Financial Management and Program Management: Integration and Intersections

Save this PDF as:
Size: px
Start display at page:

Download "Financial Management and Program Management: Integration and Intersections"

Transcription

1 American Society of Military Comptrollers Professional Development Institute May 26 29, 2015 Financial Management and Program Management: Integration and Intersections D e b r a E. H a h n D e b b i e. H a h d a u. m i l

2 Program Management Project Management: The application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations; typically technical in nature with a defined beginning and end. Program Management: The management of a related series of projects [a program] executed over a broad period of time, and which are designed to accomplish broad goals, to which the individual projects contribute; typically business and technical in nature and my be a an ongoing effort DoD Acquisition Context: The development, production, deployment of a new system which meet the technical requirements within the limits of cost and schedule requirements approved by the Decision Authority which meets the needs of the ultimate User. 2

3 Program Management Financial Management Earned Value Management Cost Estimating Schedule Technical Cost 3

4 Program Management Financial Management Earned Value Management Cost Estimating Schedule Risk Technical Cost Program Management is Managing Risk 4

5 Acquisition Program Baseline The contract between Milestone Decision Authority and Program Manager regarding cost, schedule, and technical performance 5

6 Interrelationships Financial Management Earned Value Management Cost Estimating Ktr Performance MS APB/PMB Decisions Cost Schedule Technical EAC ACTUALS (ACWP) PLAN (BCWS) WORK-VALUE (BCWP) Estimate What-If BOE 6 POM-BES Execution Measurement Obs & Exp

7 Interrelationships Cost Estimating Ktr Performance MS Decisions APB/PMB Cost Schedule Technical EAC ACTUALS (ACWP) PLAN (BCWS) WORK-VALUE (BCWP) Estimate What-If BOE 7 POM-BES Execution Measurement Obs & Exp

8 Interrelationships Earned Value Management Ktr Performance MS Decisions APB/PMB Cost Schedule Technical EAC ACTUALS (ACWP) PLAN (BCWS) WORK-VALUE (BCWP) Estimate What-If BOE 8 POM-BES Execution Measurement Obs & Exp

9 Interrelationships Program Management Ktr Performance MS Decisions APB/PMB Cost Schedule Technical EAC ACTUALS (ACWP) PLAN (BCWS) WORK-VALUE (BCWP) Estimate What-If BOE 9 POM-BES Execution Measurement Obs & Exp

10 Interrelationships Financial Management Ktr Performance MS Decisions APB/PMB Cost Schedule Technical EAC ACTUALS (ACWP) PLAN (BCWS) WORK-VALUE (BCWP) Estimate What-If BOE 10 POM-BES Execution Measurement Obs & Exp

11 Interrelationships Financial Management Earned Value Management Cost Estimating Ktr Performance MS Decisions APB/PMB Cost Schedule Technical EAC ACTUALS (ACWP) PLAN (BCWS) WORK-VALUE (BCWP) Estimate What-If BOE 11 POM-BES Execution Measurement Obs & Exp

12 Decision Factors Financial Management Earned Value Management Cost Estimating Decision How much does it cost? Can we afford it? Can we do it? Cost Estimating Financial Management Earned Value Management 12

13 Purposes Financial Management Earned Value Management Cost Estimating Financial Management: Has two major activities; budget development and budget execution; requesting the level of funding need to achieve mission requirements and the distribution and consumption of the allocated funds while with measuring the effectiveness of the financial execution process. Earned Value Management: A system to measure contractor planned cost, schedule, and technical performance to their actual performance; identifies their cost and schedule efficiency along with providing data to estimate their future cost and schedule performance. Cost Estimating and Analysis: The process of analyzing program attributes/requirements to develop the estimated cost of the program while identifying cost drivers and key parameters thus allowing for What if analyses. 13

14 Decisions & Problem Solving Financial Management Earned Value Management Cost Estimating Type 1: Problem can be clearly defined Clear (right or wrong) solutions Type 2: Problem can be clearly defined Multiple right solutions Straight Forward Complex Solution Process: 1. Define Problem 2. Determine Alternatives 3. Analyze Alternatives 4. Determine Solution 5. Implement Solution Type 3: Problem can not be clearly defined No right or wrong solution Dynamic Wicked Problem Solution Process:? 14

15 Characteristics of a Wicked Problem No definable problem Unique, one-of-a-kind problem; no historical perspective Problem cannot be bound; entwined with other problems Problem cause changed based on perspective Multiple interrelated factors Implementing solution changes the relationship between the factors Dynamic problem; problem is a symptom of another problem No definite solution DoD Weapon System Acquisition Difficult, if not impossible, to measure success Solutions are judgment calls Multiple measures of success Has a social context; multiple stakeholders with differing objectives Each possible solution has good and bad aspects; no right or wrong solution Implementing a solution leads to unforeseen consequences; another problem Wicked Problems tend to occur in organizations which undergo constant change 15

16 Solving Wicked Problems Financial Management Earned Value Management Cost Estimating Problem? 16

17 Decision-Making & Problem Solving Problem Solving Process Inputs Define the Problem Develop Alternatives Determine Solution Implement Solution Outputs Input Changes Process Changes 17

18 Critical Thinking Limits 18

19 Decision-Making & Critical Thinking Inputs Define the Problem Develop Alternatives Determine Solution Implement Solution Outputs Input Changes Process Changes 19

