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Author: John R. Cole Publisher: ISBN: 9781423582724 Category : Languages : en Pages : 135
Book Description
In December 1996, the Cost/Schedule Control Systems Criteria (C/SCSC) was officially replaced by the Earned Value Management Systems (EVMS) criteria. The switch to EVMS, coupled with current acquisition reform changes, have left many wondering what the effects of these changes will be. This thesis defines the costs and benefits of the old C/SCSC, and then compares them. Additionally, this thesis discusses the changes accompanying the switch to EVMS and the effect on the costs and benefits. The marginal costs of C/SCSC are defined as the difference between the costs of a C/SCSC compliant system and a contractors normal management control system. The marginal system compliance costs are 334- 481 person days, while the marginal operating costs are 50% of the C/SCSC compliant operating costs. Fourteen benefits of C/SCSC are detailed in this thesis. The most important benefit discovered was the data reliability that comes with a criteria compliant management control system. The main difference between C/SCSC and EVMS is the system certification process. Under C/SCSC, DoD teams would have to certify a contractor's system. Under EVMS, contractors have the ability to self-certify their system (with final government approval). Cost savings may result through self-certification without reductions in the benefits.
Author: John R. Cole Publisher: ISBN: 9781423582724 Category : Languages : en Pages : 135
Book Description
In December 1996, the Cost/Schedule Control Systems Criteria (C/SCSC) was officially replaced by the Earned Value Management Systems (EVMS) criteria. The switch to EVMS, coupled with current acquisition reform changes, have left many wondering what the effects of these changes will be. This thesis defines the costs and benefits of the old C/SCSC, and then compares them. Additionally, this thesis discusses the changes accompanying the switch to EVMS and the effect on the costs and benefits. The marginal costs of C/SCSC are defined as the difference between the costs of a C/SCSC compliant system and a contractors normal management control system. The marginal system compliance costs are 334- 481 person days, while the marginal operating costs are 50% of the C/SCSC compliant operating costs. Fourteen benefits of C/SCSC are detailed in this thesis. The most important benefit discovered was the data reliability that comes with a criteria compliant management control system. The main difference between C/SCSC and EVMS is the system certification process. Under C/SCSC, DoD teams would have to certify a contractor's system. Under EVMS, contractors have the ability to self-certify their system (with final government approval). Cost savings may result through self-certification without reductions in the benefits.
Author: Charles I. Budd PMP Publisher: Berrett-Koehler Publishers ISBN: 1567263372 Category : Business & Economics Languages : en Pages : 312
Book Description
The Best Resource on Earned Value Management Just Got Better! This completely revised and updated guide to earned value (EV) project management is the go-to choice for both corporate and government professionals. A Practical Guide to Earned Value Project Management, Second Edition, first offers a general overview of basic project management best practices and then delves into detailed information on EV metrics and criteria, EV reporting mechanisms, and the 32 criteria of earned value management systems (EVMS) promulgated by the American National Standards Institute and the Electronic Industries Alliance and adopted by the Department of Defense. This second edition includes new material on: • EV metrics • Implementing EVMS • Government contracts • Time-based earned schedule metrics • Critical chain methodologies
Author: Project Management Institute Publisher: Project Management Institute ISBN: 1628256397 Category : Business & Economics Languages : en Pages : 260
Book Description
Earned value management (EVM) is a management methodology for integrating scope, schedule, and resources; objectively measuring project performance and progress; and forecasting project outcome. It is considered by many to be one of the most effective performance measurement and feedback tools for managing projects. The Standard for Earned Value Management builds on the concepts for EVM described in the Practice Standard for Earned Value Management and includes enhanced project delivery information, by integrating concepts and practices from the PMBOK® Guide – Sixth Edition and The Agile Practice Guide. A central theme in this standard is the recognition that the definition for value in EVM has expanded. While the term retains its traditional definition in terms of project cost, it embraces current practice by including the concept of earned schedule. This standard also integrates hybrid methodologies that blend together historical EVM concepts with the needs of the agile practitioner, all with an eye towards aiding the project team in enhancing overall project delivery. This standard is a useful tool for experienced project management practitioners who are seeking to expand and update their knowledge of the field as well as less experienced practitioners who want to learn other approaches for managing project performance. It provides insight and detailed explanations of the basic elements and processes of EVM, and demonstrates how to scale EVM to fit varying project sizes and situations. This standard includes graphical examples and detailed explanations that will enable the reader to establish and implement EVM on projects in almost any environment and of almost every size. When used together with good project management principles, EVM methodology will provide a greater return on any project and results that will directly benefit your organization.
