(LCSI)   LCS International, Inc.

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Project Services

Trade-offs?

Our project consulting services offer quick, thorough, candid, and cost-effective assured results to our clients.

Some of our challenging projects . . .

 

LCSI MULTI-PROJECT SUPPORT SYSTEM

First, we start by documenting the higher order goals of the organization.

  1. Improve Total Labor Productivity

  2. Reduce Waste (% of Total Output)

  3. Improve Quality (% Rejected at Final)

  4. Improve On-Time Delivery Performance

 

Next, we facilitate the identification and ranking of barriers to be removed.

Barrier List - Ranked

Next, we identify the relative contribution of each item to a long term goal.

Barrier List - Relative Contributions

Next, we install a disciplined approach to applying resources to each item.

Prioritized Action List (PAL)

Next, we install a structured approach to tracking progress on active items.

Tracking Reports (Cover Page)

Finally, we install an "instrument panel" to provide feedback on progress.

Instrument Panel Chart (1 of 6)

 

As needed we prepare helpful training aids to accelerate improvement.

For example:

Acronym 

 

D e f i n i t i o n

 

A C

 

(ACWP) = Actual Cost of Work Performed

A C W P

 

Actual Cost of Work Performed (recognized cost)

B A C

 

Budget At Completion (total budget)

B C W P

 

Budget Cost of Work Performed (earned value delivered)

B C W S

 

Budget Cost of Work Scheduled (earned value expected)

C A M

 

Cost Account Manager (cost performance control point)

C A R

 

Contract Approval Review  (What is in the contract?)

C C B

 

Change Control Board (for all baseline changes)

C P I

 

Cost Performance Index = ( EV / AC )  or  ( BCWP / ACWP )

C P M

 

Critical Path Method (du Pont)

C P R

 

Cost Performance Report

C S ** 2

 

Cost/Schedule Control System

C S S C

 

Cost Schedule Systems Criteria (DOE)

C V

 

Cost Variance = ( EV - AC )  or  ( BCWP - ACWP )

C V %

 

Cost Variance % = ( CV / EV ) * 100  or  ( CV / BCWP ) * 100

E A C

 

Estimate At Completion = ( AC + ETC )  or  ( ACWP + ETC )

E A C

 

Estimate At Completion = ( BAC / CPI ) if ETC is not provided

E T C

 

Estimate To Complete = ( EAC - AC )  or   EAC - ACWP )

E V

 

(Earned Value)  or  (BCWP) = Budgeted Cost of Work Performed

E V R

 

Earned Value Report

F T E

 

Ful1-Time Equivalent (employees)

G E R T

 

Graphical Evaluation and Review Technique

G F E

 

Government Furnished Equipment

I P S

 

Integrated Project Schedule ( IPS <= Tiers II & III )

L O E

 

Level of Effort (no measurable discrete accomplishment)

M R

 

Management Reserve (budget not designated for specific tasks)

O B S

 

Organization Breakdown Structure

P E R T

 

Program Evaluation and Review Technique (Polaris)

P M B

 

Performance Measurement Baseline

P M C S

 

Project Management Control System

P M O

 

Project Management Office

P S N

 

Project Summary Network (Gantt chart with dependency arrows)

P V

 

(Planned Value)  or  (BCWS) = Budgeted Cost of Work Scheduled

R A M

 

Responsibility Assignment Matrix ( WBS & OBS )

S C

 

Schedule Correlation = (Cum Sched Variance) / (Current Period PV)

S O W

 

Statement of Work

S P I

 

Schedule Performance Index = ( EV / PV )  or  ( BCWP / BCWS )

S V

 

Schedule Variance = ( EV - PV )  or  ( BCWP - BCWS ) 

S V %

 

Schedule Variance % = ( SV / PV ) * 100  or  ( SV / BCWS ) * 100 

T C P I

 

To-Complete Performance Index = ( BAC - BCWP ) / ( EAC )

V A C

 

Variance At Completion = ( BAC - EAC )

W B S

 

Work Breakdown Structure

 

 

 

 

 


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