20 Critical Thinking (Paul & Elder) Points of View Purpose of the Thinking Implications and Consequences Assumptions Elements of Thought Question the Issue Information Concepts Interpretation and Inference 20

21 Critical Thinking (Paul & Elder) Standards Points Of View Purpose of the Thinking Implications and Consequences Assumptions Elements of Thought Question at Issue Information Concepts Interpretation and Inference 21

22 Critical Thinking (Paul & Elder) THE STANDARDS Clarity Precision Accuracy Significance Relevance Completeness Logicalness Fairness Breadth Depth Must be applied to THE ELEMENTS Purposes Inferences Questions Concepts Points of view Implications Information Assumptions 22

23 Program Management Tools Financial Management Earned Value Management Cost Estimating Program Management Program Program Management Financial Management Earned Value Management Cost Analysis 23

24 Stove Piping Career Fields Earned Value Management Financial Management Cost Analysis & Estimating 24

25 Tear Down the Walls Innovative solutions require integration between EVMs, FM, and Cost one-dimensional thinking results in one-dimensional solutions 25

26 Back-Up 26

27 Program Management Financial Management Earned Value Management Cost Estimating Program Management is Managing Risk 27

28 Professional Development Institute May 26 29, 2015

Integrating Program Management with. and Critical Thinking

Integrating Program Management with. and Critical Thinking American Society of Military Comptrollers Professional Development Institute May 30 th to June 2 nd 2012 Integrating Program Management with Earned Value Management, Financial Management, Cost Analysis

More information

This EVMS Training Snippet sponsored by the Office of Acquisition and Project Management (OAPM) covers Firm Fixed Price (or FFP type) subcontracts.

This EVMS Training Snippet sponsored by the Office of Acquisition and Project Management (OAPM) covers Firm Fixed Price (or FFP type) subcontracts. This EVMS Training Snippet sponsored by the Office of Acquisition and Project Management (OAPM) covers Firm Fixed Price (or FFP type) subcontracts. To begin, how does the Prime integrate the subcontractor

More information

CPM -100: Principles of Project Management

CPM -100: Principles of Project Management CPM -100: Principles of Project Management Lesson B: Time and Cost Management Presented by Bruce R. Shaw, P.E., PMP starshaw@starpower.net Ph: 703-922-2772 Presented at the PMI-CPM 2002 Fall Conference

More information

Estimating Cost at Completion - Judgment & EV Information

Estimating Cost at Completion - Judgment & EV Information Page 1 of 10 Estimating Cost at Completion - Judgment & EV Information Cost estimating is often called a "black art" and, too often, estimates are structured to fit some predetermined idea of a number

More information

Project Control System Manual. Jefferson Science Associates, LLC. 600 Progress Status. Project Control System Manual Revision 7 - 44 -

Project Control System Manual. Jefferson Science Associates, LLC. 600 Progress Status. Project Control System Manual Revision 7 - 44 - Jefferson Science Associates, LLC 600 Progress Status Project Control System Manual Revision 7-44 - 600 Progress Status This chapter of the JSA Project Control System Manual explains how the status of

More information

Brainstorm. What is Cost and Project Cost Management?

Brainstorm. What is Cost and Project Cost Management? Brainstorm Suppose you need to create a network from scratch in your organization's headquarter. Your project is named HQ Network. Your major deliverables includes: LAN, WAN, server room, workstations,

More information

PM in construction industry

PM in construction industry PM in construction industry Construction 2. Lepel BME Department of Construction Technology and Management 19-03-2014 PM in general Project integration Project plan development Project plan execution Integrated

More information

Appendix D Glossary Of Terms

Appendix D Glossary Of Terms Appendix D Glossary Of Terms The notational style used in this glossary is to begin the definition of each defined term with a new paragraph beginning with the term in UPPERCASE. Any word or phrase used

More information

INSE 6230 Total Quality Project Management

INSE 6230 Total Quality Project Management Lecture 5 Project Cost Management Project cost management introduction Estimating costs and budgeting Earned Value Management (EVM) 2 IT projects have a poor track record for meeting budget goals Cost

More information

An introduction to Earned Value Analysis

An introduction to Earned Value Analysis An introduction to Earned Value Analysis Prepared by: Suketu Nagrecha, MBA, PMP, CNA March 16, 2002 Earned Value Analysis - 2 Abstract Earned value analysis is a method of performance measurement. Many

More information

L10: Budgeting and Cost Control. Olivier de Weck

L10: Budgeting and Cost Control. Olivier de Weck ESD.36 System Project Management + L10: Budgeting and Cost Control Instructor(s) Olivier de Weck Lecture 10 Oct. 11, 2012 System Project Management ESD.36 Framework Project Preparation Enterprise has chosen

More information

Summary of GAO Cost Estimate Development Best Practices and GAO Cost Estimate Audit Criteria

Summary of GAO Cost Estimate Development Best Practices and GAO Cost Estimate Audit Criteria Characteristic Best Practice Estimate Package Component / GAO Audit Criteria Comprehensive Step 2: Develop the estimating plan Documented in BOE or Separate Appendix to BOE. An analytic approach to cost

More information

Earned Value Management (EVM) is a technique that is used to track the progress and status of a project and forecast its likely future performance.

