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Surviving Today’s Earned Value Management System (EVMS) Environment

Breakout Session #G12 Dale Gillam, MBA, CPCM, PMI-SP, CSSGB, CSM, EVP, CMA, CMQ/OE, CCE/A, CFM, SCPM, CMSC, PMP Program Manager; Corporate EVM and Scheduling Focal Point, SAIC

Crystal Glenn, MBA, CPCM, PMP, Fellow Program Control Consultant, CenturyLink Past President, NCMA Tysons Chapter

Date: Wednesday, July 29, 2015

Time: 9:45am-11:00am




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Objectives

To aid the contracting community through: • Current environment related to EVM • Key contractual considerations • Distinguishing between EVM System and EVM

reporting requirements • Defining the typical EVM System solution • Sharing lessons learned

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Earned Value Management Environment

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Leaner Fiscal Environment • Increased scrutiny on government and contractor

performance – Shorter time frame to generate positive results for customers – Increased use of EVM for integration and accountability – Use of payment withholds for non-compliance – Emphasis on objective evidence to support award and incentive fees – Increased comparison of one contract to another by same contractor – Increased comparison of contractor to contractor

• Delayed awards – Contractors not replenishing the backlog of awards – Increased use of protesting awards

• Contractors redefining markets – Diversifying to hot markets (e.g., cyber), commercial, and

international work – Redefining their business base by eliminating OCIs

• Companies are spinning off non-core competency work and some are merging 4




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Federal Customer EVM Trends (1 of 2)

• On-going trend that the primary method of “Integrated Program Management (IPM)” is through effective EVM solutions

– Growing recognition that EVM is not one size fits all – More discussion on how suppliers manage when EVM is not

required • OMB engaging on best practices in addition to government

audits – Circular A-11 required the use of EVM on DM&E work – Established guides on technology readiness, scheduling, EVM

• PARCA is leading the way for IPM practices within DOD through leveraging EVM

– CPR and IMS DIDs were evolved and rebranded the Integrated Program Management Report (IPMR) DID

– Increasing use of the Integrated Master Plan (IMP) when EVM is used

– Increasing discussion on using a subset of the IPMR for management reporting even when EVM is not used

– Published DoD EVMS Interpretive Guide (EVMSIG) for standardized DoD view

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Federal Customer EVM Trends (2 of 2)

• DCMA updating practices to tighten oversight and compliance – Updating and integrating review practices and

instructions – Data based and automated data reviews - Analytics

and Information Management System (AIMS) Tool

• Civilian Agencies raising the IPM capabilities – Often adopting and then modifying the DoD practices – Working Group is tackling standards and best practice

definition – Emphasis on:

• IPM across Agencies using EVM techniques • Scaling practices • Reciprocity • Sharing of best practices and information

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EVM Community Trends (1 of 2)

• Adjudication of requirement and acceptable practice interpretations

• Scaling IPM/EVM solutions–defining a system to be scaled to the need – Meeting robust / mature practice requirements – Defining how to manage programs when mature reqts don’t

exist • Implementing good PM practices on non-traditional

contracts – Non-schedule based; Services; Agile

• Establishing and Aligning Best Practices in Guides – Various Government (e.g., GAO, PARCA, DCMA) vs.

Industry guides • Improving program start-up best practices • Improving integrated change management

– To baseline and forecast; and to schedule as well as scope & budget

• Utilization of predictive measures • Examining why programs fail and why they succeed 7




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EVM Community Trends (2 of 2) • Project scheduling

– Increasing emphasis on schedule health metrics – Increasing scrutiny of risk solution and relationship to the

IMS – Use of schedule risk analysis (SRA)

• Improved risk management solutions & integration with other practices

• Clear emphasis on IPM practices in addition to the tools that support IPM

• Need for integrated tools to support IPM practices – Supporting XML and DID requirements; Bid & proposal

through execution – WBS definition and pricing/BOE solution; Schedule

development and maintenance; EVM cost engine; Work authorization and timekeeping

– Analytics; Risk and analysis; Work flow and baseline logs, Corrective action tracking

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Key Contractual Considerations

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Contract Challenges • IDIQ vs Delivery Order requirements and management • Conflict between mature management / EVM vs. LPTA • LPTA environment and managing ECPs and scope creep • Shift to FPIF contracts • Few COs/CORs qualified to use schedules/ EVM for better

IPM • Clear definition of what is or isn’t authorized • Misuse of Budget vs. Funding • Use of payment withholds through Business Systems

