EVMS_PS 1 Day Webinar Agenda

EVMS and PS 1 Day Webinar Agenda

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EVMS and PS 1 Day Webinar 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?

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.

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.

Planning, Scheduling and Budgeting

  • Planning, Scheduling, and Budgeting - A three-stage iterative process.
  • Proper design of a scheduling system.
  • Integrating cost and schedule.
  • Scheduling: Mechanics and Policies
  • Integrated Master Plan and Integrated Master Schedule
  • Scheduling Mechanics
  • Critical Path methodology
  • Network scheduling concepts

Managing Schedule Risk

  • Schedule Risk Assessments

Schedule Status

  • Statusing - where are we now?
  • Forecasting - where are we going?
  • Baseline vs. current schedule
  • Schedule forecast vs. Schedule % Complete
  • EV %Complete vs. Schedule %Complete

Planning, Scheduling and Budgeting (continued)

  • Budget Summary Relationship

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.


  • Why Actual Cost of Work Performed (ACWP) is different from "actual costs".
  • Structuring an effective cost control code for accumulating Actual Costs of 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.

Estimates, Indices and Forecasts

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

Combined CPM Data with Performance Measurement

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

An exercise to apply the techniques learned in Tabs 3-6, combining CPM and EVM schedule data

Variance Analysis

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


  • 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.

Revisions and Baseline Maintenance

  • The importance of baseline management.
  • Obtaining a balance between a firm baseline and the requirement for replanning flexibility.
  • How the baseline is affected by various changes.
  • Acceptable reasons for retroactive changes to the baseline.

Top Management Use of Earned Value Data

  • Graphical presentations.

The Use of Performance Measurement Data

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

Course Evaluation Sheet



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