Earned Value Management (EVM) is a technique that is used to track the progress and status of a project and forecast its likely future performance. About the Tutorial Earned Value Management (EVM) is a technique that is used to track the progress and status of a project and forecast its likely future performance. This is a brief tutorial that acquaints

More information

NUMBER: 12.PM-004 RESPONSIBILITY: Office of Project Support Services REVISION: 4 APPROVED BY: TITLE SUBJECT: Head, Office of Project Support Services

NUMBER: 12.PM-004 RESPONSIBILITY: Office of Project Support Services REVISION: 4 APPROVED BY: TITLE SUBJECT: Head, Office of Project Support Services SUBJECT: FERMI RESEARCH ALLIANCE PROCEDURES PROJECT MANAGEMENT NUMBER: 12.PM-004 RESPONSIBILITY: Office of Project Support Services REVISION: 4 APPROVED BY: TITLE Head, Office of Project Support Services

More information

ID Task Name onstra Type. Duration BaseLine Start Expected Start Actual Start Baseline Finish

ID Task Name onstra Type. Duration BaseLine Start Expected Start Actual Start Baseline Finish ID Task Name onstra Type Duration BaseLine Start Expected Start Actual Start Baseline Finish 0 Project Schedule Template (Example) sible 31 days NA Mon 1/1/07 NA NA 1 Project Management Activities ssible

More information

FERMI RESEARCH ALLIANCE PROCEDURES PROJECT MANAGEMENT. Head, Office of Project Management Oversight

FERMI RESEARCH ALLIANCE PROCEDURES PROJECT MANAGEMENT. Head, Office of Project Management Oversight SUBJECT: FERMI RESEARCH ALLIANCE PROCEDURES PROJECT MANAGEMENT NUMBER: 12.PM-006 RESPONSIBILITY: Office of Project Management Oversight REVISION: 54 APPROVED BY: TITLE DRAFT FOR DISCUSSION Head, Office

More information

PROJECT RESOURCES CONTROL

PROJECT RESOURCES CONTROL PROJECT RESOURCES CONTROL PRESENTATION TO PI TEAM MASTER S FORUM Roy A. Maizel Science Mission Directorate NASA Headquarters July 29, 2011 Understanding the Environment NASA is in the discretionary part

More information

IQPC IT Project Management Conference Sydney Recent Advances in Project Prediction Techniques

IQPC IT Project Management Conference Sydney Recent Advances in Project Prediction Techniques IQPC IT Project Management Conference Sydney Recent Advances in Project Prediction Techniques Kym Henderson Former Education Director, PMI Sydney Chapter March 2003 to March 2007 Kym.Henderson@froggy.com.au

More information

Accounting System. Page 1 of 9

Accounting System. Page 1 of 9 Page 1 of 9 Accounting System In support of program management and Earned Value Management, the accounting system must be able to relate costs incurred to work accomplished. Not all accounting systems

More information

Basic Concepts of Earned Value Management (EVM)

Basic Concepts of Earned Value Management (EVM) Basic Concepts of Earned Value Management (EVM) This article provides an introduction to the basic concepts of earned value management (EVM), from initial project planning through execution including data

More information

Information Technology Project Management, Sixth Edition. Note: See the text itself for full citations. More courses at cie-wc.edu

Information Technology Project Management, Sixth Edition. Note: See the text itself for full citations. More courses at cie-wc.edu Management, Sixth Edition Note: See the text itself for full citations. More courses at cie-wc.edu Understand the importance of project cost management Explain basic project cost management principles,

More information

U.S. Dept. of Defense Systems Engineering & Implications for SE Implementation in Other Domains

U.S. Dept. of Defense Systems Engineering & Implications for SE Implementation in Other Domains U.S. Dept. of Defense Systems Engineering & Implications for SE Implementation in Other Domains Mary J. Simpson System Concepts 6400 32 nd Northwest, #9 Seattle, WA 98107 USA Joseph J. Simpson System Concepts

More information

Applied Project Management ( APM )

Applied Project Management ( APM ) Applied Project Management Applied Project Management ( APM ) TRAINING PROGRAM Page 1 Of 7 APPLIED PROJECT MANAGEMENT PRO PROGRAM OVERVIEW This course provides in-depth Project Management Training and

More information

Introduction to earn value management in Civil Engineering

Introduction to earn value management in Civil Engineering 3 rd World Conference on Applied Sciences, Engineering & Technology 27-29 September 2014, Kathmandu, Nepal Introduction to earn value management in Civil Engineering S. K. KAMANE, S. A. MAHADIK, A. C.

More information

Earned Value Management Systems Application Guide

Earned Value Management Systems Application Guide National Defense Industrial Association Integrated Program Management Division Earned Value Management Systems Application Guide January 27, 2015 Revision 2 National Defense Industrial Association (NDIA)

More information

Head, Office of Project Management Oversight

Head, Office of Project Management Oversight SUBJECT: FERMI RESEARCH ALLIANCE PROCEDURES PROJECT MANAGEMENT NUMBER: 12.PM-004 RESPONSIBILITY: Office of Project Management Oversight REVISION: 43 APPROVED BY: TITLE Head, Office of Project Management

More information

EARNED VALUE MANAGEMENT. CASE STUDY USING MICROSOFT PROJECT

EARNED VALUE MANAGEMENT. CASE STUDY USING MICROSOFT PROJECT EARNED VALUE MANAGEMENT. CASE STUDY USING MICROSOFT PROJECT Assoc. Prof. Anca Mehedintu Ph. D University of Craiova Faculty of Economics and Business Administration Craiova, Romania Prof. Cerasela Pirvu