DFARS • Subcontractor requirements, management, and oversight

tied to Prime • Partnering with subcontractors and vendors • Managing and reporting on hybrid contracts

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Why We Should Care: Contracts Controls the Environment

• Contracts controls the levers to align Government, Prime, and Subcontractor interests and efforts

• EVM is a key lever through using it for effective “integrated program management” across the entire program environment

Scope, Schedule, & Budget

Scope, Schedule, & Budget

Program Team - Worst Case Program Team - Best Case

Stakeholders Pulling in Different Directions

Stakeholders Working to Same Direction

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DFARS 252.234-7005 – Business Systems • Defines business systems as:

– Accounting systems (252.242-7006) – EVM systems (252.234-7002) – Estimating systems (252.215-7002) – Material management and accounting systems

(252.242-7004) – Property management systems (252.245-7003) – Purchasing systems (252.244-7001)

• Both the system clause and business system

clause need to be on a contract for the business system controls to be in effect

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EVM Related Requirements: Clauses or Standard References

• DFARS 252.234-7001 – Notice of EVMS • DFARS 252.234-7002 – EVMS • DFARS 252.234-7003 – Notice of CSDR • DFARS 252.234-7004 – CSDR • DFARS 252.242-7005 – Business Systems • FAR 52.234-2 - Notice of a Pre-Award IBR • FAR 52.234-3 - Notice of a Post-Award IBR • FAR 52.234-4 – EVMS • EIA-748 - EVMS Standard • EVM or EVMS: General Reference Cited

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EVM Related Requirements: Reporting/Deliverable References

• CWBS: DI-MGMT-81334 or MIL-HDBK-881 • IMP (Integrated Master Plan) • IMS: DI-MGMT-81650 • CPR: DI-MGMT-81466 • IPMR: DI-MGMT-81861 • CFSR: DI-MGMT-81468 • CDSR - DD Form 1921: DI-FNCL-81565 • FC-HR - DD Form 1921-1: DI-FNCL-81566 • PCR – DD Form 1921-2: DI-FNCL-81567 • CBDR – DD Form 1921-3: DI-FNCL-81765 • Other EVMS Reporting

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EVMS Business System – Key Points • EVMS compliance had been at DCMA EVM Center

determination, now with ACO • Elevated EVM Systems in companies

• Prior to clause, EVMS was often a program-level consideration (i.e. often not considered by contractors as a company-wide system)

• Allows ACOs to withhold a percentage of payments when a business system contains deficiencies

• A contractor deficiency has to be significant in nature • There are so many chances to correct the deficiency

before a withhold is implemented that when done, it means there were documented issues for a long time

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Key Contractual Considerations: Government • Need to clarify requirements in IDIQ/MA vs. individual Task

Orders • Work with contractors to clarify requirements in RFPs and post-

award • Include Section L/M requirements for EVM related requirements

– Look for how and where these are addressed in proposal – Should be consistent and integrated throughout volumes

• Seek ways to align use of EVM and SLAs/KPPs, etc., to correlate data

• Validate core elements of contractor’s EVMS solution • Engage with Government COR/Program Office on use of EVM • Consider engaging DCMA and/or Agency EVM resources to lend

depth and consistent focus on EVM requirements • Engage with the contractor organizational level EVM Focal

Points - communicates importance and adds leverage outside the program

• Use early (<90 day) IBRs and Surveillance Review to get the right start and keep consistent emphasis on the practices

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Key Contractual Considerations: Prime Contractor • Determine who the organizational EVM experts are and

engage them early and throughout the contracting process • Engage with counterparts and get the EVM experts to talk • Clarify any ambiguity in requirements during the RFP

phase • Tell a consistent story of the solution within each

deliverable and volume, and across all of them • Define the role of subcontractors within EVMS solution

(e.g., part of the prime’s EVMS or a separate flowdown?) If integrated, the tracking/costing of subcontractor timekeeping and the reconciliation with subsequent invoices is key

• Clearly define how subcontractor data and practices will be integrated and/or aligned with the prime 17




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Key Contractual Considerations: Subcontractor • Establish formal requirements with prime • Understand effort involved if requirements are formally

flowed down vs. integration into prime’s EVMS • Seek opportunities for mentor/protégé relationships • Define role in IBRs and Surveillance Reviews • Engage with prime contractor’s and possibly end

customer’s EVM resources • Leverage the relationship to define/evolve own EVMS • Position yourself for potential small business set-asides as

you will have to provide the leadership in these solutions

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Distinguishing between EVM System and EVM reporting

requirements

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EVM Reporting vs. System

Earned Value (EV) = The value

of the work completed.

