Implies: Only a few large repairs were done; expensive specialty work – requiring special skills/ custom-made/material/equipment/machinery was performed;  additional equipment required; did more repairs than planned; paving charges; overtime charges/ shift-work differential; first of a kind situation; an increase in overhead rates; price or wages/ benefit increases; loss of volume discounts or a high quality […]

  1 – Is the cost/ schedule performance greater than 10%? (NOTE: Green = 0 to 10%;  Blue = 11 to 24%;  Red = 25% or more) 2 – Is the schedule performance index/ cost performance index less than .9? (See Cost Control Equations in Section 7) 3 – Is the project technical lead present

Dominating (unstoppable) leader –  Charismatic –  Credentialed/Self Confident –  Penalizes subordinates whose ideas  conflict with leader’s – Treats subordinates with contempt Passionate About an IdeaErroneous Assumptions May have insufficient data May employ risky shortcuts Dismisses contrary opinions Miscalculates the situation No contingencies built in High Expectations Believe plan is infallible Subordinates may not believe  in

Implies: Higher material costs/ material (possibly) charged to wrong job Work not started as scheduled Higher material cost(s) Used overtime due to a staffing shortage Low quality (productive) work with above average costs Late vendor delivery Delayed customer feedback/direction Reword required Work more complex than anticipated Scope creep Note: This is the worst-case scenario  

Implies: Scheduled work has not been done Labor disputes/work stoppage Insufficient staffing/manpower shortage/other resources Associated labor costs have not been incurred An ineffective & efficient process Low quality (productive) work with below average costs Work being done at less than 100% efficiency Supporting organizations behind schedule Late vendor delivery Delayed customer feedback/direction Rework required Work

Implies: Project may result in a cost and/or a schedule overrun High quality (productive) work with above average costs Possible increases to overhead/labor rates An effective but inefficient process Price increases Requirement(s) change(s) Note: This is a scenario that needs to be watched closely Result may be either a cost overrun or complete ahead of

Implies: Found less costly ways to do the work/work done in less time than planned High quality (productive) work with below average costs Work is less complex Fewer revisions & rework Decreases to overhead/labor rates Vendor discounts Quantity discounts An effective & efficient process     Note: This is the best-case scenario to be in

Implies: Only a few large repairs were done; expensive specialty work – requiring special skills/ custom-made/material/equipment/machinery was performed;  additional equipment required; did more repairs than planned; paving charges; overtime charges/ shift-work differential; first of a kind situation; an increase in overhead rates; price or wages/ benefit increases; loss of volume discounts or a high quality

Directorate Support Group:        Research & Technology Directorate Support SubGroup: Research & Technology Program (RTP) Monthly (x $1,000) Prior Year Oct-02 Nov-02 Dec-02 Jan-03 Feb-03 Mar-03 Apr-03 May-03 Jun-03 Jul-03 Aug-03 Sep-03 BCWS – Plan ($) $100 $200 $200 $200 $200 $200 $200 $200 $200 $200 $200 $200 $200 BCWP – Performance ($)

Cost Control Equations Cost Variance = BCWP – ACWP You’ve overspent when the ACWP > BCWP You underspent when the ACWP < BCWP And on-target when the ACWP = BCWP Schedule Variables = BCWP – BCWS You’re behind schedule (late) when the BCWS > BCWP You are ahead of schedule (early) when the BCWP >