REL_-_EVM_Back_up.xlsx

XLSX spreadsheet 95 KB Posted

Attached to
Regional Educational Laboratory (REL) Federal contract opportunity
Solicitation number
ED-IES-15-R-0016
Issued by
Department of Education Contracts and Acquisition Management

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REL - EVM Backup

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Other files attached to Regional Educational Laboratory (REL), newest first.
File Type Posted
REL_-_Amendment_0003.pdf PDF
REL_-_Amendment_2_SF30.pdf PDF
REL_-_Instructions_to_Offerors.docx DOCX document
REL_-_FFP_Matrix.xlsx XLSX spreadsheet
REL_-_FFP_Matrix.xlsx XLSX spreadsheet
REL_-_SB_Tool.xlsx XLSX spreadsheet
REL_-_Rating_Scale_and_Eval_Criteria.docx DOCX document
REL_-_Instructions_to_Offerors.docx DOCX document
REL_-_Amendment_0001_SF30.pdf PDF
REL_-_PWS.docx DOCX document
REL_-_SF33_-_EDIES15R0016_Solicitation.pdf PDF
REL_-_PWS.docx DOCX document
REL_-_FFP_Matrix.xlsx XLSX spreadsheet
REL_-_EVM_Reporting_Sheet.xls XLS spreadsheet
REL_-_Needs_Sensing.pdf PDF
REL_-_Solicitation_Supplement.docx DOCX document
REL_-_SB_Tool.xlsx XLSX spreadsheet
REL_-_IES_Web_Standards.pdf PDF
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Checklist

Business Case Workbook Checklist
ERROR:#REF!
Business Case Workbook SectionComplete?
Cost Workbook SectionsCost and Schedule of Milestones
Project Funding Plan
Useful Segment Details
Lifecycle Budget
Business Case TemplatesAcquisition Strategy
Alternatives Analysis
Benefits
Performance Measures
Risk Management

Useful Segment Details Details of Useful Segments List useful segments in descending order of priority (i.e.#1 would be highest priority) For more detailed instructions, refer the Business Case Instructions, Appendix B (Press ALT-Enter to add a return within a cell)

#Useful Segment NameDescriptionDependencies (provide Useful Segment #)
1

&A &F

Summary of Spending Project Name ERROR:#REF!

