Introduction

Welcome to the PCR-PPR Cost Estimate Workbook. This Excel Workbook is designed to calculate the cost estimates that are required as part of the Project Charter Review (PCR) and Project Plan Review (PPR)
MSP-IT Control Gates. Please see below for important instructions and notes about this workbook. If you have any questions or need to unlock any of the worksheets to add rows, please contact mspit@state.gov.
Using This Template with iSchedule - Beginning with MSP-IT Version 1.2, this template has been replaced by equivalent functionality iSchedule. Project teams have two choices as to how to develop cost
estimates:
1. Create and finalize the Cost Estimate directly in iSchedule.
2. Create and finalize the Cost Estimate in this template, then enter the information into iSchedule.

Getting Started - High Level Instructions

The tabs are sorted to be completed from left to right
1. Start by completing all light blue cells on the Project Name and Schedule tab. Please be aware that invalid dates, or missing dates, may lead the workbook to calculate negative numbers.
2. Update the Holidays tab if adding additional non-work days. Formulas already exclude USA weekends
3. Update the Rates tab (only necessary if using non-Vanguard labor contracts).
3. Complete the Labor and Materials & ODC tabs.
4. Review the appropriate Summary tab to ensure costs are properly summarized
5. Complete the Funding Summary tab

Important notes about the Cost Workbook Template

1. Use of the this Cost Estimate Workbook or iSchedule Cost Estimating is mandatory to calculate costs for the PCR and PPR Control Gates. You may also use this workbook for CR, but it is optional, and you may
instead enter estimates directly into the cost table in the Project Concept Template. For PCR, in the Project Charter, you have the option of replacing the Costs table with a screen shot of the Summary PCR page,
or translating the spreadsheet numbers into the cost table in the Charter Template. The Summary PPR tab is used for the PPR control gate.
2. Estimation Accuracy - Cost and date estimates should be accurate to within the following tolerances:
Concept Review: -30% to + 50%
Project Charter Review: -20% to + 30%
Project Plan Review: -5% to + 5%
3. Adding rows in the Labor and Materials & ODC tabs - Adding rows to these tabs is strongly discouraged because of the complexity of the calculations and the use of both absolute and relative references
in the formulas. It may be easier to create a new tab, compile data there, and then refer to the compiled data at the appropriate spot in the Labor or Materials & ODC tabs. If you want to change some of the
formulas consider using the Formula Audit functions to show formulas, precedents and dependents.
6. Length of Day - an 8 hour day is assumed. To change this see the Summary pages where Labor Hours is calculated.

Worksheet-specific Instructions
Tab
Project Name and Schedule

Sections

Instructions

Project Name, cell E2

Project Start Date, cell E3

Enter project name

Enter the start date of the project

Enter expected completion date of each control gate. See Notes above for how to handle Skipped and Combined Control
Gates
NOTE: This Cost Workbook Template does factor in US Federal Holidays. To add/remove/change Holidays, see NOTE on the Holidays tab.
Name (Column B)
Name of the US Holiday
Date (Column C)
Date of the US Holiday
Control Gate End Estimate (Column E)

Holidays

Rates

NOTE: The 'Rates' tab contains blended rates for the Vanguard 2.x contracts. There are 6 entries (Custom 1 - 6) that can be customized to suit your project. To update the
information in Level (Column B) for Custom entries you must use the Data Validation feature, and also update Level on the Labor tab using the same Data Validation feature. Blended
Rates for 2.2.4 have not yet been verified, and this information will be updated accordingly soon. Vanguard 2.2.3 has not yet been awarded.
Contract (A35-A46)
Level (Column B)
Cost (C35-C46)
Resource Role (Column E)
Level (Column F)
Currently Funded (Column G)

Labor

Materials
and ODC

Summary PCR
Summary PPR

Funding Summary

Version History
Vanguard Reference

Investment Management Code (Column H)

Contract Labor Source (Column I)
Number of Resources by Control Gate (Column J)
Notes
Category (Column D)
Name (Column E)
Currently Funded (Column F)
Investment Management Code (Column G)
Unit Cost (Column H)
Quantity required (Column I)
Version, cell G2
Version Date, cell G3
Version, cell H2
Version Date, cell H3
Funding Source
IMC Code(s)

The names of Custom 1, Custom 2 and Custom 3 can be modified as needed.

