Realistic baseline development requires that technical work scope,
schedule, and costs are fully defined based on realistic and understandable
assumptions and exclusions, documented in the PAD, and identified and analyzed
project risks documented in the RMP. Contractors document baseline development
procedures in the PCSD. Scope, schedule, and cost estimate development
activities are described in the following sections.
describes activities for accomplishing project objectives (e.g., remedial
action, acquisition management, D&D, or LTES). The DOD, applicable
regulators, other stakeholders, and the contractor should agree on technical
approach and planning assumptions prior to baseline development. The scope
serves as the basis for preparing cost and schedule estimates. Describe the
overall scope in the PEP and provide detailed descriptions in TSDs. Scope
descriptions should include constraints and assumptions and are used for
preparing activity-based cost (ABC) estimates.
The scope should:
Describe the work to be done and
trace through the WBS levels.
Clearly relate to the baseline
schedule and cost via the WBS.
Be revised so that it remains accurate
Reflect compliance with federal and
state environmental, safety, and health laws and requirements.
For example, acquisition management project
scopes may describe operations based on specific output streams. Contractors
also may identify and document projected capacity needs for on-and off-site production,
storage, and release facilities or for new or upgraded facilities.
Program management scope descriptions have special
characteristics, differing from activity-specific scope descriptions in several
ways. Program management scope
descriptions typically include the following:
Core or infrastructure requirements.Requirements for quality assurance, health and safety,
and Integrated Safety Management.Activities necessary for complying with regulatory
drivers. Regulatory drivers may require deadlines for performing specific
tasks such as periodic reporting, public comment periods, monitoring
activities, use of specific protocols, and work exposure limits, which may
affect cost and schedule.
Level-of-effort (LOE) activities. LOE activities
are not easily tracked using earned value project control techniques. To ensure
that the project level earned value is appropriately summarized, contractors
may choose to set budgeted cost of work performed (BCWP) equal to budgeted cost
of work scheduled (BCWS). An alternate approach is tracking program management
costs by spend variances (i.e., actual cost of work performed