

196

240

8:
Attach Chute Shock Cord

198

7:
Assemble Nose Cone

432

224

15:
Prepare for Test Launch

13:
Display Nozzle Assembly

Legend

Early Start

Early Finish

Task Name

Late
Start

Slack

Late Finish

M& E Forecast

Cost Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10 Week 11 Week 12 Week 13 Week 14 Week 15 Week 16

Equipment $1,025 $1,025 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

$100

$25 $25

$50 $50

$100 $100

$500

$125

$125 $125

Material $77,705 $15,685 $2,500 $5,800 $0 $0 $375 $270 $650 $1,875 $550 $50,000 $0 $0 $0 $0 $0

$250

$75

$75 $75

Glue

$150

$120

$100 $100

$110

$160

$125 $125

$250 $250

$5,800 $5,800

$5,000

$115

$300

$500 $500

$250 $250

$650 $650

$550 $550

$375 $375

$4,000

$2,500 $2,500

$750

$1,000

$3,000

$1,200

$300 $300

$50,000 $50,000

TOTAL

$2,500 $5,800 $0 $0 $375 $270 $650 $1,875 $550 $50,000 $0 $0 $0 $0 $0

Code	Item
Scissors x 10				$100
Pencil x10
Ruler x10
Modeling Knife x 5
Guide, Tube Marking			$500
Tool, Framing x 1				$125
Tool, Fin Alignment x 1
Guide, Shock Cord Mount				$250
Sand Paper (Course)			$75
Sand Paper (Fine)
	$150
Cement		$120
Tape, Masking
Primer, Spray		$110
Paint, Spray (White)		$160
Paint, Spray (Clear)
Pen, Paint (Silver)
Tube, Body BT-58
Block, Engine EB-5B		$5,000
Cord, Shock, Rubber		$115
Hook, Mini Engine EH-3			$300
Tube, Engine Mount BT-5
Ring, Retainer (Mylar)
Sheet, Decal #60859
Card, Centering Ring RA5-58
Lug Launch LL-2A
Fins, Laser Cut x4		$4,000
Parachute Assembly 12′ x 1
Base, Nozzle, Display x 1		$750
Nozzles x 4		$1,000
Cone, Nose x 1		$3,000
Insert, Nose Cone x 1		$1,200
Wadding, Recovery x 1pk
Engine Assembly, A10-3T x 1
$16,710

>Gradebook Gradebook Breakdown Unit # 1

3 4 5 6 Total Assignment 1 4

0 40

40 40 40 40

240 Assignment 2 50

50 50 50 50

10 460 Discussion 35

35 35 35 35 35

210

Seminar

15 15 15 15 15

90 Total

140

140 140 140 140

0 1000 0

Unit 1

Total 40 0

Points Possible Points Earned

terms)?

points)

Response exhibits strong higher-order critical thinking and analysis (e.g., evaluation). Paper shows original thought. 3

Analysis includes proper classifications, explanations, comparisons and inferences. 4
Critical thinking includes appropriate judgments, conclusions and assessment based on evaluation and synthesis of information. 4

)

Grammatical skills are strong with typically less than one error per page. Correct use of APA when assigned. 3

Appropriate to the assignment, fresh (interesting to read), accurate, (no far-fetched, unsupported comments), precise (say what you mean), and concise (not wordy). 3
Project is in 12-point font. Narrative sections are double-spaced with a double space between. Project is free of serious errors; grammar, punctuation, and spelling help to clarify the meaning by following accepted conventions. 3

(0,-1:-

)

Total 50 0

GM592 Unit 1 Individual Assignment: 40

Points

Points Possible

Points Earned

Content (0-24 points)

1. Tool Development (WBS)

a) A hierarchical decomposition of the total scope of the project to be carried out by the project to accomplish project objectives according to required deliverables?

b) Each descending level (from task to subtask to work package) represents an increasing detail definition of project work?

c) Work packages are accurate and controllable?

d) There are no overlaps in scope definition between two activities at the work package level?

e) Each activity is assigned a WBS control number that uniquely identifies it for hierarchal summation of costs, schedule, and resource allocation?

2. Tool Development (Scope Statement)

a) Project scope description that is in more detail from the project charter?

b) Acceptance criteria specifying a set of conditions that must be met before deliverables are accepted?

c) Project deliverables that correlate to the WBS tasks that is required to be produced to complete the project’s product?

d) Project exclusion(s) that identify what is specifically excluded from the project (What constitutes “Out of Scope”)?

e) Is there a description of known constraints identifying factors that limit the execution of the project or a process within the project in scope, time, cost, or quality)?

f) Is there a description of known assumptions identifying factors in the planning process that is considered to true, real, or certain, without proof or demonstration to include those impacts should the assumptions prove to be false?

Analysis (0-12 points)

Response exhibits strong higher-order critical thinking and analysis (e.g., evaluation). Paper shows original thought.

Analysis includes proper classifications, explanations, comparisons and inferences.

Critical thinking includes appropriate judgments, conclusions and assessment based on evaluation and synthesis of information.

Writing (0-7 points)

Grammatical skills are strong with typically less than one error per page. Correct use of APA when assigned.

Appropriate to the assignment, fresh (interesting to read), accurate, (no far-fetched, unsupported comments), precise (say what you mean), and concise (not wordy).

Project is in 12-point font. Narrative sections are double-spaced with a double space between. Project is free of serious errors; grammar, punctuation, and spelling help to clarify the meaning by following accepted conventions.

GM592 Unit 1 Team Assignment: 50 Points

Content (0-30 points)

1. Tool Development (Scope Management Plan)

a) Process for preparing a detailed scope statement?

b) Process that enables the creation of the WBS from the detailed scope statement?

c) Process that establishes how the WBS will be maintained and approved?

d) Process that specifies how formal acceptances of the completed project deliverables will be obtained?

e) Process to control how requests for changes to the detailed scope statement will be processed as defined in the Integrated Change Control process (PMBOK section 4.5)?

2. Tool Development (Requirements Traceability Matrix)

a) Business needs, opportunities, goals, and objectives?

b) Project objectives?

c) Project scope/WBS deliverables?

d) Product design?

e) Product development?

f) Test cases?

g) Unique identifier (WBS number, ID, Associate ID, etc.)

3. Tool Development (Communications Management Plan)

a) Stakeholder communications requirements?

b) Information to be communicated (language, format, content, and level of detail)?

c) Reason for distribution of information?

d) Time frame and frequency for distribution of required information?

e) Person responsible for communicating information?

f) Person/Group(s) who will receive information?

g) Methods or technologies used to convey information (memos, email, fax, press release, etc.)?

h) Escalation process with time frames and management chain for escalation of issues not resolved at lower levels?

i) Method for updating and refining the communications management plan as project develops?

j) Glossary of common project related terminology (minimum

k) Flow charts of the information flow in project?

l) Communication constraints (regulations, codes, technologies, organizational policies, etc.)?

Analysis (0-

Writing (

0-9 points

Peer Evaluation

15 points

Minus points lost on Peer Evaluation (15= 0, 14= -1, 13= -2, etc.)

Unit 2

Points Possible Points Earned

Content (0-24 points)

d) Critical path correctly identified according to CPM?

Response exhibits strong higher-order critical thinking and analysis (e.g., evaluation). Paper shows original thought. 3
Analysis includes proper classifications, explanations, comparisons and inferences. 3
Critical thinking includes appropriate judgments, conclusions and assessment based on evaluation and synthesis of information. 3

Writing (0-7 points)

Grammatical skills are strong with typically less than one error per page. Correct use of APA when assigned. 3
Appropriate to the assignment, fresh (interesting to read), accurate, (no far-fetched, unsupported comments), precise (say what you mean), and concise (not wordy). 2
Project is in 12-point font. Narrative sections are double-spaced with a double space between. Project is free of serious errors; grammar, punctuation, and spelling help to clarify the meaning by following accepted conventions. 2
Total 40 0

Points Possible Points Earned

Content (0-30 points)

Analysis (0-11 points)
Response exhibits strong higher-order critical thinking and analysis (e.g., evaluation). Paper shows original thought. 3

Writing (0-9 points)
Grammatical skills are strong with typically less than one error per page. Correct use of APA when assigned. 3

GM592 Unit 2 Individual Assignment: 40 Points
1. Tool Development (Resource Allocation Matrix)
a) Contains all project WBS tasks?		8
b) Contains all requisite/identified labor resources?
c) Identifies method of cross-impacting labor resources to project WBS tasks?
2. Tool Development (Gantt schedule)
a) All WBS tasks depicted?
b) Each task level activity depicted with incremental bar(s)
c) Schedule relationships specified using Critical Path Method (CPM)
	d) Critical path correctly identified according to CPM?
3. Tool Development (Network Diagram)
a) Utilizes activity-on-node format?
b) Project divided into all task level activities with task number, task name, and predecessors identified?
c) Task level activities correctly sequenced according to precedence (reflects Gantt schedule)?
e) Durations for all activities correctly entered (same as Gantt durations)?
f) Forward pass correctly performed?
g) Backward pass correctly performed?
h) Float correctly calculated?
i) Minimum project duration same as reflected on Gantt schedule?
	Analysis (0-9 points)
GM592 Unit 2 Team Assignment
1. Tool Development (Definitive Duration Estimate)
a) Project scope (WBS) correctly entered down to work package level?
b) All labor skill sets accounted for with own column?
c) Levels of effort correctly entered at the work package levels?
d) Level of effort (in hours) correctly rolled-up (totaled) to each requisite sub-task level?
e) Sub-task totals correctly rolled-up (totaled) to each requisite task level?
f) Task level totals for each labor skill set totals to reflect total task labor hours?
g) Each labor skill set task totals tallied at bottom of each skill set column to reflect each skill set total labor for the project?
h) All labor total hours tallied to show total labor hours for the project.
i) All labor levels of effort calculated to show total labor for each increment by task?
2. Tool Development (Schedule Management Plan)
a) Scheduling methodology/Tool to be used for project schedule specified?
b) Level of accuracy specified to determine activity duration estimates (round up to the next 1 hour/day/month)?
c) Units of measure (hours/days/weeks/months)?
d) Organizational procedures links (WBS numbering mapped to accounting numbering mapped to general ledger/budget line, etc.)?
e) Process identified for updating the status and recording of progress in the schedule tool and defined?
f) Control thresholds specified for schedule variances between planned value and actual costs (EVM variances thresholds)?
g) Rules for performance measures specified (SV, SPI, etc.) with definitions?
h) Reporting formats and frequency for schedule reports defined?
i) Process descriptions documented?

Unit 3

Points Possible Points Earned

Content (0-24 points)

c) Work packages are accurate and controllable?

Points Possible Points Earned

Content (0-30 points)

) used in determining realistic activity cost estimates is specified, and may include an amount for contingencies

d) Process that specifies how formal acceptances of the completed project deliverables will be obtained?
e) Process to control how requests for changes to the detailed scope statement will be processed as defined in the Integrated Change Control process (PMBOK section 4.5)?

g) Unique identifier (WBS number, ID, Associate ID, etc.)

