Advanced Earned Value for Federal Government Project Managers (FPM 313)

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  • Discuss the basic elements of a performance management system
  • Follow key policies and procedures in the 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 integrating project management tool that 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

The use of earned value management in the federal government is shifting from program oversight to insight and foresight.  While the Office of Management and Budget (OMB) requires use of EVM on contracts greater than a certain amount to ensure compliance, the Federal IT dashboard and TechStat sessions with the federal CIOs have turned EVM into a performance improvement tool.  

Advanced Earned Value for Federal Government Project Managers helps you direct and manage EVM implementation across the program lifecycle and build up extensive EVM capabilities to be applied to large, complex projects/programs.  You’ll review total life cycles systems management, how departments/agencies work within a typical lifecycle, and the project/program manager’s roles throughout the cycle.  Through immersive exercises that simulate the workplace, you will deepen your insights into financial planning and management, cost estimating and program evaluation through various EVM methodologies.  Together with other participating senior-level program/project managers, you will share and build up your knowledge of agency implementation instructions for OMB-A11.

Recommendation: You may find a laptop computer useful during this class.

  • Basic Elements of Performance Measurement
  • Acquisition program baseline
  • Statutes related to EVM
  • The Office of Management and Budget (OMB) EVM policy
  • Department of Defense EVM implementation instructions
  • Earned value (EV) independent variables
  • The WBS, OBS and Accounting System
  • Work breakdown structure (WBS) and organizational breakdown structure (OBS)
  • Responsibility assignment matrix (RAM)
  • Accounting system
  • Costs
  • Price and usage variance
  • Scheduling and Budgeting
  • Scheduling techniques
  • Resource leveling
  • Industry standard (EIA-748) to scheduling and budgeting
  • Elements of the PMB
  • Establishing the Baseline
  • PMB development steps
  • EV techniques
  • Project/program funding
  • Evaluating the baseline
  • Data Collection and Estimating Cost at Completion
  • 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
  • Over target baseline (OTB)
  • Budget at complete (BAC)
  • 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 and elements of IBR
  • Pre-IBR Tasks
  • Surveillance
  • Certification of the contractor’s system
  • EVMS surveillance
  • Roles and responsibilities for surveillance
  • The surveillance plan and technique

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Advanced Earned Value for Fed Gov Project Managers (FPM 313)
$1645.00 (USD)
Detailed Schedule Information Oct 09 - 12, 2012 Public Classroom Washington, DC
** All times are local to where the class is held unless otherwise noted.