Program Management Support

Project and Cost Control

Fundamental to the project execution is a well-defined Project Control System (PCS) that provides a vehicle for continual task monitoring, improvement, and risk surveillance. The LS3 PCS provides visibility and control of technical, budgetary and scheduling aspects of each task; early identification of technical, budgetary and scheduling problems; complete and accurate diagnosis of a problem's impact and solutions; consistency of selected resolution approaches with overall cost effectiveness and quality objectives; and standardization of all project/task and documentation.

Project Control

We use the PCS to constantly monitor deliverable due dates, work in progress, and cost and schedule information to ensure that the project remains on track. Anomalies are instantly made obvious through the automated aspects of the PCS and their constant risk surveillance.

Problems that arise are resolved expeditiously. As depicted in the above Figure, if modifications to the baseline are required due to cost or schedule impacts, a recommended course of action will be presented to our customer for approval. If modifications to the baseline are not required, a modification to the affected deliverable will be made and the deliverable becomes a preliminary deliverable. Deliverables are completed by our Project Team, reviewed by the Project Manager, reviewed for quality and compliance by the Quality Assurance Manager, and monitored by LS3 Senior Management. If QA reviews do not identify any issues that require rework, the deliverable is deemed final and submitted to the customer representative for review and approval. If QA reviews identify issues that require rework, the issues are brought to the attention of the Project Manager for resolution and assessment of impact on cost and/or schedule timelines.

Cost Tracking

The LS3 Team uses Deltek - a DCAA approved Cost Point application - and the WBS and project specific MS Excel spreadsheets for cost tracking and management. This combination of tools allows LS3 to perform automated reporting and provides a means for measuring the actual cost of work performed (ACWP) versus budgeted cost of work performed (BCWP). Using these tools, the LS3 PCS is able to generate timely performance data summarized for use by management. The system provides a Task Order /Project Status Report creating a detailed description of the current financial status of each task order broken out into labor and direct costs to include supplies, travel time, computer time, and equipment. In addition, a Labor Allocation Summary Report is generated that lists each individual who has worked on each task since its inception and provides hours and dollar details for the current period, current month, and contract award to date.

Our Project Managers use the financial data from Task Order Status Reports and the staffing data from the Labor Allocation Summary Reports to update Task Order control charts for funds expended and labor hours employed. Using the Project Control Charts, our Project Manager can visually compare actual performance with estimated (planned) technical performance to quickly determine whether or not the project funds and manpower are being maintained within established budgets to perform the task order work assigned.

Earned Value Management System (EVMS)

Project (Task Order) cost monitoring and reporting is an essential PM function. Our Earned Value Management System (EVMS), as depicted in the Figure below, is being used on several of our projects with government clients. Our EVMS involves the following a 7-step approach to ensure accurate project status reporting:
  • Define the authorized work elements for the project (Work Breakdown Structure (WBS)).
  • Develop a detailed schedule that includes the authorized work (Task Order Schedule Baseline).
  • Develop/integrate detailed costs for all authorized work (Project/Task Order Cost Baseline).
  • Establish and maintain a time-phased project baseline.
  • Develop reporting requirements that identify performance variances from schedule and cost baselines.
  • Develop revised estimates for schedule and cost at completion based on performance to date.
  • Incorporate authorized changes in a timely manner, recording the effects of such changes in the schedule and cost baseline.

Our EVMS encompasses the following functions:
  • Implementing and managing the contract baseline;
  • Tracking changes;
  • Accurately collecting costs/expenses;
  • Establishing and maintaining a time-phased project baseline;
  • Performing risk analysis; and,
  • Complying with the Government required cost performance reports. Further, our EVMS supports OMB exhibit 300, June 2005/6 reporting guidelines.