Analysis (0-11 points)
Response exhibits strong higher-order critical thinking and analysis (e.g., evaluation). Paper shows original thought. 3
Analysis includes proper classifications, explanations, comparisons and inferences. 4
Critical thinking includes appropriate judgments, conclusions and assessment based on evaluation and synthesis of information. 4
Writing (0-9 points)
Grammatical skills are strong with typically less than one error per page. Correct use of APA when assigned. 3
Appropriate to the assignment, fresh (interesting to read), accurate, (no far-fetched, unsupported comments), precise (say what you mean), and concise (not wordy). 3
Project is in 12-point font. Narrative sections are double-spaced with a double space between. Project is free of serious errors; grammar, punctuation, and spelling help to clarify the meaning by following accepted conventions. 3
Peer Evaluation
Minus points lost on Peer Evaluation (15= 0, 14= -1, 13= -2, etc.) 0
Total 50 0

GM592 Unit 3 Individual Assignment: 40 Points
1. Tool Development (Definitive Cost Estimate)
a) Durations reflect task totals that match with deliverables?
b) Sub-task totals properly calculated and rolled up?
d) Work packages total to sub-tasks correctly?
e) Levels of effort reflect activity effort correctly?
f) Skill-sets totaled correctly?
g) Skill-set costs reflect rates and hour totals?
h) Duration total matches the total of all skill-sets?
2. Tool Development (Spend Plan with Baseline)
a) Reflects schedule planning increments (day/week/month)?
b)Incremental costs reflect labor/equipment/material costs (not counting indirect costs) and totaled incrementally as well as cumulatively?
c) Cumulative costs are depiction of total project costs?
d) Cumulative cost curve graph (S-curve graph)?
e) Cost baseline (S-Curve) based on total project cost?
f) Estimate at Completion (EAC) depicted on cost baseline graph?
	Analysis (9 points)
	Writing (7 points)
GM592 Unit 3 Team Assignment: 50 Points
1. Tool Development (Cost Management Plan)
a) Units of measure. Each unit used in measurements (such as staff hours, staff days, weeks for time measures; or meters, liters, tons, kilometers, or cubic yards for quantity measures; or lump sum in currency form) is defined for each of the resources.
b) Level of precision. The degree to which activity cost estimates will be rounded up or down (e.g.,US$100.49 to US$100, or US$995.59 to US$1,000), based on the scope of the activities and magnitude of the project
c) Level of accuracy. The acceptable range (e.g., :1	0%
f) Organizational procedures links. The WBS component used for the project cost accounting is called the control account. Each control account is assigned a unique code or account number(s) that links directly to the performing organizations accounting system.
g) Control thresholds. Variance thresholds for monitoring cost performance may be specified to indicate an agreed—upon amount of variation to be allowed before some action needs to be taken. Thresholds are typically expressed as percentage deviations from the baseline plan.
h) Rules of performance measurement. Earned value management (EVM) rules of performance measurement are set.
i) Reporting formats. The formats and frequency for the various cost reports are defined.
j) Process descriptions. Descriptions of each of the other cost management processes are documented.
2. Tool Development (Human Resource Management Plan)
a) Roles and responsibilities of assigned skill sets?
i) Role?
ii) Authority?
iii) Responsibility?
iv) Competency?
b) Project organization charts?
c) Staffing management plan?
i) Staff acquisition?
ii) Resource calendars?
iii) Staff release plan?
iv) Training needs?
v) Recognition and rewards?
vi) Compliance?
vii) Safety?
3. Tool Development (Procurement Management Plan)
a) Procurement management approach? Identifies the necessary steps and responsibilities for procurement from the beginning to the end of a project.
b) Procurement definition? Describes, in specific terms, what items will be procured and under what conditions.
c) Type of contract to be used? Describes the type of contract to be used so the contracts and purchasing department can proceed accordingly.
d) Procurement risks? Identifies any potential risks associated with procurement for the project.
e) Procurement risk management? Describes how risks related specifically to procurement activities will be managed.
f) Cost determination? Describes how costs will be determined and if/how they will be used as part of the selection criteria (RFQ, RFP, RFB).
g) Standardized procurement documentation? Describes what standard procurement documentation will be used as part of the procurement (Organizational procurement forms).
h) Procurement constraints? Describes any constraints which must be considered as part of the project’s procurement management process.
i) Contract approval process? Defines the process through which contracts must be approved.
j) Decision criteria? Defines the criteria used by the contract review board to decide on what contract(s) to award.
k) Vendor management? Describes the roles and actions the project team and purchasing and contracts department will take
l) Performance metrics for procurement activities? Describes the metrics to be used for procurement activities associated with the project.

Unit 4

Points Possible Points Earned

Content (0-24 points)

Analysis (9 points)
Response exhibits strong higher-order critical thinking and analysis (e.g., evaluation). Paper shows original thought. 3
Analysis includes proper classifications, explanations, comparisons and inferences. 3
Critical thinking includes appropriate judgments, conclusions and assessment based on evaluation and synthesis of information. 3
Writing (7 points)
Grammatical skills are strong with typically less than one error per page. Correct use of APA when assigned. 3
Appropriate to the assignment, fresh (interesting to read), accurate, (no far-fetched, unsupported comments), precise (say what you mean), and concise (not wordy). 2
Project is in 12-point font. Narrative sections are double-spaced with a double space between. Project is free of serious errors; grammar, punctuation, and spelling help to clarify the meaning by following accepted conventions. 2
Total 40 0

Points Possible Points Earned

Content (0-30 points)

GM592 Unit 4 Individual Assignment: 40 Points

1. Tool Development (Ishikawa Analysis)

a) Identifies the problem.

b) Draws the problem and prime arrow.

c) Identifies defect categories and causes then list causes under each problem/defect category box using analysis techniques.

d) Identifies action(s) to correct problem.

2. Tool Development (Pareto Analysis)

a) Sets up data from the number of causes by category

b) Sorts data by the largest cause category to the smallest cause category by amount of causes called defects.

c) Uses the SUM() function to add Amount range.

d) Creates a Cumulative Amount column.

e) Fills-in the rest of the columns.

f) Creates a Cumulative Percent column.

g) Identifies the vital few contributors that account for most quality problems in any system using 80/20 rule.

GM592 Unit 4 Team Assignment

1. Tool Development (Quality Management Plan)

a) Quality assurance processes. Specifies how the quality assurance processes should be applied.

b) Quality control procedures. Describe how the project team will define and document the process for monitoring and recording the results of executing the quality activities to assess performance and recommend necessary changes.

c) Quality thresholds. Defines the criteria for the effective execution of key project activities, processes, and deliverables.

d) Management responsibilities. Defines quality management responsibilities for the project

e) Checklists and templates. Identifies or includes any checklists or templates that should be used by project team members.

f) Project quality audit process.

· Identifies all good and best practices being implemented;

· Identifies all nonconformity, gaps, and shortcomings;

· Shares good practices introduced or implemented in similar projects in the organization and/or industry;

· Proactively offers assistance in a positive manner to improve implementation of processes to help the team raise productivity; and

· Highlights contributions of each audit in the lessons learned repository of the organization.

2. Tool Development (Process Improvement Management Plan)

a) Details the steps tor analyzing project management and product development processes to identify activities that enhance their value.

b) Areas to consider include:

• Process boundaries. Describe the purpose of the process, the start

and end of the process, its inputs and outputs, the process owner,

and the stakeholders of the process.

• Process configuration. Provides a graphic depiction to processes,

with interfaces identified, and used to facilitate analysis.

• Process metrics. Along with control limits, allows analysis of process

efficiency.

• Targets for improved performance. Guide the process improvement

activities.

Unit 5

Points Possible Points Earned

Content (0-24 points)

Analysis (0-9 points)
Response exhibits strong higher-order critical thinking and analysis (e.g., evaluation). Paper shows original thought. 3
Analysis includes proper classifications, explanations, comparisons and inferences. 3
Critical thinking includes appropriate judgments, conclusions and assessment based on evaluation and synthesis of information. 3

Points Possible Points Earned

Content (0-30 points)

Response exhibits strong higher-order critical thinking and analysis (e.g., evaluation). Paper shows original thought. 3
Analysis includes proper classifications, explanations, comparisons and inferences. 4
Critical thinking includes appropriate judgments, conclusions and assessment based on evaluation and synthesis of information. 4

Grammatical skills are strong with typically less than one error per page. Correct use of APA when assigned. 3
Appropriate to the assignment, fresh (interesting to read), accurate, (no far-fetched, unsupported comments), precise (say what you mean), and concise (not wordy). 3
Project is in 12-point font. Narrative sections are double-spaced with a double space between. Project is free of serious errors; grammar, punctuation, and spelling help to clarify the meaning by following accepted conventions. 3
Peer Evaluation
Minus points lost on Peer Evaluation (15= 0, 14= -1, 13= -2, etc.) 0
Total 50 0

GM592 Unit 5 Individual Assignment: 40 Points

1. Tool Development (Qualitative Risk Analysis)

a) Identifies a minimum of five risk events having to with cost, time, scope, quality and an additional risk event of choice?

b) Builds an Impact Scales Matrix to address each of the assigned project objectives according to the matrix in PMBOK figure 11-5?

c) Applies the impact scales to where the project might go to a Probability-Impact Matrix design based on the example given in PMBOK figure 11-10?

d) Identifies each risk event’s score from the P-I matrix?

e) Prioritizes five risk events from greatest threat to least threat and suggests means of mitigation or remediation for each?

2. Tool Development (Quantitative Risk Analysis)

a) Conducts a quantitative risk analysis of the effect of one of the five identified risk events using the Decision Tree methodology?

b) Identifies the decision to be made?

c) Establishes a minimum of two decision nodes with correct input and output?

d) Builds out chance nodes for each decision node with correct input and outputs?

e) Computes net path value correctly?

f) Finalizes conclusion(s) into a decision using either a Maxi-Min or Mini-Max decision philosophy and justifies decision based on expected project outcomes.

Writing (0-7) points)

GM592 Unit 5 Team Assignment: 50 Points

1. Tool Development Risk Management Plan)

a) Risk management methodology? Defines approaches, tools, and date sources used to perform the project’s risk management.

b) Roles and responsibilities? Defines lead, support, and risk management team member for each risk activity.

c) Risk budgeting? Provides estimates for funds needed in cost baseline and sets process for applying contingency and management reserves.

d) Timing? Defines when and how often risk management processes will be performed during the project’s life cycle.

e) Risk categories? Provides a means for grouping potential causes of risk (i.e. Risk Breakdown Structure, Knowledge Areas).

f) Definitions of risk probability and impact? (See PMBOK, Table 11-1).

g) Probability and impact matrix for the project?

h) Revised stakeholder tolerances? Any adjustments to the stakeholders different risk thresholds over time.

i) Reporting formats? Templates for use in documenting risk process activities/analyses.

j) Tracking? Specifies documentation to be used in tracking identified risk events.

2. Tool Development (Stakeholder Management Plan)

a) Desired/current engagement levels of stakeholders?

b) Scope and impact of change to stakeholders?

c) Identified interrelationships and potential overlaps between stakeholders? Stakeholder analysis.

d) Stakeholder communication requirements for the project?

e) Information to be distributed to stakeholders?

f) Reason for distribution of information to stakeholder and expected impact to stakeholder engagement?

g) Time frame and frequency for distribution of information to stakeholders?

h) Method for updating and refining stakeholder management plan?

Analysis (11 points)

Writing (9 points)

Unit 6

Points Possible Points Earned

Unit 5

Total 40

Points Possible Points Earned

Response exhibits strong higher-order critical thinking and analysis (e.g., evaluation). Paper shows original thought. 12
Analysis includes proper classifications, explanations, comparisons and inferences. 12
Critical thinking includes appropriate judgments, conclusions and assessment based on evaluation and synthesis of information. 12
Grammatical skills are strong with typically less than one error per page. Correct use of APA when assigned. 12
Appropriate to the assignment, fresh (interesting to read), accurate, (no far-fetched, unsupported comments), precise (say what you mean), and concise (not wordy). 11
Project is in 12-point font. Narrative sections are double-spaced with a double space between. Project is free of serious errors; grammar, punctuation, and spelling help to clarify the meaning by following accepted conventions. 11

Peer Evaluation
Minus points lost on Peer Evaluation (15= 0, 14= -1, 13= -2, etc.) 0

