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Earned Value Management

Federal EVM Requirements

To provide greater project accountability and transparency, the federal government requires the use of Earned Value Management (EVM) on projects that exceed certain cost thresholds (see the Federal Acquisition Regulation). When properly implemented, EVM enables contractors to monitor progress, make informed projections, form costs and completion estimates, and streamline reporting.

EVM is more than an add-on to an organization's current project management efforts. Properly implemented, it represents a cultural shift that effectively integrates cost and schedule, providing verifiable benefits for contractors and their sponsoring agencies.

EVM Expertise at the Ready

Contractors of all sizes have used Dekker tools to manage billions of dollars of project costs over the last thirty years. The Dekker PMIS™ is an ANSI/EIA 748-B-compliant EVMS that has evolved alongside the EVM standard. In addition, consulting and augmentation services from Dekker, Ltd. help organizations train and support their employees and successfully implement an EVMS into their environment.

Contact Dekker, Ltd. today and let us help you with your EVM needs – whether you are implementing an EVMS for the first time, or need to improve your current EVM efforts.

System Features

Feature	Details
Work Breakdown Structure (WBS) and Organizational Breakdown Structure (OBS) Integration	Facilitates the creation of hierarchical and relational WBS and OBS codes WBS dictionary Variance Threshold on Cumulative-To-Date or Incremental Period of Performance Identify control accounts Supports various reporting levels by work, organization and deliverables Ties cost and schedule to the WBS/OBS matrix to form a Responsibility Assignment Matrix (RAM)
Earned Value (EV) Task Planning and Reporting	EV performance measurements are built into TRAKKER and iPursuit, which results in EV reporting becoming a natural byproduct of the project management process as opposed to a separate effort Complete cost/schedule integration ANSI/EIA Standard 748-B compliant ANSI X12 and X12 Extended OMB Exhibit 300 reporting standards Cost Schedule Status Report (CSSR) Cost Performance Report (CPR) Formats 1-5 Contract Funds Status Reports (CFSR) NASA Form 533 Reports
EV Analysis	Schedule Performance Index (SPI) Cost Performance Index (CPI) To Complete Performance Index (TCPI) Estimate to Complete (ETC) Estimate at Completion (EAC) Independent Estimate at Completion (IEAC) Schedule Variance (SV) Cost Variance (CV) Budget at Complete (BAC) Variance at Complete (VAC) Management Reserve (MR) and Undistributed Budget (UB) Logs Over Target Baseline
EV Methodology	Interim milestone Measurable milestone Schedule effort Percent complete 50-50 0-100 Level of effort
Change Management	Eliminate cost/schedule variances for forward planning Eliminate cost or schedule variance separately Hold all variances Maintain change control logs Account definitions for MR and UB usage Maintain all historical changes for audits conducted by customer
Cost and Schedule Integration	Determine if budgets are aligned to activities Determine if EV budgets are aligned to early or late dates Determine if activities are not related to WBS elements Determine resource allocation against budgets and schedule
Time-phased Trending Analysis	Period by period analysis charts Forecasting Performance indicators
Microsoft® Integration	Can use Microsoft® Project and Project Server as an EPM data engine Completely integrates with Microsoft® Project and Project Server to extract EVM information

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