Do not change these. They are hardwired into another tab, so changing them here won't change them elsewhere.
Costs for Custom 1, Custom 2 and Custom 3 can be modified as needed.
Select from drop down list
Select from drop down list
Select from drop down list
If an Investment is used for fund all or part of the project, enter the Investment Management Code(s) here. Consult
Strategic Planning Office for guidance.
Select from drop down list, consult Vanguard Reference sheet for contract details
Enter number of people needed. Fractions are acceptable.
Enter any notes necessary for consideration
Select from drop down list
Briefly describe item
Select from drop down list
If an Investment is used to fund all or part of the project, enter the Investment Management Code(s) here. Consult
Strategic Planning Office (IRM/BMP/SPO) for guidance.
Enter the cost of the item
Enter the number of items needed
Enter the version number of this iteration of the document
Enter the date of this iteration of the document
Enter the version number of this iteration of the document
Enter the date of this iteration of the document
Describe the source of funding used
If an Investment is used to fund all or part of the project, enter the Investment Management Code(s) here. Consult the
Strategic Planning Office (IRM/BMP/FMD) for guidance. If an already funded contract is used and the work is in scope of the
contract, thereby not requiring add-on or CLIN funding, enter the name of the contract. You can lump multiple contracts
and IMCs onto one line if desired.

Fiscal Year Columns

For each fiscal year, enter the appropriate amount for each funding source
This tab is used by the MSP-IT team to track changes to the template
This tab contains information about the various Vanguard contracts. For more information visit the Vanguard Vendor Management Office site at
http://irm.m.state.sbu/ops/vanguard/vanguardpmo/default.aspx

1
2

Project Name:

Project Start Date:

4
5

Phase

MSP-IT Control Gate

Initiation & Planning

8

Phase End Estimate

Gray Cells
Do Not Change

Project Plan Review

Preliminary Design Review

11

Design, Build, Test

12

Critical Design Review

12/30/1899

Test Readiness Review

13

User Acceptance Review

14

Deployment Readiness Review

Deployment

12/30/1899

Solicitation Review

Transition to Operations and Maintenance

12/30/1899

Post-Implementation Review

16

18

Control Gate End

Estimate 1,2,3

Project Charter Review

10

17

White Cells
Do Not Change

Project Concept Review

15

Light Blue Cells

Input Information

System Operations
(1-year)

Annual Systems Performance Review

12/30/1899
Deactivation Approval Review

19

Instructions

20
21

(1) Combined Gates

22

Step 1 of 2 - Model contiguous, combined control gates by giving them all the same end date and surrounding with a thick border, as
shown below:

23

Preliminary Design Review

10/20/14

24

Critical Design Review

10/20/14

25

Step 2 of 2 - On the Labor tab, lump all labor for the combined gates into the first of the control gates that are combined. In the above
example, all labor would be lumped into the Preliminary Design Review Control Gate.

26

(2) Skipped Gates

27

Step 1 of 1 - Model skipped control gates by giving each skipped control gate the same end date as the previous control gate and
using a strikethrough font, as shown below:

28

Project Charter Review

7/20/14

29

Solicitation Review

7/20/14

30

Project Plan Review

9/20/14

31
32

(3) Estimate Accuracy and Performance Monitoring

33

See the Instructions tab Notes section for target accuracy of estimates. Note that the dates provided at PPR are used to monitor project
schedule performance for subsequent gates.

