GOES-R MANAGEMENT CONTROL PLAN (MCP)

A CPI or SPI of 1.00 indicates 100% performance for budget and schedule. CPI/SPI greater than 1.00
indicates performance that is ahead of schedule or below cost where as a CPI/SPI less than 1.00 indicates
performance behind schedule or above cost.
Index Green Yellow Red
CPI CPI>0.95 0.95> CPI > 0.90 CPI< 0.90
SPI SPI>0.95 0.95> SPI > 0.90 SPI< 0.90
Figure 14: EVM Indices Thresholds
Any index change resulting in a “red” assessment must be reported to the Program Office immediately,
whereas an index change resulting in a “yellow” assessment will be reported at the next month’s review.
This applies to both the current month and the cumulative indices. EVM indices will be reported at the
monthly status review to the GSFC Center Management Council (CMC) and NOAA Program
Management Council (PMC). The program office shall work with the Projects to determine corrective
action required. Any major component index which falls into the red zone requires immediate
notification of the Program Office. The color coded index system will only be reported internally to the
program where as any variances outside of the 10 % threshold will be reported externally to NESDIS,
NOAA, and the Department level as required.
Integrated Baseline Review (IBR)
An IBR is a joint assessment conducted by the Government Program Manager (PM) and the contractor(s)
to verify the realism and accuracy of the Performance Measurement Baseline (PMB). This involves
verifying the technical content of the baseline and assessing the realism and accuracy of the related
resources (performance budget and Integrated Master Schedule (IMS)). The IBR is unlike the Validation
Review (VR) that focuses on EVMS compliance with ANSI/EIA-748A. Instead the IBR focuses on
assessing the realism of the baseline.
The contractor(s) and Government shall support the formal IBR as early as practicable and should be
initiated no later than 180 calendar days after contract award/Authority to Proceed (ATP), the exercise of
significant contract options and the incorporation of major modifications or as otherwise agreed upon. In
addition, the Government will request to conduct a Pre-IBR sixty days prior to the formal IBR date.
The IBR should not be considered as a one-time event or single point review. IBRs are also performed at
the discretion of the PM or when major events occur within the life of a program. These events may be a
significant shift in content and/or time-phasing of the PMB or a major milestone. An IBR should also be
conducted whenever an Over Target Baseline (OTB) or Over Target Schedule (OTS) is implemented.
The IBR should prepare risk evaluation criteria in technical, schedule, cost, resource and management
processes. Technical risk is the ability of the project’s technical plan to achieve the objectives of the
scope of work. Schedule risk is the adequacy of the time allocated for performing the defined tasks to
successfully achieve the project schedule objectives. Cost risk is the ability of the PMB to successfully
execute the project and attain cost objectives, recognizing the relationships between budget, resources,
funding, schedule, and scope of work. Resource risk is the timely availability of personnel, facilities, and
equipment to perform the defined tasks needed to execute the program successfully. Management
processes risk is the degree to which the management processes provide effective and integrated
technical/schedule/cost planning and baseline change control.
The Government and contractor(s) will begin discussing the coverage of the IBR as soon as possible after
contract award. The IBR focuses on assessing the baseline realism at the lowest level and other baseline
related risk evaluations as necessary. Sixty days prior to the IBR (in conjunction with the Pre-IBR), the
contractor(s) shall be required to provide all supporting and preparatory documentation to the
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