Audience Focus: Intermediate
Application Type: Application
Time/Room: SUN 2:45-3:45/Harding
Abstract: This paper will examine common schedule metrics typically used for predicting schedule deliveries or schedule performance. Eight common schedule metrics will be used: Baseline Execution Index (Current and Cumulative), Total Float Consumption Index, Critical Path Index Length, Earned Schedule, Current Execution Index, Schedule Performance Index, and Change in Float. Each metric will be tested in its predictability by using selected Navy and Air Force Programs meeting prescribed criteria. Using several historical schedules, the metrics accuracy will be compared with the most current schedule. The final result of this study is to see if one or more metrics are better than others for predicting schedule delivery. Data will be sanitized for public disclosure purposes. (EVM-1232) EVM Light or Effective EVM Implementation?
Primary Author: Mr Robert Loop EVP PSP Delta Resources
Abstract: The subject of “EVM Lite,” typically meaning which EVM guidelines are necessary for effective project management, is a common topic. Are the EVM guidelines too restrictive or costly to implement? There are several guidelines the author is aware of that are recognized by governments including the ANSI-EIA 748, which was used as the basis for this paper. The premise of the paper is that effective EVM is more a matter of degree of implementation rather than the need of omitting particular guidelines. (EVM-1262) Earned Value Analysis and CPM Schedule Review in Construction Primary Author: Ms Omoniyi O. Ladipo CCE EVP McDonough Bolyard Peck, Inc
Co-author(s): Mr Charles E Bolyard Jr CFCC PSP McDonough Bolyard Peck, Inc; Ms Mairav R. Mintz PE McDonough Bolyard Peck
Abstract: This paper discusses how elements of earned value management techniques are being applied to construction projects, in conjunction with critical path method (CPM) schedule review, to measure project performance and forecast completion time and costs. This paper examines the approaches of traditional cost management compared to those of earned value management, and discusses the advantages of implementing earned value management over traditional cost management methods. We summarize how CPM schedules are reviewed and expound on how earned value metrics enhance the analysis of project performance for the benefit of the project team. This paper also highlights the added value that integrated schedule and cost reviews and analyses bring to the project in managing and mitigating risks. The objective is to demonstrate the benefits of implementing earned value analysis concurrently with CPM schedule review on construction projects, from the position of owner, contractor, and consultant. The challenges faced and the opportunities for improvement by those implementing these techniques are also addressed. (EVM-1269) Best Value Performance Measurement
Primary Author: Mr Richard C Plumery EVP URS
Audience Focus: Intermediate
Application Type: Application
Time/Room: SUN 4:30-5:30/Harding
Abstract: What does “lean” mean in terms of project execution to you and your organization? How does one get the best value from project performance information to better manage the additional risk that lean execution brings to Engineer-Procure-Construct (EPC) projects? Is there continual criticism by the project team and upper management for the inaccuracies derived from the Earned Value Management System indices? This paper will focus on maximizing the value and clarity of information produced by project performance information systems to tell the project’s story. This will be accomplished by demonstrating how to refine the accuracy of the Earned Value indices with techniques that are applicable to most EPC projects. Then when these refinements are combined with an added focus on the project’s risk critical elements they will provide a best value solution to project performance measurement on lean projects. Additionally, this paper will demonstrate how to use a unique correlation graph to tell the project’s story more accurately and also help re-establish the credibility of our Earned Value indices. Let’s work “SMARTER” not harder. (EVM-1280) LOE and AE Earned Value Calculation
Primary Author: Mr Paul E Goldhorn Bechtel International Inc
Abstract: Level of Effort and Apportioned Effort accounts can be troublesome when it comes to calculating earned value. Due to the nature of these accounts there are usually no tangible deliverables to be estimated or earned as the schedule advances. LOE accounts generally earn value based on a schedule of values prepared at the start of the project. If the forecast completion date of the project changes the earning method for the LOE accounts may not be adjusted to reflect this change. AE accounts usually earn value at the same rate at which the discrete works progress, however, this is rarely the case. Support activities ebb and flow with the progress of the project. This paper presents a simple, reliable method by which earned value for LOE and AE accounts can be calculated providing greater credibility in the EAC calculations. (EVM-1354) Lessons Learned in Earned Value Management System Certification
Primary Author: Mr Scott E. Lindsay PSP Navarro-Intera
Co-author(s): Ms Michelle A M Lindsay PSP NV Energy; Mr Jeffrey M G Morton B&W Technical Services Y-12 LLC
Abstract: Earned value management (EVM) is a systematic approach to project management from planning to completion that integrates project scope, schedule, and cost. EVM provides a consistent way to measure success and risk throughout the life of the project. To improve the stewardship of taxpayer dollars, since 2006 the Federal Acquisition Regulations (FAR) has required the use of an ANSI/EIA-748 compliant EVM system (EVMS) on government contracts exceeding agency thresholds. Government contractors invest considerable time and effort towards preparing for the initial assessment, yet rarely receive a 100% stamp of compliance on their first try. This paper provides the results of a series of interviews with four EVMS subject experts whose average experience with EV exceeds 30 years. The paper walks the reader through the steps required for EVMS certification and provides a set of best practices for each step. The paper also describes common CARs and CIOs with mitigation strategies. (EVM-1388) Workshop: Variance Analysis Report (VAR) - Analysis and Preparation
Primary Author: Ms Robin A. Watenpaugh EVP Tecolote Research Inc
Abstract: Key to making EV information useful and part of the management decision making tool set is a well written Variance Analysis Report (VAR). A VAR is a communication and action catalyst to address project cost/ schedule drivers. They should be written to accurately, clearly and concisely identify, quantify, mitigate/eliminate future project impacts and effect/track corrective action plans. They are a means to assess impacts to future work given historical and current program events. This paper provides theoretical and contextual VAR information, an overview of a VAR, provides a quick review of the EV process and where the VAR fits in that process. The dissection of a representative VAR to cover EV terminology, project EV and schedule data necessary to prepare a meaningful VAR will be the main emphasis during this session. Session attendees will collectively re-write a VAR using the “5 Whys?” process  and existing project EV reports provided. Finally, the session gives a cursory look at how to use the EV data to predict future cost and schedule impacts as appropriate. (EVM-1390) EVM Self-Surveillance Approach
Primary Author: Ms Sheri L. Crowe EVP Washington River Protection Solutions Company
Co-author(s): Ms Amy D Basche Washington River Protection Solutions Company
Abstract: The client, a government agency, requires its contractor to obtain an Earned Value Management System (EVMS) certification that meets the intent of American National Standards Institute (ANSIÒ)/Electronic Industries Standard (EI8A)-748-B, Earned Value Management Systems . Once certified, the contractor is required to perform yearly internal self surveillance on the earned value systems.
For Fiscal Year 2012, the contractor performed an internal surveillance of all 32 ANSI guidelines, rather than focusing on 8 to 10 guidelines per year. This approach provides a strong basis for continued earned value emphasis and allows for constant identification of strengths and weaknesses.
This paper describes how the contractor is proceeding to ensure the internal surveillance process is sound, progressive, forward-looking, comprehensive, and balanced, making certain that the contractor is self critical of any strengths and weaknesses identified and reported. Details of what data/system reviews were selected to be performed for the Fiscal Year 2012 surveillance plan, results, and corrective actions will be described.