Name
New Years Day
Birthday of Martin Luther King, Jr.
Washingtons Birthday
Memorial Day
Independence Day
Labor Day
Columbus Day
Veterans Day
Thanksgiving Day
Christmas Day
New Years Day
Birthday of Martin Luther King, Jr.
Washingtons Birthday
Memorial Day
Independence Day
Labor Day
Columbus Day
Veterans Day
Thanksgiving Day
Christmas Day
New Years Day
Birthday of Martin Luther King, Jr.
Washingtons Birthday
Memorial Day
Independence Day
Labor Day
Columbus Day
Veterans Day
Thanksgiving Day
Christmas Day

Date
1/1/2014
1/20/2014
2/17/2014
5/26/2014
7/4/2014
9/1/2014
10/13/2014
11/11/2014
11/27/2014
12/25/2014
1/1/2015
1/19/2015
2/16/2015
5/25/2015
7/3/2015
9/7/2015
10/12/2015
11/11/2015
11/26/2015
12/25/2015
1/1/2016
1/18/2016
2/15/2016
5/30/2016
7/4/2016
9/5/2016
10/10/2016
11/11/2016
11/24/2016
12/26/2016

NOTE: Holidays or other non-workdays can be added to this list.

When making changes, always insert changes into the middle of
the list so that formulas referencing the list are automatically
adjusted. These formulas will not automaticall adjust if you
append to the bottom of the list.

Contract

2.1

2.2.1

2.2.2

2.2.3

2.2.4

2.2.5

2.3.1

2.3.2

2.3.3

2.3.4

Level
Entry Level
Journeyman
Senior
Master
Entry Level
Journeyman
Senior
Master
Entry Level
Journeyman
Senior
Master
Entry Level
Journeyman
Senior
Master
Entry Level
Journeyman
Senior
Master
Entry Level
Journeyman
Senior
Master
Entry Level
Journeyman
Senior
Master
Entry Level
Journeyman
Senior
Master
Entry Level
Journeyman
Senior
Master
Entry Level

Cost
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

49.87
63.18
71.00
90.91
76.63
93.75
114.53
153.52
69.36
81.36
102.21
120.40
34.16
53.92
70.95
89.58
54.49
69.61
104.73
136.08
55.89
77.07
109.84
153.60
75.78
87.67
105.08
132.25
75.78
87.67
105.08
132.25
56.63
71.65
83.52
142.36
71.69

2.3.4

Custom 1

Custom 2

Custom 3

Journeyman
Senior
Master
Entry Level
Journeyman
Senior
Master
Entry Level
Journeyman
Senior
Master
Entry Level
Journeyman
Senior
Master

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

81.50
97.78
123.80
60.00
90.00
120.00
150.00
60.00
90.00
120.00
150.00
60.00
90.00
120.00
150.00

Light Blue Cells

Input Information
White Cells
Do Not Change
Gray Cells
Do Not Change
Red Cells
Indicates negative values

MSP-IT Control Gate

Resource Role

Level

Currently
Funded?

Investment
Management Code

Contract/Labor
Source

Number of Resources
by Control Gate

Notes

Unit Cost

Labor Days

Total Cost

Total Cost By
Control Gate

Total Cost by
Phase

1
2

Phase

$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
$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

Project Concept Review

5
6
7

Project Charter Review

8
9
10

Initiation & Planning

Solicitation Review

11
12
13

Project Plan Review

14
15
16
17

Preliminary Design Review

18
19
20
21
22

Critical Design Review

23
24
25
26

Design, Build, Test

27

Test Readiness Review

28
29
30
31
32

User Acceptance Review

33
34
35
36
37

Deployment Readiness Review

38
39
40
41
42

Transition to Operations and

Maintenance

Deployment

43
44
45
46
47

Post-Implementation Review

48
49
50
51
52

Annual System Performance

Review

53
54
55

O&M

56
57

Deactivation Approval Review

58
59
60

Totals

61

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
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

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

- $

- $

62

Summary

63

Roles

Definition

64

Contract

Number of
Resources

Architect

System Architects

65

2.1

Deployer

Deployment, Training, Communications, Installers

66

2.2.1

Programmer

Software development expertise

67

2.2.2

PMO

Scheduling, Procurement, Risk, Financial

68

2.2.3

Project Manager

Project Manager

69

2.2.4

QA

Process QA, S/W QA, Compliance

70

2.2.5

Software DevelopeDevelopers, etc.