More information

Baseline Change Control Procedure

Baseline Change Control Procedure Earned Value Management System (EVMS) Implementing Procedures Baseline Change Control Procedure EVMS-P-7 Revision 0 - October, 2006 Change Log Earned Value Management System Procedure Change Log Revision

More information

Chapter 5: Project Cost Management

Chapter 5: Project Cost Management Chapter 5: Project Cost Management 1 Learning Objectives Understand the importance of good project cost management Explain basic project cost management principles, concepts, and terms Describe how resource

More information

A Gentle Introduction to Earned Value Management Systems

A Gentle Introduction to Earned Value Management Systems A Gentle Introduction to Earned Value Management Systems Good metrics let us see if we are doing the right things and doing them well." Niwot Ridge Consulting 4347 Pebble Beach Niwot, Colorao www.niwotridge.com

More information

Chapter 7: Project Cost Management. Munawar moenawar@gmail.com

Chapter 7: Project Cost Management. Munawar moenawar@gmail.com Chapter 7: Project Cost Management Munawar moenawar@gmail.com Learning Objectives Understand the importance of project cost management. Explain basic project cost management principles, concepts, and terms.

More information

Tracking Software Development Progress with Earned Value and Use Case Point

Tracking Software Development Progress with Earned Value and Use Case Point ISBN 978-952-5726-06-0 Proceedings of the 2009 International Workshop on Information Security and Application (IWISA 2009) Qingdao, China, November 21-22, 2009 Tracking Software Development Progress with

More information

Essential Views of the Integrated Program Management Reports. Thomas J. Coonce Glen B. Alleman

Essential Views of the Integrated Program Management Reports. Thomas J. Coonce Glen B. Alleman Essential Views of the Integrated Program Management Reports Thomas J. Coonce Glen B. Alleman Agenda Background Twenty-five metrics are proposed Twelve are demonstrated with tasserted value to the government

More information

Contract Cash Flow & Performance Analysis. PERCEPTION Helping The Shipyard Stay On Budget

Contract Cash Flow & Performance Analysis. PERCEPTION Helping The Shipyard Stay On Budget Contract Cash Flow & Performance Analysis PERCEPTION Helping The Shipyard Stay On Budget 1 Shipyards that know their true costs are more likely to be profitable and are in a better position to challenge

More information

DATA ITEM DESCRIPTION Title: Integrated Program Management Report (IPMR) Number: DI-MGMT-81861 Approval Date: 20120620

DATA ITEM DESCRIPTION Title: Integrated Program Management Report (IPMR) Number: DI-MGMT-81861 Approval Date: 20120620 DATA ITEM DESCRIPTION Title: Integrated Program Management Report (IPMR) Number: DI-MGMT-81861 Approval Date: 20120620 AMSC Number: D7549 Limitation: DTIC Applicable: No GIDEP Applicable: No Preparing

More information

COINS EVA Earned Value Analysis

COINS EVA Earned Value Analysis COINS EVA Earned Value Analysis Nigel Cope July 2006 Earned Value Analysis The most widely used method for performance measurement of projects Combines scope, cost and schedule patterns Informs project

More information

AACE International Recommended Practice No. 86R 14

AACE International Recommended Practice No. 86R 14 AACE International Recommended Practice No. 86R 14 VARIANCE ANALYSIS AND REPORTING TCM Framework: 9.1 Project Cost Accounting 9.2 Progress and Performance Measurement 10.1 Project Performance Assessment

More information

Earned Value Management Best Practices

Earned Value Management Best Practices Division of Information Technology Investment Management Enterprise Architecture & Strategy Group Office of Information Services Earned Value Management Best Practices Version 2.2 Last Modified: 19 November

More information

M&S Data Concepts and Terms

M&S Data Concepts and Terms M&S Data Concepts and Terms RPG Reference Document 11/30/00 Table of Contents Types of Data Used in Models and Simulations 1 Metadata 2 References 3 External Links in this Document 3 RPG Links in this

More information

DEVELOPING A MODEL TO EVALUATE PROJECT PERFORMANCE: CONTRACTOR COMPANY S VIEWPOINT

DEVELOPING A MODEL TO EVALUATE PROJECT PERFORMANCE: CONTRACTOR COMPANY S VIEWPOINT DEVELOPING A MODEL TO EVALUATE PROJECT PERFORMANCE: CONTRACTOR COMPANY S VIEWPOINT Mohammad Ilbeigi M.Sc. student, School of Civil Engineering, University of Tehran, Tehran, Iran Ilbeigi@ut.ac.ir Gholamreza

More information

Earned value method as a tool for project control

Earned value method as a tool for project control Budownictwo i Architektura 3 (2008) 15-32 Earned value method as a tool for project control Institute of Construction, Faculty of Civil and Sanitary Engineering, Lublin University of Technology, 20-618

More information

Earned Value Management Tutorial Module 1: Introduction to Earned Value Management. Prepared by:

Earned Value Management Tutorial Module 1: Introduction to Earned Value Management. Prepared by: Earned Value Management Tutorial Module 1: Introduction to Earned Value Management Prepared by: Module1: Introduction to Earned Value Welcome to Module 1. The objective of this module is to introduce you

