EVMS

Basic Earned Value Management for Program Managers

Eleanor Haupt ASC/FMCE
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Training Objectives
Understand basic concepts How to evaluate performance How to manage using Earned Value

need to answer:

does EVMS = common sense project management???

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What Well Cover...

Who, what, where, when and why Basic EVMS terms Earned value and the project management cycle
Planning Executing Controlling Case Study

Managing with earned value data Closing Thoughts References (for further reading)
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Who, What, Where, When

&

Why

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Why use EVMS?

Life without EVMS

Given: total budget of $100,000 12 month effort produce 20 units Status: spent to date: $64,000 time elapsed: 6 months units produced: 8 complete, 2 partial

How are you doing, and how do you know how you are doing? How far along are you? (64%, 50%, >40%)
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Why do we need Early Warning?

Course corrections are easier when you have time to make small adjustments Its too late when youre this close to the iceberg!

EVMS

Why use EVMS?

Early and accurate identification of trends and problems Accurate picture of contract status
cost, schedule, and technical

Basis for course correction Supports mutual goals of contractor and customer
bring project in on schedule and cost

EVMS

What is EVMS?

EVMS is the primary project

management tool... that integrates the technical, schedule, and cost parameters of the contract.

The project manager is the primary tool in the EVMS toolbox.

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What is the process?

The contractor establishes a management control system

May be required to show that system meets 32 criteria

An integrated baseline plan is established

work is defined, scheduled, and resources are allocated

Work and resources are driven down to lowest level for execution A work authorization system is set up that controls changes to the baseline Budgets are earned as work is completed = EARNED VALUE Status provided against baseline
schedule and cost variances are isolated

Problem assistance early warning corrective plans Early insight provided into final estimated cost
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Whos Who in EVMS

Program/Project Managers Technical Staff and IPTs EVMS specialists control account administrators

Primary Users

Primary Implementers

Executive Agent
(compliance)

Defense Contract Management

Command (DCMC) (EVMS Center) OSD/AT&L (SA/PM) SAF/AQX

DoD Policy Air Force Policy

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EVMS Criteria
Contractors management control system must meet certain criteria
DoD needs accurate and timely data

Major DoD Programs

Dont impose a specific system Acceptance of management system performed by DCMC

OSD adopted industry developed EVMS Standard

ANSI/EIA-748-1998, Earned Value Management Systems 32 criteria 5 major groups
I II III IV V Organization (5) Planning & Budgeting (10) Accounting (6) Analysis (6) Revisions and Access to Data (5)
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A Spectrum of Implementation

Commercial or Defense

Where

Small Companies

Larger Companies

Government Organic

Major Defense Contractors

Foreign Countries DoD Non-Major Contracts

(>12 months)

When

as desired

corporate policy, enterprise wide

FFP contracts?

DoD Major Contracts >$70M RDT&E >$300M Prod

<$6M*

>$6M

Reports

streamlined, no paper?

tailored to needs

C/SSR

CPR

Core EV Principles

Tailored Applications
*with judgement

ANSI/EIA-748-1998

(32 criteria)

All $ are BY96

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Basic EVMS Terms

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EVMS measures progress

Progress = Movement Forward

to measure progress, there must be a standard against which the forward movement may be compared

EVMS establishes a baseline to measure progress

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What do we measure progress against?

Performance measurement baseline
budget that is spread over . . . time, to accomplish the scope of work and against which progress can be measured

Earned Value is key concept

how much progress did I make against my original plan? expressed in dollars or hours

baseline

$
earned value

time

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Five Basic Elements

BCWS BCWP ACWP BAC EAC Budgeted Cost of Work Scheduled Budgeted Cost of Work Performed Actual Cost of Work Performed Budget at Completion Estimate at Completion

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Total Budget

Its my pleasure to award you this contract for a new railroad track

hmm...5 miles of track, 5 months to do it all....$5000 budget....This is going to be tough!

What is the total job supposed to cost? What is the value of the contract at cost?
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Budgeted Cost of Work Scheduled (BCWS)

Month 1 BCWS = $1,000

Month 2 BCWS = $1,000

Month 3 BCWS = $1,000

Total Budget = $5,000 to be spent over 5 months I plan to lay 1 section of track each month at an estimated cost of $1,000. BCWS each month = $1,000

Month 4 BCWS = $1,000

Month 5 BCWS = $1,000

each dollar of BCWS represents a specific dollar of work scope

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Budgeted Cost of Work Scheduled (BCWS)

Total Budget = $5,000 Total BCWS = $5,000

Month 1 BCWS = $1,000 Month 2 BCWS = $1,000 Month 3 BCWS = $1,000

Month 4 BCWS = $1,000

Month 5 BCWS = $1,000

BCWS is aggregated and summed as the performance measurement baseline

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Budgeted Cost of Work Performed (BCWP)

the EARNED

VALUE concept

Were at the end of the second month, but only 1 section of track is complete. Value of work performed = $1,000

You earn value the same way as it was budgeted in baseline

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Schedule Variance
of the work I scheduled to have done, how much did I budget for it to cost?
of the work I actually performed, how much did I budget for it to cost?

BUDGET BASED

BC WS BC WP

SCHEDULE VARIANCE is the difference between work scheduled and work performed (expressed in terms of budget dollars)

formula:
example:

SV $ = BCWP - BCWS
SV = BCWP - BCWS = $1,000 - $2,000 SV= -$1,000 (negative = behind schedule)
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Schedule Variance

5,000

BCWS the baseline

sv
BCWP earned value

TIME

5 months

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Budget at Completion (BAC)

BAC
$5,000

$
$ $ $ $ $ $ $

time when all work has been phased, cumulative BCWS = BAC e.g., $5,000 = $5,000
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At the end...
At the end of the contract, when all work has been completed:
Ive earned all of my budget ($5,000)
BCWP (cumulative) = BCWS (cumulative) = therefore, schedule variance ($) =

$5,000 $5,000
0

Formal schedule will reflect whether milestones were achieved on time

Example:
I finished late, but I did finish SV ($) = $ 0 Formal schedule shows a 5 month actual delay in completing the contract

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Actual Cost of Work Performed (ACWP)

Labor came to $1,300, and materials cost $1,100. That first section of track cost $2,400!

actual expenditures vs. budget

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Cost Variance
PERFORMANCE BASED

BC WP AC WP

of the work I actually performed, how much did I budget for it to cost?
of the work I actually performed, how much did it actually cost?

