Administracin de Proyectos

Administracin de proyectos informticos

Justo Prez S.
Chief Quality Information Technology
19 November 2017

Technology Advice.
Business Results.

JUSPE Information Group

2008 JUSPE Information Group, Inc. All rights reserved.

Reproduction or redistribution in any form without the prior written permission of JUSPE Information Group is expressly prohibited.

2007 JUSPE Information Group, Inc. 1

Grupo de procesos: PLANIFICACION

INTEGRACION

Riesgo Comunicaciones
Tiempo Costo

Calidad
Recursos
Humanos Adquisiciones
Alcance

2007 JUSPE Information Group, Inc. 2

Valor Ganado
La definicin valor ganado como sistema de
control, bsicamente requiere de tres (03)
indicadores:
ACWP - Actual cost for work performed
(Costo actual de trabajo realizado)
BCWP Budgeted cost for work performed
(Costo presupuestado del trabajo realizado)
BCWS Budgeted cost for work scheduled
(Costo presupuestado del trabajo planificado)
2007 JUSPE Information Group, Inc. 3
Valor Ganado
Y tambin se requiere de los siguientes ndices
de ejecucin, los cuales nos permiten analizar
la productividad y eficiencia con el cual se
est desarrollando el proyecto:
CPI Cost perfomance index
(Indice de Productividad del costo actual.)
SPI Schedule perfomance index
(Efectividad sobre la planificacin realizada)
ACPI At completion cost perfomance index
(Productividad del costo al fin del proyecto)

2007 JUSPE Information Group, Inc. 4

ACWP Costo actual del trabajo realizado

Representa el costo actual del trabajo

ejecutado hasta la fecha de corte o hito de
control, incluye:
Costos incurridos por el personal asignado a
la ejecucin del proyecto (Gerencia, ingeniera,
compras y construccin)
Costos de los equipos y materiales
adquiridos, as como los costos de los equipos
alquilados.
Costos corporativos y departamentales
imputables al proyecto.

2007 JUSPE Information Group, Inc. 5

BCWP Costo presupuestado del trabajo
realizado

El costo presupuestado del trabajo realizado

se define como el valor ganado del trabajo
realizado, de acuerdo con el costo
presupuestado al fin del proyecto (BAC
budget at completion) y el avance fsico real
alcanzado en la ejecucin del proyecto a la
fecha de corte u hito de control (PPR%
Physical progress report%)
BCWP = BAC * PPR%

2007 JUSPE Information Group, Inc. 6

BCWS Costo presupuestado del trabajo
planificado

Corresponde con el costo

presupuestado asignado a la gerencia
de proyectos.

2007 JUSPE Information Group, Inc. 7

CPI Productividad del costo actual

Representa el logro obtenido del costo

actual en funcin del valor ganado, de
acuerdo al progreso alcanzado
CPI = BCWP / ACWP
CPI Cost Perfomance Index
CPI = 1 costo igual al valor ganado
CPI > 1 costo menor al valor ganado
CPI < 1 costo mayor al valor ganado

2007 JUSPE Information Group, Inc. 8

SPI Efectividad sobre la planificacin

Mide la efectividad de la planificacin

realizada para la ejecucin del proyecto.
SPI = BCWP /BCWS
SPI Schedule Perfomance Index
SPI = 1 La tarea va a tiempo
SPI > 1 La tarea va adelantada a la planificacin
SPI < 1 La tarea va retrasada a la planificacin

2007 JUSPE Information Group, Inc. 9

ACPI Productividad del costo al fin del
Proyecto
Mide la tendencia del costo
proyectado al fin del proyecto (EAC
estimated cost at completion)
ACPI = BAC / EAC
ACPI = 1 La tarea va dentro del presupuesto
ACPI > 1 Los gastos son mejores que lo
esperado
ACPI < 1 Hay exceso de gastos.

