Earned Value Management System (EVMS) Reference Guide
Earned Value Management System (EVMS)Reference GuideProject Management OfficeLawrence Berkeley National LaboratoryMarch 2009Revision 0
Quick Reference – EVMS FormulasPurpose and ScopeCost-Related Calculations:This Reference Guide is designed to provide LBNL Control AccountManagers (CAMs) and other project staff with a quick reference tool tokey Earned Value Management System (EVMS) terms and processes.This reference guide is a supplement to the LBNL EVM SystemDescription and implementing procedures maintained by LBNL’s ProjectManagement Office (PMO).The LBNL EVMS complies with the criteria for project cost and schedule control as required by DOE Order 413.3A, DOE Manual 413.3-1,and the ANSI/ EIA-748 industry standard for EVM. The LBNL EVMSapplies to the following work: Capital line item projects with a total project cost greater than 20MAll large and/or high-risk projects for which LBNL managementdetermines that EVM is appropriate.The EVMS provides for effective project planning and control and isdesigned around the integration of technical scope, schedule, and budgetwith existing LBNL policies and procedures as defined in the EarnedValue Management System (LBNL-EVMS) Description. The primaryobjective of the EVMS is to verify that all elements of a project areplanned, authorized, monitored, and controlled in a consistent, flexible,and cost-effective manner.This reference guide should be useful to all project personnel, includingCAMs, Project Managers, Functional Managers, and project office staff.However, EVMS users are responsible for being familiar with andfollowing the LBNL EVM System Description and applicableprocedures, which take precedence over this reference guide. The SystemDescription and implementing procedures are available on the EVMSwebsite (http://www.lbl.gov/PMO)Cost Variance (CV)CV BCWP – ACWPCV%CV% CV x 100BCWPCost Performance Index (CPI)CPI BCWPACWPSchedule-Related Calculations:Schedule Variance (SV)SV BCWP – BCWSSV% SV%Schedule Performance Index(SPI)SV x 100BCWSSPI BCWPBCWSOther Calculations:% Spent ACWP(cum) x 100BACEAC may be substituted in the denominator to determine the % of EAC spent (totalfunds required).% Spent% Complete % CompleteTo-Complete PerformanceIndex (TCPI)BCWP(cum) x 100BACTCPI BAC – BCWP(cum)BAC – ACWP(cum)EAC may be substituted for BAC in thedenominator to determine efficiencyneeded to complete within the EAC.Definitions:ACWPActual Cost of Work PerformedBACBudget at CompletionBCWPBudgeted Cost of Work PerformedBCWSBudgeted Cost of Work ScheduledEACEstimate at Completion40
Appendix B - DOE EVMS Gold CardContentsLBNL’s Earned Value Management System.1LBNL’s Applicable Documents .6Organization.8Planning, Scheduling, and Budgeting .12Accounting Considerations .16Analysis and Management Reports.20Revisions and Data Maintenance.24Appendix A .26Acronyms .26EVMS Terminology.27Scheduling Terminology.35Appendix B - DOE EVMS Gold Card .39Quick Reference – EVMS Formulas .4039
LBNL’s Earned Value Management SystemLBNL is committed to establishing and maintaining project managementsystems that provide LBNL management and our customers with reliableinformation related to the status of technical scope, schedule, and budgetover the life of all projects.LBNL’s EVMS is defined around the following seven principles (asillustrated in the following figures):1. Plan all work scope for the project to completion.2. Break down the project work scope into finite pieces that can beassigned to a responsible person or organization for control of thetechnical, schedule, and cost objectives.3. Integrate the project work scope, schedule, and cost objectives into aperformance measurement baseline against which accomplishmentsmay be measured. Control changes to the baseline.4. Objectively measure actual progress, performance, and cost against adetailed project plan, including critical-path analysis of the schedule5. Consistently report project status to management6. Analyze significant variances from the plans, forecast impacts, andprepare an estimate at completion based on performance to date andwork to be performed.7. Use EVMS data to guide management decisions and implementmanagement actions to mitigate risk and manage cost and scheduleperformance objectives.These principles are integrated into a comprehensive system thatdevelops and maintains the baseline; tracks project cost, schedule, andscope; and provides for the generation of timely performancemeasurement data and reports. Performance measurement reportsprovide management with objective project information critical tomonitoring progress, identifying significant issues, and implementingcorrective actions as needed.1Float or Total Float. The amount of time an activity can slip before itaffects another activity’s finish date. It is the difference between when anactivity can happen and when an activity must happen.Free Float. The amount of time that the early start of an activity can bedelayed without delaying the early start of a successor activity.Lag. An offset or