Integrated Master Schedule Archives - Humphreys & Associates

Along the IMS Time-Now Line

By Paul Bolinger / August 22, 2017 / EVMS, IMP, IMP Troubleshooting, IMS, IMS - DI-MGMT-81650 (superseded by IPMR DID), IMS Data Date, IMS Scheduling, IMS Status Data, Integrated Master Plan, Integrated Master Schedule, Integrated Master Schedule Monitoring, Time-Now, Time-Now Line

EVMS, IMP, IMP Troubleshooting, IMS, IMS - DI-MGMT-81650 (superseded by IPMR DID), IMS Data Date, IMS Scheduling, IMS Status Data, Integrated Master Plan, Integrated Master Schedule, Integrated Master Schedule Monitoring, Time-Now, Time-Now Line

Recently one of our consultants was instructing a session on the Integrated Master Schedule (IMS) with a group of project personnel from one of our larger clients. The group was a mixture of beginners with no real experience in schedules and some much more experienced practitioners; some with more than 10 years of experience. The mixture made it somewhat difficult, but it also made for some interesting discussions that might have been missed in a more homogenous group. One of those things was the usefulness or importance of the “time-now” line.

When the group was asked about the importance of the time-now line and what information could be easily gained from a look at the line, there was silence. The beginners did not have a clue but also none of the experienced people had any response. What should have been a short discussion with just one “slide” as a visual, turned out to be a longer and more informative session on this topic.

The time-now line has different names in different software tools but it refers to the data date, or status date, of the schedule. That also would be the first day of the remainder of the schedule. When a scheduler sorts tasks by date, the time-now line runs down the screen and forms a highly useful visible reference.

In the small example below [see Figure 1], you can see the time-now line and visually assess the situation. Time-now is shown by a vertical line at the beginning of September, so all remaining effort has been scheduled to after that date. In other words, no work can be forecasted in the past. A walk down the line shows Task 1 has both started and completed. Task 2 started but has not completed. In fact, the remaining work in Task 2 has been pushed out by the time-now line. The start of Tasks 5 and 9 are also being pushed out by the time-now line. In most real project schedules, filters and other techniques may be needed to isolate information like this; but in our small example, we can simply “eyeball” the time-now line and see valuable information. Task 9 starts the critical path shown in red tasks.

Figure 1

A slightly different setup for that same small example [see Figure 2] shows something interesting. The time-now line is still at the beginning of September. But now there is a gap between time-now and work on the critical path. This is an unusual situation and should be investigated for the root cause. It is possible this is an accurate portrayal of the situation, but regardless of the cause, it must be verified and explained.

Figure 2

In yet one more variation [see Figure 3], we see that a broken link results in Task 8 ending up on the time-now line. A task without a predecessor will be rescheduled to start at the earliest possible time (if the task is set to be “As Soon As Possible”). And the earliest possible time is the time-now line; the beginning of September. Just as broken things fall to the floor in real life, “broken things” fall to the time-now line in a schedule. Un-started work can land there. Un-finished work can land there. And un-linked work can land there.

It is further possible to see that Task 2 has had an increase in the remaining duration that has driven it onto the critical path. Task 2 at this moment is the most important task on the entire project. A slip to Task 2 will drive out the end date for the entire project. One question that needs answering is what is holding up Task 2?

If the display had been sorted by increasing total float/slack and the usual cascade by date, then the critical path would be starting at the upper left-hand corner; like the critical path in this example. The action on the project is almost always on the time-now line and the most important action, when sorted as described, will be at the upper left-hand corner.

Figure 3

So, a walk down the time-now line can help us see the critical path action, find broken parts of the schedule, and locate unusual circumstances that need our attention. Our recommendation is to look at the time-now line any time there is data being changed in the IMS. This will help you catch issues early and keep the schedule cleaner.

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Budgeting for Rework | SRR & EVM | Earned Value Management

By Humphreys & Associates / February 22, 2016 / budgeting for rework, CAM, earned value management, EVMS, Integrated Master Schedule, Management Reserve, OTB, Scrap Rework Repair, SLPP, SRR, summary level planning packages

budgeting for rework, CAM, earned value management, EVMS, Integrated Master Schedule, Management Reserve, OTB, Scrap Rework Repair, SLPP, SRR, summary level planning packages

One of the Earned Value Management (EVM) topics that always initiates lively debate is the planning of Scrap, Rework, and Repair (SRR). These debates often become very emotional. So, what makes the topic of planning SRR so emotional? There are two primary factors. First, you are planning for something that is not in alignment with a success oriented plan. In an ideal project there would be no Scrap, Rework, or Repair. Second, we do not know what parts will require SRR or when it will occur. Let’s start with baselining some definitions:

Scrap – Manufactured articles or parts that are rejected or discarded. Waste that either has no economic value or only the value of its basic material content. Examples include a part that was made too small or a part that was damaged and could not be repaired.
Rework – The process of bringing a non-conforming part back into conformance by re-performing a previous process step. An example would be a part with a hole that was drilled undersize that could be re-drilled to the correct size.
Repair – The process of bringing a non-conforming part back into conformance by using a process outside the original process. An example would be a part that was painted and the undersized hole was not discovered until after it was painted. The repair now requires additional process steps, of stripping and re-preparing the material, that were not part of the original process. (Note: for this discussion we will focus on inline repairs. Repairs that arise post acceptance are not included in this discussion.)