Earned Value Management (EVM) = The use of EV data to

determine program status, issues and corrective actions, and in forecasting.

Earned Value Management System (EVMS) = A system of integrated processes and procedures developed in compliance with the standard* and used to manage a program and enable reliable

EVM and statusing of EV.

*Standard = EIA-748, EVMS Standard

You cannot effectively do one without the other two.

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Core EVM Acronyms and Metrics • EVM data is based on “budgets” not “funding”

– Funding is the “F” word of EVM • BCWS (aka PV) =

– Budgeted Cost for Work Scheduled (aka Planned Value) • BCWP (aka EV) =

– Budgeted Cost for Work Performed (aka Earned Value) • ACWP (aka AC) =

– Actual Cost of Work Performed (aka Actual Costs) • SV = Schedule Variance = BCWP – BCWS • SPI = Schedule Performance Index = BCWP / BCWS • CV = Cost Variance = BCWP – ACWP • CPI = Cost Performance Index = BCWP / ACWP • BAC = Budget at Complete = Cumulative BCWS Value • ETC = Estimate to Complete • EAC = Estimate at Complete = ACWP + ETC • VAC = Variance at Complete = BAC – EAC • Many other terms, metrics, and indices exist 21




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EVM System – Defined by a Single Core Document • Electronic Industries Alliance-748 (EIA-748),

EVMS Standard • Defines

– The primary goal for an EVMS – The seven principles of an EVMS – The 32 basic guidelines grouped by five major

categories: • Organization • Planning, scheduling, and budgeting • Accounting considerations • Analysis and management reports • Revisions and data maintenance

– A process elaboration on the application of the guidelines

– The system documentation expectations – The system evaluation process, acceptance and

surveillance expectations 22




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EVM System - Primary Goal

“An EVMS … will effectively integrate the work scope … with the schedule and cost

elements for optimum program planning and control.

The primary purpose of the system is

to support program management.

The system is owned by the company and is governed by company policies and procedures.”

Source: EIA-748 EVMS Standard 23




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What Is Project Management?

• “Project management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements.”

• Meeting stakeholder needs and expectations involves balancing competing demands: – Scope, schedule, and budget – Stakeholders with different needs and expectations – Identified requirements (needs) and unidentified

requirements (expectations)

* Source: A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013 PMBOK is a registered mark of the Project Management Institute, Inc. 24




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EVM System - Seven Principles 1. “Plan all work scope for the program to completion 2. Break down the program work scope into finite pieces

that can be assigned to a responsible person or organization for control of technical, schedule and cost objectives

3. Integrate program work scope, schedule, and cost objectives into a performance measurement baseline plan against which accomplishments may be measured. Control changes to the baseline

4. Use actual cost incurred and recorded in accomplishing the work performed

5. Objectively assess accomplishments at the work performance level

6. Analyze significant variances from the plan, forecast impacts, and prepare an estimate at completion based on performance to date and work to be performed

7. Use EVMS information in the company’s management processes”

Source: EIA-748 EVMS Standard

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EVM System - 32 Guidelines by Five Categories

1. Organization – Guidelines 1-5

2. Planning, scheduling, and budgeting – Guidelines 6-15

3. Accounting considerations – Guidelines 16-21

4. Analysis and management reports – Guidelines 22-27

5. Revisions and data maintenance – Guidelines 28-32

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Integrate Schedule, Cost and Performance to Complete the Technical Requirements

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The Key Takeaway — EVMS is about the Integration of Technical with Cost and Schedule

• Integration of details in management practices

• Fully integrated interface between management and technical

• Empowerment for technical leads to be effective CAMs

• Integration of real-time program data for complete visibility and control

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Defining the typical EVM System solution

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Core Elements of the Typical EVMS Solution • Organizational Policy: Establishes organizational approach to

EVM • EVM System Description: Defines the organization’s EVM

practices and how they comply with EIA-748 and best practices • EVM “Procedures:” Aid in implementing the EVMSD on

programs • Training: Educates stakeholders on practices and roles and

responsibilities • Surveillance: Approach and status of regular internal reviews • Tools: Integrated solution to support the practices • Community: Avenues to communicate with EVM stakeholders • Proposal and Program Support: Gives insight into ability to

propose efforts appropriately, and start them off right and maintain them

• Credentials: Organizational through Gov’t Recognition (DoD: now ACO through DFARS 252.242-7005; Others: Vary); Individual Practitioners (e.g., PMP, EVP).