Total 210 0

GM592 Unit 6 CAP Assignment: 40 Points
Total Points
Professional Goal
Insights Profile: MBA/MSM Only
Job Title
Key Job Title Competencies
Assessment of Key Job Competencies
How did this class help develop this Competency? (completed and evidence of reflection)
Next Steps (completed and evidence of reflection)
Writing/Spelling/Grammar/Punctuation/not APA
GM592 Unit 6 Team Assignment: 210 Points
Content (0-140 points)
1. Project Scope Baseline
a) Project scope statement
b) Work Breakdown Structure (fully decomposed)
c) Work Breakdown Structure Dictionary
2. Project Schedule Baseline
a) Definitive duration estimate
b) Gantt schedule with critical path
c) Milestone chart
d) Resource schedule
e) Material and equipment forecast
3. Project Cost Baseline
a) Definitive cost estimate
b) Project spend plan
c) Project baseline graph with EAC identified
4. Scope Management Plan
a) Introduction (The purpose of the scope management plan)
b) How the detailed scope statement is prepared
c) How the decomposed WBS is developed from the detail scope statement
d) How the WBS will be maintained and validated
e) How formal acceptance of deliverables will be obtained
f) How changes to the scope will be controlled through the change control process
5. Requirements Management Plan
a) Introduction (The purpose of the requirements management plan)
b) How requirements activities are to be planned, tracked, and documented
c) How configuration management will be conducted
d) How requirements will be prioritized
e) What metrics will be used in defining project requirements and how they will be used
f) Method to be used in documenting, cataloging and tracking requirements
6. Schedule Management Plan
a) Introduction (The purpose of the schedule management plan)
b) Project schedule type/application to be used and how it will be used
c) Level of accuracy that the schedule will depict
d) Units of measure to be used (hours, days, weeks, etc.)
e) Organizational link mapping (e.g. WBS used to develop the Resource Allocation Matrix, that is used to develop the Duration Estimate to be used to develop the schedule)
f) Schedule maintenance (how to update the schedule, document it, and when to update it)
g) Control thresholds to identify the extent of variance from the schedule before actions need to be taken
h) Performance measurement rules (percent complete levels, schedule performance formulae to be used (i.e. EVM formulae for schedule performance)
i) Report formats
7. Cost Management Plan
a) Introduction (The purpose of the cost management plan)
b) Units of measurement to be used (dollars, euros, drachmas)
c) Levels of precision (degree of estimation rounding such as “All hour estimates will be rounded up to the next hour, or next 5 hours, etc.”)
d) Levels of accuracy (e.g., Parametric cost estimations can be accurate to +75% to -25% of the final Estimate at Complete. The Definitive cost estimate should be accurate to +10% to -5% of final EAC.)
e) Organizational link mapping (e.g., Fully decomposed WBS will be used along with the definitive duration estimate to develop the definitive cost estimate.)
f) Control thresholds to identify the extent of variance from the baseline costs before actions need to be taken (i.e., Project costs not to exceed +10% to – 5% of EAC for any given period.)
g) Performance measurement rules (percent complete levels, cost performance formulae to be used (i.e., EVM formulae for cost performance)
8. Quality Management Plan
a) Introduction (The purpose of the quality management plan)
b) Quality management methodology (Describes the approach to quality)
c) Quality requirements/standards (reference any specifications documents that provide these specifications)
d) Product/Service quality
e) Process quality
f) Quality assurance (QA) (explain how to define and document the process for auditing the quality requirements to ensure that quality standards and operational definitions are met during the process.)
g) Quality control (QC) (explain how to define and document the process for monitoring and recording the results of activities outputs to assess performance and recommend necessary changes.
h) Quality control measurements (checklists and log examples to be used in taking quality measurements and comparing them against standards/requirements.)
9. Process Improvement Plan
a) Introduction (The purpose of the process improvement management plan)
b) Process boundaries (description of each activity process from start to finish, process owner, stakeholders for the process)
c) Process configuration (graphic depiction of the process flow for each activity)
d) Process metrics (control limits, variances, out-of-bounds specifications)
e) Improved performance targets (performance measures to work towards to ensure process improvement)
10. Human Resource Management Plan
a) Introduction (The purpose of the human resources management plan)
b) Roles and responsibilities (Roles and responsibilities of team members and stakeholders must be clearly defined in any project. Depending on the organizational structure, project team members may represent many different groups/departments and act in the interest of different functional managers. Additionally, team members may have varying degrees of authority and responsibility.
c) Organizational charts (graphic displays of the project tasks and team members. The purpose of this is to illustrate the responsibilities of team members as they relate to the project tasks. Tools such as responsible, accountable, consult, inform (RACI) or responsibility assignment matrix (RAM) may be used to aid in communicating roles and responsibilities for the project team. )
d) Staffing management (contains information on several areas including: when and how human resource requirements will be acquired, the timeline for when resources are needed and may be released, training for any resources with identified gaps in skills required, how performance reviews will be performed, and the rewards and recognition system to be used.)
11. Communications Management Plan
a) Introduction (The purpose of the communications management plan)
b) Stakeholder communications requirements
c) Information to be communicated
d) Reason for information distribution
e) Time frame for information distribution
f) Person(s) transmitting information
g) Person(s) to receive information
h) Mode of information transmittal
i) Allocated resources for communication activities (time, cost, labor, equipment, material)
j) Escalation process (for escalation of issues to included time and management chain positions that escalation must follow)
k) Method to update and refine the communication management plan
l) Glossary of project related terminology
m) Flow charts of the project information flow, report type examples, meeting guides, etc.
n) Organizational constraints to communication distribution (regulatory, SOP, policy, proprietary, etc.)
12. Risk Management Plan
a) Introduction (The purpose of the risk management plan)
b) Risk methodology (The approach, tools, and resources that will be used in conducting risk management)
c) Roles and responsibilities (Defining the risk management team lead and team members with their responsibilities in risk even identification, qualitative analysis, quantitative analysis, and response to risks.
d) Risk budgeting (What funds will be needed to be included in the cost baseline for contingency and management reserves.)
e) Risk timing (Specifies when risk assessments will be conducted throughout the project lifecycle and what points the management and contingency reserves can be applied.)
f) Definitions of probability and impact (The conditions chart that defines and standardizes the impact of identified risk events.)
g) Probability and impact (The P-I Matrix that the conditional impacts will be measured against the probabilities of occurrence to identify the risk score)
h) Revised stakeholder tolerances (Identified stakeholder tolerances to risk that will continue to be revised with each risk assessment throughout the project lifecycle.)
i) Reporting formats (Documented formats for addressing risk in the project; examples)
j) Tracking (specifying how risks will be recorded and the tracking process to ensure all risks are address and responded to.)
13. Procurement Management Plan
a) Introduction (The purpose of the procurement management plan)
b) Contract Types (What types of contracts are to be used on the project for procurement.)
c) Risk management issues (Identified procurement risks and how they will be responded.)
d) Estimates for Procurement (Whether independent estimates will be used as evaluation criteria, i.e. Organizational contractor lists.)
e) Methodology (The process that all project procurement actions will follow in acquiring resources to include vendor solicitation, evaluation, down-selection, and administration.)
f) Standardize procurement documents (a listing or facsimiles of required procurement documents to be used for project procurement.)
g) Supplier management (Specifies who is the responsible action person(s) for managing multiple suppliers, vendors, and/or contractors to the project.)
h) Procurement coordinating instructions (Actins required to coordinate procurement activities with scheduled on site needs.)
i) Procurement constraints and assumptions (all actions affecting the conduct of the project and expectations to avoid, accept, or mitigate.)
j) Lead times (Identification of lead times to have acquisitions on site at time of needs by the project.)
k) Make-or-buy management (how make-or-buy decision will be made for all scheduled procurement needs.)
14. Stakeholder Management Plan
a) Introduction (The purpose of the stakeholder management plan)
b) Stakeholder analysis (For primary external stakeholder who can affect the conduct of the project.)
c) Stakeholder register
d) Stakeholder engagement levels
e) Stakeholder changer (The scope and impact to the change of each primary stakeholder.)
f) Stakeholder communications requirements
g) Information distribution (A communications planner for stakeholders can be used.)
Analysis	(30 points)
Writing (30 points)

Discussion Board

One criterion was met. Two criteria were met. Criteria were fully met. 30 pts.

(0 points)

(30 points)

One criterion was met. Two criteria were met. Criteria were fully met. 20 pts.

(0 points)

Criteria were not met at all. One criterion was met. Two criteria were met. Criteria were fully met. 10 pts.
(0 points)

(6 points)

0 pts.

Unit Discussion Rubric

Quality (40%) of your post will be measured on the following criteria:

● All assigned Discussion topics were answered completely (Analysis)

● Posts were on topic and unique in content (Application)

●     All posts demonstrated knowledge of the topic (Knowledge)
●  Adequate rationale provided Comprehension)
●  Adequate support provided (Evaluation)
●  Adequate conclusion(s) arrived at (Synthesis)

No quality criteria were met.

One criterion was met.

Two criteria were met.

Criteria were fully met.

pts.

(0 points)

(8 points)

(24 points)

(40 points)

Participation Guidelines (30%) will be measured on the following criteria:

● Initial post no later than Saturday, 11:59 p.m. ET

● Posts made to each Discussion topic on at least 3 different days

● The original post to be no less than 100 words

No participation criteria met.

(6 points)

(18 points)

Clarity and Organization of Writing (20%) of your post will be measured on the following criteria:

● Posts were presented in an organized and logical argument composed of a minimum of two complete paragraphs

● No spelling or grammatical errors

● References were used and cited properly (according to APA)

Criteria were not met at all.

(4 points)

(12 points)

(20 points)

Professional and Netiquette (10%) in your post will be measured on the following criteria:

● Respect and consideration toward peers/instructors

● Appropriate language

● Professional use of abbreviations and acronyms spelled out the first time

(2 points)

(10 points)

Total Points in percentage

Total points x (DQ post value)

( ___% x 35 pts)

Seminar

Points

15 points

0-9 points

Unit Seminar Grading Rubric
Seminar Criteria
– Student posted frequently and was actively engaged in the Seminar.
– Student’s comments improved the Seminar quality and advanced the discussion by raising new issues and/or ideas.
– Alternative Assignment was completed according to the guidelines.
– Student posted infrequently and/or comments were brief and did not demonstrate an understanding of the material (for example: “Good point” or “I agree”).	10–14 points
– Student’s comments did not improve Seminar quality or advance the discussion by raising new issues or ideas.
– Alternative Assignment was not completed according to the guidelines.
– Student attended, but failed to post any messages.
– Student did not log into the Seminar session.
– Alternative Assignment was not completed.

alculation Sheet

ob Description

umber)

ASS

E EN

INE M

UNT

IN PREPARATION

Start 1

$1,440

FIN AND LAUNC

LUG LINES

Start 1 3 $1,440 $4,320

A 2 3 $1,440

D 1 3 $1,440 $4,320

Start 2 3 $1,440 $8,640

Start 1 2 $1,440

G 1 1 $1,440 $1,440

E 1 1 $1,440 $1,440

I 1 4 $1,440

J 1 1 $1,440 $1,440

K 1 1 $1,440 $1,440

K 1 3 $1,440 $4,320

L 1 2 $1,440 $2,880

N 1 1 $1,440 $1,440

$1,440

Immediate Predecessors

Planned Duration (Weeks)

Staff (

Rate/Person/Week

Task Cost (

Start

$1,440

$11,520

2.0

$4,320

3.0 MAR

4.0 INSERTING ENGINE MOUNT

$8,640

5.0 ATTACH FINS

6.0 ATTACH SHOCK CORD

7.0 ASSEMBLE NOSE CONE

$2,880

8.0 ATTACH PARACHUTE/SHOCK CORD

9.0 ATTACH LAUNCH LUG

10.0 PAINTING THE ROCKET

$5,760

11.0 APPLICATION OF DECALS

12.0 APPLYING CLEAR COAT

13.0 DISPLAY NOZZLE ASSEMBLY

14.0 ROCKET PREFLIGHT

15.0 PREPARE FOR TEST LAUNCH

24 weeks Level of Effort

Blended Rate=

11 weeks duration

Performance Sheet

D 4.0 INSERTING ENGINE MOUNT $0
E 5.0 ATTACH FINS $0
F 6.0 ATTACH SHOCK CORD $0
G 7.0 ASSEMBLE NOSE CONE $0
H 8.0 ATTACH PARACHUTE/SHOCK CORD $0
I 9.0 ATTACH LAUNCH LUG $0
J 10.0 PAINTING THE ROCKET $0
K 11.0 APPLICATION OF DECALS $0
L 12.0 APPLYING CLEAR COAT $0
M 13.0 DISPLAY NOZZLE ASSEMBLY $0
N 14.0 ROCKET PREFLIGHT $0
O 15.0 PREPARE FOR TEST LAUNCH $0

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10 Week 11 Week 12 Week 13 Week 14 Week 15 Week 16 AC Totals

