Program Life Cycle Cost Driver Model (LCCDM) Daniel W. Miles, General Physics, June 2008

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Program Life Cycle Cost Driver Model (LCCDM) Daniel W. Miles, General Physics, June 2008"

Transcription

1 Program Life Cycle Cost Driver Model (LCCDM) Daniel W. Miles, General Physics, June 28 Introduction Several years ago during the creation of the Periscope Total Ownership Cost (TOC) Program, it became very apparent that existing government processes and methods to assess TOC were not user-friendly. Documentation requirements were excessively detailed and difficult to use and, due to time constraints, most efforts were initially expended in interpreting these documentation requirements. Under these circumstances, it was very difficult to effectively provide a better understanding of the underlying program infrastructure costs and associated cost drivers that factor into the TOC process. The development by General Physics Corporation (GP) of the P5 Cost Driver Model (CDM) subsequently provided a much needed TOC management tool to organize program cost data in a more efficient manner. The model distinguishes all program TOC factors as belonging to one of five possible basic cost driver categories People, Paper, Parts, Performance, and Places. This classification approach provides for an easily understood graphical presentation of the five cost driver areas relative to TOC and enables a method to formulate and track the impact of specific cost drivers throughout program life-cycle activities for facilitating the development of cost reduction initiatives. With this insight, GP was able to interpret cost driver information that reduced program infrastructure and R&D costs and converted the savings into revenue flow for the program. The chart format in Figure 1 illustrates a typical generic example of profiling each of the five basic cost driver categories grouped together as a percentage of the total program expenditure. Several subcategories combine together to form each of these five main categories and will be broken down in more detail below. 2% 2% 2% 2% 2% People Paper Parts Performance Places Figure 1 Generic Cost Driver Pie-Chart Profile 1

2 Phase Transitioning Implementation of the Cost Driver Model on a cradle-to-grave government program usually involves segregating all identified costs into three logical lifecycle phases and constructing separate cost driver profiles typified by the following three chart figures. The first profile contains all Research, Development, Test, and Evaluation (RDT&E) costs which occur prior to the Acquisition (purchase) phase. This profile is typically dominated by nonrecurring engineering design costs grouped within the Performance driver which directly affect the achievement of some operational requirement or performance specification. Figure 2 illustrates this point and also shows the relative representation of the impact to the total amount from the remaining cost drivers at this initial stage of sustainment. 51% 2% 27% 11% 9% People Paper Parts Performance Places Figure 2 RDT&E Profile The second profile contains all Acquisition costs required to purchase and install the system. Figure 3 illustrates percentages of costs from the model at this stage of the life-cycle sustainment. This profile now reflects the transition from a performance dominated phase to one exhibiting an increase in recurring costs such as Parts, system materials (fabricate or manufacture), and that of People required to build, install, and verify (test) system operation. 17% 2% 4% 19% 4% People Paper Parts Performance Places Figure 3 Acquisition Profile 2

3 The third profile contains all Operation and Support costs necessary to maintain the system throughout its in-service life-span. Figure 4 illustrates the percentages of the cost drivers at this final stage of sustainment. The profile has now transitioned to one dominated by Parts costs. The maintenance actions of upgrades, technology refreshes, and repairs will exist until the entire system is replaced. 6% 6% % 24% 1% People Paper Parts Performance Places Figure 4 Operation and Support Profile In summary, all government programs follow an established sequence of transitional phases. Modeling of commercial programs appear to follow the same process, however different external forces affect the transition. Based on GP s years of use with the Cost Driver Model, the following conclusions have been drawn: For any organization/project, People costs assume a range of 2% 25% (with the exception of the Acquisition profile) for success. If the cost is below 18%, the organization/project slows down and becomes inefficient. If the costs are over 3%, the organization is either wasting or paying too much for resources. For any project, Paper costs are significantly less for commercial systems than that of government systems, by as much as a factor of 1. For any project, Parts costs increase through all profiles. In non-hardware projects, i.e. services, the Parts costs still reflect the dominant cost in the Operation & Support profile. For any project, Performance costs decrease through all profiles. Projects with a continuous improvement process, appear to maintain a constant level of performance, but are simply implementing new RDT&E profiles for each improvement. Eventually, in any performance improvement project/organization, the core requirement of the continuous improvement process will eventually be superseded by technology advancements. For any organization/project, Places costs are dependent on the profile requirements, but should not be more than 5% in any profile. 3

4 Applying Cost Driver Modeling for Life Cycle Sustainment The life-cycle of a project starts in the RDT&E phase, followed by the Acquisition phase, and ends with the Operation and Support (O&S) phase. Following each phase, the Cost Driver Model allows for a feedback loop to any of the previous phases. This important feature enables smart management of variable program costs resulting in the ability to predict optimal allocation of resources for maximizing downstream savings. Table 1 provides a rough estimate of phase costs as a percentage of TOC as well as the amount to possibly save with intelligent cost budgeting. Table 1 Approximate Savings to TOC According to Program Phases PHASE PERCENTAGE (%) PERCENTAGE (%) OF OF TOC POTENTIAL SAVINGS RDT&E 1 2 Acquisition 2 1 Operation and Support 7 4 Cost Driver Subcategory Breakdown For each cost driver category there are associated cost functions. Table 2 illustrates an example of a government program where the cost functions for each of the five basic categories are explained. A similar table for commercial organizations/projects has been developed by GP. Table 2 Breakdown of Cost Driver Subcategories Cost Drivers Cost Functions Explanation of Cost Functions PEOPLE Management Installation Technical Support Liaison The number of people in a department drives the expense of managing. The major source of cost to the installation is that of the people required to accomplish the task. Re-active response requirement, usually off-site, to assure that system level problems are addressed. Pro-active response requirement on-site to assure that system level problems are addressed. 4