Along with these basic definitions, we need to understand how your company defines and handles these costs. Some companies treat these costs as indirect and some treat them as direct costs. When these costs are classified as indirect costs, the company establishes material overhead pool(s) that collect the costs for allocation across the direct material dollars. These pools might be segregated by material type and have different allocation bases. A company’s CASB Disclosure Statement will define the pools and bases. Some companies treat these as direct charge items and will have procedures for the treatment of SRR and non-conforming material costs. RULE 1 – The budgeting of SRR must be consistent with the way costs are collected and charged. Because of the vagueness of knowing what parts will require SRR and when it will occur, the indirect costing approach is the most straight forward method within an Earned Value Management System (EVMS).

Next we need to understand how your company’s shop floor works and how non-conforming material is handled. Most shop floors work with shop orders that are issued to direct how parts are processed and routed through the process. As a part is processed into a higher level part or subassembly the costs are usually collected at that next level part/subassembly. In this way each part’s cost can be established by summarizing all the lower level parts and routing steps. In an EVMS, these shop orders are usually grouped into work packages. Usually the shop floor has procedures in place to identify the cause and corrective action associated with an issue when a part is identified as non-conforming. The corrective action approach will define what will have to be done to resolve the issue. The corrective action can be anything: scrapping and starting over from an earlier process step with an updated procedure, re-procuring, repairing, or reworking. In any corrective action approach, new procurement request(s) and/or shop order(s) will be issued with new direction. The costs are then collected and handled based on how your company has defined the process. Most companies have an additional requirement to segregate these costs to support their Cost of Quality program/system. (We could dive deeper into the processes for each scenario, but that is not the focus of this blog.)

Now that we have some basic understanding of what SRR is, how it is handled on the shop floor, and how it is costed, we can look at how to budget it in an EVM environment. Remember, we do not know what parts will need SRR, and for those that will need SRR, we do not know when it will be needed.

Let’s take the indirect costing approach first. The budget for SRR is established by the overhead factor being applied to the base cost. The value of the overhead rate is determined based on the annual planning process. As a dollar of the base material pool is planned, the SRR rate is applied. An owner is established for each pool that will also be the source for future variance analyses and forecasts.

For the direct costing approach there are several options. The following are the most common planning and budgeting options used:

Control Accounts with Planning Packages
Summary Level Planning Packages
Management Reserve
Unplanned SRR

The first 3 options have an amount of SRR that has been identified either as a factor based on historic data or as part of the Risk Management process. This SRR is usually identified to an assembly, sub-assembly, or part. The fourth option addresses an SRR event that was not planned in the baseline.

The first option is to include SRR in the Scope of Work for the production Control Account(s). The CAM then establishes one or more planning packages for SRR. The planning package(s) are associated with a grouping of parts and/or timing for effort in the future beyond the detailed planning horizon. As SRR is identified, the planning package is detailed planned (partially or in its entirety) into a work package. The procurement directions and/or shop orders that make up the non-conforming corrective action are grouped to make up the work package. In this approach it is possible that the conversion from planning packages to work packages will occur in the current accounting period; note that this approach might be in violation of a company’s defined freeze period procedure. When there is enough insight into the items identified as possible SRR candidates, including the timing of the SRR, a budget will be pulled from the planning package into a work package as part of the normal rolling wave planning cycle. The goal always should be to plan the effort into work packages as early as enough information is available. In this scenario the CAM will assess performance, perform variance analyses, and provide forecasts.

The second option is to budget a Summary Level Planning Package (SLPP) at a WBS level higher than the Control Accounts. This approach is used when SRR is planned for a WBS element but the specific Control Account cannot be identified. This budgeting approach works similar to converting from planning packages to work packages, but there are additional steps to authorize and issue scope and budget from the SLPP to the CA. The Program Manager, Integrated Product Team Lead, or WBS Element Manager will provide forecasts for the SLPP as part of the EAC process.

The third option is for the Program Manager to hold the budget for SRR in Management Reserve (MR). As SRR is identified, the CAM will request MR using the normal change control process. The PM will address the MR when analyzing the program’s overall performance.

The fourth option addresses how to handle unplanned SRR. Often these approaches of creating new Work Packages and making Earned Value adjustments may “violate one or more EVMS rules” but pass the cost/benefit common sense rule. In this option the new procurement direction and/or shop orders are added to the existing work package grouping. There is no new budget allocated and the additional actual costs that are collected are explained as a variance. If that work package had been closed it will need to be re-opened. If cumulative BCWP is now overstated, it may need to be adjusted (de-earned) to reflect that work is still remaining. The ETC/EAC is also updated to reflect the estimated timing and cost for the SRR. If you select this approach, make sure your system description and procedures allow for these exceptions to generally accepted rules. This approach may drive numerous anomalies in the EVM data, which will need to be explained in Format 5 of the Contract Performance Report or Integrated Program Management Report.