PlanningPY-1PYCYBYBY+1BY+2BY+3BY+4 &
2002200320042005200620072008Beyond
Non-FTEERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
FTEERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!Total
Budget AuthorityERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
2001Non-FTEERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
FTEERROR:#REF!ERROR:#REF!ERROR:#REF!
2002Non-FTEERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
FTEERROR:#REF!ERROR:#REF!ERROR:#REF!
2003Non-FTEERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
FTEERROR:#REF!ERROR:#REF!ERROR:#REF!
2004Non-FTEERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
FTEERROR:#REF!ERROR:#REF!ERROR:#REF!
2005Non-FTEERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
FTEERROR:#REF!ERROR:#REF!ERROR:#REF!
2006Non-FTEERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
FTEERROR:#REF!ERROR:#REF!ERROR:#REF!
2007Non-FTEERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
FTEERROR:#REF!ERROR:#REF!ERROR:#REF!
2008Non-FTEERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
FTEERROR:#REF!ERROR:#REF!ERROR:#REF!
ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
OutlaysERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
Full Acq.PY-1PYCYBYBY+1BY+2BY+3BY+4 &
2002200320042005200620072008Beyond
Non-FTEERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
FTEERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!Total
Budget AuthorityERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
2001Non-FTEERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
FTEERROR:#REF!ERROR:#REF!ERROR:#REF!
2002Non-FTEERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
FTEERROR:#REF!ERROR:#REF!ERROR:#REF!
2003Non-FTEERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
FTEERROR:#REF!ERROR:#REF!ERROR:#REF!
2004Non-FTEERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
FTEERROR:#REF!ERROR:#REF!ERROR:#REF!
2005Non-FTEERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
FTEERROR:#REF!ERROR:#REF!ERROR:#REF!
2006Non-FTEERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
FTEERROR:#REF!ERROR:#REF!ERROR:#REF!
2007Non-FTEERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
FTEERROR:#REF!ERROR:#REF!ERROR:#REF!
2008Non-FTEERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
FTEERROR:#REF!ERROR:#REF!ERROR:#REF!
ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
OutlaysERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
Subtotal Planning and Full AcquisitionPY-1PYCYBYBY+1BY+2BY+3BY+4 &
2002200320042005200620072008BeyondTotal
Budget AuthorityERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
OutlaysERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
MaintenancePY-1PYCYBYBY+1BY+2BY+3BY+4 &
2002200320042005200620072008Beyond
Non-FTEERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
FTEERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!Total
Budget AuthorityERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
2001Non-FTEERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
FTEERROR:#REF!ERROR:#REF!ERROR:#REF!
2002Non-FTEERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
FTEERROR:#REF!ERROR:#REF!ERROR:#REF!
2003Non-FTEERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
FTEERROR:#REF!ERROR:#REF!ERROR:#REF!
2004Non-FTEERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
FTEERROR:#REF!ERROR:#REF!ERROR:#REF!
2005Non-FTEERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
FTEERROR:#REF!ERROR:#REF!ERROR:#REF!
2006Non-FTEERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
FTEERROR:#REF!ERROR:#REF!ERROR:#REF!
2007Non-FTEERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
FTEERROR:#REF!ERROR:#REF!ERROR:#REF!
2008Non-FTEERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
FTEERROR:#REF!ERROR:#REF!ERROR:#REF!
ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
OutlaysERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
Total All StagesPY-1PYCYBYBY+1BY+2BY+3BY+4 &
2002200320042005200620072008BeyondTotal
Budget AuthorityERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
OutlaysERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!

Total Allocation and FTE 2002 2003 2004 2005 2006 2007 2008

Current AllocationERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
FTE CostERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
TotalERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!

Breakout of FTEs 2002 2003 2004 2005 2006 2007 2008

Percentage MaintenanceERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
Percentage Development
PlanningERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
Useful SegmentsERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
Total Percentage
(Total should equal 100%)ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!

&"Arial,Italic"Summary of Spending &"Arial,Italic"&F

Lifecycle Budget

Project NameERROR:#REF!
ALL COSTS AND BENEFITS SHOULD BE ADJUSTED FOR INFLATION
Lifecycle Costs:
2002200320042005200620072008Total*
Savings0.0
Total Budget Authority from PFPERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
Expenses:
Hardware0.0
Software0.0
Contractor Services7,911.06,514.06,744.06,983.07,207.035,359.0
Training0.0
Security0.0
Other0.0
Subtotal Expenses0.00.07,911.06,514.06,744.06,983.07,207.035,359.0
Department FTE CostsERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
Total ExpensesERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
Net Savings
(Savings - Expenses)ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
Discount Factor1.0000.96530.93170.89930.86810.8379
Net Present ValueERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!ERROR:#REF!
dollars in thousands
* Totals do not include FY 2002 costs
Comments:
Security costs will be embedded in the contractor's technical and costs proposals.
Exhibit 300 Information:CYBYBY+1
FY2004FY2005FY2006
Hardware PercentageERROR:#REF!ERROR:#REF!ERROR:#REF!
Software PercentageERROR:#REF!ERROR:#REF!ERROR:#REF!
Contractor Services PercentageERROR:#REF!ERROR:#REF!ERROR:#REF!
Exhibit 53 Information:
FY2003FY2004FY2005
IT GoalA5
IT Budget (Excluding FTE Costs)ERROR:#REF!ERROR:#REF!ERROR:#REF!
Number of IT FTEERROR:#REF!ERROR:#REF!ERROR:#REF!
Steady State %ERROR:#REF!ERROR:#REF!ERROR:#REF!
Development %ERROR:#REF!ERROR:#REF!ERROR:#REF!
IT Security %0.00%0.00%0.00%
Financial Management %0.00%0.00%0.00%
Maintenance/OperationalERROR:#REF!ERROR:#REF!ERROR:#REF!
DevelopmentERROR:#REF!ERROR:#REF!ERROR:#REF!