delay from an activity to its successor.Late Dates. Late start and finish dates are the latest dates an activity canbe performed without delaying a successor activity.Milestone. A schedule event marking the due date for accomplishmentof a specified effort (work scope) or objective. A milestone may markthe start, an interim step or interface point, or the end of one or moreactivities.Original Duration. The planned estimate of the number of work periodsrequired to accomplish an activity.Predecessor. An activity that must occur before another activity. Apredecessor activity controls the early start or early finish date of itssuccessors. An activity can have multiple predecessors, each with adifferent relationship type.Relationship (Logic) Type. The condition that controls how an activityis related to its predecessors or successors.Remaining Duration. The number of work periods forecasts tocomplete the activity.Schedule Contingency. Duration added to a schedule to allow for theprobability of possible or unforeseen events.Start-to-Finish Relationship (SF). A relationship in which the start ofthe predecessor activity controls the Finish of a successor activity.Start-to-Start Relationship (SS). A relationship in which the start of thepredecessor activity controls the start of a successor activity.Successor. An activity that occurs after another activity. An activity canhave multiple successors, each with a different relationship type.38
Baseline Schedule. The version of the schedule that reflects all formallyauthorized scope and schedule changes.Critical Activity. Activity on the project’s critical path.Critical Path. The series of tasks in a network schedule representing thelongest duration for a project. Any slippage of tasks along the criticalpath increases the duration of the project. In a project network diagram,the series of logically linked activities that determine the earliestcompletion date for the project. The Critical Path might change fromtime to time, as activities are completed ahead of or behind schedule.Although normally calculated for the entire project, the Critical Path canalso be determined for a milestone or a subproject. The Critical Path isusually defined as those activities with float less than or equal to aspecified value, often zero.Critical Path Method (CPM). A network analysis technique used topredict project duration by analyzing which sequence of activities (whichpath) has the least amount of scheduling flexibility (the least amount offloat). Early dates are calculated by means of a forward pass using aspecified start date. Late dates are calculated by means of a backwardpass starting from a specified completion date to result in zero total floatfor each activity.Current Schedule. The schedule that reflects the actual start and finishdates plus forecasted start and finish dates from today forward.Principles No. 1, 2 and 3:Organization, Planning Budgeting and sedBudgetsBudgetsEarned Value Management SystemPrinciple No. 4:Objectively Measure Progress and PerformanceProgress Status ReportsDuration. The number of work periods (not including holidays or othernonworking periods) required to complete an activity or other projectelement, and usually expressed as workdays or workweeks. Sometimesincorrectly equated with elapsed time.Due Date. The date by which a milestone or task is scheduled to becompleted.Early Dates. Indicate the earliest start and finish dates when an activitycan be performed if all preceding activities have been completed.Finish-to-Finish Relationship (FF). A relationship in which the finishof a predecessor activity depends on the finish of its predecessor activity.Finish-to-Start Relationship (FS). A relationship in which thepredecessor activity must finish before its successor activity can ngesEarned Value Management eScheduleReviewReview
Principles No. 5 and 6:Analyzing and Reviewing Monthly DataCostCost t/ScheduleActionAction ItemItemListListProjectProject CostCostReportReportProjectReview& pprovalApprovalProjectProject StatusStatus ratedschedulesaremaintainedin scheduledatabaseVarianceVariance AnalysisAnalysisReportsReportsFinalFinal TrendTrend&& AnalysisAnalysisReportsReports IssuedIssuedEACEAC AnalysisAnalysisEarned Value Management SystemPrinciple No. 7Management Actions and Change ControlBCPBCP entRequirementIdentifiedIdentifiedBaselineBaseline aredBCPBCP equired)EnteredEntered inin tionsActions && lesSchedulesEarned Value Management System3The following terms are commonly used in developing and maintainingschedules:Activity. A short work effort that occurs over time, usually consumesresources, and usually has an associated product, objective, or milestone.Also referred to as a task.36
