Wayne KremlingSr Project Manager - Retired| Boeing - RetiredSt. George, UT, United States
I'm looking for ideas for what would make up an OBS report. Early research shows an EVM report by OBS on a single project.
I was thinking it more of a portfolio management tool where a mngr/exec/suit would have visibility of a report that showed what projects their OBS was working on with the hours expended for a time period (monthly, weekly, etc...).
Does anyone here have experience with using OBS reports? If so, how are they structured? Saving Changes...
Boeing has tons of OBS reporting capability. Every program has their own "deck" of reports on various metrics.
Between the ETAC (engineering tracking and control) system for scheduled release events and ETS (employee tracking system) for charging against specific accounts, you can slice and dice the data many ways.
Often it is a top down view. It starts with the overall program performance, and then allows drilling down by major function (Systems, Interiors, Airframe, Propulsion, and Integration) to look at variances by function or group.
Other than the biggest ones, individual projects are not frequently reviewed for cost or schedule. That might be looked at by individual functions, and occasionally at the program level. For small projects, often there is not a discrete charge-line assigned because it adds cost so you won't have the ability to do real EVM, but you might be able to track a product improvement portfolio that does have a unique ID in the system.
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1 reply by Wayne Kremling
Aug 09, 2022 2:14 PM
Wayne Kremling
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Thanks for the input Keith. I'm familiar with all those, just didn't have a good grasp of what others considered an OBS report. Making use of ETS ByNames reporting may be our best solution. I know a lot of managers think ETAC is the end-all for everything, but I recently had to explain to a leader that a lot more goes into a project schedule than what is in ETAC, but ETAC may drive some project events.
Wayne KremlingSr Project Manager - Retired| Boeing - RetiredSt. George, UT, United States
Aug 08, 2022 7:41 PM
Replying to Keith Novak
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Boeing has tons of OBS reporting capability. Every program has their own "deck" of reports on various metrics.
Between the ETAC (engineering tracking and control) system for scheduled release events and ETS (employee tracking system) for charging against specific accounts, you can slice and dice the data many ways.
Often it is a top down view. It starts with the overall program performance, and then allows drilling down by major function (Systems, Interiors, Airframe, Propulsion, and Integration) to look at variances by function or group.
Other than the biggest ones, individual projects are not frequently reviewed for cost or schedule. That might be looked at by individual functions, and occasionally at the program level. For small projects, often there is not a discrete charge-line assigned because it adds cost so you won't have the ability to do real EVM, but you might be able to track a product improvement portfolio that does have a unique ID in the system.
Thanks for the input Keith. I'm familiar with all those, just didn't have a good grasp of what others considered an OBS report. Making use of ETS ByNames reporting may be our best solution. I know a lot of managers think ETAC is the end-all for everything, but I recently had to explain to a leader that a lot more goes into a project schedule than what is in ETAC, but ETAC may drive some project events.
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1 reply by Keith Novak
Aug 09, 2022 7:15 PM
Keith Novak
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Completely agree on ETAC not being the end all. Some teams develop their own detailed plans, while others just do a 2-week look ahead and realize they have lot of work to do. I call that chasing ETAC.
The reports don't always come from ETAC, but the data resides there. When a director wants another view, we often have programmers on staff to pull data from the back-end sources and display it in something like IVX to provide the view requested instead of relying on the canned reports.
Thanks for the input Keith. I'm familiar with all those, just didn't have a good grasp of what others considered an OBS report. Making use of ETS ByNames reporting may be our best solution. I know a lot of managers think ETAC is the end-all for everything, but I recently had to explain to a leader that a lot more goes into a project schedule than what is in ETAC, but ETAC may drive some project events.
Completely agree on ETAC not being the end all. Some teams develop their own detailed plans, while others just do a 2-week look ahead and realize they have lot of work to do. I call that chasing ETAC.
The reports don't always come from ETAC, but the data resides there. When a director wants another view, we often have programmers on staff to pull data from the back-end sources and display it in something like IVX to provide the view requested instead of relying on the canned reports. Saving Changes...