COST VARIANCE is the difference between budgeted cost

and actual cost

formula:
example:

CV $ = BCWP - ACWP
CV = BCWP - ACWP = $1,000 - $2,400 CV= -$1,400 (negative = cost overrun)
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Cost Variance

5,000

ACWP actual cost

cv

BCWP earned value

TIME

5 months

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Estimate at Completion (EAC)

Just a few little glitches. We should be able to do the complete job.ack lets see, for about $7,500

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Variance at Completion (VAC)

B AC E AC

what the total job is supposed to cost

what the total job is expected to cost

VARIANCE AT COMPLETION is the difference between what the total

job is supposed to cost and what the total job is now expected to cost.

FORMULA: Example:

VAC = BAC - EAC VAC = $5,000 - $7,500 VAC = - $2,500 (negative = overrun)
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Variance at Completion (VAC)

VAC = Budget at Completion - Estimate at Completion = BAC - EAC

EAC
VAC

BAC

TIME
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FIVE BASIC PERFORMANCE DATA QUESTIONS & ANSWERS

ANSWER Budgeted Cost for Work Scheduled Budgeted Cost for Work Performed Actual Cost of Work Performed Budget at Completion ACRONYM BCWS

QUESTION How much work should be done? How much work is done?

BCWP

How much did the is done work cost? What was the total job supposed to cost? What do we now expect the total job to cost?

ACWP

BAC

Estimate at Completion

EAC

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BCWP Allows Isolation of Schedule and Cost Variances

5,000

BCWS ACWP
cv sv

BCWP

TIME

5 months

schedule variance = BCWP - BCWS = negative number cost variance = BCWP - ACWP = negative number

behind schedule, over cost

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Pop Quiz

BCWS BCWP

$
ACWP

TIME NOW

schedule variance = BCWP - BCWS = cost variance = BCWP - ACWP =

_______schedule, ___________cost
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Earned Value Management and the Project Management Cycle

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Project Management Processes

Initiating Planning Executing Controlling Closing
Recognizing that a project or phase should begin and committing to do so Devising and maintaining a workable scheme to accomplish the business need that the project was undertaken to address Coordinating people and other resources to carry out the plan Ensuring that project objectives are met by monitoring and measuring progress and taking corrective action when necessary Formalizing acceptance of the project or phase and bringing it to an orderly end

Source: A Guide to the Project Management Body of KnowledgeTM, published by Project Management Institute

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How does EVMS fit into Program Management?

program manager needs
Project management cycle
Initiate Plan Execute Control Close out
36 organize the work and the teams develop a realistic plan of the work scope, the budget, and the schedule

authorize work properly

control changes

performance reporting

understand variances

corrective actions

forecast of final cost and schedule

EVMS

EVMS fits naturally into the Project Management Cycle

program manager needs
Project management cycle
Initiate Plan Execute Control Close out
organize the work and the teams develop a realistic plan of the work scope, the budget, and the schedule

authorize work properly

control changes

performance reporting

understand variances

corrective actions

forecast of final cost and schedule

Earned Value Management

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Planning

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Planning is a 3 Step Process

CONTRACT BUDGET BASE MR

1. DEFINE THE WORK AND ORGANIZE TEAMS

2. SCHEDULE THE WORK

3. ALLOCATE BUDGETS 100 40 60 15 25 30 30

TIME
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Organizing

Objectives of organizing
establish a clear picture of the total project work scope
do we know what all of the work is?

assign responsibility to the right people

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The Organizing Process

Process
Step 1: define the authorized work using a work breakdown structure (WBS)
decompose the work into manageable chunks provides a framework for program and technical planning cost estimating and resource allocation performance measurements and status reporting

Step 2: define the organizational structure Step 3: assign a single chunk of work to a single manager control account manager (CAM)
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Organizing the Work and Teams

Customer responsibility
Define upper levels of the WBS (to level 3)
MIL-HDBK-881, Work Breakdown Structure Write initial WBS dictionary and include in request for proposal

Specify performance reporting levels

Contractor responsibility
Extend WBS to level where work is performed
define the elements extend WBS dictionary

Identify organizational structure

include major subcontractors

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Assigning Work
WBS

Assignment of a single work element to a single team allows you to roll up the costs up either direction

ORGANIZATION

control account

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Control Account

Control Account - where the work is done

Intersection of WBS and organization

Develop Responsibility Assignment Matrix (RAM)

contractor developed Assigns work and resources at lowest level (control account) Establishes responsibility for WBS elements
Control Account Manager (CAM) include responsibility for overhead

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Integration at the lowest level

integrates:
work scope WBS element organization work authorization schedule time phased budget (BCWS) actual cost accumulation (ACWP)

Control Account - the key control point

earned value determination (BCWP) variance analysis (cost and schedule)

calculation and explanation

corrective action estimate at completion (EAC)

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Case Study
Part 1

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Contract Award
You are the program manager, I. M. Taz You just won a contract to eliminate varmints within the state of Arizona
birds (tweetie and road runner types) small animals

You have an organization of highly trained specialists

L. M. Fudd Sil Vester the cat Wile E. Coyote Daffie Duck (your deputy and the CAM for management) wascally rabbits ($5,000) squirrels ($5,000) tweetie birds ($20,000) road runners ($10,000) program management ($10,000)
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You have allocated the following budgets from your $50,000 award

EVMS

Organize the work

Build a simple work breakdown structure

Varmint Control

1.1 Small Animals 1.1.1 wascally wabbits 1.1.1 1.1.2 wascally squirrels wabbits

1.2 Birds

1.3 Program Mgt

1.2.1 tweetie

1.2.2 road runner

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Organize the workers

Build a simple organization breakdown structure

I.M. Taz Program Manager

L. M. Fudd, small animals

Sil Vester tweetie birds

Wile E. Coyote road runners

Daffie Duck Program Mgt

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Build a RAM and allocate work

Sil Vester 1.1.1 wascally wabbits 1.1.2 squirrels 1.2.1 tweetie birds 1.2.2 road runner 1.3 program management
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L. M. Fudd

Wile E. Coyote

Daffie Duck

EVMS

Build a RAM and allocate work

Sil Vester 1.1.1 wascally wabbits 1.1.2 squirrels 1.2.1 tweetie birds 1.2.2 road runner 1.3 program management $20,000 L. M. Fudd $5,000 Wile E. Coyote Daffie Duck

$5,000

$10,000 $10,000
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What makes a good control account?

Rules of Thumb for Control Account size

integrated cost and schedule baseline three legged stool
legs (cost, schedule, technical) are equal homogeneity of work what is logical to manage every day look at: character of work breakout of labor span of control typically 6 - 18 months for discrete effort level of effort can be longer

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So, whats in a Control Account?