Total Project Cost (TPC). Total cost for the project, including all costsregardless of sources or type of funds.Undistributed Budget (UB). Budget associated with specific workscope or contract changes that have not been assigned to a controlaccount or summary-level planning package. Not used at LBNLWork Breakdown Structure (WBS). A product-oriented grouping ofproject elements that organizes and defines the total scope of the project.The WBS is a multilevel framework that organizes and graphicallydisplays elements representing work to be accomplished in logicalrelationships. Each descending level represents an increasingly detaileddefinition of a project component. Project components may be productsor services. It is the structure and code that integrates and relates allproject work (technical, schedule, and cost) and is used throughout thelife cycle of a project to identify and track specific work scopes.Work Breakdown Structure Dictionary. A listing of work breakdownstructure elements with a short description of the work-scope content ineach element.Work Package. A task or set of tasks performed within a controlaccount.Scheduling TerminologySchedules are organized in a hierarchy that is logically tied within acritical-path method (CPM) network. The resource-loaded schedulebecomes the basis for scheduling work activities, time-phasing resources,monitoring and evaluating deviations, and exercising schedule control.Detailed schedules are monitored and updated first and are then summarized upward to summary-level schedules (see the following figure).Project schedules are maintained in a database that allows summarizationas well as vertical and horizontal integration.The LBNL-EVMS is designed to provide project managers with a tool topromote optimal planning, accurate reporting, and effective controlthrough the standardization of processes used in project scope, schedule,and budget management.LBNL’s EVMS is a project management technique that contributes tosuccessful project performance through disciplined and integratedplanning, responsible management of assets, determination of trueperformance, and prediction of cost and schedule results to provideobjective and timely information for decision making at all levels of theorganization and throughout the project life cycle. The EVMS is used toassess risks throughout the project life cycle and then implement themanagement controls necessary to execute the baseline as planned.Implementation of the EVMS process begins early in the life of a project,with the approval of the project mission need. While LBNL appliesEVMS techniques during all phases of project work, DOE Order 413.3Arequires that the formal EVMS process begin after approval of CriticalDecision 2, “Approve Performance Baseline” (as illustrated in thefollowing figure). At this time, a Performance Measurement Baseline isestablished and formal (required) EVMS reporting begins.The elements of an EVMS are listed below: 35Work Breakdown Structure (WBS)Organizational Breakdown Structure (OBS)Responsibility Assignment Matrix (RAM)Full financial reporting requirementsFully integrated resource-loaded schedulePerformance Measurement Baseline (PMB)Assignment of CAMs and implementation of EVMS for CAs withinthe WBS elementsRolling-wave concept for baseline planningFull implementation of EVMS performance metricsAccessibility of EVMS data throughout the project structureFormal baseline change control procedures.4
5Standard Acquisition ProcessThe standard DOE acquisition process (Critical Decisions 0-4) can be tailored on a project-specific basis (e.g., CDs and reviews canbe combined to accommodate alternative acquisition strategies). See the Appendix for definition of acronyms.IPR OptionalIPR OptionalObtain ICE reviewIdentify long-leadprocurementsIdentify long-leadprocurementsRefine riskassessmentAssess riskDevelop roughcost and scheduleestimateComplete preliminary PEPAddress DOEissues in final PEPEIR/CREIR/CROptionalFinalize closeoutdocumentsFinalize SAR (asapplicable)Conduct ORRRequest DOEauthorization(construction)Complete Title Idesign packageComplete RA/ORR (asapplicable)Conduct start-uptestingComplete Title IIdesign packageReview project riskand contingenciesObtain user scopeinputComplete NEPAchecklist/determinationConduct finalinspections andcommissioningUpdate ES&HdocumentationPrepare ES&HdocumentationEstablish preliminary baselineSelect ProjectManager and initialproject teamEstablish projectorganizationStart operationsBid/awardconstructionUpdate PEP (asrequired)Refine/updatePEPPrepare CDR toevaluate optionsEstablish missionneedOperations andCloseoutConstructionFinal DesignPreliminaryDesignCD-4 – ApproveStart of OperationsCD-3 – ApproveStart of ConstructionCD-2 – ApprovePerformance BaselineCD-1 – ApproveAlternate Selection/Cost RangeConceptualDesignMission NeedInitiationPhaseCD-0 – ApproveMission utPhaseparticular outcome, and (2) the consequences/impacts of failing toachieve that outcome.Risk Management. The act or practice of controlling risk. An organizedprocess that reduces risk, prevents a risk from happening, or mitigatesthe impact if it does occur.Schedule. A plan that defines when specified work is to be done toaccomplish program objectives on time.Schedule Control. Controlling changes to the project schedule andpreparing workaround plans to mitigate the impact of adverseresults/delays by others.Schedule Performance Index (SPI). A