1. EVM at the National Archives
using MS Project Server
MICROSOFT PROJECT USER GROUP
PRESENTATION
DELIVERED BY
GERALD LEONARD

2. National Archives and Records Administration
 is a self-governing Federal agency that preserves
our nation's history by overseeing the management
of all Federal records.
 houses the Declaration of Independence, the
Constitution of the United States and the Bill of
Rights.
 has 34 facilities hold about 2.9 million cubic feet of
original textual materials.

3. National Archives and Records Administration
 houses:
93,000+ motion picture films
 5 million+ maps, charts, and architectural drawings
 207,000+ sound and video recordings
 18 million + aerial photographs
 nearly 35 million still pictures and posters
 electronic records comprising about 4 billion logical
data records

 receives sixteen millions requests for records
a year
64,000 requests a day
 8,000 requests an hour


4. Mission
 The National Archives and Records Administration
(NARA) began searching for a Project Management
Tool (PROMT) to address the issues with effectively
managing its portfolio of IT projects according to the
guidelines set forth by the Office of Management and
Budget (OMB) and the United States General
Accounting Office (GAO).
 After reviewing various vendor products the selected
team members recommended Microsoft Project
Server / Professional 2003 as the solution of choice.
 The team also selected wInsight from CS-Solutions as
the product of choice to calculate earned value which
will fulfill the requirements of an ANSI/EIA 784-A
compliant EVMS application. .

5. PROMT to Support the ERA Program
 The Electronic Records Archives (ERA) will be a
comprehensive, systematic, and dynamic means for
preserving virtually any kind of electronic record, free
from dependence on any specific hardware or software
 ERA will authentically preserve and provide access to any
kind of electronic record, free from dependence on any
specific hardware or software, enabling NARA to carry out
its mission into the future.

6. NARA’s Business Requirements for PROMT
 The Project Management tool assists the project
team to:








schedule tasks and link task dependencies
assign resources
collect project costs
collaborate on project deliverables (including documents)
manage project risks and issues
report on project accomplishments
communicate with stakeholders
calculate earned value

7. Value to Management
 The Project Management tool assists NARA









track project progress from the desktop
drill into project specifics (tasks, resources, dates, issues,
risks and documents)
participate in threaded discussions on deliverables, risks and
issues
view documents in the project library
see standard reports on every tracked project
reduce time spent reporting and summarizing project status
view project dependencies (both inter and intra)
determine project priorities
evaluate impact when resources are realigned

8. Approach
 Discovery

Determine Current People, Processes and Technologies that
support their existing PMO infrastructure
 Planning


Develop Process requirements
Develop Technical and configuration requirements
 Design


Developed solution design based on meeting NARA’s business
requirements
Developed a system that was flexible, reliable and scalable.
 Prototype

Quickly developed a prototype to demo to Senior Management
so they could see their customized version of the PROMT
solution

9. Approach (cont.)
 Pilot
 Conducted 3 pilots
 Each iteration of the pilot included additional functionality
and complexity for the team to test.
 Transition to Production
 Worked with the IT organization to documents a robust
and rigors T2P plan and handoff.
 Full Implementation
 Rollout to the remaining agency
 New instance of PROMT called PROMT2 that is currently
being rolled out to the rest of the agency.
 Training Mentoring and Operational Support

10. Initial Configuration using Managed Periods

11. Customized PWA Configurations

12. Server Configuration

13. Group Configuration

14. Timesheet Approvers Group Permissions

15. PROMT Actual Work Input
Planned Work/Activities
Sends to Deliverable Manager
for approval
Deliverables (in bold)
Record actual hours worked

16. Timesheet Approval in PROMT
Submission of Staff Time
Each entry can be
Approved/disapprov
ed
In this column.
Save updates the
master schedule

17. PMO Earned Value Reports
 Output from PROMT to Project Connect is exported to
Excel spreadsheets and provided to PMO management
for review and analysis
 Currently done at WBS Level 3 (data is automatically
rolled up to the summary levels by Project Connect) for
the work packages

18. Input to EV Reports
Steps
Description of Activity
Responsibility
Collect status of each lowest level task (Physical %
Complete) for the specified time period from
deliverable owner
Project Control
Enter status data into MS Project File (PMO IMS)
Project Control
Load statused end of period MS Project file onto the
desktop computer that has Project Connect,
2/Insight Administrator and CS Glue installed
Project Control
Open the MS Project File.
Note the Project Control Toolbar and follow step by
step directions below
Project Control

19. Project Connect Setup
Set the Period End Dates to match the defined end of period status date that will
be used with each MS Project file:
a.Select the X12 button on the Project Connect Toolbar.
b.Select the Periods button.

