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Earned Value Management Systems

EARNED VALUE MANAGEMENT SYSTEMS
This seminar addresses EVMS concepts, applications and issues in the context of performance-based management and budgeting. It uses case studies throughout to reinforce the concepts. It addresses: organizing the project work; planning for performance management; accumulating performance data; monitoring project performance; maintaining the project baseline; assessing project performance; and the system compliance process. This seminar is designed for the person new to the world of performance-based management and EVMS and also for those who are looking for a refresher/update on these topics.

PERFORMANCE MANAGEMENT CONCEPTS
Basic Concepts
Earned Value: What does it all mean?
Basic Management processes inherent to EVMS
Nature of the Requirements

ORGANIZING THE PROJECT WORK
Work Breakdown Structure (WBS) and dictionary
Assigning responsibility via the Responsibility Matrix
What really is a “Control Account?”
Sizing of Control Accounts: “too big” vs “too small”
Work Teams/Integrated Product Teams

PLANNING FOR PERFORMANCE MANAGEMENT
What is true cost/schedule integration?
Essential scheduling system characteristics
Work Packages, Planning Packages &
Summary Level Planning
Management Reserves vs. Undistributed Budgets
Budget vs Funds: Critical Distinctions
Accepted earned-value techniques; how each works
CASE STUDY: Earned Value Techniques
CASE STUDY: Control Account Plan Preparation
What about Risk Management?

ACCUMULATING PERFOMANCE DATA
Data elements used for performance management
and trend analysis
Accounting for costs of all project resources
Subcontract and material performance management
Price and usage variances on material and labor
CASE STUDY: Control Account Status

MONITORING PROJECT PERFOMANCE
The myth requiring written analysis
How to define a “significant” variance in your system
Control Account analysis and the tools required
Estimating at-completion costs

CONTROLLING THE PROJECT BASELINES
Types of changes impacting project cost and – schedule baselines
Re-baselining versus internal replanning: key distinctions
and current interpretations
Requirements for baseline traceability
Project baseline logs
Essential disciplines inherent to baseline stability
Overtarget Baselines
CASE STUDY: Change Incorporation/Baseline Logs

ASSESSING PROJECT PERFORMANCE
How to get the most out of the data
Key performance indices: CPI, SPI, TCPI
CASE STUDY: Contol Account Performance Analysis
Graphical presentation techniques
Graphical Analysis of Major Programs

SYSTEM COMPLIANCE PROCESS
The review process
IBRs—true added value
Self-conducted reviews
Post-Acceptance surveillance: internal and external

WHAT’S NEW?
NDIA Intent Guide officially recognized by DoD as an important reference for interpreting the intent of the EVMS guidelines in ANSI/EIA 748; EVM Implementation Guide (EVMIG) now references the Intent Guide
DCMA EVM Center under new management with renewed emphasis on DCMA’s role as the DoD Executive Agent for EVM
The Performance Management-Civilian Agency Industry Working Group (PM-CAIWG) established to provide a forum for the open exchange of Government and Industry views on Performance-Based Management Systems (PBMS), including Earned Value Management (EVM) and related concerns.
DoD Instruction 5000.2 and the EVM DFARS clauses have been updated to reflect current DoD EVM policy
The revised EVM Guidelines, ANSI/EIA 748-B, published in February 2008

SUMMARY
Lessons learned
How to benefit from Performance Management

Dates, Locations & Registration

Project Scheduling

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