Earned Value - Added
Earned value management (EVM)... can be one of the most insightful methods of synthesizing cost, schedule, and technical status information into a single set of program health metrics.
Jansen, Michael↗
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Marshall Space Flight Center In-House Earned Value System (EVS)
The Earned Value System (EVS) is a project management budgeting and scheduling process for in-house project and institutional applications. This viewgraph presentation includes images of the system's computer interface.
Smith, Donnie↗
NASA Earned Value Management (EVM) Update
Earned Value Management (EVM) is an integrated management control system for assessing, understanding and qualifying what a project is achieving with the resoures. EVM integrates technical cost and schedules with risk management. It allows objective assessment and quantification of current project performance, and helps predict future performance-based trents.
Kerby, Jerald↗
Thoughts on Earned Value Assessments
This slide presentation reviews the concepts of Earned Value reporting and Earned Value Metrics (EVM) and the implementation for the Constellation Program. EVM is used to manage both the contract and civil service workforce, and used as a measure of contractor costs and performance. The Program EVM is not as useful for Level of Effort tasking, for either contractor, or civil service employees. Some issues and concerns in reference to EVM and the process for the use of EVM for Mission assurance are reviewed,
Pido, Kelle↗
Earned Value Management Systems for Operations Activities
An earned value management system (EVMS), which monitors contractor performance, is a requirement for program and project management for all major acquisitions by the United States Federal Government with development effort: (i.e., an asset requiring management attention because of its importance to an agency’s mission; high development, operating, or maintenance costs; high risk and/or high return). As an area less explored in earned value management (EVM) practices, this paper will survey the application of an EVMS for operations activities defined as: (1) Non-capital asset activities that are projects (or project - like) with definable start and end dates, with discrete scopes of work, and measurable accomplishments; as well as (2) Routine or recurring facility or environmental operations. This paper will examine the use of an EVMS to evaluate performance of operations and maintenance activities required once construction of a capital asset is complete and being used as intended. Such activities include upgrades and maintenance in order for capital assets to meet their mission function over a life-cycle (through repair, replacement, etc.). This paper will provide background on this topic from the perspective of the Department of Energy (DOE) Environmental Management (EM) Program. In addition, it will provide material from a panel discussion provided by a group of experts from the October 2019 Office of Environmental Management Project Management Workshop, as well as material from subsequent research on this topic.
97 MATHEMATICS AND COMPUTING↗
Earned Value Management (EVM) System Description
The purpose of this Earned Value Management (EVM) System Description is to provide guidance in NASA’s Earned Value Management Capability for the effective application, implementation, and utilization of EVM on NASA programs, projects, major contracts and subcontracts. EVM is a project management process that effectively integrates a project’s scope of work with schedule and cost elements for optimum project planning and control. The goal is to achieve timely and accurate quantification of progress that will facilitate management by exception and enable early visibility into the nature and the magnitude of technical problems as well as the intended course and success of corrective actions. This system description contains detailed information on implementation of EVM processes, procedures, roles and responsibilities.
Schumann, Deborah C.↗
Earned Value Management (EVM) System Description
The purpose of this Earned Value Management (EVM) System Description is to provide guidance in NASA’s Earned Value Management Capability for the effective application, implementation, and utilization of EVM on NASA programs, projects, major contracts and subcontracts. EVM is a project management process that effectively integrates a project’s scope of work with schedule and cost elements for optimum project planning and control. The goal is to achieve timely and accurate quantification of progress that will facilitate management by exception and enable early visibility into the nature and the magnitude of technical problems as well as the intended course and success of corrective actions. This system description contains detailed information on implementation of EVM processes, procedures, roles and responsibilities.