&14Lifecycle Cost Estimate

&"Arial,Italic"&A &"Arial,Italic"&F

Acquisition Strategy

1. General Acquisition Strategy For more detailed instructions, refer the Business Case Instructions, Appendix B

A. Existing Contracts (Press ALT-Enter to add a return within a cell):
1. Complete the following table with information regarding each contract supporting this IT initiative.

Education Contract Number Contractor Name Contract Type (e.g., fixed price, cost reimbursement) Financial or performance-based contracting incentives used (e.g., incentive fees)? Period of Performance Contract Expiration Date

2. If this IT initiative uses more than one contract, then how do they all relate to one another?

(Press ALT-Enter to add a return within the cell - Cell will resize to fit text)

NA NA

B. Contract Modifications, Replacement Contracts, and New Contracts If you are replacing or modifying an existing contract, or if this is a new acquisition, then please also address the following to the extent known: (Press ALT-Enter to add a return within a cell - Cell will resize to fit text):

1. Describe the market research conducted.
Reviewed legislative requirements (Education Sciences Reform Act of 2002); ERIC program assessment (AIR, 2002); used index of electronic journal publishers; web search of commercial database firms.Reviewed legislative requirements (Education Sciences Reform Act of 2002); ERIC program assessment (AIR, 2002); used index of electronic journal publishers; web search of commercial database firms.
2. How will competition be used to select vendors?
A draft statement of work was published in fedbizops4/10/2003 for public comment with the period closing on5/9/2003. The RFP will be published 5/26/2003 and close 7/28/2003. The government will select the best qualified proposal.A draft statement of work was published in fedbizops4/10/2003 for public comment with the period closing on5/9/2003. The RFP will be published 5/26/2003 and close 7/28/2003. The government will select the best qualified proposal.
3. How many contracts will be used, and if more than one, then how do they all relate to one another?
One contract. PM is working with Budget Specialist and Dept. Attorney to address CPO concerns about project bundling. It has been determined that the scope of the new contract would be different from the scope of the 19 old contracts, therefore there would be no issue on bundling.One contract. PM is working with Budget Specialist and Dept. Attorney to address CPO concerns about project bundling. It has been determined that the scope of the new contract would be different from the scope of the 19 old contracts, therefore there would be no issue on bundling.
4. What type of contract will be used (e.g., fixed price, cost reimbursement)?
Cost reimbursement.Cost reimbursement.
5. What type of financial or performance-based contracting incentives will be used (e.g., incentive fees)?
Incentive fees with a performance-based contract. Example: responsiveness to recommendation and comments of the Steering Committee, content experts, COR, and public comments.Incentive fees with a performance-based contract. Example: responsiveness to recommendation and comments of the Steering Committee, content experts, COR, and public comments.
6. When do the contract resources need to be available or start working in order to meet your schedule as indicated in the cost and schedule of milestones worksheet?
October 7, 200337901
7. How can you use small disadvantaged businesses in developing or implementing your IT initiative?
Preference will be given to bidders who incorporate small business in their proposals.Preference will be given to bidders who incorporate small business in their proposals.

&A &F

Alternatives Analysis

2. Alternatives Analysis (Initiatives Under Development Only) For more detailed instructions, refer the Business Case Instructions, Appendix B (Press ALT-Enter to add a return within a cell)

AlternativeDate of AnalysisDescriptionEstimated Total Life Cycle Cost (FY03-08)BenefitsDrawbacksComments
#1 – Selected
NA
#2