2007 JUSPE Information Group, Inc. 10

Grfico - Earned Value
$
Prever Costo Proyecto
Costo Total Real EAC
3000 Prever costo
Costo Total Previsto sobredimensionado
BAC ETC EAC Estimate at completion
2000
BCWS ETC Earned total completion
ACWP BAC Budget at completion

Retraso BCWS Budgeted cost of work

scheduled

BCWP BCWP Budgeted cost of work

perform
AC
ACWP Actual cost of work
1200 performed
PV PV Planned value
1000 CV
SV EV Earned value
800 AC Actual cost
EV
Atraso al da de SV Scheduled variance
hoy T1 T2 CV Cost variance
Hoy T 2007 JUSPE Information Group, Inc. 11
Caso: Ejemplo
SV = EV PV
si SV > 0 va adelantado
si SV < 0 va atrasado
SV = $800 - $ 1000
SV = - $200 (Atrasado)
CV = EV AC
si CV > 0 se ha gastado menos
si CV < 0 Se ha gastado dems
CV = $800 - $1200
CV = -$400 (Sobregiro)

2007 JUSPE Information Group, Inc. 12

Caso: Ejemplo

Indice de Productividad Tendencia del costo

proyectado al fin del
CPI = EV / AC proyecto
CPI = 800 / 1200 = 0.67 EAC = AC + ETC
SPI = EV / PV EAC = AC + (BAC - EV)
SPI = 800 / 1000 = 0.80 EAC = AC + (BAC - EV)/CPI
Varianza
CV = (EV-AC) / AC
VCV = (800-1200) /1200 = 0.33
SV = (EV-PV) / PV
VSV = (800-1000)/1000 = 0.20

2007 JUSPE Information Group, Inc. 13

Ejercicio

Usted es el gerente de proyecto para la

construccin de 20km de veredas en la ciudad
de Lima. De acuerdo al plan el costo de la
construccin sera de US$ 15,000 x Km y esta
programado para terminarlo en un periodo de 8
semanas. A la fecha estamos a 2 semanas
iniciado el proyecto, en donde se ha gastado
US$ 55,000 para construir slo 4 Km de vereda
del total. Determine usted el rendimiento del
proyecto, adems indique como esta el
proyecto en tiempo y en costo.

2007 JUSPE Information Group, Inc. 14

Ejercicio
US$ 75,000 US$ 150,000 US$ 175,000 US$ 300,000
5 Km 10 Km 15 Km 20 Km
25% 50% 75% 100%

1 2 3 4 5 6 7 8
Semana Semana Semana Semana Semana Semana Semana Semana

BAC = 20 Km x US$ 15,000 / KM = US$ 300,000

PV = 25% * US$ 300,000 = US$ 75,000
EV = % Actual completado * BAC = (4/20) * US$ 300,000 = US$ 60,000
AC = US$ 55,000
CV = EV-AC = US$ 60,000 US$ 55,000 = US$ 5,000
SV = EV-PV = US$ 60,000 US$ 75,000 = - US$ 15,000
CPI = EV/AC = US/60,000 / US$55,000 = 1.09 Cuanto estamos consiguiendo por cada dlar
SPI = EV/PV = US$60,000 / US$75,000 = 0.80 El proyecto esta progresando al 80% de lo esperado
EAC = BAC / CPI = US$30,000 / 1.09 = US$ 275,229.36
ETC = EAC-AC = US$ 275,229.36 US$ 55,000 = US$ 220,229.36
VAC = BAC EAC = US$ 300,000 US$275,229.36 = US$24,770.64

2007 JUSPE Information Group, Inc. 15

Ejercicio
Actividad Precedencia Duracin Asignacin de Costo
(das) Recursos
Entregable 1

A - 1 Rec1 (T) S/. 10 x h

B -
C -
D A
E B
Entregable 2
2 Rec2 (T) S/. 15 x h
3 Rec3 (T) S/. 20 x h
4 Rec2 (T)
5 Rec4 (T) S/. 10 x h