5 Cost Drivers Cost Functions Explanation of Cost Functions PARTS PLACES PERFORMANCE PAPER Hardware Spares Software Repair/Overhaul Facilities Laboratories Warehouses/Inventory Storage Areas Engineering SUBSAFE Quality Acquisitions ILS CM User Feedback System level components or a purchase requirement. Spares to system level components or a purchase requirement. Required to support the system level components. The action required to bring components to an RFI condition. Areas where workers reside. Areas where development is conducted or equipment is maintained. Areas where parts are maintained. Activities required to design a fix to a problem report/resolve a deficiency/provide a system enhancement. Activities/materials required to meet SUBSAFE requirements. Assurance test activities required to demonstrate and verify system level performance. Activities required to procure system level materials. Activities required to support logistics requirements for system level materials. Activities required to support configuration management of system level materials. Activities required to identify/maintain/report system level problem reports. 5

6 PERFORMANCE BLOCK COST BLOCK and LINKS PROCESS DRIVER BLOCK OUTPUT OWNERSHIP METRIC BLOCK OOM = New System Operation & Support Costs Baseline System Operation & Support BREAK-EVEN BLOCK 35 Accumulated Cost ($ Millions) Number of Acquired Systems Figure 5 Summary Chart of LCCDM Block Approach to Cost Mitigation Analysis 6

7 Objectives of the Life Cycle Cost Driver Model The primary goal of the LCCDM process is to reduce costs in all phases of a program. To meet this goal, the model provides a metrics-based decision-making process created from meaningful data. The model also allows for smart assessments in the RDT&E and Acquisition phases that will minimize O&S costs. The modeling process evaluates the impact of technical cost drivers on performance, cost, and schedule. It supplements Earned Value Management (EVM) and risk factor identification by assessing cost driver elements through a Links process. It also supports achievement of the goals to reduce/meet the true break-even point by evaluating the technical progress towards achieving that goal. Analytical Features of the Life Cycle Cost Driver Model Figure 5 provides a visual generic presentation of the LCCDM illustrating all features of the process. The five blocks and links process are described below. Performance Block The performance block identifies the relative performance between a current baseline system and a proposed new system. The block provides a means to identify all requirements and compare them to existing or other proposed alternatives. The block allows the developer to determine if all requirements are met. Performance Requirements New SONAR System Reference Document Baseline Cost-Risk Value (1%) New System Cost-Risk Value (1%) MF Passive Common Spec 1 11 MF Active Common Spec 1 1 Transmit Group Common Spec 1 8 Self Noise Common Spec 1 95 Color Key Green System meets or exceeds existing system performance Red System does not meet existing system performance and needs to be fixed Blue System does not meet the existing system performance, however the required change is not cost effective requiring extensive system changes or a complete redesign 7

8 Driver Block The driver block identifies the cost drivers of the proposed new system including risk mitigation costs and accelerators. An accelerator is an implementation of a project initiative that initially increases the cost within a phase but results in significant savings for follow-on phases thereby reducing program TOC. Utilizing the LCCDM Links functionality, the driver block aligns the proposed system elements between all three lifecycle sustainment phases. Reference sources of the data are required to support the analysis. Cost Driver Cost Identifier Link Element Sub-Element Integrated Product Team (IPT) Risk Mitigation 1 Risk IPT Sensors: Hydrophones Driver: Minimal 31 Reliability Robustness Projectors Connector/mold configuration Driver: Moderate 41 Reliability Survivability Cost Block The cost block provides the media to assign projected, anticipated, and actual costs of the existing system with that of the proposed system. The costs are summarized to determine the total cost of any phase. The example provided is for Operation & Support (O&S) Costs. Cost Driver People 24% Baseline Cost New System Cost Sub Drivers Management Financial Data Center Projects Program Personnel Installation Implementation ALTS Certifications Planning Installation Manager Technical Assistance System Testing System Integration Liaison Shipyards 8

9 Performance 6% Parts 6% Paper 1% Places < 1% Links Process The Links functionality generates cost driver/risk mitigation relationships for all identified elements in the model. The Links process also identifies relationships between the three phases of life-cycle costing, derives anticipated Link cost-multipliers, and implements accelerators that may result in cost increases/decreases based on decisions made during prior phases. The multiplier indicates the magnitude of such a potential reduction in cost savings. As indicated in Table 1, each phase has a different savings potential that could be achieved by implementing an accelerator initiative. Output Ownership Metric (OOM) Block The OOM block provides an assessment of how the changes made in the RDT&E and Acquisition phases are expected to affect O&S phase costs. A value greater than 1. indicates that the proposed new system will increase O&S costs above the current baseline system. Output Ownership Metric = New System Operation & Support Costs Baseline System Operation & Support Break-Even/Learning Curve Analysis Block The break-even/learning curve analysis block provides an accounting/earned value status as to the achievement in the Acquisition phase to recover the anticipated RDT&E project costs of a proposed new system. The graph in Figure 6 illustrates an example of break-even projection analysis for the GP cost driver model using realistic feedback that continuously fine-tunes cost driver relationships and updates model input data. This result is compared with a baseline projection (blue line) assuming a simple linear fixed-cost per system. An alternate analysis (red line) is also superimposed on the graph to show its projected breakeven point against the constant-sloped baseline. Although the alternate approach appears somewhat realistic by incorporating variable cost factors that reflect learning curve assumptions, it can actually lead to large errors in total cost expectations as the number of acquired systems increases. That is because of false (overly optimistic in 9

10 this case) input assumptions for values and relationships that multiply over time and generate significant offsets to the true break-even point. 35 Accumulated Cost ($ Millions) Number of Acquired Systems Total Acquisition Phase Cost Data ($M) as a function of Systems Acquired Systems Acquired Cost Driver Model 51* Alternate Analysis 51* Baseline System * Initial RDT&E Investment Incurred as Acquisition Phase Cost Figure 6 Break-Even/Learning Curve Projection Analysis for a Proposed RDT&E Project vs. a Current Baseline Acquisition System 1

Cisco Unified Communications and Collaboration technology is changing the way we go about the business of the University.