20. Project Connect Setup (Cont).
•Select a Month in the End Dates and the Day that ends the period in the calendar.
•When finished select Save which will generate a Template File that can be used for any project. For
consistent calculations the MS Project Status Date and the Project Connect Period End Date must
match.

21. Master Schedule (MS Project) w/ Project
Connect Application
X12 Transfer File button
Project Connect
Adds Calc BCWP
Data column
automatically
Clicking on EVM
button will initiate
BCWP calculation.
Physical %
Complete entered
For those tasks
With EVM = 5.
Earned value method
has been determined
For each task.
5 = Physical %
Complete
EVM not needed for
summary elements

22. Sample Project Information Statistics
WBS
NAME
BCWP
BCWS
ACWP
BAC
CPI
SPI
EAC
VAC
TCPI
1
Electronic Records Archives (ERA) Program
8,448,757.70
9,329,437.34
7,688,031.13
11,784,003.98
1.10
0.91
$11,039,327.09
$744,676.88
0.81
1.01
Program Management (ERA PMO)
4,009,651.86
4,376,980.30
3,023,481.76
5,399,230.25
1.33
0.92
$4,167,285.90
$1,231,944.35
0.58
1.01.01
Plans (ERA PMO)
52,729.40
114,106.20
60,773.67
168,182.15
0.87
0.46
$348,727.82
($180,545.67)
1.07
1.01.02
Program Control (ERA PMO)
758,025.22
979,869.02
750,522.44
1,450,148.85
1.01
0.77
$1,636,347.74
($186,198.89)
0.99
1.01.03
Management and Administration (ERA
PMO)
574,625.63
574,625.63
599,856.39
666,667.57
0.96
1.00
$695,939.72
($29,272.15)
1.38
1.01.04
Program Management Training (ERA PMO)
221,030.65
221,030.66
151,546.50
236,755.86
1.46
1.00
$162,328.26
$74,427.60
0.18
1.01.05
Procurement Management (ERA PMO)
44,323.47
44,507.87
31,202.12
57,986.05
1.42
1.00
$40,860.09
$17,125.96
0.51
1.01.06
Risk Management (ERA PMO)
199,337.77
199,337.76
97,668.07
234,247.10
2.04
1.00
$114,772.34
$119,474.76
0.26
1.01.07
Quality Management (ERA PMO)
27,139.89
77,949.64
13,273.71
81,200.05
2.04
0.35
$89,213.19
($8,013.14)
0.80
1.01.08
Steering Committee Meetings
3,339.00
3,339.00
980.68
3,339.00
3.40
1.00
$980.68
$2,358.32
0.00
1.01.09
ERA PMO Configuration Management
1.01.10
Communications (ERA PMO)
1.01.11
Records Management (ERA PMO)
1.01.12
Oversight Support for FY 2005 (ERA PMO)
1.01.13
Program Management Tools (ERA PMO)
53,803.86
80,521.09
33,237.74
95,191.86
1.62
0.67
$71,501.59
$23,690.27
0.67
562,325.18
568,162.20
316,143.27
670,637.41
1.78
0.99
$377,669.27
$292,968.14
0.31
25,313.96
25,313.96
9,661.10
27,741.21
2.62
1.00
$10,587.46
$17,153.75
0.13
27,576.58
27,576.58
12,379.39
30,203.14
2.23
1.00
$13,558.47
$16,644.67
0.15
516,422.12
516,981.56
159,758.91
581,470.02
3.23
1.00
$179,903.74
$401,566.27
0.15