F B 4 Rec2 (T)
G C 6 Rec3 (T)
H D, E 6 Rec1,Rec2 (T)
I G 2 Rec3
J H, F, I 3 Rec2, Rec3 (T)
El proyecto consume 2 millares de papel por da
Alquiler de 5 computadoras y 2 impresoras por S/. 1,000 por lo que dure el proyecto
Alquiler de 1 copiadora a S/. 20 diario
2007 JUSPE Information Group, Inc. 16
Resumen
Ley de Parkinson
El trabajo se expande hasta llegar a llenar el
volumen disponible
Efecto Deadline
La cantidad de esfuerzo dedicado a una
actividad es fuertemente acelerada cuando se
aproxima la fecha limite correspondiente.
Slack Time ALTO (personal, training, otros)
Productividad del personal muy variable
El da no tiene 24 horas.
2007 JUSPE Information Group, Inc. 17
Resumen

Necesidad: conocer el estado del proyecto

Ejemplo: cada tarea, 100 horas, 1 semana

Cual es el estado del proyecto?

2007 JUSPE Information Group, Inc. 18

Gantt de seguimiento

El Proyecto va mal: tarea 3 completada

cuando debera ser la tarea 4, por lo tanto hay
una (01) semana de retraso

Son todas las noticias malas?

2007 JUSPE Information Group, Inc. 19

Medicin del esfuerzo

Otra forma de ver lo mismo

Se esta trabajando a un ritmo inferior a lo

esperado y por lo tanto hay retraso.
Se esta invirtiendo menos trabajo en
relacin con lo que se consigue, por lo tanto
las noticias no son tan malas
2007 JUSPE Information Group, Inc. 20
 Medicin del esfuerzo
S1 S2 S3 S4
Trabajo Previsto 100 100 100 100
Trabajo Conseguido 100 60 50 90
Trabajo Invertido 100 40 40 60
S1 S2 S3 S4 Semana 1 Semana 2 Semana 3 Semana 4
T1 100% 100% 100% 100% xxxxxxxxxx
T2 0% 60% 100% 100% xxxxxxxxxx
T3 0% 0% 10% 100% xxxxxxxxxx
T4 0% 0% 0% 0% xxxxxxxxxx
Semana 1 Semana 2 Semana 3 Semana 4 Semana 5

Acumulado S1 S2 S3 S4 450
BCWS
400
Trabajo Previsto 100 200 300 400 350
Esfuerzo (Horas)
BCWP
Trabajo Conseguido 100 160 210 300 300
Trabajo Previsto
250
Trabajo Invertido 100 140 180 240 ACWP Trabajo Conseguido
200
Trabajo Invertido
BCWS Valor presupuestado 150
100
BCWP Valor conseguido
50
ACWP Valor actual 0
1 2 3 4
Semanas
2007 JUSPE Information Group, Inc. 21
Introduccin EVPM
Sistema de valor conseguido
Earned value system
Earned value perfomance management
Earned value project management
Caractersticas
Indicacin progreso
Relaciona costos, plazo y compromisos
tcnicos
Fcilmente auditable
Informacin resumida para gestores
2007 JUSPE Information Group, Inc. 22
Seguimiento ejecucin de proyectos

LBAC = Lnea base a la conclusin

EAC = Costo estimado a la conclusin

2007 JUSPE Information Group, Inc. 23

Anlisis de los indicadores

2007 JUSPE Information Group, Inc. 24

Estado final del proyecto

IEC es un buen predictor y estable:

No cambia + del 10% cuando el proyecto se ha
completado un 20% [Christensen]
Frmula Peor caso usar una ponderacin
IEC* IEPC

Motivo: Tendencia natural al retraso

2007 JUSPE Information Group, Inc. 25

Estado final del proyecto

Cunto de realista es la nueva situacin?

Indice de eficacia para la conclusin: IEPC (to
complete perfomance index TCPI)

EAC?? (LBAC, EAC, LBAC + Reserva)

2007 JUSPE Information Group, Inc. 26

Acciones correctivas Recuperacin

2007 JUSPE Information Group, Inc. 27

Ejemplo de seguimiento

2007 JUSPE Information Group, Inc. 28

Ejemplo de seguimiento

2007 JUSPE Information Group, Inc. 29

Ejemplo de seguimiento

2007 JUSPE Information Group, Inc. 30

Algunas ventajas EVPM

Sistema nico de control de la gestin.