71

2.3.1

Functional SME

72

2.3.2

Engineering SuppoCCB, Defect Tracking, Requirements, Config

73

2.3.3

Tester

Tester, Test Tools, Test Reports

74

2.3.4

Tier 1 Support

Help Desk, Scripts, Queue Management

75

Custom 1

Tier 2 Support

Help Desk, Operations, Maintenance

76

Custom 2

Tier 3 Support

Help Desk, Patches, Configuration Changes

77

Custom 3

78

Total

Cost

Process, CONOPs, Training Material, Test Scripts

Light Blue Cells

Input Information
White Cells
Do Not Change
Gray Cells
Do Not Change
Red Cells
Indicates negative values
Gold Cells
Indicates that IMC required

Phase

MSP-IT Control Gate

Project Concept Review

Project Charter Review

Initiation & Planning
Solicitation Review

Project Plan Review

Preliminary Design Review

Critical Design Review

Design, Build, Test
Test Readiness Review

User Acceptance Review

Deployment Readiness Review

Deployment

Deployment

Transition to Operations and Maintenance

Post-Implementation Review

Annual SystemPerformance Review

O&M
Deactivation Approval Review

Materials and ODC Costs

Category

Name

Currently
Funded?

Investment
Management
Code

Unit Cost

Quantity Required

Total
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
Total

$0

Light Blue Cells

Input Information
White Cells
Do Not Change
Gray Cells
Do Not Change
Red Cells
Indicates negative values
Gold Cells
Indicates that IMC required

Cost Categories
Hardware
License
Maintenance Agreement
Premium Support
Other
Travel

Project Name:

Version:

Project Start Date:

Version Date:
Labor + Materials
Materials & ODC
& ODC

Phase

MSP-IT Phase End Estimate

Initiation & Planning

12/30/1899

Design, Build, Test

12/30/1899

Deployment

12/30/1899

Sub-total
System Operations *

Contract Labor

12/30/1899

Total for all Control Gates

$
$

Currently
Funded?

Investment
Management Code

Err:501

Additional
Funding Required

Phase

Labor Hours

White Cells
Do Not Change

Initiation & Planning

Gray Cells
Do Not Change

Design, Build, Test

Red Cells
Indicates negative values

Deployment

O&M

Gold Cells
Indicates that IMC required

TCO Cost
Do Not Change

Total Unfunded
Do Not Change

$
Err:501

Light Blue Cells

Input Information

Labor Days

Tail
Do Not Change

Costs

* Includes Tail (1 year of O&M) plus costs of Deactivation

Project Time Summary

Project Cost Summary

Select Project Costs

Labor

Funding Item

Materials & ODC

Funded
Total Unfunded
TCO Cost
Tail (1 year of O&M)
$0.0K

$0.0K

$0.0K

$0.0K

$0.0K

Total

Tail (1 year of O&M)

TCO Cost

Total Unfunded

Funded

Materials & ODC

Labor

$0.0K

23

Control Gate

Labor Hours

1
2

Project Name:

Version:

Project Start Date:

Version Date:

4
5

Phase

MSP-IT Control Gate

Control Gate End Estimate

Contract Labor

Materials & ODC

Light Blue Cells

Input Information

Labor + Materials
& ODC

Currently
Funded?

Investment
Management Code

Additional
Funding Required

Project Concept Review

Project Charter Review

Project Concept Review

Project Charter Review
Initiation & Planning

Red Cells
Indicates negative values

Project Plan Review

TCO Cost
Do Not Change

Preliminary Design Review

Critical Design Review

Solicitation Review

Total Unfunded
Do Not Change

Project Plan Review

Tail
Do Not Change

10

Preliminary Design Review

11

Critical Design Review

Design, Build, Test

Test Readiness Review

Deployment Readiness Review

13

User Acceptance Review

14

Deployment Readiness Review

Transition to Operations and

Maintenance

Post-Implementation Review

15

Deployment

16

Sub-total

17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36

System Operations
(1-year)

Deactivation Approval Review

Total for all Control Gates

Deployment

Trans to Ops and Maint.

