The objective is to enable the ability for the various entities involved in the execution of a project to exchange relevant project management related schedule and cost data throughout the life of a project using a standardized information exchange process and data content framework.
Project schedule and cost performance management is part of the contract management business domain. Project schedule and cost performance management data exchange occurs once a contract for a project has been approved, funded, and authorization to proceed has been given by a client. This data exchange continues throughout the life of the project until the project naturally concludes or it is cancelled.
The project schedule and cost performance management international standard focuses on exchanging the relevant data for the four main purposes listed below.
1. Establishing the schedule and cost performance management baseline. The baseline is established as quickly as possible after contract award. This baseline provides the basis for measuring work performance over the life of the project.
2. Providing schedule progress and cost performance data on a periodic basis (such as weekly or monthly) for the purpose of reporting the work progress in schedule and cost terms in comparison to the schedule and cost performance measurement baseline. This periodic schedule and cost information is used to determine if the project is ahead or behind schedule, or if the project is over or under running the cost plan (the budget). It can also be used to identify high risk or problem areas for the project and for planning future work based on project performance to date.
3. Providing a means to incorporate changes to the schedule and cost baseline (contract changes) as well as other changes required to keep the current working schedule and future cost plan up to date.
4. Capturing end of contract schedule and cost data. Historical project performance data can be used as a basis for estimating the schedule and cost of future projects.
This project schedule and cost data exchange includes the many tiers of suppliers, prime contractors, and the end client. Suppliers, prime contractors, and end clients may also be required to provide periodic project performance data to internal entities for financial portfolio management purposes.
The focus of this data exchange is world wide across a number of industries including, but not limited to, government functional entities (such as defense, energy, transportation, and social services), aerospace and defense, engineering and construction, oil and gas, utility (such as energy, telecom, and municipal services), scientific research and development, and information technology.
The data categories included in this exchange are summarized below and further defined in Section 5.3, Business Information Model Definition.
Schedule data which includes work task activities, milestones, activity relationships, and activity resource assignments.
Cost data which includes time phased or summary budget costs, actual costs, earned value costs, and estimate to complete costs and related value type details such as labor hours, material units or lots, direct costs, indirect costs (overheads), and total costs.
Contract and project summary data which includes details such as contract reference numbers, type of contract, procuring entity, and summary cost values and schedule dates.
Funding data which includes specifics about the source of funds (can be one or more entities) and the amount of funds provided over time.
Related auxiliary data that is used to code or organize the schedule and cost data for planning and reporting purposes. Auxiliary data includes:
o Accounting calendar fiscal periods for reporting cost details;
o Schedule calendar (identifies work days for scheduling tasks);
o Reporting structures (work breakdown structure, organization breakdown structure, milestone hierarchy, resource breakdown structure);
o Other single level reporting structures used to organize, sort, and select data such as contract line item numbers, phase, location, supplier, and so forth;
o Resources used for work task assignments (who or what is required to complete work on the project);
o Variance thresholds (used for exception reporting; when a cost or schedule variance exceeds a cost or percent limitation, it means there is a problem on the project).
Note: Various US government agencies such as the Department of Defense (DOD), Department of Energy (DOE), and NASA have paper forms, data item descriptions (DID), and other formal documents that list the required data content for project performance management reporting such as the Contract Performance Report (CPR), Contract Funds Status Report (CFSR), and Integrated Master Schedule (IMS) data item descriptions. These are usually included in the contract data requirements list for the contractor. In addition, US government agencies must submit yearly program/project business cases to the Office of Management and Budget (OMB) (Exhibit 300 forms). This Business Requirements Specification and related Requirements Mapping Specification include the business and data element detail required to support the formal reporting requirements for US government agencies. Other international ministries of defense such as the UK, Australia, and Canada use similar reporting requirements.
|1||Data||Schedule||The standard shall be able to capture information about a schedule and transfer that data.||Chris Hassler|
|2||Data||Cost||The standard shall be able to capture cost information about a project and transfer that data.||Chris Hassler|
|3||Data||Contract||The standard shall be able to capture information about the contract under which the project is authorized and transfer that data.||Chris Hassler|
|4||Data||Project||The standard shall be able to capture project metadata and transfer that metadata.||Chris Hassler|
|5||Data||Auxiliary||The standard shall be able to capture auxiliary data about the project and schedule, such as structures and organizational information.||Chris Hassler|
|Standard||Name||Version or Date|