Proporciona datos fiables
Integra informacin sobre carga de trabajo,
plazo y costos
La base de datos que se genera con
proyectos ya finalizados es til para anlisis
comparativo entre proyectos
Valores de los ndices de eficiencia (IEC e
IEP): forma temprana seales de aviso de
posibles problemas

2007 JUSPE Information Group, Inc. 31

Algunas ventajas EVPM

ndice de eficiencia de costos (IEC):

predictor del costo final del proyecto
ndice de eficiencia para la conclusin
(IEPC): Puede ayudar a determinar si una
estimacin es o no viable
La gestin se dirige a los problemas ms
crticos, reduciendo el posible exceso de
informacin.

2007 JUSPE Information Group, Inc. 32

 Earned Value Management Fundamentals
The Program at a Glance
Over EAC
Total Allocated Budget Budget

Management Reserve
P
R
PMB O
J
E
C
T
Schedule VarianceC E
D
$
Cost VarianceC S
L
BCWSC I
P
P
A
ACWPC BCWPC G
E

Time
Completion
Now Date

2007 JUSPE Information Group, Inc. 33

 Draw
1hr*$10 Visit Store &
Buy Materials
1hr*$10 + $15 Prepare
1hr*$10 Build
How Are We doing ?? 1hr*$10 Install
Schedule ?? 1hr*$10
Cost ?? Time Now -- Spent
Labor = $ 30
Materials = $ 15
Total = $ 45

Labor = 5 hours @ $10/hr = $___

50
Materials = $ 15
__
Today $ 65
2007 JUSPE Information Group, Inc. 34
 Draw
2hrs*$10 Visit Store &
=$20 Buy Materials
1hr*$10 + $15 Prepare
Earned Value/Actuals 1hr*$10 Build
Draw = 1hr / 2hrs = $10 / $20 1hr*$10
Store = 0hr / 1hr = $10+$15 Install
1hr*$10
Time Now -- Spent
Now What ?? Labor = $ 30
Over Run = $10 Materials = $ 15
Schedule = 6 hrs Total = $ 45

Labor == 56hours
Labor hours@@$10/hr
$10/hr == $$ 50
60
Materials
Materials == $$ 15
15
$ 65
75
2007 JUSPE Information Group, Inc. 35
 ORD = Manage 5 Patients simultaneously
Design Currently = Manage 4 Patients
1hr = $10
Code In 6 months = New Processor Speed < = 5 = P3I ?
1 hr*$10 ++$15
3hrs*$10 $15
Plan = BCWS Integrate
Labor = $20
1hr*$10
Materials
Total
= $15
= $35
Test
1hr*$10
Actuals = ACWP Install
Labor = $40 Now What ??
Materials = $15 1hr*$10
Total = $55 Over Running = +$20+
Schedule = +2hrs+
Earned Value = BCWP (0/100)
Labor = $10 EAC
Materials =$ 0 Labor = 5 + 2hrs = $70
Total = $10 Materials = $15
$85+

Here !! Today Ahead ??

2007 JUSPE Information Group, Inc. 36
 EARNED VALUE CONCEPT

A Management Technique
Emphases Disciplined Integration of Technical
Performance to Associated Co$t & Schedule
Objectively Measures Work Progress
States Value of Work CompletedPerformance
in $s Schedule

Provides Objective Cost & Earned

Schedule Metrics Value
Management
Enables Trend Analysis & Reports
CAIV Trades
Industry Standard ANSI/EIA-748-1998 Cost

DoD & Industry Embrace EARNED VALUE as a

Risk Management tool
2007 JUSPE Information Group, Inc. 37
 Integrated Program Management System
Scope Approved MNS / ORD / APB
Action
ID Contract Reqs &
Extend Measurable WBS Reports
Products to control account
planning & work packages Negotiated Contract Co$t
$ MR
Allocate Budgets Budget Tasks
40 Apply Appropriate EV
100 Technique
60 Calculate BCWSCumulative PMB
Schedule Work Schedule tasks
40
Sequence
Interdependencies
100 Time
Float / Critical Path
60
2007 JUSPE Information Group, Inc. 38
1. THE PLAN
w
Budget Plan
o
2 4 2
r
k
2 2 2
s 2
c
o 1 1 1 1
p
e $ 20
Time Period