Cisco Unified Communications and Collaboration technology is changing the way we go about the business of the University. Data Sheet Cisco Optimization s Optimize Your Solution using Cisco Expertise and Leading Practices Optimizing Your Business Architecture Today, enabling business innovation and agility is about being able

More information

Grow Revenues and Reduce Risk with Powerful Analytics Software

Grow Revenues and Reduce Risk with Powerful Analytics Software Grow Revenues and Reduce Risk with Powerful Analytics Software Overview Gaining knowledge through data selection, data exploration, model creation and predictive action is the key to increasing revenues,

More information

Project Management Planning

Project Management Planning Develop Project Tasks One of the most important parts of a project planning process is the definition of activities that will be undertaken as part of the project. Activity sequencing involves dividing

More information

Positive Train Control (PTC) Program Management Plan

Positive Train Control (PTC) Program Management Plan Positive Train Control (PTC) Program Management Plan Proposed Framework This document is considered an uncontrolled copy unless it is viewed online in the organization s Program Management Information

More information

Spec. Standard: 11/27/06 01310-1 Revision: 11/27/06

Spec. Standard: 11/27/06 01310-1 Revision: 11/27/06 SECTION 01310 CONSTRUCTION SCHEDULES PART 1 - GENERAL 1.01 SCOPE: A. Construction Progress Schedule: The CONTRACTOR shall submit a detailed work progress schedule showing all work in a graphic format suitable

More information

Best Practices Statement Project Management. Best Practices for Managing State Information Technology Projects

Best Practices Statement Project Management. Best Practices for Managing State Information Technology Projects State of Arkansas Office of Information Technology 124 W. Capitol Ave. Suite 990 Little Rock, AR 72201 501.682.4300 Voice 501.682.4020 Fax http://www.cio.arkansas.gov/techarch Best Practices Statement

More information

Development, Acquisition, Implementation, and Maintenance of Application Systems

Development, Acquisition, Implementation, and Maintenance of Application Systems Development, Acquisition, Implementation, and Maintenance of Application Systems Part of a series of notes to help Centers review their own Center internal management processes from the point of view of

More information

White Paper November 2012. Smart-Edge: Next Generation Sales & Operations Planning State-of-the-Art Application

White Paper November 2012. Smart-Edge: Next Generation Sales & Operations Planning State-of-the-Art Application White Paper November 2012 Smart-Edge: Next Generation Sales & Operations Planning State-of-the-Art Application White Paper - 2012 2 Smart-Edge: Next Generation Sales & Operations Planning (S&OP) Introduction:

More information

Fundamentals of Measurements

Fundamentals of Measurements Objective Software Project Measurements Slide 1 Fundamentals of Measurements Educational Objective: To review the fundamentals of software measurement, to illustrate that measurement plays a central role

More information

IT Governance and Control: An Analysis of CobIT 4.1. Prepared by: Mark Longo

IT Governance and Control: An Analysis of CobIT 4.1. Prepared by: Mark Longo IT Governance and Control: An Analysis of CobIT 4.1 Prepared by: Mark Longo December 15, 2008 Table of Contents Introduction Page 3 Project Scope Page 3 IT Governance.Page 3 CobIT Framework..Page 4 General

More information

Noorul Islam College of Engineering M. Sc. Software Engineering (5 yrs) IX Semester XCS592- Software Project Management

Noorul Islam College of Engineering M. Sc. Software Engineering (5 yrs) IX Semester XCS592- Software Project Management Noorul Islam College of Engineering M. Sc. Software Engineering (5 yrs) IX Semester XCS592- Software Project Management 8. What is the principle of prototype model? A prototype is built to quickly demonstrate

More information

Procurement Programmes & Projects P3M3 v2.1 Self-Assessment Instructions and Questionnaire. P3M3 Project Management Self-Assessment

Procurement Programmes & Projects P3M3 v2.1 Self-Assessment Instructions and Questionnaire. P3M3 Project Management Self-Assessment Procurement Programmes & Projects P3M3 v2.1 Self-Assessment Instructions and Questionnaire P3M3 Project Management Self-Assessment Contents Introduction 3 User Guidance 4 P3M3 Self-Assessment Questionnaire

More information

The CXO Series. The Importance of a Print Management Strategy

The CXO Series. The Importance of a Print Management Strategy WHITE PAPER The Importance of a Print Management Strategy Darrell Amy, MBA, CDIA Convergence Consulting, Inc. Sponsored by DocuAudit International Executive Summary Today s rising overhead expenses drive

More information

Technology Lifecycle Management. A Model for Enabling Systematic Budgeting and Administration of Government Technology Programs

Technology Lifecycle Management. A Model for Enabling Systematic Budgeting and Administration of Government Technology Programs Technology Lifecycle Management A Model for Enabling Systematic Budgeting and Administration of Government Technology Programs Even as technology improves, government s fundamental IT challenge remains

More information

Accounting System. Page 1 of 9

Accounting System. Page 1 of 9 Page 1 of 9 Accounting System In support of program management and Earned Value Management, the accounting system must be able to relate costs incurred to work accomplished. Not all accounting systems

More information

Comprehensive Master Plan. Strategic Security Plan 2010 2015. East Carolina University. December 31, 2009. Prepared by:

Comprehensive Master Plan. Strategic Security Plan 2010 2015. East Carolina University. December 31, 2009. Prepared by: East Carolina University Comprehensive Master Plan Strategic Security Plan 2010 2015 December 31, 2009 Prepared by: 14900 Bogle Drive, Suite 200 Chantilly, VA 20151 Telephone: 703-488-9990 This Page Intentionally