Author: G-47 Systems Engineering Publisher: ISBN: Category : Languages : en Pages : 0
Book Description
An Earned Value Management System (EVMS) for integrated program management will effectively integrate the work scope of a program with the schedule and cost elements for optimum program planning and control. The primary purpose of the system is to support integrated program management. The system is owned by the organization and is governed by the organization's policies and procedures. The principles of an EVMS are: Plan all work scope for the program to completion. Break down the program work scope into finite pieces that are assigned to a responsible person or organization for control of technical, schedule and cost objectives. Integrate program work scope, schedule, and cost objectives into a performance measurement baseline plan against which accomplishments are measured. Control changes to the baseline. Use actual costs incurred and recorded in accomplishing the work performed. Objectively assess accomplishments at the work performance level. Analyze significant variances from the plan, forecast impacts, and prepare an estimate at completion based on performance to date and the remaining work to be performed. Use the EVMS information in the organization's management processes.The essence of earned value management is that a target planned value (i.e., budget) is established for each scheduled element of work at a level of detail appropriate for the degree of risk for the technical, schedule, and cost or uncertainty associated with the program. As these elements of work are completed, their target planned values are "earned". As such, work progress is quantified, and the earned value becomes a representation of accomplishment against which to measure what was spent to perform the work and what was scheduled.Schedule variances, which cannot be seen in a stand-alone budget versus actual cost tracking system, are isolated and quantified, and the cost variances are true cost variances that are not distorted by schedule performance. This provides for early identification of performance trends and variances from the management plan and allows management decision making while there is adequate time to implement effective corrective actions. Without earned value, one can only compare planned expenditures with how much has been spent, which does not provide an objective indication of how much of the planned work was actually accomplished.For the benefits of earned value to be fully realized, comprehensive planning at the outset that includes a thorough risk and opportunity analysis, combined with the establishment and disciplined maintenance of a baseline for performance measurement are required. This combination of comprehensive planning, baseline maintenance, and earned value analysis yields earlier and better visibility into program performance than is provided by non-integrated methods of planning and control. This enhances overall program management value through decisions based on the use of EVMS information.The intent is to provide management information using the organization's resources and a properly scaled EVMS application that achieves the program requirements and is compliant with the EVMS principles. EVMS scalability is viewed as a spectrum employing the principles of EVMS as fundamental to all programs and the EVMS guidelines (Section 2) as applicable to large complex or high-risk programs. This scalability allows any program, regardless of size and complexity, to realize the benefits of earned value management. Note 1:In the context of this standard, a program is a group of related projects supporting a mission that are managed in a coordinated way to obtain benefits not obtained from managing them individually. As the management principles are the same to achieve success, the two terms, program and project, are used interchangeably in this standard. Note 2:An objective of this standard is the planning and performance measurement of program work scope in a manner that enables efficient integrated program management. As the management principles of planning and performance measurement are detailed throughout this standard, the terms "effort", "scope", "work," "work scope," and "program work scope" are used interchangeably. Note 3:In the context of this standard, "organization" is used as a generic term and may include but is not limited to: public and private corporations and companies, Federal government agencies, departments and activities, state and local government entities, Federally Funded Research and Development Centers (FFRDC) and similar organizations, educational institutions, and non-profit entities that are likely to be owners of earned value management systems. Note 4:There are occasions where it is beneficial for complementary systems or methodologies (e.g., Enterprise/Manufacturing Resource Planning, Agile Software Development, Theory of Constraints) to interface with the EVM System. These complimentary systems or methodologies can be used to deliver functionality and value to the customer while EVM provides a standardized method for measuring progress and reporting across the contract. The EVMS documentation should describe the interface content as well as the recurring control process to maintain data conformance and system compliance. Per SAE process for maintence of standards, this revision "D" to the earned value management standard has been updated to ensure it remains current, and relevant.
Author: Barry Leonard Publisher: DIANE Publishing ISBN: 143791702X Category : Languages : en Pages : 438
Book Description
To use public funds effectively, the gov¿t. must meet the demands of today's changing world by employing effective mgmt. practices and processes, including the measurement of gov¿t. program performance. Legislators, gov¿t. officials, and the public want to know whether gov¿t. programs are achieving their goals and what their costs are. To make those evaluations, reliable cost information is required and fed. standards have been issued for the cost accounting that is needed to prepare that information. This Cost Guide has been developed in order to establish a consistent methodology that is based on best practices and that can be used across the fed. gov¿t. for developing, managing, and evaluating capital program cost estimates. Illustrations.
Author: Publisher: ISBN: Category : Government purchasing Languages : en Pages : 916
Book Description
Special edition of the Federal register, containing a codification of documents of general applicability and future effect as of ... with ancillaries.
Author: Ray R. Venkataraman Publisher: John Wiley & Sons ISBN: 1118174186 Category : Technology & Engineering Languages : en Pages : 256
Book Description
Cost and Value Management in Projects provides practicing managers with a thorough understanding of the various dimensions of cost and value in projects, along with the factors that impact them, and the managerial approaches that would be most effective for achieving cost efficiency and value optimization. This book addresses cost from a strategic perspective, offering thorough coverage of the various elements of value management such as value planning, value engineering and value analysis from the perspective of projects.
Author: Brandon, Daniel M. Publisher: IGI Global ISBN: 1591406951 Category : Business & Economics Languages : en Pages : 417
Book Description
"This book describes and illustrates practices, procedures, methods, and tools for IT project management that address project success for modern times"--Provided by publisher.
Author: John R. Cole
Author: John R. Cole
Author: 
Author: Charles I. Budd PMP
Author: 
Author: Project Management Institute
Author: G-47 Systems Engineering
Author: Barry Leonard
Author: 
Author: Ray R. Venkataraman
Author: Brandon, Daniel M.