SCHEDULE
TIER 1

SOW 1.3.4.1 Build ejection seat

TIER 2

BUDGET Labor 1,000 hrs Labor $ 75,000 Material $ 25,000

CONTROL ACCOUNT PLAN

CAM name: ______ Work Work

WBS: _______ Total Budget: _________

$
$

$
$

$
$

$
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Work

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Work Package

Development of Control Account Plans

MAY break down the control account budget into smaller work packages

Work Packages
subset of control account Work Pkg #2 reasonably short in duration single element of cost (e.g., labor) Work Pkg #3 single technique for earning value consistent with detail schedules has same characteristics as control account scope of work milestone completion criteria single performing organization start and end dates
Work Pkg #1

CONTROL ACCOUNT PLAN

$ $ $

$
$

$
$ $

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Work Package Characteristics

discrete and measurable products or accomplishments examples:
design drawing package conduct design review install rudder

rolling wave
detailed plans made for near term work packages planning packages are for future work and are not detailed CAMs periodically plan another increment of work packages

open vs. closed packages

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Ways of Earning Value

Discrete
physical, tangible end product

Earned Value techniques

Apportioned
discrete, dependent on another discrete work package example: quality assurance planned as historical estimating factor (e.g., 7%)

Level of Effort
no tangible end product basis of measurement: time when clock starts ticking, you automatically accumulate earned value no schedule variance example: management personnel

Should be a quantitative and discrete way to measure the work May tie in with success criteria or technical measure
e.g., successful completion of a specific test, reliability growth curve
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Be Discrete!

Discrete EV Techniques:
Method 0/100 How Value is Earned no EV at opening, 100% EV at close of WP

50/50
Units Completed Equivalent Units

50% EV at opening, 50% EV at close of WP

same budget value for identical units planned unit standards, allows partial credit

Weighted Milestone

each milestone weighted based on planned resources ideal to have a milestone each month
subjective (least desirable)
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Percent Complete

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Material Concerns
Earned Value: taken no earlier than receipt
define order receipt payment to inventory usage

Material and Subcontracts

accurate cost accumulation and assignment to contract should perform price and usage variances should match earned value to payment period
otherwise, take estimated actuals to avoid artificial cost variance
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Scheduling
Scheduling system characteristics
complete all work included formal everyone uses same schedule traceable vertical (Master, Intermediate, Detail) horizontal (between tasks) consistent identifies sequence of tasks, interdependencies

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CASE STUDY Part 2

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Contract SOW
SOW Paragraph 1.2.2: The contractor shall design, build, and install a system to capture and eliminate the species Road Runner within the state of Arizona. Contractors Winning Design: The basic system shall consist of five miles of road, a fake tunnel painted on a side of the mountain, plus a device to drop an anvil on the Road Runner.

BEEP BEEP INDUSTRIES

CONTROL ACCOUNT AUTHORIZATION

Control Account: Roadrunner

Control Account Manager: Wile E. Coyote Reason for Issue: Contract to rid Arizona of all unwanted creatures, F33657-96-C-0221 Scope Description: Perform scope in accordance with Statement of Work. WBS Element 1.2.2 Schedule Requirement: Perform in accordance with Control Account Plan Budget Authorization: $10,000

Schedule Information
The contract was awarded in Month 1, and will be complete by the end of Month 6. You can begin building the road immediately, and plan on it taking about one month to complete one mile of road. It will take approximately three months to develop, build, and quality test the anvil support mechanism (ASM). You should begin the ASM install during the last month of the build cycle, during quality test. The ASM will take three months to install, and should be the last item completed on the contract, in Month 6. Based on past experience, you believe that it will take you two months to paint the fake tunnel. You will start it one month before the anvil support mechanism (ASM) begins installation. The anvil supplier, Acme Anvils, has been a good supplier for you in the past. The anvil is commercial off-the-shelf equipment. You need delivery one month before the install is complete.

Budget Estimate - BAFO

1. Procure anvil (sole source - ACME Anvil) 2. Paint fake tunnel 3. Build 5 miles of road 4. Develop and build anvil support mechanism (ASM)
design drawings complete & signed off (CDR) (Milestone 1) build unit (Milestone 2) quality test (Milestone 3)

Budget Estimate $1,500 $1,000 $3,000 $3,000

($1,000) ($1,000) ($1,000)

5. Install system on-site Total

$1,500 $10,000

EV Techniques

0/100, 50/50, Units Complete, % Complete, Milestones

CONTROL ACCT. TITLE: Roadrunner BUDGET: $10,000 TIER I MILESTONE WP# WORK DESCRIPTION 1 Procure Anvil BCWP BCWS 2 Paint Fake Tunnel BCWP BCWS 3 Build Road BCWP BCWS 4 Build ASM BCWP BCWS 5 Install ASM BCWP TOTAL CONTROL ACCOUNT PLAN BCWS BCWP Schedule Variance month cumulative Actual Costs Cost Variance month cumulative EV METHOD BCWS KT AWD

CONTROL ACCOUNT MANAGER: Wile E. Coyote

KT COMP

MONTH 1 MONTH 2 MONTH 3 MONTH 4 MONTH 5 MONTH 6 TOTAL BAC

EV Techniques

0/100, 50/50, Units Complete, % Complete, Milestones

CONTROL ACCT. TITLE: Roadrunner BUDGET: $10,000 TIER I MILESTONE WP# WORK DESCRIPTION 1 Procure Anvil EV METHOD BCWS 0/100 BCWP BCWS 2 Paint Fake Tunnel 50/50 BCWP BCWS 3 Build Road units complete BCWP BCWS 4 Build ASM milestone BCWP BCWS 5 Install ASM % complete BCWP TOTAL CONTROL ACCOUNT PLAN BCWS BCWP Schedule Variance month cumulative Actual Costs Cost Variance month cumulative 600 600 v KT AWD

CONTROL ACCOUNT MANAGER: Wile E. Coyote

KT COMP

MONTH 1 MONTH 2 MONTH 3 MONTH 4 MONTH 5 MONTH 6 TOTAL BAC 1,500 1,500 v 500 v 600 v 1,000 1 v v 1,000 2 v 600 v 1,000 3 v 500 v 500 500 v 2,600 500 10,000 v 600 600 v 3,000 3,000 500 1,000

1,500

1,600

2,100

2,600

EVMS

basic rules of the road...

value is earned using the same method as it was planned sum of the work packages equals the control account budget

sum of the control accounts equals the budget baseline

span of lower tier schedules supports upper schedules

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More Acronyms!