More information

2012 Americas School of Mines

2012 Americas School of Mines www.pwc.com 2012 Americas School of Mines Maximizing Asset Management From Work Plan to Financial Performance Doug Stretton, Paul Ingram May 17, 2012 Presentation Summary Maximizing mining assets is often

More information

SCHEDULE AND BUDGETING

SCHEDULE AND BUDGETING PROJECT CONTROLS The right combination of software management tools, proper initial project set-up, timely and accurate data input, continuous tracking of progress, a meaningful reporting structure, strong

More information

Outperform Financial Objectives and Enable Regulatory Compliance

Outperform Financial Objectives and Enable Regulatory Compliance SAP Brief Analytics s from SAP SAP s for Enterprise Performance Management Objectives Outperform Financial Objectives and Enable Regulatory Compliance Drive better decisions and streamline the close-to-disclose

More information

Introduction. Background

Introduction. Background Predictive Operational Analytics (POA): Customized Solutions for Improving Efficiency and Productivity for Manufacturers using a Predictive Analytics Approach Introduction Preserving assets and improving

More information

Project Management Guidebook

Project Management Guidebook METHOD 12 3 empowering managers to succeed Project Management Guidebook ISBN 0-473-10445-8 A bout this e-book This e-book was created by Method123 (see www.method123.com) to help provide you with a simple

More information

A collection of Safran Project report samples for project professionals

A collection of Safran Project report samples for project professionals A collection of Safran Project report samples for project professionals Safran Software Solutions Global Offices: Houston, London, Oslo, Stavanger www.safran.com Contents Introduction... 2 About the Reports

More information

WORK PROGRAM GUIDELINES

WORK PROGRAM GUIDELINES Project Managed Change Program WORK PROGRAM GUIDELINES JABATAN KERJA RAYA MALAYSIA Cawangan Pengurusan Projek Kompleks (PROKOM) Ibu Pejabat JKR Malaysia 2 Document Ownership Section No Section Amendment

More information

300 Scheduling and Budgeting

300 Scheduling and Budgeting Jefferson Science Associates, LLC 300 Scheduling and Budgeting Project Control System Manual Revision 7-16 - 300 Scheduling and Budgeting This chapter of the JSA Project Control System Manual describes

More information

Estimation Model for Integrated Logistics Support Cost and Annual Recurrent Expenditure in C3 Projects

Estimation Model for Integrated Logistics Support Cost and Annual Recurrent Expenditure in C3 Projects Estimation Model for Integrated Logistics Support Cost and Annual Recurrent Expenditure in C3 Projects ABSTRACT In defence acquisition and development projects, the costs of Integrated Logistics Support

More information

DRAFT RESEARCH SUPPORT BUILDING AND INFRASTRUCTURE MODERNIZATION RISK MANAGEMENT PLAN. April 2009 SLAC I 050 07010 002

DRAFT RESEARCH SUPPORT BUILDING AND INFRASTRUCTURE MODERNIZATION RISK MANAGEMENT PLAN. April 2009 SLAC I 050 07010 002 DRAFT RESEARCH SUPPORT BUILDING AND INFRASTRUCTURE MODERNIZATION RISK MANAGEMENT PLAN April 2009 SLAC I 050 07010 002 Risk Management Plan Contents 1.0 INTRODUCTION... 1 1.1 Scope... 1 2.0 MANAGEMENT

More information

Driving Strategic Planning with Predictive Modeling. An Oracle White Paper Updated July 2008

Driving Strategic Planning with Predictive Modeling. An Oracle White Paper Updated July 2008 Driving Strategic Planning with Predictive Modeling An Oracle White Paper Updated July 2008 Driving Strategic Planning with Predictive Modeling With a functioning strategic planning process, users can

More information

Business Continuity Position Description

Business Continuity Position Description Position Description February 9, 2015 Position Description February 9, 2015 Page i Table of Contents General Characteristics... 2 Career Path... 3 Explanation of Proficiency Level Definitions... 8 Summary

More information

System Engineering Plan

System Engineering Plan Project Documentation Document SPEC-0064 Revision A System Engineering Plan Rob Hubbard, Jeremy Wagner, Larry Daggert, Larry Stepp, Christoph Keller Systems Engineering / Project Management 5 October 2006

More information

Army Guide for the Preparation of a Program Product Data Management Strategy (DMS)

Army Guide for the Preparation of a Program Product Data Management Strategy (DMS) Army Guide for the Preparation of a Program Product Data Management Strategy (DMS) Transition to Technical Data Rights Strategy (formerly Data Management Strategy) June 2012 DISTRIBUTION STATEMENT A. Approved

More information

Appendix V Risk Management Plan Template

Appendix V Risk Management Plan Template Appendix V Risk Management Plan Template Version 2 March 7, 2005 This page is intentionally left blank. Version 2 March 7, 2005 Title Page Document Control Panel Table of Contents List of Acronyms Definitions

More information

USING SECURITY METRICS TO ASSESS RISK MANAGEMENT CAPABILITIES

USING SECURITY METRICS TO ASSESS RISK MANAGEMENT CAPABILITIES Christina Kormos National Agency Phone: (410)854-6094 Fax: (410)854-4661 ckormos@radium.ncsc.mil Lisa A. Gallagher (POC) Arca Systems, Inc. Phone: (410)309-1780 Fax: (410)309-1781 gallagher@arca.com USING

More information

INTRUSION PREVENTION AND EXPERT SYSTEMS

INTRUSION PREVENTION AND EXPERT SYSTEMS INTRUSION PREVENTION AND EXPERT SYSTEMS By Avi Chesla avic@v-secure.com Introduction Over the past few years, the market has developed new expectations from the security industry, especially from the intrusion