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Key Players in the Implementation and Maintenance of an EVMS • Program team - Program Manager, Deputy PM,

Business Manager, CAMs, and Project Controllers are the foundation of a successful EVMS – CAMs are the cornerstone of EVM implementation – EVMS Project Controllers require additional skills

• Beyond the traditional financial Project Controller • EVMS practices, tools and analysis

• Critical functional and matrixed EVMS support – Contracts and Subcontracts – Material/Procurement

• Line Managers • Corporate EVMS SMEs

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Control Account Manager (CAM) Responsibilities • CAMs are critical players in an EVMS • Responsibilities include:

– Oversight of technical scope under assigned control accounts

– Ownership of control account budgets and schedules – Statusing of work package tasks under assigned

control accounts • This generates the amount of earned value

– Validation of actual costs charged to assigned control accounts

– As required variance analysis – As required development and implementation of

corrective actions – Generation of timely Estimates at Completes (EACs) 32




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EVMS Requires Program Focus – Resources and Time • Implementing the approach

– Documenting the “EVM Plan” – Conducting Training

•Baseline Development – Breaking down the work – Creating the IMS – Developing BOEs

•Work Authorization – Issuing CAAs from PM to CAM – CAMs providing WADs to team – Validating charges by person

•Rolling Wave Planning – Used to fine tune planning

during execution on a case-by-case basis

•Baseline Change Management

– Documenting Baseline Change Requests and capturing changes in the Program Log

•Weekly/Accounting Period status and analysis

– Creating, analyzing, and reconciling reports

– EVM discussions

•EAC effort – Developing BOEs – Reconciling/reworking

estimates

•Customer and oversight (e.g., DCMA) reviews

• Implementing corrective actions

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Need for Consistent Customer Engagement • Formal reviews

– Integrated Baseline Review (IBR) – Occurs periodically. Emphasis is on the quality of the performance measurement baseline, with focus on:

• Technical content, Schedule attainability, Budget adequacy, Resource adequacy, EVMS used as a management tool

– Surveillance Reviews – The periodic review of specific process areas (and underlying guidelines) with focus on specific areas of work to ensure maintenance of the EVMS

– Validation / Implementation Review – Complete review of all process areas typically conducted ~6 months into a program to ensure an adequate system / implementation

• Regular program interactions – EVMS reports - Accounting period based deliverables – Alignment of regular meetings with use of EVM (e.g., data,

IMS) – Consistent direction from customer PM / COTR

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Additional Information • EIA-748 EVMS Standard: http://standards.sae.org/eia748c/

• NDIA IPMD: http://www.ndia.org/Divisions/Divisions/IPMD/Pages/default.aspx

– Primary PM standards working group for DoD, Civilian Agencies, and industry – Summary of Agency requirements:

• http://www.ndia.org/Divisions/Divisions/IPMD/Documents/OtherDocuments/NDIAIPMDAgencyEVMSPolicySummaryRev20130621-a.pdf

• College of Performance Management (CPM) – www.mycpm.org

– Primary educational and practitioner forum, with emphasis on EVM – Hosts webinars, a Fall IPM Workshop, and a Spring EVM Workshop

• Linkedin – EVM Group: http://www.linkedin.com/groups/Earned-Value-Management-840897/about

– Cobra Group: http://www.linkedin.com/groups/Deltek-Cobra-User-Group-2008198/about

– wInsight Group: http://www.linkedin.com/groups/wInsight-Users-1846488/about

• Government – PARCA EVM: http://www.acq.osd.mil/evm/

• DoD policy holder, and interpretation and issue resolution facilitator – CAIWG: see NDIA IPMD site for POC

• Primary Civilian Agency working group for PM/ EVM topics – GAO: http://www.gao.gov

• Conducts audits and creates best practices guides (PM, EVM, scheduling)