Apparently, youre starting to understand this!

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at the total contract level....

UB

Undistributed Budget
= authorized work held at top level until it can be planned in detail (will eventually have performance measurement)

PMB

Performance Measurement Baseline

= time phased budget plan = detailed planning + UB

MR

Management Reserve
= amount withheld at top level for control purposes (no performance measurement) = used for unforeseen changes that are within scope of the contract

CBB

Contract Budget Base

= PMB + MR = contract at cost
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Rolling Up the Work

PROFIT MGT RESERVE

UB

$
$ $ $ CONTROL ACCOUNTS $ $ TIME NOW

time
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Plans are in place..

youve broken down all the work assigned it to teams scheduled the work and integrated the schedules, and assigned budget resources.. schedules and budgets roll up to match the contract

The baseline is now in place

Lets take the time to evaluate the realism of the baseline

Integrated Baseline Review (IBR) joint contractor/government team within 6 months of contract award or major change

Id rather be doing an IBR

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Case Study IBR

Historical Data from other Beep Beep programs 1. Average historical cost per mile of road = $750 2. Contractor has no experience in painting tunnels. 3. Contractor has never worked in this part of the country before. 4. Price of raw aluminum on the open market just recently skyrocketed due to heavy demand.

Did we fully plan all work? Do we understand the work? Do we have a reasonable schedule, with logic indicated? Do we have enough budget? Are the earned value techniques valid? Is the program manager paying attention?

Bottom line:

where are the risks to the program?

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Execute!

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Authorizing the Work

Can only charge to open work packages

contractor system sets procedure

Contractor maintains baseline log which tracks:

distribution of budget from Undistributed Budget (UB) to control accounts distribution of Management Reserve (MR) additions of authorized work total equals Contract Budget Base

Contract changes incorporated in disciplined manner

cannot start work without authorization or budget

Baseline changes are controlled

Internal replanning Over Target Baseline, Over Target Schedule

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more rules of the road...

cannot move budget and work independently
cannot use management reserve to cover overruns may replan open work packages as necessary contractor sets internal policy
maintain valid performance information

cannot change budgets or costs for completed work except to fix errors
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Case Study Part 3

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EV Update and End of Month Actuals

Month 1: Month 2: 1 section of road built ($700) Design drawings were completed and signed off ($980) 1 section of road built ($720)

Month 3:

The work package for the fake tunnel was opened ($200) A labor strike prevented a section of road from being built ($300) The ASM began to be built, but the unit was not complete ($800)
The tunnel was not completed ($400) The crew went back on the job, and got paid overtime. 2 road sections built for $1500. Milestone 2 for the ASM was finally complete. Quality test was pushed out 1 month. ($400) The install of the ASM was delayed, due to the delay in build. The anvil was ordered. The anvil was delivered and final cost was $1,700. The tunnel was complete ( painted). ($500) The last section of road was built for $700. Qual test completed. ($1,900) The CAM estimated that the install was approximately 20% complete ($400) Additional work crews were hired, and the installation was completed. The additional crews cost an additional $1,000. ($2,100 total)

Month 4:

Month 5:

Month 6:

EV Techniques

0/100, 50/50, Units Complete, % Complete, Milestones

CONTROL ACCT. TITLE: Roadrunner BUDGET: $10,000 TIER I MILESTONE WP# WORK DESCRIPTION EV METHOD BCWS 1 Procure Anvil 0/100 BCWP BCWS 2 Paint Fake Tunnel 50/50 BCWP BCWS 3 Build Road units complete BCWP BCWS 4 Build ASM milestone BCWP BCWS 5 Install ASM % complete BCWP TOTAL CONTROL ACCOUNT PLAN BCWS BCWP Schedule Variance month cumulative Actual Costs Cost Variance month cumulative 600 600 600 v 600 KT AWD

CONTROL ACCOUNT MANAGER: Wile E. Coyote

KT COMP MONTH 4 MONTH 5 MONTH 6 1,500 1,500 500 v 600 600 1,000 1 1,000 v 500 600 1,000 2 v 600 1,200 1,000 v 3 1,000 500 v 1,600 1,600 2,100 500 2,600 2,200 300 2,600 3,900 1,200 500 1,200 10,000 10,000 500 600 600 3,000 1,000 500 3,000 500 1,000 TOTAL BAC 1,500

MONTH 1 MONTH 2 MONTH 3

500

1,500

EVMS

Control

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Control

So, your project has been baselined and work has started Is everything going according to plan? Next step in the process:
figure out your status figure out the problems figure out what you need to do to fix them figure out what the impact might be

BCWS

BCWP $

time
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Status Reporting

Assumption: An accurate management control system yields accurate data Basic principles:
Report on periodic basic
weekly monthly

Only ask for the data that you really need and use
can eliminate certain formats WBS versus organizational reporting tailor level of reporting to match risk

Tailor the data to match how youre managing

IPTs?

Make it as real time as possible

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Contractor Reports

Cost Performance Report (CPR)

Format 1: cost and schedule progress by WBS
(specified reporting level usually at level 3)

Format 2: cost and schedule progress by organization

Format 3: changes to performance measurement baseline Format 4: manpower forecast Format 5: variance analysis

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Formats 1 and 2
Contents
header:
basic contract information (target, ceiling, name of contractor, etc.) range of final estimates

body
performance data variances budget at completion, estimate at completion
CURRENT BCWS BCWP ACWP SV ELEMENT ELEMENT ELEMENT ELEMENT ELEMENT ELEMENT TOTAL UB PMB MR TOTAL CUMULATIVE BCWS BCWP ACWP SV AT COMPLETION BUDGET ESTIMATE VARIANCE

CV

CV

WBS or ORGANIZATION

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Cost/Schedule Status Report (C/SSR)

Similarities to CPR
Format 1 (WBS) Format 5 (Problem Analysis)

Differences
Does not require use of approved management system & criteria No current period reporting BCWS and BCWP may be calculated by logical means at higher levels

Application
non-major contracts

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Reform Initiatives

Contractor format acceptable Electronic submission required

ANSI X12 data set

Tailoring
Only ask for the data that you are really going to use

Timing
flash data (early submittal of performance data before variance analysis)

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Analysis Techniques
or figuring out where the problems are

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Analysis Techniques
eliminate almost complete, just starting, etc.

Sort on significant variances Graph and analyze trends Look at comparative data
e.g. cumulative performance vs. projected performance

Examine written analysis by contractor

does it answer why? adequacy of corrective action plans

Analysis of schedule trends, critical path Analysis of EAC realism

what are the drivers? what can we do about them?