A 1.0 ASSEMBLE ENGINE MOUNT $0
B 2.0 FIN PREPARATION $0
C 3.0 MARK FIN AND LAUNCH LUG LINES $0
D 4.0 INSERTING ENGINE MOUNT $0
E 5.0 ATTACH FINS $0
F 6.0 ATTACH SHOCK CORD $0
G 7.0 ASSEMBLE NOSE CONE $0
H 8.0 ATTACH PARACHUTE/SHOCK CORD $0
I 9.0 ATTACH LAUNCH LUG $0
J 10.0 PAINTING THE ROCKET $0
K 11.0 APPLICATION OF DECALS $0
L 12.0 APPLYING CLEAR COAT $0
M 13.0 DISPLAY NOZZLE ASSEMBLY $0
N 14.0 ROCKET PREFLIGHT $0
O 15.0 PREPARE FOR TEST LAUNCH $0
Equipment $0
Material $0
$0

Weekly Total $0 $0 $0

$0 $0 $0

Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10 Week 11 Week 12 Week 13 Week 14 Week 15 Week 16

$0 $0 $0

Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10 Week 11 Week 12 Week 13 Week 14 Week 15 Week 16

Cumulative Cost (PV) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Cumulative Cost (AC) $0 $0 $0
Cumulative Cost (EV) $0 $0 $0

SV= CV=
SV= $0 CV= $0
SPI= CPI=
SPI= 0 CPI= 0

to -5% EAC

EAC = PM Eval=

EAC =

PM Eval= 0% EAC

BCWS (PV) TASK

Week 1

Week 2

Week 3

Week 4

Week 5

Week 6

Week 7

Week 8

Week 9

Week 10

Week 11

Week 12

Week 13

Week 14

Week 15

Week 16

AC Totals

1.0 ASSEMBLE ENGINE MOUNT

2.0 FIN PREPARATION

3.0 MARK FIN AND LAUNCH LUG LINES

Equipment

Material

Weekly Total

Cumulative Cost (PV)

ACWP (AC) TASK

Cumulative Cost (AC)

BCWP (EV) TASK

EV Totals

Cumulative Cost (EV)

BAC=

BCWS (PV)=

ACWP (AC)=

BCWP (EV)=

SV=

BCWP-BCWS

CV=

BCWP-ACWP

Project is $xxK behind schedule

Project is $xxK over budget

SPI=

BCWP/BCWS

CPI=

BCWP/ACWP

For every dollar spent on scheduled
effort we realize $0.xx worth of progress.

For every dollar spent, we realize $0.xx of planned result.

EAC

BAC/CPI

PM Eval=

EAC/BAC

$0.00

The PM’s EAC isxx% over/under BAC and is/is not in trouble.

May 22-28
May 29-Jun 4
Jun 5-Jun 11
Jun 12-Jun18
Jun 19-Jun 25
Jun 26-Jul 2
Jul 3-Jul9
Jul 10-Jul 16
Jul 17-Jul23
Jul 24-Jul30
Jul 31-Aug 6
Aug 7-Aug 13

Performance Sheet

Cumulative Cost (PV)
Cumulative Cost (AC)
Cumulative Cost (EV)
BAC=$xxx,xxxx
EAC=$xxx,xxx
Planned Value (PV) Section
Earned Value (EV) Section
Actual Cost (AC) Section
Cumulative or S-Curve Graph
Performance Measures Section

Budget

BCWS or,

Actual

Cost

WP or,

Earned Value

BCWP or,

SV = BCWP – BCWS

CV = BCWP – ACWP

Date

Cost

EAC

Time

S – Curves

NCC

OTB
CBB

TAB Profit / Fees

Contract Price
Earned Value Management

‘Gold Card’‘Gold Card’

Management
Reserve

OVERRUN
AUW

Control
Accounts

Undistributed
Budget

OTB

PMB

Summary Level
Planning Packages

Management Reserve

EAC

PMB

TAB
BAC

TERMINOLOGY
NCC Negotiated Contract Cost Contract price less profit / fee(s)
AUW Authorized Unpriced Work Work contractually approved, but not yet negotiated / definitized
CBB Contract Budget Base Sum of NCC and AUW
OTB O T t B li S f CBB d i d

Work Packages Planning Packages

g g g

Cost
Variance

Schedule Variance

ACWP

BCWS

OTB Over Target Baseline Sum of CBB and recognized overrun
TAB Total Allocated Budget Sum of all budgets for work on contract = NCC, CBB, or OTB
BAC Budget At Completion Total budget for total contract thru any given level
PMB Performance Measurement Baseline Contract time-phased budget plan
MR Management Reserve Budget withheld by Ktr PM for unknowns / risk management
UB Undistributed Budget Broadly defined activities not yet distributed to CAs
CA Control Account Lowest CWBS element assigned to a single focal point to plan & control

scope / schedule / budget
WP W k P k N t d t il l d ti iti ithi CAVARIANCES Favorable is Positive Unfavorable is Negative

BCWP

Time

Now

Completion
Date

Time

WP Work Package Near-term, detail-planned activities within a CA
PP Planning Package Far-term CA activities not yet defined into WPs
BCWS Budgeted Cost for Work Scheduled Value of work planned to be accomplished = PLANNED VALUE
BCWP Budgeted Cost for Work Performed Value of work accomplished = EARNED VALUE
ACWP Actual Cost of Work Performed Cost of work accomplished = ACTUAL COST
EAC Estimate At Completion Estimate of total cost for total contract thru any given level;

may be generated by Ktr, PMO, DCMA, etc. = EACKtr / PMO / DCMA
LRE Latest Revised Estimate Ktr’s EAC or EACKtr
SLPP S L l Pl i P k F t ti iti t t d fi d i t CA

VARIANCES Favorable is Positive, Unfavorable is Negative
Cost Variance CV = BCWP – ACWP CV % = (CV / BCWP) *100
Schedule Variance SV = BCWP – BCWS SV % = (SV / BCWS) * 100
Variance at Completion VAC = BAC – EAC

OVERALL STATUS
% Schedule = (BCWSCUM / BAC) * 100
% Complete = (BCWPCUM / BAC) * 100 SLPP Summary Level Planning Package Far-term activities not yet defined into CAs

TCPI To Complete Performance Index Efficiency needed from ‘time now’ to achieve an EAC

EVM POLICY: DoDI 5000.02, Encl 4. Table 5. EVMS in accordance with ANSI/EIA-748 is required for cost or
incentive contracts, subcontracts, intra-government work agreements, & other agreements valued > $20M (Then-Yr $).
EVMS contracts > $50M (TY $) require that the EVM system be formally validated by the cognizant contracting officer.
Additional Guidance in Defense Acquisition Guidebook and the Earned Value Management Implementation Guide
(EVMIG). EVMS is discouraged on Firm-Fixed Price, Level of Effort, & Time & Material efforts regardless of cost.

DoD TRIPWIRE METRICS Favorable is > 1.0, Unfavorable is < 1.0 Cost Efficiency CPI = BCWP / ACWP Schedule Efficiency SPI = BCWP / BCWS

p ( CUM )
% Spent = (ACWPCUM / BAC) * 100

BASELINE EXECUTION INDEX (BEI) (Schedule Metric)

BEI = # of Baseline Tasks Actually Completed / # of Baseline Tasks Scheduled for Completion

EVM CONTRACTING REQUIREMENTS:
Non-DoD FAR Clauses – Solicitation – 52.234-2 (Pre-Award IBR) or 52.234-3 (Post Award IBR)

– Solicitation & Contract – 52.234-4
DoD( ≥ $20M) DFAR Clauses – 252.234-7001 for solicitations and 252.234-7002 for solicitations & contracts

Contract Performance Report – DI-MGMT-81466A * 5 Formats (WBS, Organization, Baseline, Staffing & Explanation)
Integrated Master Schedule – DI-MGMT-81650 * (Mandatory for DoD EVMS contracts)
Integrated Baseline Review (IBR) – Mandatory for all EVMS contracts

BEI = # of Baseline Tasks Actually Completed / # of Baseline Tasks Scheduled for Completion

CPLI = (Critical Path Duration + Float Duration (to baseline finish)) / Critical Path Duration
CRITICAL PATH LENGTH INDEX (CPLI) (Schedule Metric)

TO COMPLETE PERFORMANCE INDEX (TCPI) # §
TCPIEAC = Work Remaining / Cost Remaining = (BAC – BCWPCUM) / (EAC – ACWPCUM)

ESTIMATE AT COMPLETION #
EAC A t l t D t + [(R i i W k) / (Effi i F t )]

EVM Home Page = https://acc.dau.mil/evm eMail Address: EVM.dau@dau.mil
DAU POC: (703) 805-5259 (DSN 655)

Revised January 2009

g ( ) y
* See the EVMIG for CPR & IMS tailoring guidance.EAC = Actuals to Date + [(Remaining Work) / (Efficiency Factor)]

EACCPI = ACWPCUM + [(BAC – BCWPCUM) / CPICUM ] = BAC / CPICUM
EACComposite = ACWPCUM + [(BAC – BCWPCUM) / (CPICUM * SPICUM)]
# To Determine a Contract Level TCPI or EAC; You May Replace BAC with TAB
§ To Determine the TCPI BAC or LRE Replace EAC with BAC or LRE

>Recovered_Sheet

Summary

Application Requested Previous Delta Issues/Risks/

Dec

isions

AP

21,

6 $0

.00 -$

21,026 10

% AP decoms dependent on purchase of final eight

SAVE

S @ ~ $1M (UFR).

BDRE $

108,

58 $0.00 -$108,558 Review of this application with customers resulted in a coonversion requirement @ $108.6K + Capital expense (UFR).

DSE

$126,

29 7 $

100

9.25 -$25,

8 System under delay for stress testing and code defect remediation. Delay may cause slip past morotorium. HOBIC N/A

$0.00 $0

System transferred . No langer a NIS Y2K responsibility.

MM

17,675

$0.00

-$17,675 System undergoing migration from M/F host. Y2K Compliance integral part of migration coding.

NAP

$17,675 $0.00 -$17,675

Decomission dependent on NEMAS acceptance of NAP as front-end processor or utilization of TCP/IP.

NIC

$122,

6 $105,

50 -$

,63

4 On Schedule, Under Requested Budget. Certain actuals not posted to date. SAVE

4,179 $

2,773.75 -$491,

5 In order to meet Y2K Compliance by EOY, SAVE dependent on purchace of eight additional SAVEs @ $1M (UFR). TOTAL= $

1,017,6

15 $318,984.50 98 Allocation $

2,000 $382,000.00 Delta

-$6

,615 $63,015.50 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov

Dec
BCWS $

4,655 $11,7

80 $

32 $26,173 $154,

4 $

198

,992 $281,197 $331,507 $387,998 $462,

8 $9

,077

$1,017,615
ACWP

$4,655 $11,780

$23,920 $27,3

30 $158,826 $209,292 $

240,259

Summary

Jan Jan
Feb Feb
Mar Mar
Apr Apr
May May
Jun Jun
Jul Jul
Aug Aug
Sep Sep
Oct Oct
Nov Nov
Dec Dec

BCWS
ACWP
Cumulative Cost for NIS Y2K (7/14/98)
4655
4655
11780
11780
23332
23919.6
26172.5
27330.1
15

54.197142

7
158825.63952381
198992.38

190

209292.249047619
281197.