More information

Engineering Reasoning

Engineering Reasoning The Thinker s Guide to Engineering Reasoning Dr. Richard Paul Dr. Robert Niewoehner Dr. Linda Elder Based on Critical Thinking Concepts & Tools The Foundation for Critical Thinking The Thinker s Guide

More information

700 Analysis and Reporting

700 Analysis and Reporting Jefferson Science Associates, LLC 700 Analysis and Reporting Project Control System Manual Revision 7-50 - 700 Analysis and Reporting This chapter of the JSA Project Control System Manual explains how

More information

Continuous Cost-Risk Management & EVM Links to Risk Management for NASA Projects

Continuous Cost-Risk Management & EVM Links to Risk Management for NASA Projects Continuous Cost-Risk Management & EVM Links to Risk Management for NASA Projects NASA Risk Management Conference 2004 (RMC V) - October 26-29 David R. Graham HQ NASA Cost Analysis Division (CAD) Washington,

More information

Project Management Glossary

Project Management Glossary Project Management Glossary THE VOCABULARY OF ACHIEVEMENT RON BLACK THE MENTOR GROUP WWW.RONBLACK.COM 800-381-8686 This glossary is an excerpt from Ron Black s book, The Complete Idiot s Guide to Project

More information

Earned Value Management Tutorial Module 8: Reporting. Prepared by:

Earned Value Management Tutorial Module 8: Reporting. Prepared by: Earned Value Management Tutorial Module 8: Reporting Prepared by: Module 8: Government Required Reports Welcome to Module 8. The objective of this module is to introduce you to Government required reports.

More information

Chapter 3: Project Cost Management

Chapter 3: Project Cost Management Chapter 3: Project Cost Management Learning Objectives o Understand the importance of project cost management. o Explain basic project cost management principles, concepts, and terms. o Discuss different

More information

Principles of Project Management

Principles of Project Management IPM 2012 Conference Principles of Project Management David Radkovich, PMP, EVP Subsystem Technologies david.g.radkovich.ctr@mail.mil Karen Jordan, PMP Subsystem Technologies karen.f.jordan.ctr@mail.mil

More information

DCMA DCMA-EA PAM 200.1. October 2012

DCMA DCMA-EA PAM 200.1. October 2012 DCMA Earned Value Management System (EVMS) Program Analysis Pamphlet (PAP) DCMA-EA PAM 200.1 October 2012 THE DCMA ENGINEERING AND ANALYSIS EXECUTIVE DIRECTOR IS RESPONSIBLE FOR ISSUANCE AND MAINTENANCE

More information

Earned Value Management System (EVMS) and. Project Analysis Standard Operating Procedure (EPASOP)

Earned Value Management System (EVMS) and. Project Analysis Standard Operating Procedure (EPASOP) Earned Value Management System (EVMS) and Project Analysis Standard Operating Procedure (EPASOP) Issued by Office of Acquisition and Project Management MA-63 March 12, 2014 DEPARTMENT OF ENERGY Office

More information

Earned Value Management System Description

Earned Value Management System Description LCLS Project Management Document # 1.1-015 Project Management Revision 3.0 Earned Value Management System Description Patricia Mast (LCLS Project Controls Manager) Signature Date Mark Reichanadter (LCLS

More information

10.1 Communications Planning 10.2 Information Distribution Figure 10 1 10.3 Performance Reporting 10.1 Communications Planning 10.

10.1 Communications Planning 10.2 Information Distribution Figure 10 1 10.3 Performance Reporting 10.1 Communications Planning 10. PROJECT 10 COMMUNICATIONS MANAGEMENT Project Communications Management includes the processes required to ensure timely and appropriate generation, collection, dissemination, storage, and ultimate disposition

More information

Slides copyright 1996, 2001, 2005, 2009, 2014 by Roger S. Pressman. For non-profit educational use only

Slides copyright 1996, 2001, 2005, 2009, 2014 by Roger S. Pressman. For non-profit educational use only Chapter 34 Project Scheduling Slide Set to accompany Software Engineering: A Practitioner s Approach, 8/e by Roger S. Pressman and Bruce R. Maxim Slides copyright 1996, 2001, 2005, 2009, 2014 by Roger

More information

EARNED VALUE MANAGEMENT SYSTEM AS A PROJECT MANAGEMENT TOOL FOR MAJOR MULTI-DISCIPLINARY PROJECTS

EARNED VALUE MANAGEMENT SYSTEM AS A PROJECT MANAGEMENT TOOL FOR MAJOR MULTI-DISCIPLINARY PROJECTS 14 EARNED VALUE MANAGEMENT SYSTEM AS A PROJECT MANAGEMENT TOOL FOR MAJOR MULTI-DISCIPLINARY PROJECTS Dr. P.B.G. Dissanayake 1 1 Department of Civil Engineering, Faculty of Engineering, University of Peradeniya

More information

Brief Introduction to Earned Value Management (EVM)

Brief Introduction to Earned Value Management (EVM) Brief Introduction to Earned Value Management (EVM) 12/25/06 EVM Introduction 1 12/25/06 EVM Introduction 1 Outline Introduction to the basic rationale and elements of EVM Issues of actually implementing

More information

Measuring velocity with Earned Value

Measuring velocity with Earned Value Submitted to Agile Development, June 25 28, 2003 Salt Lake City, Utah Making Agile Development Work in a Government Contracting Environment Measuring velocity with Earned Value Glen B. Alleman and Michael

More information

300 Scheduling and Budgeting

300 Scheduling and Budgeting Jefferson Science Associates, LLC 300 Scheduling and Budgeting Project Control System Manual Revision 7-16 - 300 Scheduling and Budgeting This chapter of the JSA Project Control System Manual describes

More information

What is the Health of my Project?

