EVMS Implementation Guidance
|DOE G 413.3-10B||This guide provides information for improving the integration of the Earned Value Management System (EVMS) with project management planning, execution, and control processes. It also reviews U.S. Department of Energy (DOE) interpretation, application, and implementation of the Electronic Industries Alliance (EIA) industry standard, EIA-748, for EVMS compliance.|
|DOE G 413.3-20||Change Control Management Guide provides a suggested approach and uniform guidance for managing project and contract changes through applying the requirements of DOE O 413.3B.|
|DOE G 413.3-24||This Planning and Scheduling guide assists project teams by outlining project scheduling principles and best practices in planning and executing capital asset projects to meet the requirements of DOE Order (O) 413.3B, Program and Project Management for the Acquisition of Capital Assets.|
|EPASOP||This EVMS and Project Analysis Standard Operating Procedure (EPASOP) serves as a primary reference for PM-20 when conducting project-level data analysis at the PMB level to support Monthly Project Assessments and other assessment needs. The results of the analysis and tools herein also support PM-30 EVMS Compliance Review data analysis (reference ECRSOP), and other project assessments where EVM data is contractually required. This SOP refers to several Project Assessment and Reporting System (PARS) reports and provides instruction on interpretation of data to support project performance, predictive analysis, and identification of concerns with the contractor’s EVMS. This SOP applies to PM-20 and PM-30 and is available for use outside PM. The framework for analysis outlines sequential steps taken when conducting project-level analysis using the Contractor’s data uploaded in PARS in accord with PARS Contractor Project Performance (CPP) Upload Requirements Document. The analysis framework includes the following processes: 1. Assess data validity; 2. Assess schedule health; 3. Analyze variances; 4. Analyze trends; 5. Forecast performance. By following this Analysis Plan, the Analyst can assess EVMS data validity, identify sources of current and past performance issues, determine if recent corrective actions were successful in improving performance, and assess baseline stability and reasonableness of the Estimate at Completion. After the analysis is complete, the Analyst can determine, based on issue severity and potential impact to CD-4 and/or Estimate at Completion (EAC), as to which issues warrant being covered in the Monthly Project Assessment.|
|ECRSOP||This DOE Office of Project Management (PM) EVMS Compliance Review Standard Operating Procedure (ECRSOP) provides detailed guidance for PM staff and PM support contractors performing Earned Value Management System (EVMS) compliance reviews. DOE Order 413.3B, Program and Project Management for the Acquisition of Capital Assets, requires that PM establish, maintain and execute a documented EVMS compliance assessment process in accordance with established dollar threshold levels to ensure full compliance with applicable Federal Acquisition Regulations (FAR) and Office of Management and Budget (OMB) EVMS compliance requirements. This SOP applies only to PM personnel and PM-led or initiated review teams responsible to determine EVMS compliance. It provides specific guidance for the consistent assessment of compliance and evaluation of the efficient implementation of a contractor’s EVMS as part of PM-led reviews. An updated list of supporting documents is maintained here.|
|PARS Contractor Project Performance (CPP) Upload Requirements||The Contractor Project Performance (CPP) Upload Requirements for Project Assessment and Reporting System (PARS) defines the monthly submission of contractor project performance data required by the Department of Energy (DOE). It provides the necessary information regarding the business rules for generating the data in the required formats. It is intended to be used by DOE contractors and their Project Management and Information Technology (IT) staff to generate and submit the contractor’s data. This document also integrates with and provides reference to the IPMR DID and CFSR DID reporting process when required.|
|Integrated Program Management Report (IPMR) Data Item Description (DID)||The Integrated Program Management Report (IPMR) contains data for measuring cost and schedule performance on Department of Energy (DOE) capital asset projects. It is structured around seven formats: Format 1 defines cost and schedule performance data by product-oriented Work Breakdown Structure (WBS); Format 2 defines cost and schedule performance data by the contractor's organizational structure (e.g., Functional or Integrated Product Team (IPT)); Format 3 defines changes to the Performance Measurement Baseline (PMB); Format 4 defines staffing forecasts; Format 5 is a narrative report used to provide the required analysis of data contained in Formats 1-4 and 6; Format 6 defines and contains the contractor’s Integrated Master Schedule (IMS) for the project; and Format 7 defines the time-phased historical & forecast cost and schedule EVM system performance and compliance data submission. The IPMR's primary value to the Government is its utility in reflecting current project status and projecting future project performance. It will be used by the DOE federal staff, including program managers, engineers, cost estimators, and financial management personnel, as a basis for communicating project performance status.|
|Contract Funds Status Report (CFSR) Data Item Description (DID)||The Contract Funds Status Report (CFSR) is designed to supply contract funding data about individual projects to Federal Project Directors and Contracting Officers for: (a) updating and forecasting contract funds requirements for the identified project, (b) planning and decision making on funding changes to contracts for the identified project, (c) developing funds requirements and budget estimates in support of the identified project, (d) determining funds in excess of contract needs for the identified project and available for deobligation, and (e) obtaining rough estimates of termination costs.|
|Earned Value Management System (EVMS) Gold Card||
This DOE EVMS Gold Card is a single-sheet reference that defines common Earned Value (EV) terminology (''alphabet soup''), lists EV metric equations, and labels the most common EV graph.