5238095
2

402

59.106190476
3

315

07.459047619
387998.459047619
46

270

8.3

638

09524
996076.720952381
10

176

14.86380952

Roll-Up

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

332

38 38 38 38 38 38 38 38 38 38 38 38

$ 4,655

.00

.50

.00

Hours 0 0 0 0 120 176

Rate

56 56 56 56 56 56 56 56 56 56 56

– 0 – 0 – 0

.19

.14

Grade Hours 0 0 0 0 0 0 70 125 100

65 0

Rate 100 100 100 100 100 100 100 100 100 100 100 100
$ – 0 – 0 – 0 – 0 – 0 – 0

.00

– 0

Grade Hours – 0
Rate – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
$ – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0

Hours – 0 – 0 – 0 – 0 120 176

248 174

$ – 0 – 0 – 0 – 0

9,860

9,748

$ 0 0 0 0 0

0 0

1000

$ 0 0 0 0 0 0 0 0 0 0 0 0 – 0

$ 0 0 0 0

0 0 0 0 0 0 0

$ 0 0 0 0 0 0

0 0

3000 3000

$ 0 0 0 0 0 0 0 0 0 0 0 0 – 0

$ 4,655

11,552

1,017,615

1998

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total

Internal (MCI Staff) Hours 122.5 187.5 174

638 0 0 0 0 0

Rate 38 38 38 38 38 38 38 38 38 38 38 38

$ 4,655

– 0 – 0 – 0 – 0 – 0

,471

External (Contractors)

Grade Hours 0 0 0 0

160 120 0 0 0 0 0

Rate 56 56 56 56 56 56 56 56 56 56 56 56

$ – 0 – 0 – 0 – 0

8,963.81 6,722.86 – 0 – 0 – 0 – 0 – 0

Grade Hours 0 0

0 0 0 0 0 0

Rate 43 43 43 43 43 43 43 43 43 43 43 43
$ – 0 – 0

.60

– 0

– 0 – 0 – 0 – 0 – 0 – 0

Grade Hours – 0
Rate – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
$ – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0

Total Contractor Hours – 0 – 0 130 – 0

120 – 0 – 0 – 0 – 0 – 0

$ – 0 – 0

– 0

6,723 – 0 – 0 – 0 – 0 – 0

Capital (Detail Items)

Hardware $ 0 0 0 0 0 0 0 0 0 0 0 0 – 0

Software $ 0 0 0 0 0 0 0 0 0 0 0 0 – 0
Other Costs (Detail Items)

Team/Factory Costs $ 0 0 0 0

0 0 0 0 0 0 0

Travel $ 0 0 0 0 0 0 0 0 0 0 0 0 – 0
$ – 0
Total 1998 $ 4,655 7,125

– 0 – 0 – 0 – 0 – 0 240,259

BCWS				6/6/98																1998
															Total
															Internal (MCI Staff)																								Hours	122.5	187	304	74.75	1148	881	120	622	790	732	205	6,605
																																						Rate
7,		125		1		1,552	2,	840	43,624.00	33,478.00	45,828.00	23,636.00	30,020.00	27,816.00	12,	616		7,790.00	250,981
															External (Contractors)
																													Grade	212	253	294	248	183	174	1,	66
																																																				56
																																																					– 0	6,722.86	9,860	11,877.05	14,174.02	16,471.00	13,893.90	10,252.36	9,748	9	3,000
290	650
	7,000.00		12,500.00		10,000.00	2	9,000	6,500.00	65,000
															Total Contractor	282	378	394	538	2,310
	6,723	18,877	26,674	26,471	42,894	16,752	158,000
															Capital (Detail Items)
															Hardware		1200			1500						1000	501000	519,200
															Software
															Other Costs (Detail Items)
															Team/Factory Costs	77934.84	77,935
															Travel	2500								300	1	1,500
															Total 1998		7,125	2,841	128,282	44,538	82,205	50,310	56,491	74,710	533,368	21,538
ACWP 6/2/98
89.75	784.5	963.5	2,960
7,125.00	6,612.00	3,410.50	29,811.00	36,613.00	24,244.00					112
		160		440
	8,963.81	24,650
					130		82.5		115	328
5,	527		3,507.90		4,889.80	13,925
	243	275	768
		5,528	12,472	13,854	38,576
89212.83	89,213
12,140	3,411	131,496	50,467	30,967

1998 Y2K Budget Revision
&L&D&C&P&R&T

1998

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total

Internal (MCI Staff) Hours 32 32 32 96

Rate 38 38 38 38 38 38 38 38 38 38 38 38

$ – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0

1,216.00 1,216.00

External (Contractors)

Grade Hours 16 16 16 16 16 16 96

Rate 56 56 56 56 56 56 56 56 56 56 56 56

$ – 0 – 0 – 0 – 0 – 0 – 0

.38

896.38 896.38 896.38 896.38

Grade Hours – 0
Rate – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
$ – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
Grade Hours – 0
Rate – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
$ – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0

Total Contractor Hours – 0 – 0 – 0 – 0 – 0 – 0 16 16 16 16 16 16 96
$ – 0 – 0 – 0 – 0 – 0 – 0 896 896 896 896 896 896 5,378

Capital (Detail Items)

Hardware $ 1000 1000 1000 3,000
Software $ – 0

Other Costs (Detail Items)

Team/Factory Costs $ – 0
Travel $ 3000 3000 3000 9,000

$ – 0

Total 1998 $ – 0 – 0 – 0 – 0 – 0 – 0 896 896 896

6,112 6,112 21,026

ACWP 1998

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total

Internal (MCI Staff) Hours – 0

Rate 38 38 38 38 38 38 38 38 38 38 38 38
$ – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
External (Contractors)
Grade Hours – 0
Rate 56 56 56 56 56 56 56 56 56 56 56 56
$ – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
Grade Hours – 0
Rate – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
$ – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
Grade Hours – 0
Rate – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
$ – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0

Total Contractor Hours – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0

$ – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
Capital (Detail Items)

Hardware $ – 0

Software $ – 0
Other Costs (Detail Items)
Team/Factory Costs $ – 0

Travel $ – 0

$ – 0

Total 1998 $ – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

BCWS – 0 – 0 – 0 – 0 – 0 – 0 896

21,026

0 0 0 0 0 0

ACWP 0 – 0 – 0 – 0 – 0 – 0

Budget Description: Update

App Mgr Name

Larry Lafreniere

Application Name: Adjunct Processor (AP)

Project Coord Name

Jeff Tyler

Phase: Decom Assessment

VP Name

Patrice Carroll

Work Request #

Director Name

Bob Laird

Work Request Name

Authorized Dep’ts

2895

Project #

Date

6/7/98

Company #

SHL

Project Code #

1,216.00

896

896.38

5,378

6,112

1,793

2,689

8,802

14,914

BCWP

Jan Jan Jan
Feb Feb Feb
Mar Mar Mar
Apr Apr Apr
May May May
Jun Jun Jun
Jul Jul Jul
Aug Aug Aug
Sep Sep Sep
Oct Oct Oct
Nov Nov Nov
Dec Dec Dec

BCWS
BCWP
ACWP
Cumulative Costs for AP Y2K Decommission
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
896.380952381
1792.7619047619
2689.1428571429
8801.5238095238
14913.9047619048

210

26.2857142857

BDRR

App Mgr Name

Project Coord Name Jeff Tyler

VP Name Patrice Carroll

Work Request # Director Name Bob Laird
Work Request Name Authorized Dep’ts 2895

Project # Date 6/6/98

Company #

Project Code #

1998
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total

Internal (MCI Staff) Hours

315 70 10

Rate 38 38 38 38 38 38 38 38 38 38 38 38

$ – 0 – 0 – 0 – 0 – 0 – 0

External (Contractors)

Grade Hours 50 85 80 85 20 15

Rate 56 56 56 56 56 56 56 56 56 56 56 56

$ – 0 – 0 – 0 – 0 – 0 – 0

.19

4,762.02

Grade Hours 70 125 100 130 15 0 440

Rate 100 100 100 100 100 100 100 100 100 100 100 100

$ – 0 – 0 – 0 – 0 – 0 – 0 7,000.00 12,500.00 10,000.00

– 0

Grade Hours – 0
Rate – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
$ – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0

Total Contractor Hours – 0 – 0 – 0 – 0 – 0 – 0 120 210

215 35 15

$ – 0 – 0 – 0 – 0 – 0 – 0

840

Capital (Detail Items)
Hardware $ – 0
Software $ – 0
Other Costs (Detail Items)
Team/Factory Costs $ – 0
Travel $ – 0
$ – 0

Total 1998 $ – 0 – 0 – 0 – 0 – 0 – 0

108,558

Rate 100 100 100 100 100 100 100 100 100 100 100

$ – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
Grade Hours – 0
Rate – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
$ – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
Total Contractor Hours – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
$ – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
Capital (Detail Items)
Hardware $ – 0
Software $ – 0
Other Costs (Detail Items)
Team/Factory Costs $ – 0
Travel $ – 0
$ – 0
Total 1998 $ – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

BCWS – 0 – 0 – 0 – 0 – 0 – 0 17,971

108,558

BCWP 0 0 0 0 0 0
ACWP 0 – 0 – 0 – 0 – 0 – 0

Budget Description: Update					Larry LaFreniere
Application Name:Billing Detail Record Reporting (BDRR)
Phase: Conversion Assessment
	215	255	340	1,205
8,170.00	9,690.00	12,920.00	11,970.00	2,660.00		380.00	45,790
335
				2,801		4,762.02	4,481.90	1,120.48	840.36	18,768
13,000.00	1,500.00	44,000
180	775
9,801	17,262	14,482	17,762	2,620	62,768
	17,971	26,952	27,402	29,732	5,280	1,220
44,923	72,325	102,057	107,338

Jeff Tyler:
Est cost of shipping and hanling of stratus boxes for turn-in credit.
Jeff Tyler:
Est cost of shipping and hanling of stratus boxes for turn-in credit.
Jeff Tyler:
Est cost of shipping and hanling of stratus boxes for turn-in credit.
Jeff Tyler:
Est. cost of trips to two sites for unexpected problems.
Jeff Tyler:
Est. cost of trips to two sites for unexpected problems.
Jeff Tyler:
Est. cost of trips to two sites for unexpected problems.

BDRR

Jan Jan Jan
Feb Feb Feb
Mar Mar Mar
Apr Apr Apr
May May May
Jun Jun Jun
Jul Jul Jul
Aug Aug Aug
Sep Sep Sep
Oct Oct Oct
Nov Nov Nov
Dec Dec Dec

BCWS
BCWP
ACWP
Cumulative Cost Of BDR Y2K Conversion
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
17971.1904761905
44923.2142857

143

72325.119047619
102057.142857143
107337.619047619
108557.976190476

DSE

App Mgr Name Larry Lafreniere

Project Coord Name Jeff Tyler

VP Name Patrice Carroll

Work Request #

Director Name

Work Request Name Authorized Dep’ts 2895

Project # Date

Company #

1998
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total

Internal (MCI Staff) Hours 29

66 76 187 270 205 50 23

Rate 38 38 38 38 38 38 38 38 38 38 38 38

.00

7,790.00

External (Contractors)

Grade Hours 40 48 38 40 70 35 35 11

Rate 56 56 56 56 56 56 56 56 56 56 56 56

$ – 0 – 0 – 0 – 0

2,240.95

1,960.83

Grade Hours 160 50 210

Rate 100 100 100 100 100 100 100 100 100 100 100 100

$ – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0

– 0

Grade Hours – 0
Rate – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
$ – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0

Total Contractor Hours – 0 – 0 – 0 – 0 40 48 38 40 70

85 11 527

$ – 0 – 0 – 0 – 0

2,689

2,241

616

Capital (Detail Items)
Hardware $ – 0
Software $ – 0
Other Costs (Detail Items)

Team/Factory Costs $

Travel $ – 0
$ – 0

Total 1998 $ 1,102

8,379 874

Analysis

Delay (DP&D)

Test

9.00% 8.00%

1998

ACWP Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
Internal (MCI Staff) Hours 29 37.75

23 15 10

Rate 38 38 38 38 38 38 38 38 38 38 38 38

$ 1,102 1,434.50

874.00

380.00

– 0 – 0 – 0 – 0 – 0

External (Contractors)

Grade Hours 40 43 30

Rate 56 56 56 56 56 56 56 56 56 56 56 56

$ – 0 – 0 – 0 – 0 2,240.95

.02

– 0 – 0 – 0 – 0 – 0

Grade Hours 130 130

Rate 43 43 43 43 43 43 43 43 43 43 43 43

$ – 0 – 0

– 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 5,528

Grade Hours – 0
Rate – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
$ – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0

Total Contractor Hours – 0 – 0 130 – 0 40 43 30 – 0 – 0 – 0 – 0 – 0 243
$ – 0 – 0 5,528 – 0 2,241 2,409

– 0 – 0 – 0 – 0 – 0

Capital (Detail Items)
Hardware $ – 0
Software $ – 0
Other Costs (Detail Items)