Post-Implementation Review
Annual Systems Performance
Review

O&M

Annual Systems Performance

Review

Test Readiness Review

User Acceptance Review

Design, Build, Test

12

Solicitation Review

Gold Cells
Indicates that IMC required

Initiation & Planning

8

Phase

White Cells
Do Not Change
Gray Cells
Do Not Change

Deactivation Approval Review

Labor Days

Phase

Labor Hours

Initiation & Planning

Costs

Design, Build, Test

Costs

Labor Days

Deployment

O&M

(1) See Notes on the Instructions tab for proper data and illustration of Skipped and Combined control gates

Project Time Summary

Select Project Costs

Project Cost Summary

Funding Item
Tail
TCO Cost
Total Unfunded
Funded
Materials & ODC
Labor

Labor
Materials & ODC
Funded
Total Unfunded

Total
$
$
$
$
$
$

TCO Cost
Tail
$0.0K

$0.0K

$0.0K

$0.0K

$0.0K

$0.0K

24

VMO ONLY

Prioritization Assessment
Project priority ranking

Project Concept priority rank (based on prioritization assessment)

Prioritization notes

2.2.1 Capacity Assessment

Estimated 2.2.1 capacity required

to execute project

Available capacity

Capacity assessment notes

Recommendation (based on
capacity required, available capacity
and project priority)

Out of (total # projects)

Project Name:

Version:

Project Start Date:

Version Date:

Funding Source

IMC Code(s) or
Contract Name

2014

2015

2016

2017

2018

2019

2020

Light Blue Cells-Input Information

Total

White Cells-Do Not Change

Amount funded by the current budget submission

Gray Cells-Do Not Change

<insert/remove rows as needed>

Current budget funding Subtotal

Amount to reprogrammed from another IMC in the current budget submission

<insert/remove rows as needed>

Reprogrammed IRM funding Subtotal

Expected funding from another IRM Office, Bureau or Agency

<insert/remove rows as needed>

External Funding Subtotal

Funded Total

$
$

Remaining unfunded amount

Unfunded Total
Total Project Budget

Version #
1

Description

Edited By

Basic Cost Estimates without contract

Oscar Oliveros
or labor rate change capability

1.1

Revised control gate dates and

updated formulas

Hannah Kemp

1.2
1.3
1.4

Formatting and cleanup

Revised formulas
Added columns in summary tab

Greg Steinbach
Hannah Kemp
Hannah Kemp

1.5

Updated style and added function to

auto-populate Project Codes

Adam McIlwain

1.6

updated to include control gates and

control gate breakdown

Dave Kubiak

1.7

formatted for consistency, comments

on labor adjustments added

Dave Kubiak

1.8

comments, format, rate matrix and

calculations

Dave Kubiak

1.9

Updated Gate Layout alignment

IRM/BMP/PSO/MAP

2.0

Updates in support of Version 1.1. For

details on which comments have been
adjudicated, refer to the MSP-IT
Working Comments List for Version 1.1
IRM/BMP/PSO/MAP
at
http://irm.m.state.sbu/ops/vanguard/va
nguardservices/projects/emi/ep/MSPIT
%20Version%2011/Forms/AllItems.aspx

2.1

Added the Funding Summary tab and

supporting info on the Instructions tab,
IRM/BMP/PSO/MAP
in support of enhanced budget
language requirements

2.2

Updated labor rates for 2.2.4 and

added labor rates for 2.2.3 and 2.2.5

IRM/BMP/SPO/MAP

Date
4/9/2013
5/13/2013
5/15/2013
5/15/2013
5/22/2013
6/6/2013
6/17/2013

7/1/2013
7/17/2013
9/12/2013

6/11/2014

8/12/2014

11/18/2015

Vanguard Task Order Identification Details

Task Order

Contract Name

Contract Number

Contract Award Date

SAQMMA12F1424
2.1

Digital Management, Inc.

(Alliant task order)

5/11/2012
(start 6/1/12)

Performance Period

Total Contract Value

7 yrs.