2007 JUSPE Information Group, Inc. 39

 The Program Plan
BUDGETED COST
DEFINE SCHEDULE OF WORK
WORK SCHEDULED ($M)

Design 4

Manufacture 6

Component Test 4

Assemble 4

Integrated Test 2

0 2 4 6 8 10 12 14 16 18 20 22 24 $20
Months

2007 JUSPE Information Group, Inc. 40

$20 PLANNED WORK 20
& INCURRED COSTS 19
Plan = $17 17 $
Estimated Cost

$15
14
Cost = $13
12

$10 11
10

8
7
$05

3
1 Time Now
1 2
0 YEARS
Completion Date
2007 JUSPE Information Group, Inc. 41
 PLAN
Plan, Actuals & WORK PERFORMED
w
o
Earned Value
4 2
r 2 2
k
2 2
s 2 2 2
0
c
o 1 1 1 1
1 1 1 0
p $ 17
e $ 10
Time Period Time Period
ACTUAL COSTS VARIANCES
Labor Schedule Variance = Performed - Plan
8 $10 $17
SV = _______ - ____
Material SV = - $7
_______
Cost Variance = Performed - Actuals
5 $ 13 $10 $13
CV = _______ - ____
CV = - $3
_______
Time Period
2007 JUSPE Information Group, Inc. 42
 The Control Account
A key management control point:
lowest level of management
accountability for integrated
performance measurement
BCWS - established
BCWP - determined
ACWP - collected
Variances - assessed
Estimates - revised
Work Around Plans devised

2007 JUSPE Information Group, Inc. 43

 Integrated Program Management System

Scope
Reports

Negotiated ContractCo$t
WORK
CATEGORIES
Schedule Work MR

PMB
Allocate Budgets
40

100
60
Time

Discrete Effort
Specific End Product or Result
Apportioned Effort
Effort Directly Related to Discrete Tasks, w/ a Historical
Dependent Relationship
Level of Effort
No Final Product; Continuing Support (T&M)

2007 JUSPE Information Group, Inc. 44

EARNED VALUE TECHNIQUES
METHOD LENGTH BCWP CALCULATION
0 / 100 % 1 Mth 0 30

50 / 50 % 2-3 Mths 15 15

% Complete Varies 35%

Variant
3 or More Mths 5 15 10
Milestone
Level of Effort Varies 10 10 10

Apportioned 5%WP3 5%WP3

Varies
Effort
2007 JUSPE Information Group, Inc. 45
 COMMON SCHEDULE PRESENTATIONS
ID Task Name Dec Jan Feb Mar
1997
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Milestone Chart: Provides Key
Events or Activities Completion Points.
1 AWARD

2 SDR

3 PDR
Used As Objectives or Network Output.
4 CDR

5 DTE
Needs to Show Baseline & Current
6 Delivery
Projection.

Gantt Chart: Provides Duration & ID

1 Task 1
'97
Task Name T F S S M
Jan 26, '97
T W T F S S M
Feb 2, '97
T W T F S S M
Feb 9, '97
T W T F S S M
Feb 16, '97
T W T

Relative Time Location of Activities. 2 Task 2

3 Task 3
Used to Show Progress Against Tasks & 4 Task 4

Projected Slips. 5 Task 5

Task 2 Task 4

2 5d 4 5d
1/31/97 2/6/97 2/7/97 2/13/97

Task 1
Task 5
Network (Pert): Shows Order of the
1
1/24/97
5d
1/30/97 5 5d Activities. Generally Does Not Clearly Show
Task 3 2/14/97 2/20/97

3 5d
Time Location or Amount Completed (Start /
1/31/97 2/6/97
Finish).
CRITICAL PATH = 0 days FLOAT

MS Project Combines These Features.

2007 JUSPE Information Group, Inc. 46
Basic Performance Data Analysis

Determine Current Status

Where Are We Today?
Identify Trends
Where Are We Headed?
Any Cost, Schedule Surprises ?
Forecast the Future
What Is the Estimated Cost at Completion?
Is It Achievable = TCPI
Indicate Areas for Management Action
What Should We Do Now?