If the SRR is a large amount of work and will take a significant amount of time, it might warrant establishing an Over Target Baseline/Schedule (OTB/OTS). If this is the case, be sure to discuss the approach with your customer.

Additional Cautionary Tales and Lessons Learned:

Cost versus Benefit – Make sure that your manufacturing system can support what is described in your EVM System Description. Also, understand the cost impact for the process benefits that you are designing. Sometimes the benefit does not justify the cost.

Understand how your manufacturing and accounting systems handle scrap, rework, and repair. These are the source systems that will drive how you handle SRR for Earned Value Management.

Material and Labor Cost in the Same Work Packages – If the part that requires repair or rework was a buy item, it was budgeted as material. The repair or rework may appear as labor. Some systems restrict the comingling of production material and labor in the same work packages. In the case of SRR that restriction should not apply.

Purchasing Clauses – Ensure that SRR and the associated costs are adequately addressed in purchasing clauses for buy parts. Also, make sure you understand how major subcontractors with an EVMS flowdown requirement handle SRR in their systems.

Fast Tracking increases the risk of SRR – Starting Low Rate Initial Production prior to completing the design and development effort will lead to starting production with a dynamic technical data package. This increase in risk will also increase the amount of SRR that can be expected on a project.

SRR outside the shop floor – There are similar issues that need to be addressed when performing Software, Integration, Spares, Tooling, and Testing efforts.

Make sure your system description reflects how you handle the budgeting, earning, estimating, and costing of SRR.

We only addressed the topic of BUDGETING Scrap, Rework, and Repair at a summary level in this blog. The devil is always in the details. We recommend that you test your approach in your systems prior to implementing to ensure your tools operate as you expect. If your EVMS is validated through the DCMA, or other validating/certifying agencies, you should seek their approval of your procedures prior to implementation. Also, the Integrated Master Schedule (IMS) process and Risk/Opportunity Management System need to address SRR.

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Variance Analysis, Corrective Action Plans, Root Cause Analysis

By Humphreys & Associates / June 2, 2015 / CA, Corrective Action, DI-MGMT, DID, EAC, EVM, EVMS, IMS, Integrated Master Schedule, VAR

CA, Corrective Action, DI-MGMT, DID, EAC, EVM, EVMS, IMS, Integrated Master Schedule, VAR

Variance Analysis “provides EVMS contract management with early insight into the extent of problems and allows corrective actions to be implemented in time to affect the future course of the program.” [NDIA ANSI EIA 748 Intent Guide] Department of Defense Data Item Descriptions: DI-MGMT-81861, Integrated Program Management Report (IPMR) paragraphs 3.6.10xx; DI-MGMT-81466A, Contract Performance Report, paragraph 2.6.3; and DI-MGMT-81650, Integrated Master Schedule (IMS) — paragraph 2.5 — all require analysis for significant variances including cause, impact and corrective action plans. By comparing the performance against the plan, it is possible to make mid-course corrections which assist completion of the project on time and within the approved budget. The Variance Analysis Report (VAR) is a “living, working document to communicate cause, impact and corrective action”. [See: Chapter 35 Variance Analysis and Corrective Action, Project Management Using Earned Value, Humphreys & Associates, page 707.] Well-written variance analyses should answer the basic questions of why, what and how.

Cause is also known as root cause, nature of the problem, problem statement, issue, or problem definition. Root cause is the fundamental reason for the problem. Root cause is required in order to take preventative corrective action. The explanation of the variance is broken down into each of its components: discuss schedule variances separately from cost variances; discuss labor separately from non-labor; discuss which portion of the variance was caused by efficiency (hours) and which portion was because of dollars (rates) or if the variance was driven by material discuss how much was because of price and how much was because of usage. For more information refer to Humphreys & Associates blog Variance Analysis-Getting Specific.

Once the root cause of the problem has been identified and described, the impact(s) on the project should be addressed. Identify impacts to customers, technical capability, cost, schedule (including when the schedule variance will become zero), other control accounts, program milestones, subcontractors, and the Estimate at Completion, including rationale.

A corrective action (CA) plan should be developed that describes the specific actions being taken, or to be taken, which includes the individual or organization responsible for the action(s). The corrective actions should be directly derived from root cause analysis and related to each identified root cause. Results from previous corrective action plans should be included. Occasionally, a successful plan will include interim modifications or fixes in the short term, with long term changes identified as well. When no corrective action for an overrun is possible, an explanation and EAC rationale should be included. A corrective action log should be used that tracks the actions taken and the status of the corrective plan for each variance analysis cycle. As was stated in the Humphreys & Associates article: Corrective Action Response: Planning and Closure – Part 2 of 2 “It is critical that verification methods, objective measures, metrics, artifacts, and evidential products are identified that will verify that the corrective actions are effective.” Corrective action plans based on clearly a defined root cause facilitates time management action and avoids the occurrence of repetitive problems.

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