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