Team/Factory Costs $

.06

27,763

Travel $ – 0
$ – 0

Total 1998 $ 1,102 1,435

874

– 0 – 0 – 0 – 0 – 0

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

BCWS

126,297

BCWP

ACWP 1102 2,537

			Budget Description: 1998 Y2K Update
Application Name: ISP\NIS\DSE
Phase: Conversion			Analysis
120743	Open
5/7/98
		SHL Project Code #
	37.75	220.5				413	1,600
			1,102		1,434.50		8,379				874				15,694.00	2,508.00	2,888.00	7,106.00	10,260.00				1,900.00	874.00	60,810
317
										2,240.95					2,689.14			2,128.90	3,921.67	1,960.83	616.26	17,760
16,000.00	5,000.00	2	1,000
195
										2,241			2,129	3,922	17,961	6,961	38,760
26,727.88	26,728
	1,435	44,663	5,197	5,017	9,347	14,182	25,751	8,861	1,490		126,297
		Ass/Req	Stress			Test			Coding			FVO			Roll-Out
93.00%	7	9.00%	74.00%	5	8.00%
1,024.86	2,158.12	8,358.58	8,865.50	12,885.15	13,300.92
90.5	60.5	266
3,439.00	570.00	2,299.00	10,099
113
	2,409	1,680.71	6,331
5,527.60
1,681	11,858
	27,763
8,967	30,574	2,789	3,980	49,720
	1102		2,537	10,916	11,790	56,452	61,649	66,666	76,013	90,195	115,946	124,807
1,025	3,183	11,542	20,407	33,292	35,052
11,503	12,377	42,951	45,740

&L&D&C&A&R&T

DSE

Jan Jan Jan
Feb Feb Feb
Mar Mar Mar
Apr Apr Apr
May May May
Jun Jun Jun
Jul Jul Jul
Aug Aug Aug
Sep Sep Sep
Oct Oct Oct
Nov Nov Nov
Dec Dec Dec

BCWS
BCWP
ACWP
Cumulative Costs for DSE Y2K (7/14/98)
1102
1024.86
1102
2536.5
3182.975
2536.5
10915.5
115

41.5

5
11503.1
11789.5
20407.045
12377.1
56452.3323809524
33292.1949142857
42951.1123809524
61649.4752380952
35051.5662571429
45740.1361904762
66666.38
76013.3323809524
90194.999047619
115945.832380952
124806.665714286
126296.927619048

App Mgr Name Larry LaFreniere

Project Coord Name Jeff Tyler

Phase: Decom Assessment VP Name Patrice Carroll
Work Request # Director Name Bob Laird
Work Request Name Authorized Dep’ts 2895
Project # Date 6/6/98
Company #
SHL Project Code #
1998
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total

Internal (MCI Staff) Hours 50 50 50 50 50 50 300

Rate 38 38 38 38 38 38 38 38 38 38 38 38

$ – 0 – 0 – 0 – 0 – 0 – 0 1,900.00 1,900.00 1,900.00 1,900.00 1,900.00 1,900.00

External (Contractors)

Grade Hours 16 16 16 16 16 16 16 112

Rate 56 56 56 56 56 56 56 56 56 56 56 56

$ – 0 – 0 – 0 – 0 – 0 896.38 896.38 896.38 896.38 896.38 896.38 896.38

Total Contractor Hours – 0 – 0 – 0 – 0 – 0 16 16 16 16 16 16 16 112
$ – 0 – 0 – 0 – 0 – 0 896 896 896 896 896 896 896 6,275

Capital (Detail Items)
Hardware $ – 0
Software $ – 0
Other Costs (Detail Items)
Team/Factory Costs $ – 0
Travel $ – 0
$ – 0

Total 1998 $ – 0 – 0 – 0 – 0 – 0 896

2,796 2,796 2,796 2,796 2,796 17,675

ACWP 1998
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
Internal (MCI Staff) Hours – 0
Rate 38 38 38 38 38 38 38 38 38 38 38 38
$ – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
External (Contractors)
Grade Hours – 0
Rate 56 56 56 56 56 56 56 56 56 56 56 56
$ – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
Grade Hours – 0
Rate – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
$ – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
Grade Hours – 0
Rate – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
$ – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
Total Contractor Hours – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
$ – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
Capital (Detail Items)
Hardware $ – 0
Software $ – 0
Other Costs (Detail Items)
Team/Factory Costs $ – 0
Travel $ – 0
$ – 0
Total 1998 $ – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

BCWS – 0 – 0 – 0 – 0 – 0 896

17,675

BCWP 0 0 0 0 0 0
ACWP 0 – 0 – 0 – 0 – 0 – 0

Budget Description: 1998 Y2K Update
Application Name: Match Merge (MM)
	11,400
		6,275
						2,796
	3,693	6,489	9,286	12,082	14,878

Jeff Tyler:
Lack of tester will require product testing in ICCA with a contracted teser.
Jeff Tyler:
Lack of tester will require product testing in ICCA with a contracted teser.

Jan Jan Jan
Feb Feb Feb
Mar Mar Mar
Apr Apr Apr
May May May
Jun Jun Jun
Jul Jul Jul
Aug Aug Aug
Sep Sep Sep
Oct Oct Oct
Nov Nov Nov
Dec Dec Dec

BCWS
BCWP
ACWP
Cumulative Cost Of Match Merge Y2K Conversion
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
896.380952381
0
0
3692.7619047619
6489.1428571429
9285.5238095238
12081.9047619048
14878.2857142857
17674.6666666667

NAP

Budget Description: 1998 Y2K Update App Mgr Name Larry LaFreniere

Project Coord Name Jeff Tyler

VP Name Patrice Carroll

Work Request # Director Name Bob Laird
Work Request Name Authorized Dep’ts 2895
Project # Date 6/6/98
Company #
Project Code #
1998
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
Internal (MCI Staff) Hours 50 50 50 50 50 50 300
Rate 38 38 38 38 38 38 38 38 38 38 38 38
$ – 0 – 0 – 0 – 0 – 0 – 0 1,900.00 1,900.00 1,900.00 1,900.00 1,900.00 1,900.00 11,400
External (Contractors)
Grade Hours 16 16 16 16 16 16 16 112
Rate 56 56 56 56 56 56 56 56 56 56 56 56
$ – 0 – 0 – 0 – 0 – 0 896.38 896.38 896.38 896.38 896.38 896.38 896.38 6,275
Grade Hours – 0
Rate – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
$ – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
Grade Hours – 0
Rate – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
$ – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
Total Contractor Hours – 0 – 0 – 0 – 0 – 0 16 16 16 16 16 16 16 112
$ – 0 – 0 – 0 – 0 – 0 896 896 896 896 896 896 896 6,275
Capital (Detail Items)
Hardware $ – 0
Software $ – 0
Other Costs (Detail Items)
Team/Factory Costs $ – 0
Travel $ – 0
$ – 0
Total 1998 $ – 0 – 0 – 0 – 0 – 0 896 2,796 2,796 2,796 2,796 2,796 2,796 17,675
ACWP 1998
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
Internal (MCI Staff) Hours – 0
Rate 38 38 38 38 38 38 38 38 38 38 38 38
$ – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
External (Contractors)
Grade Hours – 0
Rate 56 56 56 56 56 56 56 56 56 56 56 56
$ – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
Grade Hours – 0
Rate – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
$ – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
Grade Hours – 0
Rate – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
$ – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
Total Contractor Hours – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
$ – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
Capital (Detail Items)
Hardware $ – 0
Software $ – 0
Other Costs (Detail Items)
Team/Factory Costs $ – 0
Travel $ – 0
$ – 0
Total 1998 $ – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
BCWS – 0 – 0 – 0 – 0 – 0 896 3,693 6,489 9,286 12,082 14,878 17,675
BCWP 0 0 0 0 0 0
ACWP 0 – 0 – 0 – 0 – 0 – 0

Application Name: NIC Adjunct Processor (NAP)

Phase: Decom Assessment

NAP

Jan Jan Jan
Feb Feb Feb
Mar Mar Mar
Apr Apr Apr
May May May
Jun Jun Jun
Jul Jul Jul
Aug Aug Aug
Sep Sep Sep
Oct Oct Oct
Nov Nov Nov
Dec Dec Dec

BCWS
BCWP
ACWP
Cumulative Cost Of NAP Y2K Claimed Compliance
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
896.380952381
0
0
3692.7619047619
6489.1428571429
9285.5238095238
12081.9047619048
14878.2857142857
17674.6666666667

NIC

Budget Description: 1998 Y2K Update App Mgr Name Larry LaFreniere

Project Coord Name Jeff Tyler

VP Name Patrice Carroll

Work Request #

Director Name Bob Laird

Work Request Name Authorized Dep’ts 2895
Project # Date 6/6/98
Company #
SHL Project Code #
1998
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total

Internal (MCI Staff) Hours 38 41.5 44

413 413 413 40 40 40 40 0 1,552

Rate 38 38 38 38 38 38 38 38 38 38 38 38

.00

15,694.00 15,694.00 15,694.00

1,520.00 1,520.00 1,520.00 – 0

External (Contractors)

Grade Hours 40 48 38 40 48 40 40 50

Rate 56 56 56 56 56 56 56 56 56 56 56 56

$ – 0 – 0 – 0 – 0 2,240.95 2,689.14 2,128.90 2,240.95 2,689.14 2,240.95 2,240.95

Total Contractor Hours – 0 – 0 – 0 – 0 40 48 38 40 48 40 40 50 344
$ – 0 – 0 – 0 – 0 2,241 2,689 2,129 2,241 2,689 2,241 2,241 2,801 19,272

Capital (Detail Items)

Hardware $ 15000

Software $ – 0
Other Costs (Detail Items)

Team/Factory Costs $

.32

27,457

Travel $ 1500 1,500

$ – 0

Total 1998 $ 1,444 1,577 1,672 1,121

3,761 3,761 2,801

Ass/Req Analysis Coding Test FVO Roll-Out

ACWP 1998
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total

Internal (MCI Staff) Hours 38 41.5 44

Rate 38 38 38 38 38 38 38 38 38 38 38 38

$ 1,444

.00

– 0 – 0 – 0 – 0 – 0

External (Contractors)

Grade Hours 60 57 45

Rate 56 56 56 56 56 56 56 56 56 56 56 56

$ – 0 – 0 – 0 – 0

.43

.36

.07

– 0 – 0 – 0 – 0 – 0

Total Contractor Hours – 0 – 0 – 0 – 0 60 57 45 – 0 – 0 – 0 – 0 – 0 162
$ – 0 – 0 – 0 – 0 3,361 3,193 2,521 – 0 – 0 – 0 – 0 – 0 9,076

Capital (Detail Items)
Hardware $ – 0
Software $ – 0
Other Costs (Detail Items)

Team/Factory Costs $

.09

28,538

Travel $ – 0
$ – 0

Total 1998 $ 1,444 1,577 1,672 1,691

– 0 – 0 – 0 – 0 – 0

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

BCWS 1,444

122,206

BCWP

ACWP 1,444 3,021 4,693

Application Name:Network Information Concentrator (NIC)
Phase: Conversion Analysis
120742
29.5
					1,444			1,577			1,672	1,121	1,520.00	58,976
			344
2,801.19				19,272
15,000
	27,457
45,392	18,383	34,323					3,761		4,209		122,206
90.00%	81.00%	88.00%	77.00%	56.00%	17.00%
1,299.60	2,576.97	2,770.96	3,634.13	29,053.80	32,178.94
44.5	89.25	147	468
1,577.00	1,672.00		1,691	3,391.50	5,586.00	2,432.00	17,794
	162
	3,361		3,193			2,521		9,076
	28,538
35,291	8,779	4,953	55,407
	3,021		4,693	5,814	51,206	69,589	103,912	107,673	111,882	115,643	119,404
1,300	3,877	5,348	6,405	32,688	61,233
6,384	41,675	50,454

&L&D&C&A&R&T

NIC

Jan Jan Jan
Feb Feb Feb
Mar Mar Mar
Apr Apr Apr
May May May
Jun Jun Jun
Jul Jul Jul
Aug Aug Aug
Sep Sep Sep
Oct Oct Oct
Nov Nov Nov
Dec Dec Dec

BCWS
BCWP
ACWP
Cumulative Costs for NIC Y2K (7/14/98)
1444
1299.6
1444
3021
3876.57
3021
4693
5347.93
4693
5814
6405.09
6384
51206.2723809524
32687.9325333333
41675.0185714286
69589.4152380952
61232.739352381
50454.3757142857
103912.32
107673.272380952
111882.415238095
115643.367619048
119404.32
122205.51047619