What is the Health of my Project? WHITE PAPER What is the Health of my Project? The Use and Benefits of Earned Value Table of Contents How s My Project Doing?...1 Need a Solution? Earned Value to the Rescue!...1 My actual costs are less

More information

Facility Maintenance Management Competency 4.9

Facility Maintenance Management Competency 4.9 Competency 4.9 Facility maintenance management personnel shall demonstrate the ability to perform project management duties as required to provide facility maintenance management technical support to a

More information

USING THE EARNED VALUE COST MANAGEMENT REPORT TO EVALUATE THE CONTRACTOR'S ESTIMATE AT COMPLETION. David S. Christensen, Ph.D.

USING THE EARNED VALUE COST MANAGEMENT REPORT TO EVALUATE THE CONTRACTOR'S ESTIMATE AT COMPLETION. David S. Christensen, Ph.D. USING THE EARNED VALUE COST MANAGEMENT REPORT TO EVALUATE THE CONTRACTOR'S ESTIMATE AT COMPLETION David S. Christensen, Ph.D. College of Business Southern Utah University 351 West, Center Street Cedar

More information

BEYOND EARNED VALUE: A Better Practice for Monitoring Project Performance 2012 Dr. Kenneth F. Smith, PMP ; Project Management Consultant

BEYOND EARNED VALUE: A Better Practice for Monitoring Project Performance 2012 Dr. Kenneth F. Smith, PMP ; Project Management Consultant BEYOND EARNED VALUE: A Better Practice for Monitoring Project Performance 2012 Dr. Kenneth F. Smith, PMP ; Project Management Consultant Introduction Earned Value (EV) has been around since the 1960 s

More information

Project Management. ZEUS Student Seminar on 14 th November 2003 by Riko Wichmann. Riko Wichmann, MPY Zeus Student Seminar - PM, 14.11.

Project Management. ZEUS Student Seminar on 14 th November 2003 by Riko Wichmann. Riko Wichmann, MPY Zeus Student Seminar - PM, 14.11. Project Management ZEUS Student Seminar on 14 th November 2003 by Riko Wichmann Riko Wichmann, MPY Zeus Student Seminar - PM, 14.11.2003 1 Project Management - Training Program - Project Scope Management

More information

Topics. Project plan development. The theme. Planning documents. Sections in a typical project plan. Maciaszek, Liong - PSE Chapter 4

Topics. Project plan development. The theme. Planning documents. Sections in a typical project plan. Maciaszek, Liong - PSE Chapter 4 MACIASZEK, L.A. and LIONG, B.L. (2005): Practical Software Engineering. A Case Study Approach Addison Wesley, Harlow England, 864p. ISBN: 0 321 20465 4 Chapter 4 Software Project Planning and Tracking

More information

SUCCESSFULLY INTEGRATING AGILE WITH EARNED VALUE MANAGEMENT

SUCCESSFULLY INTEGRATING AGILE WITH EARNED VALUE MANAGEMENT 1 PMSC Quarterly Meeting, February 1 2, 2011, Fort Worth, Texas SUCCESSFULLY INTEGRATING AGILE WITH EARNED VALUE MANAGEMENT Increasing the Probability Program of Success (PoPS)by Connect the dots between

More information

PROJECT MANGEMENT PLAN EXAMPLES Prepare Project Support Plans and Documentation - Technical Baseline Development and Control Examples

PROJECT MANGEMENT PLAN EXAMPLES Prepare Project Support Plans and Documentation - Technical Baseline Development and Control Examples PROJECT MANGEMENT PLAN EXAMPLES Prepare Project Support Plans and Documentation - Technical Baseline Development and Control Examples Example 40 5.0 PROJECT MANAGEMENT AND CONTROL The Project Management

More information

Earned Value. Valerie Colber, MBA, PMP, SCPM. Not for duplication nor distribution 1

Earned Value. Valerie Colber, MBA, PMP, SCPM. Not for duplication nor distribution 1 Earned Value Valerie Colber, MBA, PMP, SCPM Not for duplication nor distribution 1 Where did Earned Value Management come from? In 1967 the Department of Defense (DoD) established the Cost/Schedule Control

More information

IS EARNED VALUE + AGILE A MATCH MADE IN HEAVEN?