2007 JUSPE Information Group, Inc. 47

 Cost Performance Index (CPI)

Cost Performance Index Is a Measure of Contractor cost

efficiency, i.e., Indicates the Value of the Work
Performed for Each Dollar Actually Spent

CPI = Value of the Work Performed = BCWP

Actual Cost of the Work Performed ACWP

A Number < 1.0 Indicates an Overrun.

2007 JUSPE Information Group, Inc. 48

 Schedule Performance Index (SPI)

Schedule Performance Index Is a Measure of Ktrs

schedule efficiency, i.e., Indicates the Value of the Work
Performed for Each Dollars Worth of Work Scheduled

SPI = Value of the Work Performed = BCWP

Value of the Work Scheduled BCWS

A Number < 1.0 Indicates an Slip.

2007 JUSPE Information Group, Inc. 49

 EAC Methods
METHOD FORMULA *
CPICum BAC
CPIC
Composite ACWPC + BAC - BCWPC
CPIC X SPIC or 6, Cur

3 MO AVG ACWPC + BAC - BCWPC

CPI3 or 6, Cur
COST & SCH ACWPC + BAC - BCWPC
(.4 CPI factory).8CPI
+ (.4 CCPI
+ test) + (.2C CPI
.2SPI
quality)
* Sub CBB for BAC = Assumes Ktr Uses ALL MR
Reminder: wInsight Uses CBB to Determine EAC
2007 JUSPE Information Group, Inc. 50
 OSD Position on EACs

When a Contract Is More Than 15% Complete:

The Overrun at Completion Will Be > the Overrun
Incurred to Date
The % Overrun at Completion Will Be > the %
Overrun Incurred to Date

Based on OSD Database of > 500 DoD Contracts Since 1977

2007 JUSPE Information Group, Inc. 51

 To Complete Performance Index
(EAC, LRE, or BAC)

TCPIEAC (LRE/BAC) = Work Remaining

Budget Required to Achieve EAC

= BAC - BCWPCumulative
EAC (or LRE / BAC) - ACWPCumulative

Efficiency Required to Achieve the EAC / LRE / BAC.

An Achievability Index !!!

2007 JUSPE Information Group, Inc. 52

 EVM = Program / Engineering Management
A Picture Is Worth.
M om & Pop FO5601-86-C-0023 RDTE CPIF/AF
Ele m e nt: 1000 Cos t Pe r for m ance Inde x Nam e : LAIR
The Program at a Glance 1994 1995

Indices
Over EAC
OCTNOV DEC JAN FEBM ARAPRM AYJUN JUL AUG
1.20
Total Allocated Budget Budget

Management Reserve P 1.10

R
PMB O
J
E
C 1.00
Schedule VarianceC
T
E
D
BAC / LRE / EAC
$
CPI / SPI
0.90
Cost VarianceC S
L
BCWSC I

TCPILRE / EAC / BAC

P 0.80
P
A
ACWPC BCWPC G
E 0.70

Time Completion
Now 0.60
Date CUM 0.88 0.94 0.93 0.89 0.88 0.87 0.86 0.89 0.89 0.90 0.90
CUR 0.88 0.96 0.90 0.70 0.84 0.80 0.75 1.16 0.88 1.00 0.90
TC-BAC
1.00 1.00 1.01 1.01 1.01 1.02 1.02 1.02 1.02 1.02 1.03
TC-LRE
1.00 1.01 1.07 1.00 0.98 1.01 0.98 0.97 0.92 0.96 0.97

REQUIREMENTS MNS / ORD / APB / Contract

What do RISK MANAGEMENT Customer / PO / Ktr
WE do ? ACQ STRATEGY w/ PPB$ (POM / BES / PB)
OBL & EXP
EXIT CRITERIA
ISSUES w/ PRIORTIZED SOLUTIONS
IMPLEMENTATION [Plan] ??