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Where are the significant problems?

sorted by CV $

WB S 1 2 3 4 5 6 7 8 9 3600 3200 G&A 2200 3800 2100 2300 5200 3100

DESCR IPTI ON PCC COMMU NIC ATIONS GEN & ADMIN SY S EN GIN EER ING I &A PROJ MAN AGEMENT FUNC I NTEGRA

Proj Ofcr %Comp %Spent Zepka Tideman 28.99 34.63 33.67 Pric e Troop Brown Pric e 85.04 35.40 45.70 71.62 84.18 20.87 17.87 60.82 38.51 0. 00 34.09 41.03 36.11 94.35 37.08 48.51 75.23 98.10 21.49 18.90 61.66 52.80 0. 00

CPI 0. 850 0. 844 0. 932 0. 901 0. 955

CV

CV

CV % VAC

VAC -187.2 -87. 0 -36. 8 0. 0 -24. 8 -3.2 -30. 8 -16. 0 -21. 6 -6.2 -2.0 0. 0 439. 2 0. 0 0. 0 0. 0 0. 0 0. 0 -1.4 0. 0 4. 6 8. 4

-296.2 -17. 62 -130.8 -18. 49 -45. 2 -26. 4 -24. 2 -17. 4 -17. 4 -13. 2 -10. 6 -7.8 -5.6 -4.6 0. 0 0. 0 0. 0 0. 0 0. 0 2. 0 3. 4 4. 2 12.6 78.2 1. 98 3. 87 2. 10 5. 02 11.73 0. 00 -7.26 -10. 95 -4.75 -6.16 -5.03 -16. 54 -2.94 -5.78 -1.38

0. 942 0. 952 0. 858 0. 971 0. 945 0. 986 0. 729

MANAGEMENT DATA Simmons SENSOR S SPARES SY STEM TEST ENG DATA MGT R ESER VE UN DIST BUD GET Smith Blair Hall Nov ak

10 4000 11 6200 12 5100 13 MR 14 UB

-37. 10

15 COM COST OF MONEY 16 3700 17 OV 18 6100 19 3500 20 6300 21 3400 22 3300 DATA DI SPLAY OVERH EAD TEST FACILITI ES COMP PROGRAMS PCC TEST ADPE AUX EQUI P Smart Pino Bond Zepka Tideman 100. 00 46.46 23.13 41.89 27.57 98.02 44.66 22.64 39.79 24.33 Troop 41.13 41.13

1. 000 1. 020 1. 040 1. 021 1. 053 1. 133

89

EVMS

Graphing Techniques
Overall cost and schedule trend
-11%

M EGA HERZ ELEC & VEN Cost/Schedule Variance F04695-86-C-0050 M OH-2 RDPR FPI POP: 01 M AR 1992 - 15 SEP 1993 1992 1993 M AY JUN JUL AUGSEP OCT NOV DEC JAN 30.0 20.0 10.0 0.0 -10.0 -20.0 -30.0 0% -6% -7%

Percent of Dollars

BCWS BCWP ACWP CV SV

0.3 0.6 0.2 0.5 0.2 0.5 0.0 -0.0 -0.1 -0.1 Cost Drivers,

Dollars In M illions 1.0 1.4 2.2 2.5 4.2 5.6 0.9 1.4 2.2 2.7 3.8 5.3 0.9 1.5 2.2 3.0 4.2 5.6 -0.0 -0.1 0.0 -0.3 -0.5 -0.3 -0.1 -0.0 -0.0 0.2 -0.4 -0.3 Cause

7.3 6.9 7.3 -0.5 -0.4

At Completion KTR PO 20.8 20.8 20.8 20.8 20.8 23.0 0.0 -2.2

EAC realism
M EGA HERZ ELEC & VEN F04695-86-C-0050 RDPR FPI Element: 3600 Estimates at Completion 1992 1993 APR M AY JUN JUL AUG SEP OCT NOV DEC JAN 8.0 Name: PCC

Dollars In Millions

PM B: 20.4 % COM P: 32.9M R: 0.4 KTR M R LRE: 0.0 PO M R LRE: 0.0 COST VARIANCE CURRENT FUNDING: 10.0 AS OF: JAN 93 SCHEDULE VARIANCE PO EPC: 24.0 OPR: M R B. TECH PROJ FUNDING: 23.0 PROGRAM :M ohawk Vehicle

7.0

graphs show overall trend... are you getting better, or worse?

6.0

5.0 BAC 5.1 LRE 5.4 CUM CPI 5.1 5.1 5.4 5.7 5.1 5.4 5.9 5.1 5.4 6.0 5.1 5.5 6.3 5.1 5.5 5.8 5.1 5.5 6.5 5.5 5.7 7.6 5.5 5.7 6.8 5.8 6.0 6.8

90

EVMS

Analysis of Variances
CURRENT OR CUM TO DATE

Schedule Variance

SV ($)

BCWP - BCWS BCWP - BCWS BCWS x 100%

SV (%) =

Cost Variance

CV ($)

BCWP - ACWP BCWP - ACWP BCWP x 100%

CV (%) =

91

EVMS

CASE STUDY
Part 4

92

Case Study - Accounting Data

Month 1 Month 2 Month 3 road road drawings road tunnel ASM road tunnel ASM road tunnel ASM anvil install install $700 $720 $980 $300 $200 $800 $1,500 $400 $400 $700 $500 $1,900 $1,700 $400 $2,100 700 1,700

1,300

Month 4

2,300

Month 5

5,200

Month 6 total

2,100 $13,300

EV Techniques

0/100, 50/50, Units Complete, % Complete, Milestones

CONTROL ACCT. TITLE: Roadrunner BUDGET: $10,000 TIER I MILESTONE WP# WORK DESCRIPTION EV METHOD BCWS 1 Procure Anvil 0/100 BCWP BCWS 2 Paint Fake Tunnel 50/50 BCWP BCWS 3 Build Road units complete BCWP BCWS 4 Build ASM milestone BCWP BCWS 5 Install ASM % complete BCWP TOTAL CONTROL ACCOUNT PLAN BCWS BCWP Schedule Variance month cumulative Actual Costs Cost Variance month cumulative 600 600 600 v 600 KT AWD