IS EARNED VALUE + AGILE A MATCH MADE IN HEAVEN? 1 IS EARNED VALUE + AGILE A MATCH MADE IN HEAVEN? Presented at The Nexus of Agile Software Development and Earned Value Management, OSD-PARCA, February 19 20, 2015 Institute for Defense Analysis, Alexandria,

More information

Basics of Cost and Schedule Control

Basics of Cost and Schedule Control Basics of Cost and Schedule Control Topics Monitoring and Scheduling: Two Parts of a Feedback System. Definitions Schedule Updates from Monitoring Components of Effective Monitoring Cost Control As A Management

More information

1200 Project Control System Procedures

1200 Project Control System Procedures Control System Manual Jefferson Science Associates, LLC 1200 Control System Procedures 1200 Control System Procedures Control System Manual Revision 7-102 - Control System Manual PCS-01 Schedule Planning

More information

Services Contracts and Earned Value Management (EVM)

Services Contracts and Earned Value Management (EVM) Services Contracts and Earned Value Management (EVM) National Defense Industrial Association 2111 Wils on Blvd, Suite 400 Arlington, VA 22201 www.ndia.org February 17, 2010 www.ndia.org 2010 National Defense

More information

Sample Examination Questions

Sample Examination Questions Sample Examination Questions The following questions are examples of the type of questions that appear on the PMP Certification Examination. Disclaimer: These questions are intended for study purposes

More information

Data Center Strategy and Services Experts. An Introduction to Move Methods ALTUS TECHNOLOGIES CORPORATION. September, 2009

Data Center Strategy and Services Experts. An Introduction to Move Methods ALTUS TECHNOLOGIES CORPORATION. September, 2009 Data Center Strategy and Services Experts An Introduction to Move Methods September, 2009 About Altus Who We Are Established in 1996 with headquarters in Northeast Ohio I/T Consultants averaging over 25

More information

DEFENSE ACQUISITION WORKFORCE

DEFENSE ACQUISITION WORKFORCE United States Government Accountability Office Report to Congressional Committees December 2015 DEFENSE ACQUISITION WORKFORCE Actions Needed to Guide Planning Efforts and Improve Workforce Capability GAO-16-80

More information

Department of Defense DIRECTIVE

Department of Defense DIRECTIVE Department of Defense DIRECTIVE NUMBER 5000.01 May 12, 2003 Certified Current as of November 20, 2007 SUBJECT: The Defense Acquisition System USD(AT&L) References: (a) DoD Directive 5000.1, The Defense

More information

NUCLEARINSTALLATIONSAFETYTRAININGSUPPORTGROUP DISCLAIMER

NUCLEARINSTALLATIONSAFETYTRAININGSUPPORTGROUP DISCLAIMER NUCLEARINSTALLATIONSAFETYTRAININGSUPPORTGROUP DISCLAIMER Theinformationcontainedinthisdocumentcannotbechangedormodifiedinanywayand shouldserveonlythepurposeofpromotingexchangeofexperience,knowledgedissemination

More information

IT Project Management Methodology. Project Scope Management Support Guide

IT Project Management Methodology. Project Scope Management Support Guide NATIONAL INFORMATION TECHNOLOGY AUTHORITY - UGANDA IT Project Management Methodology Project Scope Management Support Guide Version 0.3 Version Date Author Change Description 0.1 23 rd Mar, 2013 Gerald

More information

Project Execution - PM Elements

Project Execution - PM Elements Performance Initial Release 1. Introduction to Project Tracking and Reviewing Once a project has advanced to the phase of performance, the consistent and constant flow of information on the true status

More information

PROJECT SCHEDULING AND TRACKING

PROJECT SCHEDULING AND TRACKING PROJECT SCHEDULING AND TRACKING PROJECT SCHEDULING AND TRACKING Software project scheduling is an activity that distributes estimated effort across the planned project duration by allocating the effort

More information

Effective Space Project Management

Effective Space Project Management Effective Space Project Management Nghi M. Nguyen, P.E., PMP, President, NDV Project Management Services Inc. and Project Management Consultant, Canadian Space Agency (CSA) Introduction The application

More information

Earned Value Formulae

Earned Value Formulae Earned Value Formulae This White Paper focuses on the basic values and formulae used in Earned Value calculations. Additional EV resources are available from http://www.mosaicprojects.com.au/techniques.html#earnedvalue

More information

Using the logical framework matrix

Using the logical framework matrix Using the logical framework matrix Defining the M&E Strategy for a programme/project A logical framework Clearly defined results and risks Performance indicators and means of verification An M&E plan for

More information

PinkLINK July 2008. Pink Elephant. All rights reserved. Page 1 of 5 Learn more about ITIL by visiting: www.pinkelephant.com.

PinkLINK July 2008. Pink Elephant. All rights reserved. Page 1 of 5 Learn more about ITIL by visiting: www.pinkelephant.com. Service Concepts Made Easy Part 2: Resources & Capabilities By Pierre Bernard, Manager, Product Portfolio Research & Development INTRODUCTION This is a continuation of articles exploring some of the concepts

More information

Building an effective stay back team to gain maximum value from an outsourcing agreement

Building an effective stay back team to gain maximum value from an outsourcing agreement WHITE PAPER Building an effective stay back team to gain maximum value from an outsourcing agreement How to define its role, determine its size and assess the skills required 1 cgi.com 2015 CGI GROUP INC.