2007 JUSPE Information Group, Inc. 53

DCMA = Assistance = Past Performance / Sub-Ktrs
Insight = Trends / Problem(s) / Cause(s) / Fixes
Reporting = CARS / DAES / SAR / UCR
Risks = Customer / User / Ktrs
Affordability = CAIV = Trades -- Perf / Sch / Cost
PPBS = Obl & Exp / PPB$ = POM & BES
Congress = Reelection / Jobs / DoD / TOA / FMS
OMB = No Supplementals

2007 JUSPE Information Group, Inc. 54

C/S Glue = Integration

2007 JUSPE Information Group, Inc. 55

Synthesize Cost, Schedule, & Technical Performance Into an EAC
Fuel Consumption TPM Mom & Pop FO5601-86-C-0023 RDTE CPIF/AF
Element: 1000
1994
Estimates at Completion
1995
Name: LAIR

Dollars In Millions
OCT NOV DEC JAN FEB MARAPRMAY JUN JUL AUG
12 Time Now 80.0
Required
Fuel Consumption Planned
10 Actual

Lower Tolerance 70.0

8
Upper Tolerance
LPH

60.0
4

50.0
PDR CDR DT&E BAC 61.6 61.6 61.6 61.6 61.6 61.6 61.6 61.6 61.6 61.6 66.2
0 LRE 61.6 61.5 58.1 62.1 63.4 62.0 64.2 64.6 67.1 65.0 69.4
CUM CPI
70.3 65.5 66.1 69.4 69.9 70.6 71.9 69.2 69.3 68.4 73.5
Aug-94 Nov-94 Feb-95 May-95 Aug-95 Nov-95 Feb-96 May-96 Aug-96 Nov-96 Feb-97 May-97

CPR Data
Cumulative-To-Date Data
M om & Pop FO5601-86-C-0023 RDTE CPIF/AF
Ele m e nt: 1000
1994
Cos t Pe r for m ance Inde x
1995
Nam e : LAIR

Indices
BCWS 983 1684 1847 2508 2688 3215
OCTNOV DEC JAN FEBM ARAPRM AYJUN JUL AUG
1.20
BCWP 1027 1472 1604 2258 2502 2741
ACWP 1204 1886 2108 2961 3212 3470
SCH VAR $ 44 -213 -243 -249 -186 -473
SCH VAR % 4.45 -12.62 -13.17 -9.94 -6.92 -14.72 1.10
SPI 1.044 0.874 0.868 0.901 0.931 0.853
COST VAR $ -177 -414 -504 -703 -710 -729
COST VAR % -17.26 -28.13 -31.43 -31.13 -28.40 -26.58
CPI 0.853 0.780 0.761 0.763 0.779 0.790
Completion Data 1.00
TCPI-BAC 1.013 1.033 1.040 1.061 1.063 1.066
TCPI-LRE 1.307 0.936 1.040 0.886 0.882 0.894
BAC 14553 14553 14553 14553 14553 14553
LRE 11553 15855 14553 16842 16874 16685 0.90
VAC $ 3000 -1302 0 -2289 -2321 -2132
VAC % 20.61 -8.94 0.00 -15.73 -15.95 -14.65
% SCHED 6.75 11.57 12.69 17.23 18.47 22.09
% COMP 7.05 10.11 11.02 15.52 17.19 18.84 0.80
% SPENT 8.27 12.96 14.48 20.35 22.07 23.84
SLIP IN WKS 0.40 -1.60 -3.00 -2.10 -2.40 -4.50
Statistical and Independent Forecasts
3 MO AVG 17065 18647 22230 20503 18731 17614 0.70
6 MO AVG 17065 18647 19126 19083 18685 19384
CUM CPI 17065 18647 19126 19083 18685 18421
CUR CPI 21840 21927 23873 18992 15635 16180
COST & SCH 16383 18256 18659 18520 18104 18187 0.60
LINEAR REG 21840 21900 22138 20846 20089 19533
PERF FACTOR 14730 14967 15057 15256 15263 15282 CUM 0.88 0.94 0.93 0.89 0.88 0.87 0.86 0.89 0.89 0.90 0.90
CUR 0.88 0.96 0.90 0.70 0.84 0.80 0.75 1.16 0.88 1.00 0.90
SEA 90 EAC 14874 15427 15605 15936 15912 16001 TC-BAC
1.00 1.00 1.01 1.01 1.01 1.02 1.02 1.02 1.02 1.02 1.03
MICOM EAC 14553 15855 14553 16842 16874 22132 TC-LRE
1.00 1.01 1.07 1.00 0.98 1.01 0.98 0.97 0.92 0.96 0.97

