IS EVMS RIGHT FOR YOU?


Asking the Right Questions

Asking the right questions and becoming aware of the answers are often the first and best step in determining if EVMS and our services is right for you. The following best project management and EVM practices shown below can be easily implemented on any project regardless of contract type, size, and complexity. Do your projects contain both Project Management and EVMS best management practices as described below? How will the company culture accept or reject implementing new or modifying management practices?

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Which of the following is easiest or hardest to implement?

- Implement an effective organizational structure ensuring project personnel are assigned specific roles and responsibilities. Management communicates and monitors individual span-of-control are equal to the ability to manage their assigned scope of work, schedule and budget parameters.

- Plan all authorized contract work for the project from inception to contract completion. Authorized work may be planned in detail in the short-tern or at high levels for far-term work.

- Break down the project work scope into definable finite pieces of work that can be assigned to a responsible person or organization for planning, budgeting, monitoring and control and reporting purposes by utilizing a hierarchical work breakdown structure (WBS) and WBS Dictionary for effective scope management control

- Management issues work authorizations to responsible project personnel at the appropriate WBS level to manage authorized work scope and to include period of performance and budget parameters

- Integrate project work scope, schedule, and cost objectives into a performance measurement baseline (e.g., a time-phased plan) against which accomplishments are measured and actual costs are compared with work accomplishment either on a weekly or minimally on a monthly basis

- Perform all work that is contractually authorized. Performing contract work not authorized cannot be measured against the performance measurement baseline. Also, the collection of actual costs may not be reimbursable by your client based on contact terms and conditions. As a result, EVM performance data is skewed either favorable or unfavorable making the determination of projected contract costs inaccurate.

- Control scope, schedule or budget changes to the baseline plan by implementing only authorized changes and maintaining a record of all approved changes. The value of all authorized contract changes plus the authorized budget must equal the contract value of a project.

- Use actual costs incurred and recorded in accomplishing the work performed.

- Objectively assess (e.g., using discrete, apportioned, or level-of-effort earned value methods to measure work accomplishment) work accomplishments at the work performance level, typically at the control account and/or work package level. Work assessments can occur on a weekly basis or at least on a monthly basis for internal and external reporting purposes.

- Analyze significant variances from the plan (schedule, budget or variance-at-completion). Develop corrective action plans, forecast project impacts, and prepare an estimate at completion based on remaining work to be performance

- Management reviews performance data with project team leads and Control Account Managers (CAMs) on a regular basis according to the project business calendar.

- Management is also responsible to review contract performance data on a regular to ensure scope of work, period of performance, and budget targets are being met with their clients

- Corporate stakeholders review of project and/or EVMS performance data on a regular basis to determine how project managers make timely, accurate, and predictable management decisions

- Keep program logs for tracking scope, schedule and internal/external budget changes

 
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