SAVE

Budget Description: 1998 Y2K Update App Mgr Name Larry LaFreniere

Project Coord Name Jeff Tyler

& Planning

VP Name Patrice Carroll

Work Request #

Director Name Bob Laird

Work Request Name Authorized Dep’ts 2895

Project # Date

Company #
Project Code #
1998
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total

Internal (MCI Staff) Hours

402 402 40 40 40 40 40 1,552

Rate 38 38 38 38 38 38 38 38 38 38 38 38

.00

15,276.00 1,520.00 1,520.00 1,520.00 1,520.00 1,520.00

External (Contractors)
Grade Hours 40 48 38 40 48 40 40 50 344
Rate 56 56 56 56 56 56 56 56 56 56 56 56
$ – 0 – 0 – 0 – 0 2,240.95 2,689.14 2,128.90 2,240.95 2,689.14 2,240.95 2,240.95 2,801.19 19,272
Grade Hours – 0
Rate – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
$ – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
Grade Hours – 0
Rate – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
$ – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
Total Contractor Hours – 0 – 0 – 0 – 0 40 48 38 40 48 40 40 50 344
$ – 0 – 0 – 0 – 0 2,241 2,689 2,129 2,241 2,689 2,241 2,241 2,801 19,272
Capital (Detail Items)

Hardware $ 1200

Software $ – 0
Other Costs (Detail Items)

Team/Factory Costs $

Travel $ 1000 1,000

$ – 0

Total 1998 $ 2,109

1,501

3,761 4,209 3,761

Ass/Req Analysis Design Coding Test FVO Roll-Out

ACWP 1998
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total

Internal (MCI Staff) Hours 55.5 108.25 39.5 22.25

Rate 38 38 38 38 38 38 38 38 38 38 38 38

$ 2,109 4,113.50

845.50

– 0 – 0 – 0 – 0 – 0

External (Contractors)

Grade Hours 60 60 45 165

Rate 56 56 56 56 56 56 56 56 56 56 56 56

$ – 0 – 0 – 0 – 0

3,361.43

– 0 – 0 – 0 – 0 – 0

Grade Hours 82.5 115 198

Rate 43 43 43 43 43 43 43 43 43 43 43 43

$ – 0 – 0 – 0 – 0 3,507.90 4,889.80 – 0 – 0 – 0 – 0 – 0 – 0

Grade Hours – 0
Rate – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0
$ – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0 – 0

Total Contractor Hours – 0 – 0 – 0 – 0 143

45 – 0 – 0 – 0 – 0 – 0

$ – 0 – 0 – 0 – 0

2,521 – 0 – 0 – 0 – 0 – 0

Capital (Detail Items)
Hardware $ – 0
Software $ – 0
Other Costs (Detail Items)

Team/Factory Costs $

Travel $ – 0
$ – 0

Total 1998 $ 2,109 4,114 1,501 846

– 0 – 0 – 0 – 0 – 0

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

BCWS 2,109

604,179

BCWP 0

ACWP

6,223 7,724 8,569

Application Name:Storage And Verification Element (SAVE)
Phase: Conversion	Design
120741
6/6//1998
	55.5		108.25		39.5		22.25	322
				2,109		4,113.50			1,501		845.50	12,236.00	15,276.00	58,957
500,000	501,200
23,749.64	23,750
	4,114		846	38,227	19,	165	18,405	503,761	4,321		604,179
100.0%	87.0%	78.0%	79.0%	71.0%	11.0%
2,109.00	5,687.75	1,170.78	667.95	27,140.88	2,108.17
680.25	806.5	513.5	2,226
1,501.00	25,849.50	30,647.00	19,513.00	84,579
	3,361.43	2,521.07	9,244
8,398
175	363
6,869	8,251	17,642
32,911.68	32,912
65,631	38,898	22,034	135,132
	6,223		7,724		8,569	46,796	65,961	84,366	88,127	92,336	96,097	599,858
5,688	6,859	7,526	34,667	36,776
2109	74,200	113,098

Jeff Tyler: The NAP box in Perryman needs to have an OS upgrade to VOS 12.4. This is necessary for Y2K compliance, and to stay current with the kit revision level (build 08). We have been requested to fund Sheldons trip to Perryman for this activity. The costs should not exceed $1200, and this should be billable to the Y2K funds.
The maintenance is necessary before May 29, and is requested for a Sunday afternoon due to the behavior patterns of the NAP.
Jeff Tyler:
Estimated cost of memory repacement for NIC testing box canibalized to support Lab in Y2K testing.
&L&D&C&A&R&T

SAVE

BCWS
BCWP
ACWP
Cumulative Cost of SAVE Y2K (7/14/98)

Risk Assessment

2 Jeff Tyler

Low 3 Jeff Tyler

HI HI

(b) Xfer to DSS
(c)

(d)

2 Get exmption HI Low 5 Jeff Tyler
3

Low HI 3 Bob Laird

4 Claim Compliance

HI 4 Jeff Tyler

5 Convert HI Med

2 Larry Lafreniere

Med Hi

2 Jeff Tyler

Hi Hi

Med Hi

3 John Anderson

1 Not decom’d HI HI Exemption 2 Jeff Tyler
2

HI HI

3 Get exmption HI Low 3 Jeff Tyler
1

Med Low

.
(e) Resort to Claimed Compliance.

1 Bob Laird

Low 2 Jeff Tyler

Low HI

3 Bob Laird

5 Institute TCP/IP with NEMAS Med-HI Med

Low Med

6 Jeff Tyler

Low Low

7 Bob Laird

HI HI

1 Bob Laird

Med Med

2 Jeff Tyler

Risk Event

Probability

Impact

Response

Priority

Resonsibility

NIS Adjunct Processor (AP) Y2K Project

Decom by 12/31/98

Med

Edie Smith

Use as Tape Drive for NIC

Low

Get

Exemption

NIS Billing Detail Record Reporting (BDRR) Y2K Project

Not decom’d

(a)

Get exmption

Claim Compliance

Convert

Transfer to DSS

Low-Med

Ramp up staffing ASAP

NIS Data Server for EVS (DSE) Y2K Project

Coding Slip

Request Exemption

No test capability

ICCA product test

John Anderson

No PM

Job Req.

NIS Match Merge (MM) Y2K Project

Host migration delays

Requires Assesment

John Libermann

NIS NIC Adjunct Processor (NAP) Y2K Project

Not decom’d by 12/31/98

(a) Submit exception.
(b) Xfer to NEMAS as front end processor.
(c) See if TEFAC can replace it.
(d)

Institute TCP/IP with NEMAS

Receive exmption

Med-HI

Transfer to NEMAS

If not then goto TEFAC

TEFEC to replace need for NAP

Med-Low

If not then goto TCP/IP

Kim Greer

If not then goto Claimed Compliance

Dave Weis

Go Claimed Compliance

If not then retire

Retire

Escalate Business Case

NIS Storage And Verification Element (SAVE) Y2K Project

Not Compliant by 12/31/98

Purchase remaining eight SAVE boxes

RolLowut by Moratorium

Apply for exemption

Jeff Tyler:
Estimated cost of O/S upgrade
Jeff Tyler:
Includes $6K in change controls not planned for

All you ever wanted to know about earned value analysis

ACWP
BCWP
BCWS
CV =
CPI =
= SV
= SPI
Minus
Divided By
Minus
Divided By

IF
ACWP>BCWP
ACWP=BCWP
ACWP 0
CPI > 1

The
Project is
Over
Budget
On
Budget
Under
Budget

IF
BCWS>BCWP
BCWS =BCWP
BCWS 0
SPI > 1

The
Project is
Behind
Schedule
On
Schedule
Ahead of
Schedule

EV – Previously called BCWP or Budgeted Cost of Work Performed, Earned Value or actual work.
PV – Previously call BCWS or Budgeted Cost of Work Scheduled, Planned Value or the project budget.
AC – Previously called ACWP or Actual Cost of Work Performed, Actual Costs
CV – Cost Variance = BCWP – ACWP
SC – Schedule Variance = BCWP – BCWS
CPI – Cost Performance Index = BCWP/ACWP
SPI – Schedule Performance Index = BCWP/BCWS
EAC – Estimate At Completion, a forecast of most likely total project cost based upon project performance and risk.
Schedule = Original Schedule/SPI
Cost = Min: Original Budget/CPI or Max: Original Budget/(CPI * SPI)

BAC – Budgeted at Completion = Σ of all the budgets (PV or BCWS)
VAC – Variance at Completion = BAC – EAC
ETC – Estimate to Complete = EAC – AC

Value of the future of fund available today
FV = PV * (1 + i) n
If you have $1,000 invested for three years at 10% how much will you have at the end of year three?
EOY 1 = $1,000 * (1 + 10%) = $1,100
EOY 2 = $1,100 * (1 + 10%) = $1,210
EOY 3 = $1,210 * (1 + 10%) = $1,331

Value today of funds available in the future.
PV = FV / (1 + i)n
If you want $1,000 in three years, how much do you have to invest today at 8% to receive your $1,000?
EOY 1 = $1,000 / (1 + 10%) = $925.93
EOY 2 = $925.93 / (1 + 10%) = $857.34
EOY 3 = $857.34 / (1 + 10%) = $793.83

Net Present Value – Present Value minus present cost.
Internal Rate of Return – Average rate of return earned over the life of the project. It is where discounted cash flow minus up front cost equals zero.

PERT
Weighted
Average
=
Optimistic + 4XMost Likely + Pessimistic
6
PERT
Standard
Deviation
=
Optimistic – Pessimistic
6

GM593:Project Execution with Monitoring and Control

1 of

Unit 2 Assignment: Calculating Project Budget
Estimate

Updates

In this Assignment, you are provided your sponsor-approved financials for your project’s labor. You

will need to go back to the project plan, or Gauchito Project W orkbook.xls (in Course Resources), to
pull out your incremental material and equipment costs from the M&E Forecast tab. Your job will be to
lay out only your Planned Value (PV) section of your Gauchito EVM Tool and/or Project (in Course

Resources). You will need to bring over your approved Gantt schedule for the Project W orkbook to
accomplish this.

Based on the information from the Gauchito project plan, your company finance department provided

you with the

following:

Job Description

Immediate
Predecessors

Planned
Duration

(Weeks)

Staff
(Number)

Rate/Pers
on/Week

Task Cost
(BAC)

1.0 ASSEMBLE ENGINE

MOUNT

Start

$1,440

$11,520

B 2.0 FIN PREPARATION Start 1 3 $1,440

$4,320

C
3.0 MARK FIN AND

LAUNCH LUG LINES

Start

$1,440

$4,320

D
4.0 INSERTING ENGINE

MOUNT

$1,440

$8,640

E 5.0 ATTACH FINS D 1 3 $1,440 $4,320

F 6.0 ATTACH SHOCK CORD Start 2 3 $1,440 $8,640

G 7.0 ASSEMBLE NOSE CONE Start 1 2 $1,440 $2,880

H
8.0 ATTACH

PARACHUTE/SHOCK CORD

$1,440

I 9.0 ATTACH LAUNCH LUG E 1 1 $1,440 $1,440

J 10.0 PAINTING THE ROCKET I 1 4 $1,440 $5,760

11.0 APPLICATION OF
DECALS

$1,440

L
12.0 APPLYING CLEAR

COAT

$1,440

M
13.0 DISPLAY NOZZLE

ASSEMBLY

$1,440

$4,320

N 14.0 ROCKET PREFLIGHT L 1 2 $1,440 $2,880

O
15.0 PREPARE FOR TEST

LAUNCH

$1,440

2 of 3

You will notice that the accounting guys are running with a blended rate for all skill sets to include the

outsourced contracted fitters. Because this is the latest information, you include it in your Project

W orkbook to supersede what was provided in the Gauchito project plan, and then complete the

following:

 Using the information in the Gauchito Project Plan, your Gauchito Project W orkbook (in Course
Resources) your team put together as working references, and your company provided EVM

Tool Template (in Course Resources), construct in the EVM tool template your Planned Value
(PV) section with a Gantt bar graph for the project depicting your critical path.