Christopher Lewis Sadler↗
Results of a NASA Kennedy Space Center Earned Value Management Pilot Project
The Earn Value Management Pilot provided a tremendous amount of data on the strengths and weaknesses of the new financial system, the ability to support EVM from many viewpoints, the lack of tools for small to medium projects implementing EVM, and the training and environment necessary to successfully deploy EVM to all projects. This data along with other pilots will prove invaluable. Deploying EVM should not be taken lightly - a full assessment of capabilities and supporting infrastructure should be done prior to any deployment, and some very basic questions should be asked. For instance, will sufficient training be provided? Can the project managers readily and easily obtain all the necessary data? If EVM is to thrive in all projects regardless of cost, the transition should be as seamless as possible, minimizing cost and effort, and with the end user in mind. In setting up an EVM implementation, the question, "How does the project manager benefit from this process?" must remain at the forefront. Further research in this area is needed to answer the question,"Is EVM cost effective in small projects?" The authors welcome knowledge sharing with other organizations that are striving to gain the benefits of EVM on small projects.
Delgado, Hector N.↗
Implementing Earned Value Management in the CxP EVA Systems Project Office
Earned Value Management (EVM), like project management, is as much art as it is science to develop an implementation plan for a project. This presentation will cover issues that were overcome and the implementation strategy to deploy Earned Value Management (EVM) within the Constellation Program (CxP), EVA Systems Project Office (ESPO), as well as discuss additional hurdles that currently prevent the organization from optimizing EVM. Each organization and each project within an organization needs to mold an EVM implementation plan around existing processes and tools, while at the same time revising those existing processes and tools as necessary to make them compatible with EVM. The ESPO EVM implementation covers work breakdown structure, organizational breakdown structure, control account, work/planning package development; integrated master schedule development using an integrated master plan; incorporating reporting requirements for existing funding process such as Planning, Programming, Budgeting, and Execution (PPBE) and JSC Internal Task Agreements (ITA); and interfacing with other software tools such as the Systems Applications and Products (SAP) accounting system and the CxP wInsight EVM analysis tool. However, there are always areas for improvement and EVM is no exception. As EVM continues to mature within the NASA CxP, these areas will continue to be worked to resolution to provide the Program Managers, Project Managers, and Control Account Managers the best EVM data possible to make informed decisions.
Sorge, Les L.↗
Forward-Looking State-of-the-Art Review on Earned Value Management Systems: The Disconnect between Academia and Industry
Earned value management (EVM) is a project management approach that can enhance the probability of project success. It is applied widely across different industry sectors (e.g., energy, aerospace, construction, defense, and manufacturing), generally through the use of an earned value management system (EVMS). A holistic and up-to-date literature review on EVM and EVMS does not exist. A literature review can provide a comprehensive perspective on the topic, identifying and summarizing the existing body of knowledge, as a foundation to advance the state of practice of EVM/EVMS. Therefore, the objective of this paper is to investigate the EVM/EVMS state of the art by critically reviewing academic and industry publications, with a specific focus on the maturity of EVMS and the environment surrounding its implementation. By performing a systematic literature review, the authors identified 600 publications since the inception of the EVM concept in 1962, and then narrowed down this list to 160 relevant publications from the last decade for closer review. The findings include the discovery of eight emergent themes. Of these themes, “forecasting/prediction” constitutes the largest portion of the recent literature, followed by “application of EVMS.” One interesting finding is that EVMS maturity, although being a critical topic, is only discussed in one publication. Publications focused on EVM/EVMS have increased in the last decade and significant differences were found between academia and industry literature in terms of the limitations and extensions of EVM/EVMS, EVMS environment, and compliance. A key finding is that designing a reliable EVMS should combine both technical and social aspects of implementation. This forward-looking paper provides a state-of-the-art review while highlighting gaps in the existing EVM/EVMS body of knowledge and introducing new perspectives to support EVMS research and application.
