1、Public Lessons Learned Entry: 6497 Lesson Info: Lesson Number: 6497 Lesson Date: 2012-01-3 Submitting Organization: JPL Submitted by: David Oberhettinger Subject: Earned Value Management: Training is Key to Project Implementation Abstract: Although education and training is a fundamental component o
2、f any EVM implementation, the EVM pilot exercises performed on two NASA projects were constrained by the low priority the projects placed on EVM training of project personnel. Senior management buy-in is necessary for the scheduling, early in project formulation, of training that meets NASA guidelin
3、es. Description of Driving Event: Although NASA projects with funding of over $20 million are required to use Earned Value Management (EVM) techniques to measure and assess project performance (Reference (1), EVM systems and processes are not well established throughout NASA. The NASA EVM Capability
4、 Project was established by the NASA Office of Chief Engineer (OCE) to develop and pilot an agency-wide, in-house, EVM capability that will meet NASAs project management requirements and ensure compliance with the federal Office of Management and Budget (OMB) mandates. The NASA Program Management Co
5、uncil (PMC) approved the NASA EVM Capability Project on December 16, 2009. There are three primary objectives of the EVM project: 1. Establish a NASA EVM process, along with the supporting documentation, that can be used as a model for all NASA projects that must implement EVM. 2. Demonstrate the NA
6、SA-wide EVM capability process on two projects (1) the Extravehicular Activity (EVA) Systems Project and (2) the Ice, Clouds, and Land Elevation Satellite II (ICESat-2) Project. The purpose of these two EVM pilot exercises is to test and modify the process as needed to ensure the most effective impl
7、ementation of a NASA-wide EVM capability. Sponsored by the Exploration Systems Mission Directorate (ESMD) and managed by NASA Johnson Space Center, the EVA Systems Project seeks to protect humans while operating outside the pressurized spacecraft environment and while exploring other planetary bodie
8、s. Sponsored by the Science Mission Directorate (SMD) and managed by NASA Goddard Space Flight Center, ICESat-2 is the second generation of the orbiting laser altimeter ICESat scheduled for launch in early 2016. 3. Enhance NASA management insight into project performance by employing an effective EV
9、M capability. Because EVM requires a coordinated effort across the project to integrate its management tools and procedures with the EVM methodology, education and training is a fundamental component of any EVM implementation. After much hard work by a NASA Center and by the project, an EVM initiati
10、ve may prove un-sustainable given lack of executive sponsorship, poor project processes, failure to gain Center and project buy-in, or lack of training. Because EVM places special controls upon basic project management functions (e.g., work authorization, scheduling, and performance analysis and var
11、iance reporting), all employees working on a project implementing EVM require a basic familiarity with EVM concepts and terminology. More in-depth training or re-training may be required for project, task, and technical managers; cost account managers; Integrated Product Team leads; financial analys
12、ts; and schedulers. The EVM pilot exercises, however, were not preceded with adequate training of project personnel (Reference (2). Training was delayed in order to support other near term project management priorities on the projects. Throughout the pilot exercises, the personnel time required for
13、training unsuccessfully competed with other personnel assignments. This meant that the projects EVM learning curve never caught up to the optimal level of training. References: 1. “NASA Program and Project Management Processes and Requirements,” NPR 7120.5D, March 6, 2007, Paragraph 3.1(c). 2. Jeral
14、d Kerby, NASA Earned Value Management (EVM) Capability Project, EVM Steering Committee Presentation, August 15, 2011. Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-3. Earned Value Management (EVM) training courses, NASA Academy of Program/Project a
15、nd Engineering Leadership (APPEL), http:/www.nasa.gov/offices/oce/appel/curriculum/courses/329.html#evm 4. “Performance Measurement Baseline (PMB) Implementation Reporting Expectations on Letter Contract Award,” NASA Lesson Learned No. 3617, NASA Engineering Network, November 30, 2011. 5. NASA Sched
16、ule Management Handbook, NASA/SP-2010-3403, March 2011. NASA Work Breakdown Structure (WBS) Handbook, NASA/SP-2010-3404, January 2010. Lesson(s) Learned: Senior management support, and mandated pre-project EVM training for project team members, is required to assure the appropriate level of EVM and
17、project management knowledge needed to implement EVM effectively. Recommendation(s): Before commencing an EVM application at a NASA Center, the EVM implementation team should consider the following: 1. Obtain senior management buy-in and support of this critical process from both the Center and the
18、project. 2. Formulate a training strategy, and negotiate the training approach, budgeting, and schedule with the project. Assess project personnel training needs, and ensure that the training course (Reference (3) meets these needs and covers the tools and processes that will be in actual use. Ident
19、ify specific training requirements by project role. NASA Centers should determine mandatory Project Planning & Control (PP&C) training requirements. 3. Centers and projects should ensure that the required training is completed early in the formulation phase of the project. This requirement should be
20、 applied to system contractors (Reference 4). 4. The training should be consistent with Reference (1), Reference (5), Reference (6), and other relevant NASA specific PP&C requirements and guidance. Also ensure that training materials, including examples and data, are consistent with the reports and
21、terminology the trainees will encounter on the project. 5. Provide for informal training following team completion of formal training. This may include an online help system, coaching by EVM specialists, etc. Evidence of Recurrence Control Effectiveness: The JPL-led pilot study was performed on a se
22、t of NASA Center-managed projects. The NASA Centers will be documenting and refining their EVM processes to preclude EVM process defects like those revealed by the pilot study. Documents Related to Lesson: N/A Mission Directorate(s): Science Additional Key Phrase(s): Program Management.Business proc
23、esses Additional Categories.Program and Project Management Additional Info: Project: Ice, Clouds, and Land Elevation Satellite II (ICESat-2) and EVA Systems Project Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-Approval Info: Approval Date: 2012-04-05 Approval Name: mbell Approval Organization: HQ Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-