More information

Find what matters. Information Alchemy Turning Your Building Data Into Money

Find what matters. Information Alchemy Turning Your Building Data Into Money Find what matters Information Alchemy Turning Your Building Data Into Money version 1.1 Feb 2012 CONTENTS Information Alchemy Transforming Data Into Value... 2 How Does My Building Really Perform?... 2

More information

Expect More. savings. Smart Managed Document Solutions from OKI

Expect More. savings. Smart Managed Document Solutions from OKI Expect More savings Smart Managed Document Solutions from OKI Smart Managed Document Solutions from OKI A long-term strategy for reducing costs and increasing efficiencies. The costs of printer hardware,

More information

THE PROJECT MANAGEMENT KNOWLEDGE AREAS

THE PROJECT MANAGEMENT KNOWLEDGE AREAS THE PROJECT MANAGEMENT KNOWLEDGE AREAS 4. Project Integration Management 5. Project Scope Management 6. Project Time Management 7. Project Cost Management 8. Project Quality Management 9. Project Human

More information

Earned Value Management Tutorial Module 1: Introduction to Earned Value Management. Prepared by:

Earned Value Management Tutorial Module 1: Introduction to Earned Value Management. Prepared by: Earned Value Management Tutorial Module 1: Introduction to Earned Value Management Prepared by: Module1: Introduction to Earned Value Welcome to Module 1. The objective of this module is to introduce you

More information

Exhibit F. VA-130620-CAI - Staff Aug Job Titles and Descriptions Effective 2015

Exhibit F. VA-130620-CAI - Staff Aug Job Titles and Descriptions Effective 2015 Applications... 3 1. Programmer Analyst... 3 2. Programmer... 5 3. Software Test Analyst... 6 4. Technical Writer... 9 5. Business Analyst... 10 6. System Analyst... 12 7. Software Solutions Architect...

More information

Applying Cradle-to-Cradle Principles to the Product Development Process

Applying Cradle-to-Cradle Principles to the Product Development Process Applying Cradle-to-Cradle Principles to the Product Development Process Product Development Stages Cradle-to-cradle principles can be applied at each stage of a product development process. The following

More information

Asset Management Plan

Asset Management Plan Asset Management Plan Final Report May 2014 EXECUTIVE SUMMARY Adequate municipal infrastructure such as roads, bridges, and underground water and sewage pipes are essential to economic development, citizen

More information

Ideas for a More Proactive Role for Parts Management and DMSMS in Acquisition

Ideas for a More Proactive Role for Parts Management and DMSMS in Acquisition Ideas for a More Proactive Role for Parts Management and DMSMS in Acquisition Presented to the Parts Standardization Management Committee April 28, 2015 Objective To identify ideas for how parts management

More information

Chapter 14 Special Report for the Public Accounts Committee Evergreen and Wackenhut Leases

Chapter 14 Special Report for the Public Accounts Committee Evergreen and Wackenhut Leases Special Report for the Public Accounts Committee Evergreen and Wackenhut Leases Contents Background.............................................................. 183 Scope...................................................................

More information

Framework: Supporting transformation of government financial

Framework: Supporting transformation of government financial Performance Improvement Framework: Supporting transformation of government financial management services: Background DECK for workshop attendees State Services Commission, Room 10.3, No 2 The Terrace,

More information

VMTURBO S VALUE TO NETAPP

VMTURBO S VALUE TO NETAPP VMTURBO S VALUE TO NETAPP NETAPP CUSTOMERS DERIVE VALUE AND NETAPP DERIVES VALUE INTRODUCTION The purpose of this document is to outline the unique value that VMTurbo brings to NetApp s customers, and

More information

IST 302 : Project Cost Management

IST 302 : Project Cost Management IST 302 : Project Cost Management Project Cost Management : Why do we care? 1 Cost and Cost Management Cost: Cost Management: Project Cost Management Processes Cost Estimating Developing an estimate of

More information

Root Cause Analysis Concepts and Best Practices for IT Problem Managers

Root Cause Analysis Concepts and Best Practices for IT Problem Managers Root Cause Analysis Concepts and Best Practices for IT Problem Managers By Mark Hall, Apollo RCA Instructor & Investigator A version of this article was featured in the April 2010 issue of Industrial Engineer

More information

FISCHER CORPORATE SERVICES

FISCHER CORPORATE SERVICES FISCHER CORPORATE SERVICES The Elite Tenant Representative Corporate, Brokerage and Technology Solutions Fischer provides corporate services and real estate solutions that help clients aggressively reduce

More information

Project Management Office (PMO)

Project Management Office (PMO) Contents I. Overview of Project Management...4 1. Project Management Guide (PMG)...4 1.1 Introduction...4 1.2 Scope...6 1.3 Project Types...6 2. Document Overview, Tailoring, and Guidance...7 3. The Project

More information

Defining, Modeling & Costing IT Services Integrating Service Level, Configuration & Financial Management Processes

Defining, Modeling & Costing IT Services Integrating Service Level, Configuration & Financial Management Processes Defining, Modeling & Costing IT Services Integrating Service Level, Configuration & Financial Management Processes In our cost driven economy IT is facing increasing pressure to account for and reduce

More information

Retained Fire Fighters Union. Introduction to PRINCE2 Project Management

Retained Fire Fighters Union. Introduction to PRINCE2 Project Management Retained Fire Fighters Union Introduction to PRINCE2 Project Management PRINCE2 PRINCE stands for: PRojects IN Controlled Environments and is a structured method which can be applied to any size or type

More information

Reliability Modeling Software Defined

Reliability Modeling Software Defined Reliability Modeling Software Defined Using Titan Reliability Modeling Software May 30, 2014 Prepared by: The Fidelis Group 122 West Way, Suite 300 Lake Jackson, TX 77566 Fidelis Group, LLC All Rights

