Russ Riva ManTech International Corporation 2017 EVMP Forum August 24 th amp 25 th 1 Learning Objectives 2017 EVMP Forum August 24 th amp 25 th 2 Overview Earned Value Management is a challenging set of processes and procedures to follow ID: 744456
Download Presentation The PPT/PDF document "Building an EVMS on a Solid Foundation" is the property of its rightful owner. Permission is granted to download and print the materials on this web site for personal, non-commercial use only, and to display it on your personal computer provided you do not modify the materials and that you retain all copyright notices contained in the materials. By downloading content from our website, you accept the terms of this agreement.
Slide1
Building an EVMS on a Solid Foundation
Russ Riva, ManTech International Corporation
2017 EVMP Forum – August 24th & 25th
1Slide2
Learning Objectives
2017 EVMP Forum – August 24
th
& 25
th
2Slide3
Overview
Earned Value Management is a challenging set of processes and procedures to follow.
It is unwise to impose an EVM System on an immature organizationEVM should be a logical next step in a progression of process orientation, maturity, and discipline
3
You can’t get there on your first climb
! Slide4
A Logical Step in Company Maturation
Privately Held to Publicly Held
Must Comply with Securities and Exchange Commission Regulations Must Comply with Sarbanes-Oxley Law
4
SECSlide5
A Logical Step in Company Maturation
Approved Accounting
SystemMust Comply with:Federal Acquisition Regulation
(FAR
)
Cost
Accounting Standards (CAS)
Subject to DCAA Audit
Required to Bid on Cost Plus Contracts
5Slide6
A Logical Step in Company Maturation
Approved
Purchasing SystemRequired by FAR Subpart 44 Subject to a Contractor
Purchasing System
Review by DCMA
May need it to Bid/Win
Saves time when adding Subcontractors
6
CPSRSlide7
A Logical Step in Company Maturation
Quality Management System
ISO Standards Compliance CMMI Process Compliance Process-Driven Culture
Externally Audited Ratings
Makes you much more “marketable” when competing for work
7Slide8
A Logical Step in Company Maturation
An Integrated Program Management (IPM) Framework
Based on the PMBOK® Guide Carried out by Certified Project Management Professionals (PMP
®
)
PMP becoming a required credential for PMs
8Slide9
PMBOK
® Guide-Based Foundation
Initiating
Planning
Execution
Monitor/
Control
Closing
8
Integration
Scope
Time
Cost
Quality
Human
Resources
Communications
Risk
Procurement
Stakeholder
5 Process Groups
10 Knowledge Areas
47 Interrelated
ProcessesSlide10
PMBOK
® Guide-Based Foundation
A Good IPM Framework is… A Process Driven FrameworkDerived from Industry standards and Best PracticesImplementable because of documentation and Training
Supported by a Project Management Information System (PMIS) and other (e.g., EVM) tools
Flexible and Tailorable based on project and stakeholder requirements and expectations
9Slide11
Why an IPM Framework?
To Go From This…
10
A juggling Act of all these different sets
of requirements
PMBOK
ISO
SOX
FAR
CAS
CPSR
CMMISlide12
Why an IPM Framework
To This…
One Set of Guidelines Based on all the Others Focus on Tailoring to Contract/Customer Needs
11Slide13
Work Breakdown Structure (WBS)
13
Resources
Schedule
Solutions
Risks
Metrics
Teaming
WBS
Scope BaselineSlide14
Project Management Plan
WBS is the Most Important PM Document
Project Management Plan is a close second
13
Good work. But I think we need just a little more detail right here!Slide15
Initiating Process Group
Every contract has a Phase-In Period
IPM Focus on Transition Plan and Schedule with Ending Milestone EVM Programs – this Milestone becomes the Integrated Baseline Review (IBR)
14Slide16
Quality Metrics
16
Metrics-Driven Approach Key in IPM
Part of Quality Control and Quality Assurance
Add EVM Metrics to the list of metrics tracked; analyzed; acted upon
Metrics Drive Corrective Actions
Formal Baseline Change Request (BCR) only difference for EVM
Slide17
Risk Management
17
Hard for people to do, yet critical to IPM Threats and Opportunities
At least do the Threats
Qualitative and Quantitative Analysis
Insist on Qualitative in IPM
For EVM Do Quantitative
a
lso Slide18
Continual Improvement
Monitor and Control Activities
Quality Assurance Focus Self Inspection/Audit True Improvement RCA DAR PDCA
Update Plans!
18Slide19
Training and Development
If PMs are Trained in IPM, EVM not a Leap
WBS and OBSIterative Planning Budgets and Forecasts Project RiskMetrics
Corrective action and continual improvement
19Slide20
Training and Development
Not every PM ready for EVM
CAMs Face bigger SurpriseBring them along slowly Training on EVM unique: Concepts Processes
Tools
Procedures
20Slide21
Summary
IPM Framework Creates a Foundation for EVM by training PMs to:
Prioritize WBS development for Scope Management –Scope Creep Avoidance Perform significant Planning in Pre-Award with a thorough Project Management Plan Start Strong in Phase-In Transition – drive it to a successful ending milestone
Quality – Focused Approach – Metrics Driven
Think about Risk Management
PMs and CAMs need to be trained in EVM-unique features added onto the standard IPM Framework
21Slide22
Key Takeaways
WBS is the most important document for the PM
Forms you scope baseline Must include full set of Requirements and DeliverablesForms basis of schedule and resources Project Management Plan - #2 most important
Review all your elements of the IPM Framework
Streamline (remove unnecessary topics)
Tailor to unique project/customer environment
Quality Metrics
Must be key indicators of performance
Must include analysis
Must initiate corrective actions based on analysis
Program Risk
Every Program Has Them – Discover
Express in a meaningful statement of event and consequence
Develop Handling Strategies and Steps
Put a dollar value on them.
Get off on the Right Foot!
Phase-In Transition Planning
Must end with a capstone milestone
2017 EVMP Forum – August 24
th
& 25
th
22