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Work Authorization (2 hours) This provides details of the work authorization process, including authorization of work at the cost/control account level and authorization of the work of individual work packages. It includes instruction on “stop work” methodology. The case studies focus on completing the development of a cost/control account authorization document and the authorization of work packages.

Statusing Performance (2 hours) This provides specifics on assessing and recording work scope, cost, and schedule performance with emphasis on determining and recording earned value of various types of work packages. The case study requires the attendees to status a cost/control account plan and to prepare appropriate reporting formats. This status information is then rolled up to higher level schedule.

Variance Analysis Writing/Presentation (2 hours) This workshop describes tools and techniques for analyzing performance, including computation of variances and various performance indices. It includes a suggested approach for analyzing significant variances to determine: causes; impact; corrective action plans; and effects of the variance and corrective actions on the estimate at completion. The case study uses the status information from the Statusing Performance workshop to develop a VAR. The VARs are then exchanged and evaluated.

Estimates at Completion (EAC) Development (2 hours) This provides details regarding tools and techniques for forecasting costs and schedule dates at completion. It includes methodologies for developing estimates to complete and for developing and using statistical aids in forecasting and/or verifying estimates at completion. The case study allows the trainees to develop independent EACs to compare to the EAC which is provided within the case study.

Control Account Changes (2 hours) This workshop provides details regarding changing cost/control account plans. It includes the “rolling wave” concept of periodically converting planning packages into work packages and methods for incorporating changes in work scope, schedules, and budgets into cost/control account planning. The case study includes the development of a change request. The student-developed products are then exchanged and evaluated. Additionally, the trainees revise an in-process work package.

Control Account Planning (2-4 hours)This provides a detailed working knowledge of tools and techniques for developing cost/control account planning, including: methodology for identifying and defining work packages and planning packages; planning, scheduling, and budgeting work packages and planning packages; interfacing with higher level schedules; and application of earned value techniques. It addresses each element of cost(i.e. labor, materials/subcontracts, and other direct costs) and the appropriate tools and techniques. The workshop includes a case study where, based on the cost/control account authorization document and higher level schedules, a cost/control account schedule is developed and the associated budget planning is done on the client’s format for cost/control account planning.

Baseline Maintenance (2-4 hours)This workshop addresses all of the relevant functions for the disciplined revision to the baseline to reflect the changes to the program including both contractual and internal changes. It addresses the issues of: logs; management reserve and undistributed budgets; change documentation; the definition of appropriate changes and ones which normally shouldn’t be allowed; requirements for baseline traceability; and timeliness conditions. It employs case studies associated with maintenance of the baseline log and changes to cost/control planning including in-process work packages.

Overtarget Baselines (2-4 hours) This workshop is designed to provide an overview of a possible planning option for the situation where the remaining portions of the baseline in terms of budget and/or schedule are so unrealistic to continue to perform against the targets would detract even further from the quality of the program visibility; the only catch is that a realistic replan will result in distributing budgets in excess of the contract/project budget base and/or in a schedule inconsistent with contractual dates. To replan under these circumstances establishes an overtarget baseline or schedule (OTB). This workshop addresses: factors influencing the decision to reprogram; how to treat existing variances; how to prepare the CPR; how to address subcontracts; and the pros and cons of establishing an OTB.

Work Team Control Account Management (2-4 hours) This workshop is designed for those organizations which use the work team approach as opposed to a traditional functional organization or even a matrix one. The workshop provides an overview of work teams. It is basically the Planning and Control Techniques Workshops discussed under Basic Workshops, but it is specifically oriented to the situation where the work is being performed by a multi-discipline team whose membership cuts across what is the traditional functional organization. It demonstrates the concepts and issues that are unique to the workteam. It employs both discussion and case studies.

Preparation for Customer Reviews (2-4 hours) This workshop provides a detailed description of customer review requirements and methodology for EVMS, PCS and C/SPMS reviews as well as C/SSR program “walk throughs”. It discusses the varying levels of requirements for cost/schedule control (e.g., full EVMS programs versus C/SSR). It also correlates associated government requirements such as work breakdown structures per MILSTD 881 (latest version) and work measurement per MILSTD 1567A. It provides practical DOs and DON’Ts for interviews by customer reviewers. Part of the workshop is devoted to the conduct of a simulated interview of a CAM. This gives the trainees an idea of the types of questions which will be asked and of the type of preparation which will be required.

Material/Subcontract Management (4-8 hours)This workshop is specifically oriented to material CAMs, material team members, and subcontractor CAMs. It describes the establishment, management, and statusing of baselines for material and subcontract cost/control accounts. In the case of subcontracts, actions and responsibilities are segregated by subcontract characteristic. For material, topics such as earned value techniques, planning requirements for high-cost versus low-cost materials, and the associated management information system are highlighted. The non-subcontract material activities are an expansion upon what is taught in the other advanced workshops. The case studies emphasize the baselining and performance evaluation functions.

Scheduling for CAMs (8 hours)This workshop is oriented not toward teaching CAMs and other project personnel how to schedule, but instead is designed to emphasize the use of schedules in the day-to-day management of project activities. It illustrates how the schedule can be an effective management tool and answers questions such as: “Can the plan be improved?” and “Should the budget be cash flowed differently?” It addresses the development of the schedule, use of the schedules, logic reviews, and analysis of the effective use of resources.

Integrated/Technical Baseline Review (2-4 hours) Integrated or technical baseline reviews are conducted to assure that the technical content of the baseline plan is in alignment with the scope, objectives and applicable specifications of the project and that the resource and schedule targets reflect project risk. This workshop: provides an overview of the purpose and intent of such a review; describes the participants; outlines the structure of the review; and provides example questions by elemental program/project management processes. A detailed Team Member Handbook is provided to the participants as a way of documenting the entire review process.


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