More information

SALES AND OPERATIONS PLANNING BLUEPRINT BUSINESS VALUE GUIDE

SALES AND OPERATIONS PLANNING BLUEPRINT BUSINESS VALUE GUIDE Business Value Guide SALES AND OPERATIONS PLANNING BLUEPRINT BUSINESS VALUE GUIDE INTRODUCTION What if it were possible to tightly link sales, marketing, supply chain, manufacturing and finance, so that

More information

TOTAL ASSET MANAGEMENT. Life Cycle Costing Guideline

TOTAL ASSET MANAGEMENT. Life Cycle Costing Guideline TOTAL ASSET MANAGEMENT Life Cycle Costing Guideline September 2004 TAM04-10 Life Cycle Costing Guideline September 2004 TAM04-10 ISBN 0 7313 3325 X (set) ISBN 0 7313 3272 5 1. Asset management New South

More information

CMMI for Development Quick Reference

CMMI for Development Quick Reference CAUSAL ANALYSIS AND RESOLUTION SUPPORT (ML5) The purpose of Causal Analysis and Resolution (CAR) is to identify causes of selected outcomes and take action to improve process performance. SG 1 Root causes

More information

ITRM Guideline CPM 110-01 Date: January 23, 2006 SECTION 4 - PROJECT EXECUTION AND CONTROL PHASE

ITRM Guideline CPM 110-01 Date: January 23, 2006 SECTION 4 - PROJECT EXECUTION AND CONTROL PHASE PROJECT MANAGEMENT GUIDELINE SECTION 4 - PROJECT EXECUTION AND CONTROL PHASE Table of Contents Introduction... 3 Project Execution and Control Phase Overview... 3 Activities and Documents in the Execution

More information

SHARED SERVICES CAPITAL - CORNERSTONE

SHARED SERVICES CAPITAL - CORNERSTONE Filed: May, 0 EB-0-00 Exhibit D Schedule Page of SHARED SERVICES CAPITAL - CORNERSTONE.0 OVERVIEW The Cornerstone Project is part of the overall information technology ( IT ) strategy to replace several

More information

Maximizing Your Storage Investment with the EMC Storage Inventory Dashboard

Maximizing Your Storage Investment with the EMC Storage Inventory Dashboard Maximizing Your Storage Investment with the EMC Storage Inventory Dashboard Glenn Thomas Senior Consultant t Copyright 2008 EMC Corporation. All rights reserved. Today s Agenda Complexity Of Today s Storage

More information

Strategic Asset Management Planning. Presented by Howard Bulmer

Strategic Asset Management Planning. Presented by Howard Bulmer Strategic Asset Management Planning Presented by Howard Bulmer Asset Management Overview Background Strategic Asset Management Planning WOL Planning Design Holistic Approach Discussion Historical asset

More information

Phase I Conduct a Security Self-Assessment

Phase I Conduct a Security Self-Assessment 61 The SEARCH IT Security Self- and Risk- Assessment Tool: Easy to Use, Visible Results To complete your self-assessment, you can use the questions we have adopted and revised from the NIST guidance under

More information

Introducing ConceptDraw PROJECT

Introducing ConceptDraw PROJECT Introducing ConceptDraw PROJECT Introducing ConceptDraw PROJECT Contents Introducing ConceptDraw PROJECT... 1 What is ConceptDraw PROJECT?... 6 Visualize Project Data...6 Plan Projects and Manage Change...7

More information

SEER for IT Detailed Overview

SEER for IT Detailed Overview SEER for IT Detailed Overview Andy Robinson Galorath SEER : Empowering Estimation, Planning and Control Since 1988 Outline SEER for IT brief overview Estimation Features Demonstration Reporting with SEER

More information

Manag. Roles. Novemb. ber 20122

Manag. Roles. Novemb. ber 20122 Information Technology Manag gement Framework Roles and Respo onsibilities Version 1.2 Novemb ber 20122 ITM Roles and Version History Version ed By Revision Date Approved By Approval Date Description of

More information

The fact is that 90% of business strategies are not implemented through operations as intended. Overview

The fact is that 90% of business strategies are not implemented through operations as intended. Overview Overview It is important to recognize that a company s network determines its supply chain efficiency and customer satisfaction. Designing an optimal supply chain network means the network must be able

More information

pm4dev, 2007 management for development series The Project Management Processes PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS

pm4dev, 2007 management for development series The Project Management Processes PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS pm4dev, 2007 management for development series The Project Management Processes PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS A methodology to manage

More information

PROJECT MANAGEMENT METHODOLOGY SECTION 3 -- PLANNING PHASE

PROJECT MANAGEMENT METHODOLOGY SECTION 3 -- PLANNING PHASE PROJECT MANAGEMENT METHODOLOGY SECTION 3 -- PLANNING PHASE Table of Contents Introduction...3-1 Overview...3-1 The Process and the Project Plan...3-1 Project Objectives and Scope...3-1 Work Breakdown Structure...3-1

More information

Getting What You Pay For? - Total Cost of Ownership Model

Getting What You Pay For? - Total Cost of Ownership Model Getting What You Pay For? - Total Cost of Ownership Model Sandra Barkman, C.P.M., Procurement Agent The University of Michigan 734/615-5961; sbarkman@umich.edu Bryon S. Marks, MBA, Global Supply Chain

More information

Summary of GAO Cost Estimate Development Best Practices and GAO Cost Estimate Audit Criteria

Summary of GAO Cost Estimate Development Best Practices and GAO Cost Estimate Audit Criteria Characteristic Best Practice Estimate Package Component / GAO Audit Criteria Comprehensive Step 2: Develop the estimating plan Documented in BOE or Separate Appendix to BOE. An analytic approach to cost

More information

Program Lifecycle Methodology Version 1.7

Program Lifecycle Methodology Version 1.7 Version 1.7 March 30, 2011 REVISION HISTORY VERSION NO. DATE DESCRIPTION AUTHOR 1.0 Initial Draft Hkelley 1.2 10/22/08 Updated with feedback Hkelley 1.3 1/7/2009 Copy edited Kevans 1.4 4/22/2010 Updated

More information

These functionalities have been reinforced by methodologies implemented by several of our customers in their own portfolio optimization processes.