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http://standards.sae.org/eia748c/

http://www.ndia.org/Divisions/Divisions/IPMD/Pages/default.aspx

http://www.ndia.org/Divisions/Divisions/IPMD/Documents/OtherDocuments/NDIAIPMDAgencyEVMSPolicySummaryRev20130621-a.pdf

http://www.ndia.org/Divisions/Divisions/IPMD/Documents/OtherDocuments/NDIAIPMDAgencyEVMSPolicySummaryRev20130621-a.pdf

http://www.mycpm.org/

http://www.linkedin.com/groups/Earned-Value-Management-840897/about

http://www.linkedin.com/groups/Deltek-Cobra-User-Group-2008198/about

http://www.linkedin.com/groups/wInsight-Users-1846488/about

http://www.acq.osd.mil/evm/

http://www.gao.gov/




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Request for Engagement • Contracting Track at the Integrated Program

Management (IPM) Workshop – 11/16-18, 2015, in Bethesda, MD – http://ipmconference.org/

• NDIA IPM Division Contracts Working Group

– Next in-person meeting: 8/25-26, 2015, in Arlington, VA – http://www.ndia.org/Divisions/Divisions/IPMD/Pages/defa

ult.aspx

• NCMA Tysons Chapter spearheading consistent

engagement with these other communities – http://www.ncmatysons.org/ – Others are encouraged to participate too

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http://ipmconference.org/



http://www.ncmatysons.org/




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Contact Information

• Dale Gillam – SAIC – [email protected]

• Crystal Glenn

– CenturyLink – [email protected]




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Back-up Slides for Subsequent Review

General and Systemic Lessons Learned

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Should EVM be Included? Determine Independent of Contract Type

• Selection of contract type may include criteria such as: – How much is known about requirement – Likelihood of accuracy of proposed contractors’ estimate – Availability of capability in the market – Level of confidence in the agency’s independent estimate

• Determination to include EVM requirement in a contract may include criteria such as:

– Is it development or construction type work? – Are risks associated with the scope of work significant? – Is there a need for performance-based tracking? – Is the work scope substantially discrete/measurable? – Are there concerns or unknowns in the quality of the management

practices that can be overcome by requiring EVM?

• The takeaway is that contract selection and EVM determinations are two separate and distinct decision processes

Source: Glenn Counts, http://www.advancedprojectcontrol.com/ 39




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General and Systemic Lessons Learned (1 of 12) • It is necessary to keep an open mind about

EVMS and learn what the current environment is about – EVMS is not about reporting, nor is it just applicable to

large product-oriented DoD systems – EVMS is about institutionalizing good, integrated

project management practices – The implementation of these practices will result in

reliable data to assist project management

• EVMS implementation necessitates the engagement of line managers and functional leads – Most senior leaders have been in oversight roles for a

while, so they need to be educated on the new environment of EVMS and how it can be used to meet their operational goals while supporting the needs of the customer and the project

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General and Systemic Lessons Learned (2 of 12) • EVMS shines the light on existing broken

management processes – The level of project management experience and

maturity is inconsistent across many of our organizations. As a result, we have pockets of good project management discipline; but since EVMS spans functional and often organizational boundaries, it amplifies problems where they exist.

• It is important to validate and focus on contract requirements – It is common for the project team to focus on executing

the tasks at hand and to lose focus on specific contract requirements

– It is important to have knowledgeable, trusted project outsiders provide a fresh review of the contract requirements and project performance to ensure actual compliance with the contract requirements 41




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General and Systemic Lessons Learned (3 of 12) • It is important to engage customers and partners early and

throughout the process – The approach to engaging customers, subcontractors, and

partners is important for the success of any EVMS implementation. By educating team members upfront, at or before project start up, and by actually walking the team members through the process steps together can save a great deal of work, re-work and/or explanation later.

• Assess your customer’s understanding of EVMS – Is there an opportunity for joint training? – Is there an opportunity for training or educating your

customer prior to contract award? • Understand your customer’s EVMS requirement to OMB

– Opportunity to influence how are program is represented – Business opportunity to assist government with

implementing EVMS 42




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General and Systemic Lessons Learned (4 of 12) • EVMS is often used as a program management

communication tool – Don’t forget to analyze the data in the same way the

customer will

• Do not assume that the customer will be lenient; this leads to complacency – Project managers who bid EVMS and do not

implement it or attempt to have it removed from the contract risk non-compliance with the contract and jeopardize EVMS credentials

– In time, customers will become more EVMS savvy, customers may hire EVMS experts, or new customers may have different agendas; therefore, be sure to rigorously pursue compliance with EVMS requirements on contracts

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General and Systemic Lessons Learned (5 of 12) • It is important to engage functional experts early