Awarded $4.9M,

(1 base/6

NTE $241.5M

Contract Areas

Contract Type

CO

COR

FFP & T&M

Helpdesk and desktop support services.

(w/performance
incentives)

Steven
Haines

Gail Shuster

Steven
Haines

Stephen Shinnick

Steven
Haines

Anne Marie Sheppard

1 yr. opts),
5/11/12 to 5/10/19
SAQMMA11F0233

2.2.1

Science Applications International

Corporation (SAIC)

(Alliant task order)

12/22/2010
(start 2/9/11)

10 yrs.

Awarded $171.7M,

(1 base/9

NTE $2,512M

1 yr. opts),
2/9/12 to

FFP & T&M

Servers, mainframes, network devices, network perimeter, Anti-Virus (w/performance
Engineering, Public Key Infrastructure (PKI)/Biometrics/Encryption, incentives)
Monitoring Tools, Telephony, Mobile Computing Platform, Virtual
Environment, and Enclave Design/Security Engineering.

2/8/2021
SAQMMA12F0405
2.2.2

(AAST/ Intercom)

(Alliant task order)

3/28/2012
(start 4/1/12)

7 yrs.

Awarded $3.16M,

(1 base/6 1 yr. opts)

NTE $62.3M

FFP & T&M

IT Change Control Board (CCB) Support, Enterprise Licensing, AntiVirus Operations/Purchasing, Video Teleconferencing Center (VTC) (w/performance
incentives)
and Enterprise Server Room Operations.

4/1/12 to 3/31/19
TBD
2.2.3

TBD

TBD

TBD

TBD

4 yrs.

Awarded $0.0,

(1 Base/3 1 yr. opt)

NTE $28.5M

(separate contract)
SAQMMA11D0114
2.2.4

Copper River

9/12/2011

(Alliant task order)

Hardware/software supply chain and logistics management. This

covers the procurement, warehousing, shipping, installation and
cabling for the worldwide IT infrastructure.

TBD

TBD

TBD

IDIQ FFP & T&M

Telecommunications, Wireless and Data Services (TWD) Cabling.

(individual delivery
orders)

Theresa Hunt Debora Nagy

9/12/11 to 9/11/15
2.2.5

Not Awarded

2.3.1

Buchanan & Edwards

Not Awarded

Not

Not

Awarded

Awarded

SAQMMA13F2905
(Alliant task order)

Awarded $2.9M,
9/29/2013

5 yrs.

SAQMMA13F2651
2.3.2

Buchanan & Edwards

9/29/2013

5 yrs.
NTE $59.9M

SAQMMA13F2583
Valida Tek Inc.

5 yrs.

5 yrs.
NTE $17.2M

Awarded

Not Awarded Not Awarded

Steven
Haines

Enterprise messaging systems development Smart Messaging and FFP

Achieve Retrieval Toolset (SMART), legacy messaging support, and
enterprise collaboration services.
(w/award fee)

Steven
Haines

James Latta and Penny

Duncan

Steven
Haines

Melonie Parker-Hill and

Ray Brow

Steven
Haines

Blair Townsend and Craig

Stewart

FFP & T&M

Enterprise data center management and hosting services.

Awarded $3.3M,
9/29/2013

(Alliant task order)

Not

Enterprise systems development/operations & maintenance (O&M), FFP & T&M

data management and governance, enterprise application
integration, e-Diplomacy (eDip), and knowledge management tools (w/award fee)
support.

NTE $34.7M

SAQMMA13F2906
Clearavenue

Telephone procurement.

Awarded $1.4M,
9/29/2013

(Alliant task order)

2.3.4

NTE $77.4M

Awarded $2.1M,

(Alliant task order)

2.3.3

Not Awarded

Remedy configuration and development support, and remedy O&M

support.

Vendor Management Office, Contract Management Plan for the Vanguard 2.0 Program, 10-29-13

(w/performance
incentives)
FFP & T&M
(w/award fee)

Andy Black and/

Daniel
Feliciano