42 ENGINEERING↗
World Record Earned Value Management System Certification for Cleanup of the East Tennessee Technology Park, Oak Ridge, Tennessee, USA - 13181
On projects that require Earned Value Management (EVMS) Certification, it is critical to quickly prepare for and then successfully obtain certification. This is especially true for government contracts. Projects that do poorly during the review are subject to financial penalties to their company and they lose creditability with their customer creating problems with the project at the outset. At East Tennessee Technology Park (ETTP), we began preparing for Department of Energy (DOE) certification early during proposal development. Once the contract was awarded, while still in transition phase from the previous contractor to our new company, we immediately began reviewing the project controls systems that were in place on the project and determined if any replacements needed to be made immediately. The ETTP contract required the scheduling software to be upgraded to Primavera P6 and we determined that no other software changes would be done prior to certification. Next, preparation of the Project Controls System Description (PCSD) and associated procedures began using corporate standards as related to the project controls systems. During the transition phase, development was started on the Performance Measurement Baseline which is the resource loaded schedule used to measure our performance on the project and which is critical to good Earned Value Management of the project. Early on, and throughout the baseline review, there was positive feedback from the Department of Energy that the quality of the new baseline was good. Having this superior baseline also contributed to our success in EVMS certification. The combined companies of URS and CH2M Hill had recent experience with certifications at other Department of Energy sites and we were able to capitalize on that knowledge and experience. Generic PCSD and procedures consistent with our co-operations approach to Earned Value Management were available to us and were easily tailorable to the specifics of our contract and site. We also had corporate EVMS experts available to us so as to draw upon their recent certification experiences with lessons learned. This knowledge was especially helpful for training of personnel that were involved in the certification which included Project Controls, Project Management and Control Account Managers. We were also able to bring in these corporate experts to assist with our training efforts. To assure our readiness for the review, we conducted a 'White Hat' review. The 'White Hat' team consisted of corporate experts in EVMS along with an industry expert in EVMS from Humphrey and Associates. This review identified early any weaknesses that we had so corrections could be enacted prior to the EVMS Certification Readiness Review. It also helped give the evaluators confidence that we had done proper due diligence prior to their arrival. Also critical to our success, was early communication with our evaluators. It is important to start the communications early to ensure you understand the expectations of the certification team and the process that will be used during the certification. Communication through the entire process is critical to understand expectations and issues along the way. Very important to the overall process was management commitment, support and reinforcement. Management made sure that all personnel involved knew the importance and made preparations a priority. This was noted as a key strength by the evaluators during the out-brief. As a result of our preparation, our review yielded one Corrective Action Report (CAR) and two Continuous Improvement Opportunities (CIOs). The Certification team in their out-brief explained that this was the lowest number of CARs and CIOs in the history of EVMS certifications in the DOE Complex. (authors)
12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
Novel Earned Value Management System Maturity Framework and Its Relation to Project Performance
Earned value management systems (EVMS) are used by industry practitioners to successfully manage projects and programs; however, there has been no past study to characterize and evaluate the impact of EVMS maturity on project performance. This paper introduces a novel framework, developed to measure the EVMS maturity, composed of 56 attributes arrayed across ten subprocesses, which together make up an integrated project/program management system. This paper describes how the framework was conceived and developed, based on literature review and data collected from industry workshops. Then, it examines the relationship between EVMS maturity and ten project performance metrics through statistical analyses. The study analyzed project data from 35 projects and programs worth over $21.8 billion in total cost. For this sample, results showed statistically significant differences between projects with high and low EVMS maturity; on average, projects exhibiting high EVMS maturity have 54% less cost overruns and 19% less change orders versus their performance measurement baseline. Higher maturity projects and programs also achieve better customer satisfaction, meet business objectives more often, and are more often in compliance with EVMS standards and guidelines. This paper contributes to the body of knowledge by providing a practical and novel framework for assessing the maturity of earned value management systems. Practitioners can use the framework to improve their integrated project and program management.