#3

&A &F

Benefits

3. Benefits (Press ALT-Enter to add a return within a cell):

For more detailed instructions, refer the Business Case Instructions, Appendix B

Type of Benefit:DescriptionQuantification, where possibleComments
Improves services to customers
The ERIC database will be a comprehensive, easy-to-use, searchable, Internet-based bibliographic and full-text database of education research and information for educators, researchers, and the general public.The database shall add selected unpublished materials and journals within one month of receipt; new bibliographic records, full-text materials and links to full-text documents shall be added weekly.
Improves accuracy
Contractor shall provide and implement a quality assurance plan for ensuring accuracy of indexing and abstracting; metadata shall improve data search and retrieval.Performance measures will track the number of content errors and dead links in the database; usability tests will improve web interfaces and search performance.
Captures future opportunities
Contract budget includes flexibility for incorporating new technologies to enhance efficiency and save costs; statement of work invites new opportunities to link to other federal databases with similar content.Steering committee will evaluate these options annually.
Reduces risk
Buying contract services for the database is less risk for the government.
Eliminates duplicate assets
By consolidating from 19 contracts to 1 contract, there will be less duplication.Database building will be centralized with one contractor.
Improves reliability
Consolidated supervision and quality control assurance.
Reduces manual operations
Existing database model relies on paper publications and microfiche, paper, and electronic production.New database building will be faster than the paper processing that has usually taken six to eight months from the time a document was published. New database will accession materials within one month of publication.
Improves efficiency
Internet-based database includes links to full-text journal articles for purchase and free full-text of non-journal materials to the extent feasible.
Other

The ERIC database supports all ED offices by providing a centralized database of journal articles and other published and unpublished research and information materials that are focused on 16 ERIC topics, along with topics related to the core academic areas, practices that improve academic achievement and close the achievement gap, and education technology.

&A &F

Performance Measures

4. Performance Measures (Minimum of 3; maximum of 6) (Press ALT-Enter to add a return within a cell)

Instructions: Include at least one measure of Information Technology performance, at least one measure of Business Process performance and at least one customer-based performance measure.
For more detailed instructions, refer the Business Case Instructions, Appendix B
Fiscal YearMeasurementMeasurementMeasurementBaselinePlannedActual
AreaCategoryIndicatorImprovementsResults
to the Baseline
2005Mission and Business ResultsEducationAll areas of information mandated (content areas specified in IES legislation Section 172) by legislation be availabe to the public.85%85%TBD
2005Customer ResultsCustomer BenefitAll areas of information mandated (content areas specified in IES legislation Section 172) by legislation be availabe to the public.Four or lessFour or lessTO BE DETERMINED (TBD)
2005Processes and ActivitiesCycle Time and Resource TimeDraft reports on (1) standards and criteria, (2) types of database materials, (3) journals, and (4) information sources are submitted on or before schedule.95%95%TBD
2005TechnologyReliability and AvailabilityThe online system (website, database, and search engines) is available to the public.90%90%TBD
2006Mission and Business ResultsEducation27All areas of information mandated (content areas specified in IES legislation Section 172) by legislation be availabe to the public.90%90%TBD
2006Customer ResultsCustomer BenefitNumber of unapproved journals in the database every yearNoneNoneTBD
2006Processes and ActivitiesCycle Time and Resource TimeDraft reports on (1) standards and criteria, (2) types of database materials, (3) journals, and (4) information sources are submitted on or before schedule.98%98%TBD
2006TechnologyReliability and AvailabilityThe online system (website, database, and search engines) is available to the public.95%95%TBD

&A &F

Risk Management

5. Risk Management For more detailed instructions, refer the Business Case Instructions, Appendix B (Press ALT-Enter to add a return within a cell)