More information

Project Management System Description (PMSD)

Project Management System Description (PMSD) Project Management System Description (PMSD) Revision 3 Project Management System Description (PMSD) Revision 3 February 2016 Prepared by: Date: Steve Langish Planning & Control Division Approved by: Date:

More information

Procurement Management S# What? Formula Additional Notes CPPC CPFF CPAF CPIF T&M FPEPA FPAF FPIF FFP

Procurement Management S# What? Formula Additional Notes CPPC CPFF CPAF CPIF T&M FPEPA FPAF FPIF FFP PMP Formulae & Tips Cheat Sheet P a g e Integration Management Develop Project Charter process Project Selection Methods (>> Benefit Measurement Methods >> Economic Models -7) Present Value (PV) FV The

More information

Over Target Baseline and Over Target Schedule Guide

Over Target Baseline and Over Target Schedule Guide Over Target Baseline and Over Target Schedule Guide OUSD AT&L (PARCA) December 5, 2012 1 Table of Contents Section Page No. Introduction 4 Chapter 1. What is Formal Reprogramming? 5 1.1 Formal Reprogramming

More information

Chapter 7: Project Cost Management. Information Technology Project Management, Fourth Edition

Chapter 7: Project Cost Management. Information Technology Project Management, Fourth Edition Chapter 7: Project Cost Management Information Technology Project Management, Fourth Edition Learning Objectives Understand the importance of project cost management. Explain basic project cost management

More information

Recognizing and Mitigating Risk in Acquisition Programs

Recognizing and Mitigating Risk in Acquisition Programs Professional Development Institute May 27 th to May 29 th 2015 Recognizing and Mitigating Risk in Acquisition Programs D e b r a E. H a h n D e b b i e. h a h n @ d a u. m i l 703-805- 2830 1 DoD Risk

More information

Project Management: Tracking Progress and Earned Value with MS Project 2003

Project Management: Tracking Progress and Earned Value with MS Project 2003 Project Management: Tracking Progress and Earned Value with MS Project 2003 Project Planning Suppose you have been assigned a project to construct a website in a certain time frame and given a certain

More information

Predicting progress on your project

Predicting progress on your project www.nonsuch.co info@nonsuch.co Predicting progress on your project - using Lego bricks to understand Earned Value September 4 PM Conference 2015 Presented by Youssef Mourra Director, Principal Consultant

More information

Project Control with ProTrack

Project Control with ProTrack Project Control with ProTrack 1.0 (last update: 11/11/08) 1 Project Control with ProTrack by Mario Vanhoucke Professor at Ghent University and Vlerick Leuven Gent Management School (Belgium) Partner OR-AS

More information

Earned Value Management and the Government Program Office. Blair Alan Knapp Jr. MSPM PMP

Earned Value Management and the Government Program Office. Blair Alan Knapp Jr. MSPM PMP Earned Value Management and the Government Program Office Blair Alan Knapp Jr. MSPM PMP Agenda EVM Information Alignment OMB Exhibit 300 and Funding Government Program Office Challenges Government Program

More information

SOUTH FLORIDA WATER MANAGEMENT DISTRICT CONTRACTOR CPM SCHEDULE SUBMITTAL - DISTRICT REVIEW General Contractor CPM Schedule

SOUTH FLORIDA WATER MANAGEMENT DISTRICT CONTRACTOR CPM SCHEDULE SUBMITTAL - DISTRICT REVIEW General Contractor CPM Schedule Contract No. CPM Schedule Project Id SOUTH FLORIDA WATER MANAGEMENT DISTRICT General Contractor CPM Schedule Project Name NTP DATE Data Date CONTRACT DURATION 0 ORIGINAL CONTRACT AMOUNT Date Schedule Received

More information

Mark B. Hey Department of Decision Sciences and MIS, John Cook School of Business, Saint Louis University, Saint Louis, Missouri, USA

Mark B. Hey Department of Decision Sciences and MIS, John Cook School of Business, Saint Louis University, Saint Louis, Missouri, USA The current issue and full text archive of this journal is available at wwwemeraldinsightcom/0968-5227htm Earned value management in a data warehouse project J Art Gowan Department of Information Technology,

More information

6.0 Systems Integration

6.0 Systems Integration 6.0 The Program s function provide a disciplined approach to the research, design, development and validation of complex systems to ensure that requirements are identified, verified, and met while minimizing

More information

SCHEDULING GUIDE FOR PROGRAM MANAGERS

SCHEDULING GUIDE FOR PROGRAM MANAGERS SCHEDULING GUIDE FOR PROGRAM MANAGERS October 2001 PUBLISHED BY THE DEFENSE SYSTEMS MANAGEMENT COLLEGE PRESS FORT BELVOIR, VA 22060-5565 For sale by the U.S. Government Printing Office Superintendent of

More information

copyright 1996, 2001, 2005 R.S. Pressman & Associates, Inc.

copyright 1996, 2001, 2005 R.S. Pressman & Associates, Inc. WVU LDCSEE CS 430 Project Scheduling and Tracking copyright 1996, 2001, 2005 R.S. Pressman & Associates, Inc. For University Use Only May be reproduced ONLY for student use at the university level when

More information

The Information Technology Program Manager s Dilemma

The Information Technology Program Manager s Dilemma The Information Technology Program Manager s Dilemma Rapidly Evolving Technology and Stagnant Processes Kathy Peake 26 Since inception, the Department of Defense s development of acquisition policies and

More information

CONVERTING TO PHYSICAL % COMPLETE METHOD OF EARNED VALUE IN MICROSOFT PROJECT

CONVERTING TO PHYSICAL % COMPLETE METHOD OF EARNED VALUE IN MICROSOFT PROJECT CONVERTING TO PHYSICAL % COMPLETE METHOD OF EARNED VALUE IN MICROSOFT PROJECT PREPARED BY James E Aksel, PMP jim@projectpmo.com http://www.msprojectdblog.com http://www.projectpmo.com Page 1 of 19 Table

More information