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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