Training Course Outl ine

Duration: 2 ½ -days

Target Audience: Anyone with a desire or requirement to learn earned value. No prior knowledge is required to attend this class.  

Purpose and Description

This on-line course is delivered by live instructors who have decades of hands-on experience practicing and implementing earned value management. This class provides all the essential tools and knowledge that 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 an 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 • EVMS Key 32 Elements • Introduction to EV Terminology

Organization Concepts

• Work Breakdown Structures • SOW & WBS Dictionary Development • Functional Organizations • Work Team Structures

Earned Value Management System (EVMS) On-Line Training

 

• Case Study in WBS/OBS development • Responsibility Assignments • Control Account Determination • Responsibility Assignment Matrices Development • Case Study to Develop RAM from Information Introduced

Planning and Budgeting

• Performance Measurement Baseline Development • Budget Elements and Their Relationships • MR and UB Definition • Segmentation of Control Accounts into Work Packages

Day 2

Planning and Budgeting (cont)

• Scheduling Techniques and Tiers • 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 • The Top 10 Reasons Why Earned Value Fails • Differentiation Between Budgets and Funds • Case Study to Build Control Account Plans

Work Authorization

• Evolution from Planning and Scheduling to Work Authorization • Work Authorizations – Why? • Contents of a Work Authorization • When Should a Work Authorization be Revised? • Case Study of Work Authorization Preparation & RAM Update

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 • Introduction of SPI, CPI and TCPI • Reintroduction of IEAC Calculation Processes • Statistical Analysis Techniques to Evaluate Variance Analysis Reports • Estimate At Complete Development Process • 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 & Documentation Required • Cost Performance Report Formats and their Content • Case Study of How Changes Would be Incorporated into Cost Performance Reports • Typical Implementation Plan

To learn more about this class, please contact Ten Six Consulting (703) 910-2600 or email us at training@tensixconsulting.com