EVMS CLEARINGHOUSE TOPICS
The use of Level of Effort (LOE) Earned Value Technique (EVT) for construction support such as Title III (T3) Engineering is addressed in a manner that is compliant with the EIA-748 standard, is consistent with EFCOG’s generally preferred approach, and is practical, effective, and cost efficient.
|Application of the Schedule of Values (SOV) Method with Zero Budget Activities||On a limited basis the use of zero budget, non-resource baseline activities is permissible for scheduling fixed-price procurements only. The use of these activities is intended to enhance the planning and scheduling of subcontract work to increase the effectiveness/usefulness of the project schedule. In the normal course of planning, scheduling and budgeting per EIA-748 requirements, the scope of work must have a budgetary target established for it as a goal, and each of the subordinate activities planned and scheduled must be allocated a reasonable proportion of the total control account budget. Thus it is important that the contractor place emphasis on their limited use and must take special care when using zero budget, non-resource activities as they are not a natural feature within an EIA-748 Earned Value Management System Performance Measurement Baseline.|
|Reasonable Total Float||Resolving issues tied to reasonableness of Total Float for projects subject to DOE O 413.3B chg. 6 is inconsistent throughout DOE. Planning and executing activities with high Total Float can mask performance variances that provide project managers insights for utilizing limited resources, introduce new risks, and increase the likelihood and impact of existing risks. During planning and scheduling, and routine surveillance, a methodology is recommended to assess, resolve, and manage activities with high Total Float.|
External EVMS Guidance
|GAO-20-195G||GAO Cost Estimating and Assessment Guide: Best Practices for Developing and Managing Capital Program Costs
Published: March 12, 2020
|GAO-16-89G||GAO Schedule Assessment Guide: Best Practices for Developing and Managing Capital Program Costs
Published: December 22, 2015
|NDIA Intent Guide||Earned Value Management Systems (EVMS) EIA-748-D Intent Guide
Published: August 28, 2018
|NDIA PASEG||NDIA PMSC Planning and Scheduling Excellence Guide (PASEG) v. 4.0
Published: September 12, 2019
The EVMS Guideline Scalability Guide was produced to support any agency or organization which does not have a contractual requirement to implement EVMS, but would still benefit from using EVM practices by implementing a scaled EVMS. It is intended for industry or government project personnel within: 1) entities such as universities, laboratories, small businesses, suppliers, and vendors with small to mid-size projects; 2) large corporations with small projects/contracts or that issue contracts to small businesses, suppliers, and vendors; and 3) any government agency with small contracts. The guide focuses on scaling the EVMS Standard 32 Guidelines in a way that reflects the size, complexity, risk, and type of work involved. A scaled EVMS recognizes small projects do not require the same level of detail data and control discipline associated with large, complex projects.
|NDIA Integrated Baseline Review Guide||
Integrated Baseline Reviews (IBRs) are required, either pre-award or post-award, to ensure authorized work is adequately planned and resourced, and to establish a mutual understanding of the risks and opportunities inherent in a Performance Measurement Baseline (PMB). The purpose of this document is to provide guidance for the preparation and execution of an IBR. The intent of the guide is to improve the consistency of the IBR process for all users (customers and suppliers). This guide discusses the need for an IBR, the types of IBRs, when and how each should be conducted, and the necessity to make the IBR an element of the ongoing project management process. This guide also discusses integrating the IBR process with risk and opportunity management practices.
|DoD EVMSIG||The DoD EVMS Interpretation Guide (EVMSIG) is used as the basis for the DoD to assess EVMS compliance to the EIA-748 Guidelines.
Published: March 14, 2019
The DoD Earned Value Management Implementation Guide (EVMIG) describes EVM Concepts and Guidelines and provides guidance for Government use of EVM, including guidance for applying EVM requirements to contracts, an introduction to analyzing performance, and a discussion of baseline review and maintenance and other post award activities.