99 GENERAL AND MISCELLANEOUS↗
Earned Value Management (EVM) Implementation Handbook
The purpose of this handbook is to provide Earned Value Management (EVM) guidance for the effective application, implementation, and utilization of EVM on NASA programs, projects, major contracts and subcontracts in a consolidated reference document. EVM is a project management process that effectively integrates a project?s scope of work with schedule and cost elements for optimum project planning and control. The goal is to achieve timely and accurate quantification of progress that will facilitate management by exception and enable early visibility into the nature and the magnitude of technical problems as well as the intended course and success of corrective actions.
Planning Package↗
Earned Value Management (EVM) Implementation Handbook
The purpose of this handbook is to provide Earned Value Management (EVM) guidance for the effective application, implementation, and utilization of EVM on NASA programs, projects, major contracts and subcontracts in a consolidated reference document. EVM is a project management process that effectively integrates a project s scope of work with schedule and cost elements for optimum project planning and control. The goal is to achieve timely and accurate quantification of progress that will facilitate management by exception and enable early visibility into the nature and the magnitude of technical problems as well as the intended course and success of corrective actions.
Source record↗
An Effective Earned Value Management System (EVMS) is a Team Sport
We present a novel framework to assess 27 earned value management system (EVMS) environment factors and investigate their impact on project performance. A study of the EVMS literature, a survey of practitioners, and focus group meetings with 36 EVMS industry and government experts, supported the development of the framework. Focus groups involving 80 practitioners refined and tested it. We analyzed performance data from 35 completed projects/programs representing over US$21.8 billion in total cost; a project demonstrating a positive environment could save up to 25% in cost versus baseline. Practitioners can develop an effective EVMS environment by following the provided guidance.
Aramali, Vartenie↗
Earned Value Management (EVM): Reference Guide for Project-Control Account Managers
The purpose of this guide is intended to be a quick reference for a Project-Control Account Manager (P CAM) or technical manager empowered with a project’s cost, schedule, and technical responsibilities of a control account(s) when Earned Value Management (EVM) is required. The overall objective is to support the P CAM in performing their responsibilities as they relate to EVM. In addition, the reference guide describes at a summary level how the scope, schedule, and budget of a project integrate for optimal planning and control of prime contracts and in-house projects.
Control Account Manager↗
Employing Earned Value Management in Government Research and Design - Lessons Learned from the Trenches
To effectively manage a project, the project manager must have a plan, understand the current conditions, and be able to take action to correct the course when challenges arise. Research and design projects face technical, schedule, and budget challenges that make it difficult to utilize project management tools developed for projects based on previously demonstrated technologies. Projects developing new technologies by their inherent nature are trying something new and thus have little to no data to support estimates for schedule and cost, let alone the technical outcome. Projects with a vision for the outcome but little confidence in the exact tasks to accomplish in order to achieve the vision incur cost and schedule penalties when conceptual solutions require unexpected iterations or even a reinvention of the plan. This presentation will share the project management methodology and tools developed through trial and error for a NASA research and design project combining industry, academia, and NASA inhouse work in which Earned Value Management principles were employed but adapted for the reality of the government financial system and the reality of challenging technology development. The priorities of the presented methodology are flexibility, accountability, and simplicity to give the manager tools to help deliver to the customer while not using up valuable time and resources on extensive planning and analysis. This presentation will share the methodology, tools, and work through failed and successful examples from the three years of process evolution.
Simon, Tom↗
Earned Value Management Software Projects
JPL has been attempting to apply EVM techniques for the last 15 years with mixed success, especially when applied to software tasks. One of the main causes is that software presents particular challenges that were not considered during the genesis of EVM. A small number of tasks have been able to use EVM effectively and derive great benefits. This paper discusses challenges specific to software management and how they can be successfully addressed. Specifically, it details lessons learned from the $28 million dollar Next Generation Navigation Software Project that replaced NASA’s deep space navigation software for operations. The project was able to successfully use EVM techniques during a four year period, producing 12 releases on their promised delivery dates and projects actual costs that were within 0.3% of the planned budget (under), in contrast to performance before the techniques were put into practice.
Hanna, Robert A.↗