These functionalities have been reinforced by methodologies implemented by several of our customers in their own portfolio optimization processes. ABSTRACT The goal of strategic portfolio planning is to create and maintain an ideal portfolio of projects that balances risk with return. In his book Portfolio Management for New Products, Stage-Gate

More information

Considerations in Data Center Migration Life Cycle Cost Estimating

Considerations in Data Center Migration Life Cycle Cost Estimating Considerations in Data Center Migration Life Cycle Cost Estimating A Joint Information Environment (JIE) Perspective Dennis J. McKeon June 2015 Approved for Public Release; Distribution Unlimited 15-1446.

More information

The Gateway Review Process

The Gateway Review Process The Gateway Review Process The Gateway Review Process examines programs and projects at key decision points. It aims to provide timely advice to the Senior Responsible Owner (SRO) as the person responsible

More information

ITSM Maturity Model. 1- Ad Hoc 2 - Repeatable 3 - Defined 4 - Managed 5 - Optimizing No standardized incident management process exists

ITSM Maturity Model. 1- Ad Hoc 2 - Repeatable 3 - Defined 4 - Managed 5 - Optimizing No standardized incident management process exists Incident ITSM Maturity Model 1- Ad Hoc 2 - Repeatable 3 - Defined 4 - Managed 5 - Optimizing No standardized incident process exists Incident policies governing incident Incident urgency, impact and priority

More information

Ensuring Reliability in Lean New Product Development. John J. Paschkewitz, P.E., CRE

Ensuring Reliability in Lean New Product Development. John J. Paschkewitz, P.E., CRE Ensuring Reliability in Lean New Product Development John J. Paschkewitz, P.E., CRE Overview Introduction and Definitions Part 1: Lean Product Development Lean vs. Traditional Product Development Key Elements

More information

PROJECT MANAGEMENT PLAN Outline VERSION 0.0 STATUS: OUTLINE DATE:

PROJECT MANAGEMENT PLAN Outline VERSION 0.0 STATUS: OUTLINE DATE: PROJECT MANAGEMENT PLAN Outline VERSION 0.0 STATUS: OUTLINE DATE: Project Name Project Management Plan Document Information Document Title Version Author Owner Project Management Plan Amendment History

More information

System/Data Requirements Definition Analysis and Design

System/Data Requirements Definition Analysis and Design EXECUTIVE SUMMARY This document provides an overview of the Systems Development Life-Cycle (SDLC) process of the U.S. House of Representatives. The SDLC process consists of seven tailored phases that help

More information

Issue in Focus: Consolidating Design Software. Extending Value Beyond 3D CAD Consolidation

Issue in Focus: Consolidating Design Software. Extending Value Beyond 3D CAD Consolidation Issue in Focus: Consolidating Design Software Extending Value Beyond 3D CAD Consolidation Tech-Clarity, Inc. 2012 Table of Contents Introducing the Issue... 3 Consolidate Upstream from Detailed Design...

More information

NIST Special Publication (SP) 800-64, Revision 2, Security Considerations in the System Development Life Cycle

NIST Special Publication (SP) 800-64, Revision 2, Security Considerations in the System Development Life Cycle THE SYSTEM DEVELOPMENT LIFE CYCLE (SDLC) Shirley Radack, Editor Computer Security Division Information Technology Laboratory National Institute of Standards and Technology The most effective way to protect

More information

Total Ownership Cost (TOC) and Cost as an Independent Variable (CAIV)

Total Ownership Cost (TOC) and Cost as an Independent Variable (CAIV) Total Ownership Cost (TOC) and Cost as an Independent Variable (CAIV) Dr. Jeffrey Beach Naval Surface Warfare Center Carderock Division; Survivability, Structures and Materials Directorate 1 2. Definitions:

More information

Value to the Mission. FEA Practice Guidance. Federal Enterprise Architecture Program Management Office, OMB

Value to the Mission. FEA Practice Guidance. Federal Enterprise Architecture Program Management Office, OMB Value to the Mission FEA Practice Guidance Federal Enterprise Program Management Office, OMB November 2007 FEA Practice Guidance Table of Contents Section 1: Overview...1-1 About the FEA Practice Guidance...

More information

Budgeting in Municipal Governments with Oracle Hyperion Public Sector Planning & Budgeting

Budgeting in Municipal Governments with Oracle Hyperion Public Sector Planning & Budgeting We Bring IT Together For You. Budgeting in Municipal Governments with Oracle Hyperion Public Sector Planning & Budgeting By: Praveen Kumar Managing Principal AST Corporation Email:Prkumar@astcorporation.com

More information

10.1 Communications Planning 10.2 Information Distribution Figure 10 1 10.3 Performance Reporting 10.1 Communications Planning 10.

