Earned Value Management System
(EVMS) Training
Training Course Outline
Duration: 3-days
Target Audience: Anyone with a requirement for earned value expertise but with little or no
experience in the subject
Purpose and Description
Delivered by instructors who have decades of hands-on experience, this course provides all the
essential tools and knowledge participants will need to fully understand earned value methods. The
topics of this class have been organized into a tried and tested format that unravels the mysteries of
earned value management in a way that can be easily understood and absorbed. These topics are
backed up by examples and stories that provide wonderful context and enhance the attendee’s
interest and understanding of the subject at hand. At the conclusion of this training, participants will
possess all the necessary skills, capabilities and confidence to immediately start working within a
production Earned Value Management System (EVMS) environment and delivering real results.
Course Outline
Day 1
Introduction to EVMS Concepts
• Evolution of EVMS
• Benefits of EVMS Implementation
• Earned Value Determination
• Cost & Schedule Variance Calculations With and Without Earned Value
Organization Concepts
• Functional Organizations
• Work Breakdown Structures
• SOW & WBS Dictionary Development
• Case Study in WBS/OBS development
• Responsibility Assignments
• Control Account Determination
• Responsibility Assignment Matrices Development
• Case Study to Develop RAM from Information Introduced
• Work Team Structures
Planning and Budgeting
• Performance Measurement Baseline Development
• Scheduling Techniques and Tiers
• Budget Elements and Their Relationships
• MR and UB Definition
Day 2
Planning and Budgeting (cont)
• Segmentation of Control Accounts into Work Packages
• Earned Value Techniques
• Rolling Wave Planning and Planning Packages
• Impact on IMS by DCMA 14 Point IMS Assessment
• How these elements Build Control Account Plans
• Evolution from Planning and Scheduling to Work Authorization
• Differentiation Between Budgets and Funds
• Case Study to Build Control Account Plans
Work Authorization
• Work Authorizations – Why?
• Contents of a Work Authorization
• When Should a Work Authorization be Revised?
• Case Study of Work Authorization Preparation
Accounting
• Direct vs Indirect Costs
• Material and Subcontract Costs
o Recognized Points to Take EV and AC
• Estimated Actuals and Reconciliation
• Examples of Direct/Indirect Costs Accrual
Analysis
• Schedule Variance
• Cost Variance
• Labor and Material/Subcontract Variance Elements
Day 3
Analysis (cont)
• Variance Analysis Report Content
• Variance at Complete
• Variance At Complete Calculations
• Case Study to Validate Variance Analysis Report Content
• Statistical Analysis Techniques to Evaluation Variance Analysis Reports
• Estimate At Complete Development Process
• Introduction of SPI, CPI and TCPI
• Reintroduction of IEAC Calculation Processes
• Case Study to Develop SVAR, CVAR, CPI, SPI, TCPI and IEACs
• How Statistical Analyses Validates EACs
• Advanced Statistical Analysis Techniques
Change Management
• Tools used to Control PMB Changes
• Examples of Impact of Changes
• Examples of Internal Replanning, Over Target Budget, Over Target Schedule and
Reprogramming
• Retroactive Changes
• Program Budget Logs
• Case Study to Document Changes in Budget Logs
Cost Performance Report Formats and their Content
Typical Implementation Plan
To learn more about this class, please contact Ten Six Consulting (703) 910-2600 or email us at
training@tensixconsulting.com