 Graph your baseline with BAC and EAC identified.

Considerations:

 All work packages within a subtask are executed in serial (F–S) fashion.

 All subtasks within a task are executed in a serial (F–S) fashion.

 All tasks (deliverables) are executed according to the Gauchito project plan appendix W G:

Gantt.

You will need an evening for data collection, an evening for compiling the data, and an evening to

write up your findings. For your project tools, use the examples and tools available in Course

Resources or the Internet that meets all the criteria of the grading rubric and complete the

requirement, using your assigned project scenario found in the Course Resources section of the

class website.

Directions for Submitting

1. Upload your Excel EVM tool in the Assignment Dropbox.

2. Ensure that your documents address the criteria of the rubric and follow the stated
requirements.

3. Submit your Assignment to the Unit 2 Assignment link located in the Dropbox.

3 of 3

GM593 Unit 2 Assignment: Calculating Project Budget Estimate

Updates

Points

Possible

Points

Earned

Content

The necessary data for labor, equipment, material, duration, start,
finish, and predecessors are correctly annotated as provided by
the instructions into the Gauchito EVM tool.

A Gantt bar graph for the project BCW S (PV) was constructed in the

EVM tool template according to the provided table.

All tasks (deliverables) are executed according to the Gauchito
project plan appendix WG: Gantt and/or Gauchito Project
W orkbook tabs for labor costs, material costs, equipment costs,
and schedule.

Task level activities are correctly scheduled with predecessors and

successor according to precedence relationships from the project plan

or project workbook.

A critical path is displayed according to CPM.

The depicted Cumulative Cost Curve/Baseline graph correctly

reflects the Planned Value.

The graph correctly depicts the project BAC and EAC for the start of
the project.

Analysis

Response exhibits strong higher-order critical thinking and

analysis (e.g., evaluation). Submission shows original thought.

Analysis includes proper classifications, explanations, comparisons,

and inferences.

Critical thinking includes appropriate judgments, conclusions,

and assessment based on evaluation and synthesis of

information.

Total

COMPUTERWORLD April 3 , 2 0 0 6 MAIU6EMENT www.computerworld.com

Earned Value
Management
^ ” ^ ” ••• ^ ” ^ ” ^ ” • • ” ^ ^ * ^ » ^ ” ^ ” • • ^ » ^ « ^ « ^ » mtt ••• ^m ^m mm mm ^m ^m • • MH ^ B ^ B ^M ^m ^m

What it is, how it works and why your
projects need it. By Mary K. Pratt
• ^ YOUR IT shop isn’t using
I ^l earned value management,
I ^ P you may want to start thinking
I I about it. EVM, which has its
I I roots in the U.S. Department
I I ofDefense, is moving into

private industry. More important, it’s
coming to IT.

When used properly, EVM helps
team members, project managers and
their bosses accurately gauge progress

against an established project plan.
EVM also enables teams to accurately
assess where they’ll be in the future,
allowing managers to make key deci-
sions on resource allocation or revi-
sions before projects unexpectedly
spin out of control.

“When people report percent com-
plete, you might get ‘I’m 50% complete,’
based on that person’s intuitive knowl-
edge. Earned value analysis takes that

guesswork out of it,” says Robert Leto,
director of the IT effectiveness prac-
tice at PricewaterhouseCoopers Advi-
sory Services LLP in New York.

The Defense Department has em-
ployed EVM for years, requiring its
contractors to use it for reporting on
federal projects.

So, what exactly is EVM? “It eomes
with a reputation for being complicated
and difficult, hut I don’t think anything
could be farther from the truth,” says
John M. Nevison, president of Oak
Associates Inc., a Maynard, Mass.-
bascd firm that provides consulting
and training services related to project
management.

EVM is hased on several figures that
are used in calculations to determine
whether a project is adhering to sched-
ule and budget. Results can be mea-
sured in terms of money or time.

EVM is not about producing perfect
scores. “It’s accepted that you’re going
to vary from your plan,” says Marilyn
S. McCauley, owner of McManage-
ment Group, an EVM consulting and
training firm in Dayton, Ohio. “If I see
[perfect scores] every time, someone’s
cooking the books, because that’s not
reality.”

The point of EVM, she says, is “to
see how close we are against what we
planned, and when we’re not close,
to ask, ‘Why aren’t we there, and

what are we doing about it?'”
This is where EVM offers much

of its value. If project managers and
their executives can see early on that
projects are falling behind schedule
or going over budget, they can make
key decisions about how to proceed,
rather than reacting to problems after
the fact.

“What earned value does is provide
you navigational tools early to let you
look ahead to see where you’ll be if you
do nothing,” Nevison says.

Early Warning
Earned value calculations can be done
at various points during a project, but
the numbers tend to stabilize when
you’re about 20% through, says Quen-
tin W. Eleming, co-author of Earned
Value Project Management (Project
Management Institute, 2006) and a
management instructor at the Univer-
sity of California, Irvine.

“So the point is, if you’re 20%
through the project, you can predict
what the final costs are going to be,
plus or minus 10%,” Fleming says. “It’s
a very powerful tool, and here’s what’s
powerful: If you’re 20% through a proj-
ect and you’ve heen authorized $1 mil-
lion, and your cost efficiency to date
suggests you’re going to need $2 mil-
lion to finish the project, then manage-
ment has decisions [to make].”

An EVM Primer
Earned value management is
based on several figures that
are used to calculate a project’s
progress. Vou can measure in
dollars or time.

Planned value (PV): This is the
value of all resources needed to do
the work to meet the project’s ob-
jective. Although most project man-
agers calculate PV in dollar terms,
some calculate it in terms of time
– the number ot hours it’s expected
io take to complete the project.

Let’s take a very basic example.
We’ve budgeted $200 to buy, set
up, network and test a new system.
We’ve budgeted $50, $75, $50
and $25, respectively, in materials,
labor and other costs for those four
phases.

Keep in mind, though, that the
$50 set aside to buy the system
doesn’t just cover the cost of the
actual hardware and software. It
also takes into account the value of
time that will be required to find the
right system, the time that will be
needed to fill out the purchase or-
ders, the time it will take to actually
buy the system and so on.

“The basis for earned value
management is worked performed,
not money spent,” says Marilyn S.
McCauley, owner of McManage-
ment Group, an EVM consulting
and training firm. Our PVs are $50,
$75, S50 and $25.

Budgeted (cost) at completion
(BAC): This is the sum of all PVs
– the total for all phases. In our

example, BAC is S200.

Earned value (EV): As our team
completes portions of the planned
work, we check off that work
and the amount of money (or
time) it should have taken to do
it according to the project plan.
Project managers caiculate EV at
predetermined times based on the
plan, typically at the end of the
company’s accounting period.
McCauley says.

We’ve completed Phase 1 – buy-
ing the system – within the planned
time frame. Check that off as done.
Our EV is S50.

Actual cost (AC): This can also
be measured in dollars or time. In
a perfectly executed project, EV
and AC are the same. Bui in our
example, let’s say we actually used
S60 in resources to buy that sys-
tem. Our AC is S60.

Once you have these figures
– PV, BAC. EV and AC – you can

calculate other numbers that
tell you about your progress
on a project. Here are some of
those calculations:

Schedule performance index
(SPI):EV divided by PV for a
particular phase of a project. In our
example, that’s 50/50 = 1, a per-
fect score for Phase 1, indicating
that we’re on target for schedule.

“I said I’d do $50 worth of work,
and I did $50 worth of work,” Mc-
Cauley says.

Cost performance index (CPI):
EV divided by AC. For our project
that’s 50/60 = 0.83, indicating
that we’re underperforming for our
costs. “For every dollar I’m spend-
ing, I’m oniy getting 83 cents worth
of work,” McCauley explains.

In a perfect project, the answer
is 1. But most projects fall below
that because most projects miss
their targets.

Estimated (costs) at completion

(EAC): BAC divided by CPI. Tfie
answer is a forecast value in either
dollars or hours that indicates the
projected final project costs or
time. There are various formulas for
EAC, McCauley says, but this is one
of the easiest to use. In our exam-
ple, that’s 200/0.83 = 240.96. This
indicates that at the rate we’re go-
ing, the final cost will be $240.96
rather than our planned $200,

Schedule variance (SV): Sub-
tract PV from EV. In our example,
our earned value is $50 because
we’ve done the first of our four
phases: We bought the system.
The PV for that first phase was
actually $50, So 5 0 – 5 0 = 0,
That’s a perfect score, so we’re on
schedule.

Cost variance (CV): Subtract
AC from EV. In our exampie, that’s
50 • 60 = -10, indicating that we’ve
overspent by $10. If we were on
target, CV would be zero.

-MARY K.PRATT

www.computerworld.com MANAGEMENT April 3 , 2 0 0 6 COMPUTERWORLD 49

Despite EVM’s reputation for offer-
ing insight into project progress, many
IT executives aren’t yet embracing the
discipline, partly because the under-
pinnings that make it work aren’t in
place.

“The concept of earned value is
really elementary project management.
But the problem with many IT organi-
zations is that they don’t use rigorous
project management methodology,”
says Dan Gingras, a partner in the in-
formation technology leadership prac-
tice at Tatum LLC, a consulting firm in
Atlanta.

“In order to do earned value man-
agement, you have to have a good hud-
get,” he says. “In order to have a good
budget, you have to back up one step
further and follow a good project man-
agement methodology.”

Project managers and IT leaders
need to accurately define a project’s
scope and requirements, develop spe-
cific work packages and work break-
down structures, and then establish

a good hudget, says Gingras, who
also teaches technology strategy and
system design as an adjunct faculty
member at Boston University’s Metro-
politan College.

Moreover, Gingras and others say
that employing EVM in projects takes
plenty of training. There are books
and multiday courses that teach the
practice.

So, why go through all this upfront
work? Gingras points to a well-known
fact: “Significant numhers of projects
aren’t completed on time or on budget,
or they don’t deliver what they’re sup-
posed to deliver.”

EVM can help improve your chances
of project success, says McGauley.
“The idea hehind earned value is see-
ing what you need and when you need
it. It’s all about management, and it’s all
ahout control.” •

Pratt is a Computerworld contributing
writer in Waltham, Mass. Contact her at
marykpratt@verizon.net.

Whos Driving
The EVM Bandwagon?

Earned value management is beginning
to catch on, says Quentin W. Flaming,
a management instructor at the Uni-
versity of California, Irvine, but many
in IT resist it because it would require
changes in how they set up and manage
projects. For example, IT shops would
have to thoroughly define, scope and
budget their projects in advance rather
than employ incremental development,
as many currently do, Fleming says.

Despite this reluctance, CtOs may
find CEOs and CFOs asking them to use
EVM as a way to bring more transpar-
ency to projects, says Robert Leto,
director of the IT effectiveness practice
at PricewaterhiHiseCoopers Advisory
Services. “Will the (T community em-
brace it? t don’t know if they will, or if
they’ll be mandated by the boards or
the CFOs,” he says.

Pressure to use EVM in IT is also
coming from the federal govemment.
Marilyn S. McCauley, owner of EVM
consulting and training firm McManage-
ment Group, says the Sarbanes-Oxley
Act’s requirements for greater financial
transparency are becoming a driver for
EVM. And the president’s hscal 2 0 0 7
budget calls for IT departments at more
government agencies and organizations
to apply EVM.

“It’s becoming a requirement in IT
industries that deal with the govern-
ment,” says McCautey. And that, she
says, wilt have a ripple effect that could
spread well beyond federal departments
and contractors.

Using EVM In IT, McCauley says,
“is not a matter of if; it’s a matter of
when.”

– MARY K. PRATT

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Project Execution 2

Sheet1

Sheet2

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PABLO DE LEON & ASSOCIATES GAUCHITO RESUPPLY VEHICLE

TITLE

Hi-Level WBS

Activity List

Decomposed WBS

Cost Estimate

Spend Plan-Baseline

GANTT Schedule

Network Diagram

M& E Forecast

Seminar

Unit 1

Unit 2

Unit 3

Unit 4

Unit 5

Unit 6

Discussion Board

Performance Sheet

Summary

AP

SAVE

DSE

MM

NAP

NIC

Roll-Up

BDRR

Risk Assessment

Cost
Estimate