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EVMS and Project Management Training
CAM Certification 40-Hour Agenda


  • 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.


  • 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.


  • 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.


Course Evaluation Sheet and Discussion


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