CONTROL ACCOUNT MANAGER: Wile E. Coyote

KT COMP MONTH 4 MONTH 5 MONTH 6 1,500 1,500 500 v 600 600 1,000 1 1,000 v 500 600 1,000 2 v 600 1,200 1,000 v 3 1,000 500 v 1,600 1,600 2,100 500 2,600 2,200 300 2,600 3,900 1,200 500 1,200 10,000 10,000 500 600 600 3,000 1,000 500 3,000 500 1,000 TOTAL BAC 1,500

MONTH 1 MONTH 2 MONTH 3

500

1,500

EV Techniques

0/100, 50/50, Units Complete, % Complete, Milestones

CONTROL ACCT. TITLE: Roadrunner BUDGET: $10,000 TIER I MILESTONE WP# WORK DESCRIPTION EV METHOD BCWS 1 Procure Anvil 0/100 BCWP BCWS 2 Paint Fake Tunnel 50/50 BCWP BCWS 3 Build Road units complete BCWP BCWS 4 Build ASM milestone BCWP BCWS 5 Install ASM % complete BCWP TOTAL CONTROL ACCOUNT PLAN BCWS BCWP Schedule Variance month cumulative Actual Costs Cost Variance month cumulative 600 600 0 0 700 -100 -100 600 v 600 KT AWD

CONTROL ACCOUNT MANAGER: Wile E. Coyote

KT COMP MONTH 4 MONTH 5 MONTH 6 1,500 1,500 500 v 600 600 1,000 1 1,000 v 500 600 1,000 2 v 600 1,200 1,000 v 3 1,000 500 v 1,600 1,600 0 0 1,700 -100 -200 2,100 500 -1,600 -1,600 1,300 -800 -1,000 2,600 2,200 -400 -2,000 2,300 -100 -1,100 300 2,600 3,900 1,300 -700 5,200 -1,300 -2,400 1,200 500 1,200 700 0 2,100 -900 -3,300 13,300 10,000 10,000 500 600 600 3,000 1,000 500 3,000 500 1,000 TOTAL BAC 1,500

MONTH 1 MONTH 2 MONTH 3

500

1,500

EVMS

Performance Indices
COST PERF INDEX (CPI) = BCWP ACWP

GOOD

1.2
SCHED PERF INDEX (SPI) = BCWP BCWS

1.1
TIME

1.0 BAD

CPI SPI

.9
.8

96

EVMS

Schedule Status
TIME NOW

BCWS

% scheduled = BCWS x 100% BAC

compare
% completed = BCWP x 100% BAC
MONTHS BEHIND

BCWP

Months ahead or behind =

SV $ Average monthly BCWS $

97

EVMS

Budget Status budget status

% spent = ACWP x 100% BAC

compare: % spent
example:

vs.

% complete

60% spent vs. 50% complete

98

EVMS

Variance Explanations

Format 5 variance analysis should address:

separate discussion of CV, SV (current and cum) and VAC clear description of reason for variance quantity variances (e.g., price vs. usage) be specific, not general corrective action A big hammer for technical, schedule, and cost impacts a big variance! impact to estimate at completion

should be written by CAM!

99

EVMS

Significant Variances

What is a significant variance?

% variance (e.g., >10%) $ variance (e.g., >$50,000) critical path element risk/complexity impact to other elements Top 10, Top 20, etc. contractor defined

100

EVMS

Case Study Analysis

(month 5)
CPI and SPI
1.2

Variance Analysis Report

The program is now 88% complete. We have now spent $1,200 more than our original budget, primarily driven by two problems: 1) building the sections of roads (unforeseen grading problems) 2) manufacturing and quality testing of the ASM (increase in the price of raw stock and higher rates than forecast for quality personnel)
CV % -13% -10% -31% -36% -33%

0.8

0.6

0.4 CPI SPI

0.2

0 1 2 3 Month 4 5

Performance Report, Month 5

Procure Anvil Paint Fake Tunnel Build Road Build ASM Install ASM BCWS 1,500 1,000 3,000 3,000 1,000 9,500 BCWP 1,500 1,000 3,000 3,000 300 8,800 ACWP 1,700 1,100 3,920 4,080 400 11,200 SV 0 0 0 0 -700 -700 CV -200 -100 -920 -1,080 -100 -2,400

We are only 20% complete on installation, instead of our scheduled 66%. In order to meet contract schedule, we will have to expend overtime. Costs will increase by an expected $1,000.

Build ASM Build Road Procure Anvil Paint Fake Tunnel Install ASM

BCWS 3,000 3,000 1,500 1,000 1,000

BCWP 3,000 3,000 1,500 1,000 300

ACWP 4,080 3,920 1,700 1,100 400

SV 0 0 0 0 -700

CV -1,080 -920 -200 -100 -100

CV % -36% -31% -13% -10% -33%

101

EVMS

What will be the final cost?

defined as actual cost to date + estimated cost of work remaining contractor develops comprehensive EAC at least annually
reported by WBS in cost performance report

Estimate at Completion (EAC)

should examine on monthly basis consider the following in EAC generation

performance to date impact of approved corrective action plans known/anticipated downstream problems best estimate of the cost to complete remaining work

also called latest revised estimate (LRE), indicated final cost, etc.

ACWP + ETC = EAC

102

EVMS

One method: statistical formulae

Common EAC Formulae:

EAC = BAC CPI

ACWPcum + Budgeted Cost of Work Remaining CPI3

ACWPcum + Budgeted Cost of Work Remaining .8(CPI) +.2(SPI) ACWPcum + Budgeted Cost of Work Remaining CPI * SPI
103

EVMS

Other methods of EAC calculation

Grass Roots or formal EAC

detailed build-up from the lowest level detail hours, rates, bill of material, etc.

Average of statistical formulae Show range of EACs (optimistic, most probable, pessimistic) Complete schedule risk analysis for remaining work, estimate work remaining

104

EVMS

Why do we need accurate EACs?

Variance at Completion vs. Contractor Loss

Positive VAC:
EAC < BAC underrun contractor gain

Negative VAC:
EAC > BAC EAC > ceiling share area overrun contractor partial loss contractor loss (100%)

Government develops top level EAC for comparison

government will limit progress payments if EAC is greater than ceiling government needs forecast of fund requirements

May still have time to change the final outcome

105

EVMS

Survey says..

over 800 military programs show that ......

no program has ever improved performance better than the following EAC calculation

EAC =

BAC CPI

at 15% complete point in program early stages! no one pays enough attention in the
106

EVMS

Managing with Earned Value Data

107

EVMS

Managing with EVMS

Change the mindsight Tailor to how the contractor actually manages Make it forward looking Assign responsibility within the government program office Set up a faster response time Acquire and use software analysis tools

108

EVMS

The New Way to Do Business

Ownership by program managers and IPTs Industry taking lead to make EVMS a basis business practice Use of earned value reporting as management tool to avoid cost overruns (forward looking) Schedule management an integral part of project management New focus for reviews baseline realism, executability insight, not oversight

EVMS is a cultural change for program managers

109

EVMS

How can we manage programs using Earned Value?