10.1 Communications Planning 10.2 Information Distribution Figure 10 1 10.3 Performance Reporting 10.1 Communications Planning 10. PROJECT 10 COMMUNICATIONS MANAGEMENT Project Communications Management includes the processes required to ensure timely and appropriate generation, collection, dissemination, storage, and ultimate disposition

More information

Maximizing Your Storage Investment with the EMC Storage Inventory Dashboard

Maximizing Your Storage Investment with the EMC Storage Inventory Dashboard Maximizing Your Storage Investment with the EMC Storage Inventory Dashboard Matt Roberts Application Development Practice Lead Copyright 2008 EMC Corporation. All rights reserved. Today s Agenda Complexity

More information

A DIFFERENT KIND OF PROJECT MANAGEMENT

A DIFFERENT KIND OF PROJECT MANAGEMENT SEER for Software SEER project estimation and management solutions improve success rates on complex software projects. Based on sophisticated modeling technology and extensive knowledge bases, SEER solutions

More information

Oracle Banking Digital Experience

Oracle Banking Digital Experience Oracle Banking Digital Experience Dashboard Widgets Personal Finance Management User Manual Release 15.1.0.0.0 Part No. E66313-01 October 2015 Dashboard Widgets Personal Finance Management User Manual

More information

2017 19 TasNetworks Regulatory Proposal Expenditure Forecasting Methodology

2017 19 TasNetworks Regulatory Proposal Expenditure Forecasting Methodology 2017 19 TasNetworks Regulatory Proposal Expenditure Forecasting Methodology Version Number 1 26 June 2015 Tasmanian Networks Pty Ltd (ACN 167 357 299) Table of contents 1 Introduction... 1 2 Meeting our

More information

Career Service Authority Page 1 of 6 Senior Enterprise Resource Planning Systems Analyst

Career Service Authority Page 1 of 6 Senior Enterprise Resource Planning Systems Analyst Career Service Authority Page 1 of 6 Senior Enterprise Resource Planning Systems Analyst GENERAL STATEMENT OF CLASS DUTIES Performs full performance level professional work analyzing, refining and documenting

More information

Earned Value and Agile Reporting

Earned Value and Agile Reporting Earned Value and Agile Reporting Anthony Cabri, Mike Griffiths Quadrus Development Inc. Abstract This paper reviews the concepts of Earned Value Management established in traditional project management,

More information

ABHELSINKI UNIVERSITY OF TECHNOLOGY

ABHELSINKI UNIVERSITY OF TECHNOLOGY T 76.3601 Introduction to Software Engineering Software Project Management http://www.soberit.hut.fi/t-76.3601/ Maria Paasivaara Maria.Paasivaara@tkk.fi Agenda Software projects Project planning Effort

More information

Total Quality Management (TQM) Quality, Success and Failure. Total Quality Management (TQM) vs. Process Reengineering (BPR)

Total Quality Management (TQM) Quality, Success and Failure. Total Quality Management (TQM) vs. Process Reengineering (BPR) Total Quality Management (TQM) Quality, Success and Failure Total Quality Management (TQM) is a concept that makes quality control a responsibility to be shared by all people in an organization. M7011

More information

Space Project Management

Space Project Management EUROPEAN COOPERATION FOR SPACE STANDARDIZATION Space Project Management Cost & Schedule Management Secretariat ESA ESTEC Requirements & Standards Division Noordwijk, The Netherlands Published by: Price:

More information

IT ASSET MANAGEMENT SELECTED BEST PRACTICES. Sherry Irwin

IT ASSET MANAGEMENT SELECTED BEST PRACTICES. Sherry Irwin IT ASSET MANAGEMENT SELECTED BEST PRACTICES Sherry Irwin IT ASSET MANAGEMENT SELECTED BEST PRACTICES By Sherry Irwin INTRODUCTION As the discipline of IT asset management (ITAM) began to evolve in the

More information

P3M3 Portfolio Management Self-Assessment

P3M3 Portfolio Management Self-Assessment Procurement Programmes & Projects P3M3 v2.1 Self-Assessment Instructions and Questionnaire P3M3 Portfolio Management Self-Assessment P3M3 is a registered trade mark of AXELOS Limited Contents Introduction

More information

IBM Tivoli Netcool network management solutions for enterprise

IBM Tivoli Netcool network management solutions for enterprise IBM Netcool network management solutions for enterprise The big picture view that focuses on optimizing complex enterprise environments Highlights Enhance network functions in support of business goals

More information

Stepping Through the Info Security Program. Jennifer Bayuk, CISA, CISM

Stepping Through the Info Security Program. Jennifer Bayuk, CISA, CISM Stepping Through the Info Security Program Jennifer Bayuk, CISA, CISM Infosec Program How to: compose an InfoSec Program cement a relationship between InfoSec program and IT Governance design roles and

More information

CAFM Explorer. The complete facilities management software solution

CAFM Explorer. The complete facilities management software solution CAFM Explorer The complete management software solution Trusted Solutions From office blocks to hospitals, CAFM Explorer supports those responsible for maintaining facility operations with the tools to

More information

Commercial Project Management

Commercial Project Management Solution in Detail R&D Engineering Executive Summary Contact Us Commercial Deliver More for Less More for Less Efficiency Companies that sell projects often need to professionalize core business processes

More information

FINANCIAL BENCHMARKING TOOL GUIDE

FINANCIAL BENCHMARKING TOOL GUIDE FINANCIAL BENCHMARKING TOOL GUIDE The following guide has been written as a supplement to the training modules from the Business Effectiveness Assessment Module (BEAM) training series, which specifically

More information

Project Scheduling: PERT/CPM

Project Scheduling: PERT/CPM Project Scheduling: PERT/CPM CHAPTER 8 LEARNING OBJECTIVES After completing this chapter, you should be able to: 1. Describe the role and application of PERT/CPM for project scheduling. 2. Define a project

More information

Defining Quality Workbook. <Program/Project/Work Name> Quality Definition

Defining Quality Workbook. <Program/Project/Work Name> Quality Definition Defining Quality Workbook Quality Definition Introduction: Defining Quality When starting on a piece of work it is important to understand what you are working towards. Much

More information

Reduce Program Costs Through Parts Management

Reduce Program Costs Through Parts Management Reduce Program Costs Through Parts Management Researched and written by The Parts Standardization and Management Committee The goal of parts management is to improve operational readiness and reduce life-cycle

More information