– The right help at the right time can make things a lot better

– Staff in these support functions are reasonable and critical to finding a defendable balance between the project’s reality and the EVMS requirements

– EVMS, by design, has built in flexibility for addressing the intent of the requirements while scaling and focusing the implementation on what is required by the customer and what benefits the project

– Engage experts early and throughout the lifecycle

• Identify and develop relationships with customer EVMS focal points and advocates – Often you can help establish, define, and reinforce

their role – They can help you as well 44




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General and Systemic Lessons Learned (6 of 12) • Having solid project controls support in place, on

the first day of the project, is essential – The project controllers provide the consistency needed

to support the project management functions – Find an EVMS resource with practical experience to

augment your team

• It is important that there are no single points of failure – Make sure to cross-train team members and backup

data files; Projects have had some unfortunate experiences caused by projects that were relying on a single person who was not able to follow through

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General and Systemic Lessons Learned (7 of 12) • Establish and maintain a solid technical, cost,

and schedule baseline – It takes more effort to generate a quality baseline;

however, it is better to put effort into the baseline than into trying to justify bad performance that occurs later as the result of bad planning

– EVMS process compliance becomes meaningless if the data is not reliable

– Develop a detailed schedule with linked dependencies and resources

– It is recommended that an IBR be mandated to occur early in the project and throughout project execution so as to ensure appropriate ownership, clarification, and consistent understanding of the details

– Involve key technical and management members in PMB development

– Work in the PMB must map back to SOW 46




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General and Systemic Lessons Learned (8 of 12)

• Do not allow the degree of technical change to be used as an excuse for the lack of baseline development, change management, and process compliance – Change management is an important part of and reason for using

EVMS. The argument that there is too much change to perform EVMS is not logical since EVMS is designed to support the management and control of change

• Document EVMS related direction to CAMs – Usage of different EV methods – Change control authorities – Scheduling or BOE assumptions or ground-rules

• Do not overcommit – We continue to commit to monthly vice period based reporting – Leverage our existing systems and business rules to meet the

intent 47




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General and Systemic Lessons Learned (9 of 12) • It is critical that there be adequate tool support and

training – No tool is compliant with the EVMS standard; by definition,

tools cannot be. Any vendor who claims its tools are compliant with the EVMS standard is, at best, unknowledgeable about which he or she is talking

– Tools are important in automating aspects of the processes

– The project needs to use capable tools and there must be knowledgeable tool users dedicated to the project

– The standup, support, and use of tools continues to be a significant challenge with every implementation

– Unfortunately, tool issues tend to support the mis-perception that, in general, EVMS is way too difficult

– Computer systems are not perfect – we catch errors all the time

– Have a clear approach to backing up and archiving files 48




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General and Systemic Lessons Learned (10 of 12) • Establish subcontractor flow-down requirements

during the proposal phase and institutionalize them – The role of subcontractors is important in programs – The approach in which we management

subcontractors greatly impacts our success of an EVMS implementation

– Important to address subcontractor time reporting requirements. Typical want to have them use an automated system daily, with weekly and bi-weekly reporting available

– Require the subcontractors to reconcile the automated reporting with their invoices with the understanding we will not pay them if they are not consistent

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General and Systemic Lessons Learned (11 of 12) • Do not put too much emphasis on generating the

data and not enough on the analysis and use of the analysis results to manage the project – The result of EVMS is not data and reports, but good project

management – There is a need to balance data generation with the

understanding and use of the data – Important to do horizontal and vertical traceability through the

entire program and all the artifacts • Contract Value to ACB to CPR to RAM to Revenue Recognition

#s • Trace both dollars and hours through the artifacts

– Ensure data traceability through to other reports (e.g., E300)

• Review deliverables from the customer’s perspective – Use of analytics tools for XML/X12 deliverables 50




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General and Systemic Lessons Learned (12 of 12) • Keep everyone in the same camp

– Reoccurring issues when we are the incumbent and EVMS is added to the new contract

– People sitting on customer sites or at remote locations often align more with the customer than with the company. This can create challenges following through on requirements.

• Some times we discover EVMS requirements by accident – Always fun to be informed of a requirement by the customer

• CAMs are critical to success of an EVMS – A key tenet of EVMS is the formal delegation of traditional

project management responsibility and authority to CAMs – Requires ownership of the management processes, and the

cost/schedule responsibilities in addition to the technical skills

– CAMs interviews tell the real story of how the program is managed 51