In order for Earned Value to be used as a management tool.

We must tailor it to reflect the management structure, policy, and operating culture of the contractor.

Otherwise, it will be seen simply as an external report that reports history!

110

EVMS

Forward Look
Time now

Where weve been

Where were going

CPI

COST HISTORY

COST AVOIDANCE
111

EVMS

The Control Account Manager

CONTROL ACCOUNT MANAGER (CAM)

COST SCHEDULE

TECHNICAL
Empowered by program manager... Manage assigned effort: Technical Schedule Cost Monthly variance analysis Understand the baseline

GOVERNMENT CONTROL ACCOUNT MANAGER (GCAM)

112

EVMS

Analysis within the SPO

Assign to technical managers within program offices

Government Control Account managers (GCAMs)

Conduct monthly team variance meetings Open, honest communication essential

Oral, e-mail, and face-to-face discussions Continuing dialogue dramatically improves Format 5

Early warning analysis

Top level cost and schedule analysis by EVMS and schedule analysts CAM/GCAM analysis at lowest level

Work closely with DCMC team Share results of analysis with contractor
113

EVMS

Early Warning System

Flash data received ASAP, no written analysis EVMS and schedule managers review data Teleconference with DCMC
evaluate cost and schedule variances evaluate trends evaluate against program master schedule

Prepare top level analysis to program manager and IPT leads

recommend elements for further analysis

GCAMs discuss their elements with CAMs

write up own variance analysis

Dont wait until you get the report to communicate!

114

EVMS

New Advances in Software Analysis Tools

CPR & SCHEDULE

CPR & SCHEDULE

CAM
PAPER

GCAM

115

EVMS

Let software tools do the number crunching

116

EVMS

Joint Use of Software Tools

Trend Analysis - Where Have we Been? Lowest WBS level or IPT level color codes, charts Projection of future - How Bad Can it Get? EAC trends comparison of cost efficiencies Focus on problems - What are the significant drivers? Sort by elements, trends, CAM names autosync to program schedule Format 5 Analysis - What are we doing about it? Joint analysis, corrective plans, risk mitigation Report generator all formats can go paperless
117

EVMS

Notable EVMS Quotes

Are we looking good, or are we in trouble? And, how do we know?

CAPT Joe Dyer, USN F/A-18E/F Prog Mgr

It forces you to plan, and then to manage to the plan.

Lt Col Paul Vancheri, USAF JSTARS Production Prog Mgr

118

EVMS

Summary

Measures of Successful Reform

EVMS used to make daily decisions about program execution contractor and government Reports are not seen as burdensome and Programs are completed on time and within budget

119

EVMS

Additional References

120

EVMS

SCHEDULE TYPES

Gantt Chart
- Activities Show a Specific Start and Stop Date

Milestone Chart
- Major Event Oriented. Shows Start or Stop Date of Activity

Line of Balance
- Depicts Production Activity. Actual versus Planned Output

Networking
- Identifies and Defines all Activities and Events for a Program and Links Them in Logical Cause and Effect Sequences
121

EVMS

SCHEDULE TYPES (contd)

MILESTONE CHART
Program Schedule
L i n e

GANTT CHART
System No. 1000
Prior Schedule

Subsystem Fiscal year 1985

Automated Equipment Fiscal year 1986

Type Program FY 1987 F M A M J J A S 1 FY 1988 2 3

As of June 1986 FY 1989 4 1 2 3 Compl date 4 1 2 3

Program milestones Program direction Facility Modification

Mo Yr 4

O N

M A

1 2

ACTIVITIES

3 4 5 6 7 8 9 10

Sys Integ Cintract award ADPE Instal & checkout Medical equip automatic checkout/test Equip Integration Software development Developmental testing System testing Facility mod (opnl site) ADPE Instal & checkout (opnl site) Med equip Installation Prototype test/evaluation Initial operational test and evaluation Engineering development

NOW TIME (MONTHS)

11 12

ACTUAL PROGRESS

SCHEDULED ACTIVITY

13 14 15

Attachm ent 3
Now

Attachment 6

LINE OF BALANCE TECHNIQUE

(A) OBJECTIVE Contract schedule (cumulative) 80 70 60
1050 0/0 BEGIN INITIAL PROGRAM DEF 1051 44/0 INITIAL PROGRAM DEF PROCESS

NETWORK

(C) PROGRAM STATIS

2000 INITIATE ACQ STRATEGY

0/0

90% complete Line-of-balance as of 1 May

XXP

Units

50 40 30 20 Actual delivery 10

XXP

XXP

1200

6/0 BEGIN INITIAL

1250 DRAFT F/56

4/0

1400 PMD/F56 RECEIPT

0/0

0
Month Contract Schedule Actual Delivery D 5 0 J 8 5 F 15 7 M 20 11 A 30 14 M 52 J 80
Bar 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
XXP

PROGRAM DEF

REVIEW/COMMENT

Legend Purchased Part Company Made

6 Procure rocket engine Assemble air vehicle body

XXP

XXP

Date of Study 1 May

(B) PRODUCTION PLAN

1

Subcontract Part Assembly

8
1300 DRAFT PAD REVIEW/COMMENT 4/0

Fabricate ballistics shell 4

2

Fabricate fins

XXL

Assemble gyro
3

Assemble guidance section

9 Final assembly 10 11 Test 12 Government acceptance

Assemble G&C components

26

25 24

23

22

21

19

20 19 18 17 16 15 14 13 12 11 10 9 8 7 6 Work-Days Prior to Shipment - 22 Work-Days per Month.