23. Sample EVMS Performance Indices
SPI
CPI
TCPI
1.4
1.2
1
0.8
0.6
0.4
0.2
0
Sep 03
Oct 03
Nov 03
Dec 03
Jan 04
Feb 04
Mar 04
Apr 04
May-04
Jun-04
Jul-04
Aug-04
Sep-04
Oct-04
Nov-04
Dec-04
Jan-05
Feb-05
SPI
0.51576 0.52326 0.5659 0.56673 0.66468 0.69503 0.84323 0.82301 0.9056 0.88114 0.90628 0.94626 0.94021 0.94084 0.94158 0.94535 0.9461 0.97689
CPI
0.7829
0.7633 0.85293 0.93039 1.11618 1.17588 1.1713 1.12081 1.09895 1.10372 1.04246 0.98029 0.99599 1.00804 1.01693 1.03082 1.04923 1.0646
TCPI 1.01618 1.03889 1.03395 1.02081 0.95325 0.90705 0.86203 0.89027 0.82229 0.76483 0.84445 1.16573 1.00438 0.99035 0.97745 0.95441 0.92064 0.88206
SPI = Schedule Performance Index
CPI = Cost Performance Index
TCPI = To Complete Performance Index

24. Scheduling
 Project Control Staff integrates:
 Remaining Work
 % Complete
 Network Logic, and
 Other Factors that impact Earned Value data.
 Staff develops realistic assessment of remaining work
on unfinished activities/deliverables
 Integrated Master Schedule Data ported to Project
Connect for earned value calculations.

25. Requirements for Earned Value Management
(EVM) Reporting
 EVM data to be delivered to PMO monthly
 Vendor EVM data must be delivered in one of the following two
formats.


ANSI X12 839 EDI format
wInsight compatible XML format
 Other reporting standards:


DI-MGMT 81468, Contract Funds Status Report (CFSR) approved
October 19, 1995
DI-MGMT-81466, Cost Performance Report, approved October 19, 1995
 Developer initiated baseline or EV reporting changes bound by
contract stipulations
 Developer must use physical, not duration-based, percent complete
 Developer Performance Measurement Baseline (PMB) to cover entire
technical scope of contracted work, include realistic schedules
integrated with appropriate level and mix of resources

26. Requirements for Earned Value Management
(EVM) Reporting
 Written variance analyses will be provided for



+/- $25,000 current cost and schedule variances,
+/-$50,000 cumulative cost and schedule variances, and
+/-$125,000 variances at completion.
 All negative BCWS, BCWP or ACWP will be explained.
 PMO will use EIA 748-A, EIA Standard-Earned Value Management
Systems, January 2002, to validate data from Developer’s PMB.

27. Program Performance Reporting
 Completed:
Assessing PROMT, wInsight and Project Connect tools for data accuracy,
consistency and relevance
 Implementing procedures for resolving excessive variances
 Government review of Contractors’ CDRLs
 Integrate NHE EVMS data with the contractors’ performance during
SA&D phase
 Current: (Systems Analysis and Design Phase) Performance Reporting
 Data analyzed monthly, compiled quarterly
 Vendor Reporting Requirements defined in Contract
 Coordinate CDRLs’ feedback with CORs and QA
 Out years (Increments) Performance Reporting
 wInsight is used by both developmental contractors
 Developing Increment 1 Integrated Schedule for ERA Program Office
 Working with DCMA and DCAA to support audits and baseline reviews
 Improving the WBS Reporting Structure


28. Integrated EVMS Analysis
 Program Critical Events
 SA&D Progress
 EVMS Summary Analysis



Integrate the Budget Financial System with EVMS
Integrate contractors’ EVMS XML data files with internal NHE
EVMS Data
Review monthly and provide a consolidated report quarterly

29. Sample EVMS Data
EVMS Cumulative Data
through FY05
$18,000,000
$16,000,000
$14,000,000
$12,000,000
BCWS
$10,000,000
BCWP
$8,000,000
ACWP
$6,000,000
$4,000,000
$2,000,000
Ja
n05
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4
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4
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Ju
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4
M
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04
M
04
Ja
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03
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03
$0

30. Results
NARA now has the necessary tools to perform enterprise
management of its portfolio of IT projects through all
phases of the software development life cycle in compliance
with GAO’s requirements.
U.S. GAO - Information Technology: Agencies Need to Improve the ...