Introduction

• Discussion of workshop approach.
• Review of notebook contents.

Introduction to the Earned Value Concept

• Problems with comparing plan versus actual to ascertain performance.
• Earned Value - An essential parameter.

The Brick Wall

• An illustrative example of Earned Value methods.

Introduction to Earned Value Management Systems (EVMS)

• The essential features of a disciplined Earned Value Management System.
• Objectives and policies of customer-implemented requirements.
• What are the benefits to the Customer?
• Why should the seller implement an Earned Value Management System?
• Who uses Earned Value?
• The evolution of Earned Value Management.

Organization and Work Definition

• WBS defined.
• Purposes of a WBS.
• Developing a WBS for standard and non-standard systems.
• Trade-off assessments on determining the number of levels in the WBS.
• Negotiating the WBS with the customer.
• Purpose and importance of defining WBS elements.

Work Breakdown Structure (EVMS Case Study #1)

• A concise exercise in developing a WBS considering conflicting purposes, alternative orientations and varying levels of detail.

Responsibility Assignment

• Matrixing the organization structure with the WBS.
• Essential features of a Control Account.
• Guidance in the identification of Control Account levels and contents.
• Why the Control Account is the driving factor in system cost and how to minimize this cost.
• Integrating management subsystems around the WBS and Control Accounts.

Control Account Definition (EVMS Case Study #2)

• An exercise involving relating the WBS developed previously to the organization structure, taking into consideration the trade-offs between detailed or summary Control Accounts.

Planning, Scheduling and Budgeting

• Planning, Scheduling and Budgeting - A three-stage iterative process.
• Proper design of a scheduling system.
• Integrating cost and schedule.

Schedule Development Process

• Planning vs. Scheduling
• The Nine Step Process
• Development Considerations and Concerns

Project Scope Definition

• WBS Overview
• Introduction to the IMP
• WBS vs. IMP
• Interconnectivity with the IMS

Network Diagramming Fundamentals

• Introduction to Precedence Diagramming Method (PDM)
• Network Components
• Relationships and Logic
• Fundamentals review

Creating Simple Network Diagrams (PS Case Studies #1 and #2)

Critical Path Fundamentals

• Definitions and critical path determination
• Calculating total and free float
• Fundamentals Review

Forward/Backward Pass Calculations (CAM Case Study #1)

Project Modeling Techniques

• Lags
• Schedule Visibility Tasks
• Leads
• Constraints
• Positive and Negative Float Implications
• Templates
• Level of Effort

A More Complex Network (PS Case Study #8)

Resource Loading and Leveling

• Definitions and resource justification
• Resource leveling and smoothing exercise

Schedule Traceability

• Definitions, requirements, and methods.

Performance Measurement Baseline Elements

• Contract Terms.
• Elements of the Performance Measurement Baseline.
• Management philosophies on Management Reserve and Undistributed Budgets.
• Work Authorization.

Measuring Accomplishment

• Description of Work Measurement classifications.
• Work Packages defined.
• Discrete Work Measurement techniques.
• Milestone Characteristics.
• Rolling Wave - How far in the future must you plan?
• Summary Planning Packages and their use.

Transmission Design Control Account Plan (EVMS Case Study #3)

• A comprehensive, but concise, exercise involving selecting appropriate Earned Value methodologies and calculating the budget and Earned Value for a sample Control Account.

Schedule Health Metrics

• Learn the characteristics of a healthy schedule.
• Describe the types of tasks that are typically excluded from schedule health analysis
• Examine various health checks that can be performed on a schedule.

Schedule Baseline

• Definition and purpose of the schedule baseline.
• Baseline development, maintenance, and revision.

Work Package/Planning Package Planning (EVMS Case Study #17)

Schedule Status

• Differentiate between progress and forecast
• Understanding of statusing requirements for each activity type 
• Identify the basic types of schedule changes
• Explain how schedule changes affect both the baseline and current schedules
• Identify reasons for baseline changes
• Managing schedule changes

Determining Status and Forecasting (PS Case Study #12)

Schedule Changes

• Routine updates.
• Schedule changes.
• Duration changes.
• Types of changes.
• Typical causes of schedule change.

Schedule Acceleration Techniques

• Identify the various schedule acceleration techniques
• Understand the potential drawback of each technique
• Participate in a schedule acceleration demonstration

Risk and Opportunity Management

• Identifying Risks and Opportunities
• Handling Program Risks and Opportunities
• Risks and Opportunities Classifications
• The Risk Register
• Integrating Risk

Managing Schedule Risk

• Critical path method (CPM).
• Risk analysis of the project.
• Sources of project risk.
• Process of risk analysis.
• Limitations of the CPM approach to risk.
• Probabilistic approach to schedule risk.
• Monte Carlo approach.
• Implementing risk assessment.

Accounting

• Why Actual Cost of Work Performed (ACWP) is different from "actual costs".
• Structuring an effective cost control code for accumulating Actual Costs for Work Performed.
• Common problems and solutions to accumulating material costs for performance measurement.
• "Enlightened" customer requirements on material costs.
• How to identify meaningful material variances.

Analysis

• Identifying cost and schedule variances.
• Methods of portraying variances.

Variance Calculation Exercise (EVMS Case Study #4)

• A simplistic exercise in the calculation of cost and schedule variances.

Earned Value Methods (EVMS Case Study #5)

• An exercise involving the determination of BCWS and BCWP based on selected Earned Value Methods.

Variance Analysis

• Interpreting cost and schedule variance.
• What constitutes a significant variance?
• Writing useful Variance Analysis Reports.
• Comparing past and future efficiency factors.

Variance Analysis Report Critique (EVMS Case Study #6)

A comparison and evaluation of alternative Variance Analysis Reports.

Estimates, Indices and Forecasts

• Developing Estimates at Completion (EAC)
• Utilization of Performance Indices

Performance Efficiency Factors and Estimate at Completion (EVMS Case Study #7)

A simplistic exercise requiring the calculation of past and future efficiency factors and an Estimate at Completion forecast.

Highway Case Study (EVMS Case Study #8) Scheduling and Cost

• A reinforcement of variance calculation, performance indices, and EAC analysis.

Analysis Using EVMS Calculations and the Schedule

• Performance Measurement data concern.
• Analysis combining SPI and Total Float.
• Analysis combining SPI and CPI.
• The problems with getting ahead.

Schedule Analysis Combining SPI, CPI, and Critical Path (PS Case Study #16)

Diagnosis and Analysis

• Using CPM to investigate alternatives.

Revisions and Baseline Maintenance

Contract Budget Base (CBB) Log Preparation (EVMS Case Study #9)

• A concise exercise on how changes affect the budget and how to document them.

Generally Accepted Scheduling Principles (GASP)

• The 8 principles that lead to a valid and effective schedule

IPMR DID Scheduling Requirements

• Understand the requirements imposed in the various sections of the IPMR DID

Integrated Baseline Review

• What to expect during the IBR Process.

The Use of Performance Measurement Data

• Definition of key data elements.
• Review of course to date.

Earned Value Reporting

• What types of financial reports are required and what is their purpose?
• How to prepare and interpret the various reports.
• Reconciling funds reports with performance reports - An accuracy check.
• Differences in reporting requirements.

Schedule Reporting and Analysis

• Advantages and disadvantages of common reports.
• Using trend reports to identify potential issues.

Top Management Use of Earned Value Data

• Graphical presentations.

Appendix

Course Evaluation Sheet and Discussion

Adjourn