Attachment 1

122

EVMS

MATERIAL EARNED VALUE METHODOLOGIES

Ca t egor y Ma t er ia l

Defin it ion Ra w m a t er ia ls , p iece p a r t s , a n d low va lu e p u r ch a s ed it em s High cos t it em s t h a t a r e s t a n d a r d p r od u ct s s u ch a s fr om a ca t a log. Th es e a r e in d ivid u a lly t r a ck ed d u e t o t h eir cos t or cr it ica lit y t o t h e p r ogr a m

E a r n ed Va lu e Ap p r oa ch Per cen t com p let e a ga in s t t ot a l p r oject ed p u r ch a s e r equ ir em en t . Miles t on es b y or d er E a ch it em r ep r es en t s a n in d ivid u a l m iles t on e An or d er of m u lt ip le it em s m a y u s e p er cen t com p let e a ga in s t t h e t ot a l qu a lit y Miles t on es a ga in s t d eliver ies or s u b con t r a ct m iles t on es . Ma y r equ ir e es t im a t ed a ct u a ls or p er cen t com p let e if n o p r ogr es s p a ym en t s or in t er im d eliver ies Flow d own of Cos t / S ch ed u le S t a t u s Rep or t (C/ S S R) or C/ S CS C r equ ir em en t s . If s m a ll m a y u s e p a ym en t s a n d n egot ia t ed s u b con t r a ct m iles t on es .

Ma jor Ma t er ia l

Fixed Pr ice S u b con t r a ct s

High cos t (u s u a lly n egot ia t ed ) it em s p u r ch a s ed a ga in s t s p ecifica t ion or d r a win g. Th es e it em s r equ ir e in d ivid u a l m a n a gem en t

Cos t S u b con t r a ct s

High cos t (u s u a lly n egot ia t ed ) it em s p u r ch a s ed a ga in s t a s p ecifica t ion or d r a win g. Th es e it em s r equ ir e in d ivid u a l m a n a gem en t

123

EVMS

PERFORMANCE STATUS...KEY THINGS TO TRACK

DO I HAVE ANY SIGNIFICANT COST/SCHEDULE VARIANCES? Schedule Variance Cost Variance Plus (+) is good Plus (+) is good Minus (-) is bad Minus (-) is bad What is the variance % What is the variance % SV X 100 Is it on the critical path BCWS Schedule slack? Is it in an area that has been identified as a risk element? WHAT IS THE TREND (GETTING BETTER OR WORSE)? Chart the Cost/Schedule variance trends Does my contractor tell the same story as the data? When do I think the trend will improve? WHAT AM I DOING ABOUT IT? Causes Corrective actions Impact to the program

CV X 100 BCWP

124

EVMS

USE DATA FOR DECISION MAKING

Behind Schedule
How critical is schedule? Can I afford to work overtime to recover? Can I do tasks concurrently? Are there technical innovations which could speed up the process? Am I gold plating instead of just meeting requirements? Should I do a schedule risk assessment to project impact to program?

Over Cost Can I reschedule tasks? (Timephasing) Is there a less costly facility I can use? Are there tasks which can be deleted? Should the element be added to my risk management profile?
125

EVMS

EARNED VALUE PROBLEM INDICATORS

GOAL: To Verify That Effective Variance Analysis Processes Are Applied To Identify, Correct, And Report Problems
POTENTIAL PROBLEM INDICATORS: Zero variances Monthly trends turning negative or downward Schedule variances generally indicate cost will follow Actuals > Latest Revised Estimates (LRE) BCWP increases with no increase in ACWP Negative data elements
126

EVMS

PERFORMANCE EFFICIENCY AND EACs

DO I THINK THE CONTRACTOR WILL COME IN ON BUDGET?

COST PERFORMANCE INDEX:

CPI = cost efficiency for work performed to date (The value of work accomplished for each dollar spent) BCWP ACWP WORK ACCOMPLISHED = ACTUALS $1000 $2400 = .42 HISTORY

Compare the CPI to the TCPI-BAC:

TCPI(BAC) = Efficiency necessary to complete on budget BAC-BCWP BAC-ACWP WORK REMAINING BUDGET REMAINING $5000 - $1000 $5000 - $2400 =

FUTURE
$4000 $2600 = 1.54

127

EVMS

PERFORMANCE EFFICIENCY AND EACs (contd)

SCHEDULE PERFORMANCE INDEX:

SPI = schedule efficiency with which work has been accomplished (The rate at which work is being accomplished) WORK ACCOMPLISHED WORK SCHEDULED

BCWP BCWS

$1000 $2000

= .50

128

EVMS

PERFORMANCE EFFICIENCY AND EACs (contd)

IS THE CONTRACTOR'S EAC (LRE) REASONABLE?

Compare the CPI to the TCPI-LRE

TCPI(LRE) = Efficiency necessary to complete at the contractors estimate

= BAC-BCWP LRE-ACWP

WORK = REMAINING = ESTIMATE REMAINING

$5000 - $1000 $6400 - $2400 =

$4000 $4000

1.00

reasonable?
= .42

Cumulative performance to date (CPI)

Contractor has been performing at 42% efficiency, but expects to complete remaining work at 100% efficiency!
129

EVMS

Ten Wisdom Principles of EVMS

1. Use a single management control system to provide accurate and timely performance data.

2. Integrate the scope of work, schedules, and costs using a common project language, such as a work breakdown structure.
3. Actual performance at the 15% complete point can be used to predict final performance. 4. Cumulative cost performance index (CPIe) measures efficiency and can be used to predict the final range of costs.

5. The schedule performance index (SPI) is useful in assessing how much work has been accomplished.
6. The CPI index provides a statistical basis for a best case final estimate. 7. The CPI and SPI indices may be combined to statistically forecast the most likely final estimate. 8. To Complete Performance Index provides a measure of efficiency required for the future work to achieve either a specified budget or estimate. 9. The periodic cost performance index for performance (CPIp), calculated by actuals/earned value, may be used to monitor weekly or periodic production progress. 10. Management should use management by exception to focus on significant variances to the plan and apply timely corrective actions. Source: Earned Value Project Management, Quentin W. Fleming & Joel M. Koppelman, Project Management Institute, 1996 130

Key Documents in Understanding EVMS

EVMS

Gary Christle, 22 Jan 94, paper, Implementation of Earned Value - A Model Program Approach USD(A&T) Letter, 25 Jan 94, Improved Cost and Schedule Performance Management Gary Christle, 15 Sep 94, paper, The Cost/Schedule Control Systems Criteria and Earned Value Management: A Vision USD(A&T) Letter, 1 Oct 96, Compliance Responsibility for the Cost/Schedule Control Systems Criteria (C/SCSC) 3 Oct 97, Earned Value Management Implementation Guide (Rev 1) USD(A&T) Letter, 14 Dec 96, Industry Standard Guidelines for Earned Value Management Systems Wayne Abba, article in Jan-Feb 97 Program Manager magazine, Earned Value Management - Reconciling Government and Commercial Practices ANSI/EIA 748-1998, Earned Value Management Systems Quentin W. Fleming & Joel M. Koppelman, book, Earned Value Project Management Earned Value web page: www.acq.osd.mil/pm
131