2007 JUSPE Information Group, Inc. 56

 SPD: Brig Gen (S) Jeff R.
PEO: MGen Claude M. Bolton, Jr. UNCLASSIFIED -- FOR OFFICIAL USE Riemer
DSN 425-7300
PEO ASSESSMENT
COST SCHED KPPs
F-16 (ACAT II -- R/D/P/S)
ONLY DSN 785-6151
OBLIGATIONS & EXPENDITURES
Y G R
USAF Programs - 3600 (672671) / FY2000
BA $104.502M Program Element - 27133F
Key Program
Comp Parameters (Fleet) 120.0

METRIC Std Jun Jul Aug Sep Oct Nov Nov-99 100.0

Aircraft Availability 957 N/A N/A N/A N/A R R 936.0

80.0
MC Rate 77.3% R R R R R R 72.8

$ Millions
TNMCS Rate 11.4% Y R R R R R 14.8 60.0

TNMCM Rate 17.1% R R R R R R 20.5

40.0
CANN Rate 7.9% G G Y Y Y Y 8.6
BREAK Rate 9.1% Y G G Y G G 8.5 20.0 OBL $54.2M 51.9%
Aircraft availability decreased in November due to a large EXP $ 1.2M 1.1%
increase in NMCM jets. (This new metric began in Oct 99). 0.0
Oct-99 Jan-00 Apr-00 Jul-00 Oct-00 Jan-01 Apr-01 Jul-01 Oct-01

MC rate for Nov decreased 1.2% from Oct Plan Oblig Actual Oblig Plan Expen Actual Expen

TNMCS remained the same as Oct

Oblig Std Expen Std BA

OBLIGATIONS & EXPENDITURES

TNMCM increased 1.3% from Oct
USAF Programs - 3010 / FY2000
CANN rate decreased .8% from Oct BA $493.636M Program Element - 27133F
BREAK rate increased by 1.2%Keyfrom Oct
600.0

500.0

Sustainment IssuesIssues/Risks
400.0
60 and 10 KVA generators are primary fleet drivers for TNMCS
$ Millions
Underfunding of Fleet Support: Directly impacts our ability to provide 300.0
FY00 A/C Buy
the fleet adequate support for APG-68 RADAR, ALQ-184 ECM Pod, 200.0 Delayed
to April 2000 OBL $128.3M 26.0%
and Diminishing Manufacturing Sources. 100.0 EXP $ 0.0M 0.0%
Engine Availability: Remains the primary fleet driver for TNMCM
0.0

rates. Oct-99 Apr-00 Oct-00 Apr-01 Oct-01 Apr-02 Oct-02

Plan Oblig Actual Oblig Plan Expen Actual Expen Oblig Std BA

As of: 10 Jan 00 UNCLASSIFIED -- FOR OFFICIAL USE

ONLY
2007 JUSPE Information Group, Inc. 57
 Project U2
$ Co$t & Schedule Variances / TCPIBAC

$100M

ACWP = $70 CV = ____

-$35
BCWS = $50 SV = ____
-$15
CPI = ____
0.50
SPI = ____
0.70
BCWP = $35 TCPI = ____
2.17
What Now ?
Time
Time Now Completion @ 2 Yrs

2007 JUSPE Information Group, Inc. 58

 Project U3
Cost & Schedule Variances / TCPIBAC
$

$100M

BCWP = $60 +$20

CV = ____
+$10
SV = ____
BCWS = $50
1.50
CPI = ____
ACWP = $40 1.20
SPI = ____
0.67
TCPI = ____
What Now ?
Time
Time Now Completion @ 2 Yrs
2007 JUSPE Information Group, Inc. 59
Preguntas?

2007 JUSPE Information Group, Inc. 60