schedule performance indicatorrelating work accomplished to the planned schedule (EV/PV). A valuegreater than one denotes favorable performance.Schedule Variance (SV). A metric for the schedule performance on aprogram. It is the algebraic difference between Earned Value and theBudget (Schedule Variance Earned Value – Budget). A positive valueis a favorable condition while a negative value is unfavorable. The SV iscalculated in dollars or work units, and is intended to complementnetwork analysis, not to supersede or replace it.Scope of Work (SOW). The document that defines the work-scoperequirements for a project. It is a basic element of control used in theprocesses of work assignment (scope) and the establishment of projectschedules and budgets.System. A collection of interdependent equipment and proceduresassembled and integrated to perform a well-defined purpose. It is anassembly of procedures, processes, methods, routines, or techniquesunited by some form of regulated interaction to form an organized whole.Total Estimated Costs (TEC). The Total Estimated Cost of a project isthe specific cost of the project, whether funded as an operating expenseor construction. It includes the cost of land and land rights; engineering,design, and inspection costs; direct and indirect construction costs; andthe cost of initial equipment necessary to place the plant or installation inoperation, whether funded as an operating expense or construction.34
Planned Value (PV). The sum of the budgets for all work (workpackages, planning packages, etc.) scheduled to be accomplished(including in-process work packages), plus the amount of level of effortand apportioned effort scheduled to be accomplished within a given timeperiod. Also referred to as Budgeted Cost for Work Scheduled (BCWS).Planning Package. A logical aggregate of work, usually future effortsthat can be identified and budgeted, but which is not yet planned in detailat the work package or task level.Program Office. The DOE headquarters organizational elementresponsible for managing a program.Project. In general, a unique effort that supports a program mission; hasdefined start and end points; is
The EVMS provides for effective project planning and control and is designed around the integration of technical scope, schedule, and budget with existing LBNL policies and procedures as defined in the Earned Value Management System (LBNL-EVMS) Description. The primary objective of the EVMS is to verify that all elements of a project are
19-Aug-2013 FRA EVMS 2013 Surveillance Review 5 FRA EVMS Documents EVMS Documents - FRA Earned Value Management System Description - 12.PM-001 Project WBS, OBS, RAM - 12.PM-002 Control Accounts, Work Packages, Planning Packages - 12.PM-003 Work Authorization - 12.PM-004 Project Scheduling - 12.PM-005 Cost Estimating
LBNL Earned Value Management System Introduction Revision 5.4 February 2009 1 of 56 INTRODUCTION Lawrence Berkeley National Laboratory (LBNL), a U.S. Department of Energy (DOE) national laboratory operated by the University of California (UC), uses an Earned Value Management System (EVMS) to integrate project management elements required for
Page 1 of 39 EVMS Critical Care COVID -19 Management Pro tocol 11-30-2020 evms.edu/covidcare . EVMS CRITICAL CARE COVID-19 MANAGEMENT PROTOCOL . Developed and updated by Paul Marik, MD. Chief of Pulmonary and Critical Care Medicine Eastern Virginia Medical School, Norfolk, VA November 30th, 2020
(ANSI)/EIA-748 Standard for EVMS (Current Version) Department of Defense (DoD) Regulation 5000.2-R and the Lockheed Martin Corporate Policy Statement (CPS-026), Program Perfor-mance Management. Lockheed Martin’s EVMS has been deemed compliant to the ANSI/ EIA-748 standard via signed Advan
Systems (ANSI/EIA-748-A, January, 2006). The ANSI/EIA-748-A standard is an industry best practice as well as the official DOE and federal government standard for EVMS. Appendix A provides a crosswalk between the 32 ANSI/EIA-748-A guidelines and the SLAC EVMS. The SLAC EVMS is a key component
Annex A (informative) Cost and performance measurement analysis using earned value management data Annex B (informative) Schedule Analysis using earned value management data (Earned Schedule) Annex C (informative) Integrating other project management processes with earned value management Annex D (informative) Bibliography EV Management
The method and its variations have been used under several names, such as earned value project management, earned value method, earned value analysis, and cost/schedule summary report (Fleming & Koppelman, 2003, 2010; Kim, 2000; Kim et al., 2003). 4.2 Earned Value Management Best Practicesxiv
measured by ASTM test method C 173 or C 231. Dimensions – Unless otherwise specified, the minimum length of each barrier section will be 10 feet. It is common for DOTs to ask for lengths of 20 feet or even 30 feet. ASTM C 825 Design Steel Reinforcement – Unless designated by the purchaser, reinforcement shall be designed by the producer and be sufficient to permit handling, delivery .