Area of RiskRisk DescriptionDate IdentifiedRisk Probability (Zero, Low, Medium, High)Risk Impact (Zero, Low, Medium, High)Management StrategyStatus of RiskResponsible Party
Project ResourcesSkills of project management team; length of time for project implementation; staffing resources04/22/2003MediumHighAvoidance strategy: contractor (technology expertise) is hired to review deliverables along with project mgt team.Risk has not occurredProgram Manager
Technical / TechnologyProject team knowledge of the technical environment; ability to upgrade key technologies; dependency on other systems04/22/2003MediumHighAvoidance strategy: monthly COR briefings, project mgt plan, quality control plan for indexing allows close tracking of performance so that system failure can be avoidedRisk has not occurredProject Manager
Business / OperationalImpact of system failure on organization without benefit of a distributed system of database building; ability to deliver a search engine that users find easy and accessible04/22/2003MediumHighTransference strategy: close monitoring enables a separate contract vehicle (e.g., GSA schedule or NIH A-Tek schedule to procure IT )Risk has not occurredCOR
Organizational & Change ManagementImproper use or adherence to new systems and processes due to organizational structure and culture04/22/2003MediumMediumReduce Risk Strategy: Revise project management plan to increase public forumsRisk has not occurredCOR
Data / InformationSubstantial data migration required; conversion from paper records and processes to electronic record-keeping, central to project04/22/2003MediumHighAvoidance strategy: contractor (technology expertise) is hired to review deliverables along with project mgt team.Risk has not occurredCOR
Security
Connectivity to other systems; unforeseen vulnerabilities04/22/2003MediumMediumTransfer the risk strategy: increase labor hours and number of quality assurance staff; exercise financial performance deductionsRisk has not occurredCOR
Strategic
Degree of alignment between project objectives and ED's Strategic Performance Plan04/22/2003LowLowMitigate Risk Strategy: Revise project management and communications plansRisk has not occurredCOR
Privacy
Theft, misuse, or unauthorized access to personal information contained or processed by a system04/22/2003LowLowMitigate Risk Strategy: monitor trends in web metrics and use data to assess privacy risksRisk has not occurredProject Manager

&A &F

ERIC EVM

Contract EVM for IT for Tasks XXX
DME
October 20XX to March 20XX PeriodMethod: Taking Interim EVM
Developmental, Modernization and EnhancementActual Cost DeterminationPlanned Start DatePlanned Completed Accepted DatePlanned Duration (Days)Total Milestone Cost
(Planned Value or BCWS)Planned UnitsPlanned Percentage of Milestone Completed as of Analysis DatePlanned Value of Work Scheduled as of Analysis Date (BCWS to date)Actual / Forecasted Start DateActual / Forecasted Acceptance DateActual Duration (Days)Completed UnitsActual Percentage of Milestone CompletedActual Costs of Work Performed (ACWP)Earned Value Budgeted Cost of Work Performed (BCWP)Percentage Cost VarianceCost VariancePercentage Schedule VarianceSchedule Variance
All IT Tasks TOTALS REPORTING LEVEL
Task X Totals

Task Y Totals

Task Z Total

Task 16 Totals

Task A Totals

Project Total
DME Total

Planned Value of Work Scheduled as of Analysis Date $ - 0 Analysis Date 12/31/15

Project Summary (Development, Modernization, and Enhancements)Value
Cost Variance = (BCWP-ACWP)$ - 0Explanations for Variances:
% Cost Variance = (CV/BCWP)0.00%
Schedule Variance = (BCWP - BCWS to date)$ - 0
% Schedule Variance (SV/BCWS to date)0.00%
Project Summary (Total)Value
Cost Variance = (BCWP-ACWP)$ - 0
% Cost Variance = (CV/BCWP)0.00%
Cost Performance Index (CPI) = (BCWP/ACWP)0.00
Schedule Variance = (BCWP - BCWS to date)$ - 0
% Schedule Variance (SV/BCWS to date)0.00%
Schedule Performance Index (SPI) = (BCWP/BCWS to date)0.00
Estimate at Completion PF1 = (ACWP+(1/CPI)*(BAC-BCWP))$ - 0
Estimate at Completion PF2 = (ACWP+(1/(CPI*SPI))*(BAC-BCWP))$ - 0
Variance at Completion PF1 = (BAC - EACPF1)$ - 0
Variance at Completion PF2 = (BAC - EACPF2)$ - 0
% Variance at Completion PF1 = (VACPF1 / BAC)0.00%
% Variance at Completion PF2 = (VACPF2 / BAC)0.00%
Expected Funds to Completion$ - 0
Expected Completion Date03/31/16
Project %0.00%

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