Applied Earned Value Management

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  • Discuss the basic elements of performance management system
  • Follow key policies, regulations and guidelines governing a performance management system
  • Comply with the industry standard (ANSI/EIA Standard 748) for earned value management systems (EVMS)
  • Use tools for managing data associated with earned value management
  • Leverage the EVMS surveillance process to effectively manage cost, schedule and technical performance
  • Use the performance management system as an integrated project management tool to facilitates improved planning and control of cost, schedule and work scope
  • Provide management with the necessary information to ensure that day-to-day decisions keep performance consistent with program objectives
Course Credits
Course CPE
21
Course PDUs
18.0
Course CEUs
1.8

** Important: Credits may vary by delivery method, click here for more information

Applied Earned Value Management emphasizes the processes related to the Performance Management Baseline (PMB), the Integrated Baseline Review (IBR) and the American National Standards Institute/Electronic Industries Alliance Standard 748 (ANSI/EIA-748) for Earned Value Management (EVM) systems. You’ll gain hands-on knowledge of the EVM process and EVM metrics, including Estimates at Completion (EAC), as well as an overview of the EVM process from project development to execution.

You’ll learn to use tools for managing data associated with EVM as they apply to federal acquisition management in the cost contract environment. You’ll also learn EVM skills through hands-on exercises and a multi-part case study that takes you from EVM project baseline formation at the beginning of the project through the challenges of ongoing assessments and reassessments of cost, schedule and performance to the project changes. You’ll end the course with an understanding of project surveillance.

Reminder: This course is designed for those who will be required to calculate and interpret the EVM data generated in capital asset acquisitions. The course has been designed for federal members of integrated procurement teams and for commercial personnel dealing with EVM on government contracts. While the course is based on the government’s use of EVM for major capital asset investments, commercial contracting personnel will find they can readily apply the principles taught here to commercial capital asset investments as well.

Participants in this course will receive ESI's Earned Value Formula Finder.

Recommendation:
Please bring a calculator to class.

  • Basic Elements of Performance Measurement
    • Acquisition program baseline
    • Statues related to EVM
    • The Office of Management and Budget (OMB) EVM policy
    • DoD EVM implementation instructions
    • Traditional measurement vs. EVM
    • Earned value (EV) independent variables
  • The WBS, OBS and Accounting System
    • Work breakdown structure (WBS) and organizational breakdown structure (OBS)
    • The OBS and WBS must align
    • Responsibility assignment matrix (RAM)
    • Control accounts for large projects
    • Accounting system
    • Costs
    • Price and usage variance
    • Subcontractor reports
  • Scheduling and Budgeting
    • Scheduling techniques
    • Master schedule
    • Schedule traceability
    • Resource leveling
    • Industry standard (EIA-748) to scheduling and budgeting
    • Elements of the PMB
    • Baseline realism
  • Establishing the Baseline
    • EV budget and PMB terms
    • PMB development steps
    • EV techniques
    • Cost realism
    • Front loading the schedule
    • Project program funding
    • Evaluating the baseline
  • Data Collection and Estimating Cost at Completion
    • EVM terms and concepts
    • Control account status
    • EVM cumulative performance
    • Cost and schedule variances
    • Schedule performance index (SPI)
    • Cost performance index (CPI)
    • DAU EVM "gold card"
    • To complete performance index (TCPI)
    • CPT-TCPI trend chart
  • Change Control and Baseline Maintenance
    • Effect of changes on PMB
    • Change control
    • Internal replanning/rephasing work or budget
    • Over target baseline (OTB)
    • Budget at complete (BAC)
    • Contract budget base
  • External Reporting
    • External reports
    • Cost performance report
    • Contract performance report (CPR)
    • Cost/schedule status report (C/SSR)
    • The baseline report
    • Program performance chart
    • Actual vs. projected performance
  • The Integrated Baseline Review (IBR)
    • Statutory requirements
    • Benefits of IBR
    • Elements of IBR
    • Pre-IBR Tasks
  • Surveillance
    • Certification of the contractor's system
    • EVMS surveillance
    • Roles and responsibilities for surveillance
    • What does a surveillance plan look like?
    • Good surveillance plan
    • The basic technique

"Excellent course, the instructor is very knowledgeable, professional. I will strongly recommend this class."

Jacques Macebranche, Senior Project Manager
GSA


"This is the second class I've had from ESI. Both occasions, the instructor was extremely knowledgeable on the subject matter and was able to effectively teach the subject."

Carl Wood, Budget Coordinator
TRSO

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Applied Earned Value Management
$1445.00 (USD)
Detailed Schedule Information Jul 23 - 25, 2012 Public Classroom Washington, DC
Applied Earned Value Management
$1445.00 (USD)
Detailed Schedule Information Nov 14 - 16, 2012 Public Classroom Washington, DC
** All times are local to where the class is held unless otherwise noted.