Overview
EVM is considered by many in the project management community to be the best option currently available for holding all parties accountable for the effective management of large and complex projects. EVM provides a disciplined approach to managing projects successfully through the use of an integrated system to plan and control authorised work to achieve cost, schedule, and performance objectives. The fidelity of the information produced by the EVM is critical to providing an objective assessment of a programs performance from which well-informed management decisions can be made. Moreover, EVM is not just a cost report; it is a tool to help'. programs managers and their team members operate more effectively in managing , their programs. In this workshop, the attendants will understand the complexities of EVM, and will be given the mentioned guidelines. Also, we will discuss with the participants the process of choosing a business project using EVM approach that best suits the needs of their organization. Finally, some guidelines and also tools will be given during the training course that will present a status update on attached EVM roles and responsibilities and improve the implementation of EVM within their organisations. Objectives
This workshop training will provide participants with the necessary guidelines, tools and techniques, helping them to successfully understand the value and use of EVM. EVM is one of businesses and industry’s most powerful programme management tools. EVM is primarily a programme management planning tool which is also used by government and industry programmme managers to track programme execution as they navigate the day-to-day constraints and risks that all programme managers’ face.
Who should attend?
All professionals who play a role in the management, execution, or control of projects, including:
- Executives
- Managers
- Department managers
- Section heads
- Group leaders
- Contractors
- Project managers
- Program managers
- Portfolio managers
Learning outcomes
Participants will be able to:
- Describe a EVM and identify when best to select a business case
- Know the objectives of using the EVM systems
- Understand the complexity and the recommended guidelines for the implementation of a EVM
- Know the guidelines for conducting the change management process involved in a EVM
- Understand the tools and techniques necessary for the creation and implementation of a EVM
Workshop structure
Module one – Introduction to Earned Value Management
- Introduction
- Earned Value Management defined
- Background of the EVM
- The differences between Traditional Management and Earned Value Management
- How Earned Value Management fits into a Program and Project environment
- The framework necessary for proper Earned Value implementation
- Exercise
Module two – Breakdown Structure (WBS) and other supporting documents
- Work Breakdown Structure (WBS) PMBOK 5th edition
- WBS dictionary
- Organizational Breakdown Structure (OBS)
- Responsibility Assignment Matrix (RAM)
Module three – Project Scheduling
- Introduction
- Define Planning vs. Scheduling
- Define and Illustrate Basic Scheduling Concepts
- Define Logic Relationships and Critical Path
- Define and Illustrate Different Schedule Formats
Module four – Budgeting Concepts and Definitions
- Cost/Schedule Baselines
- WBS Levels: Control Accounts, Work Packages, Planning Packages
- Elements of an Earned Value Contract Baseline
- Proposed Cost and the Contract Budget Baseline
- Control Account Manager Roles and Responsibilities
- Review
Module five – Earned Value concepts and methods
- Earned Valve Management System (EVMS) Criteria
- The definitions and illustrations of the basic EVMS terminology
- The definition and illustrations of the EV methods
- Customer and Contractor Benefits of implementing an EVMS
Module six – Metrics, Performance Measurements and Forecasting
- Define Cost and Schedule Variances
- Cost and Schedule Performance Indices
- Estimate to Complete (ETC)
- Estimate at Completion (EAC) and Latest Revised Estimate (LRE)
Module seven – Integrated Baseline Review and Change Control
- Definition of an Integrated Baseline Review (IBR)
- Integrated Baseline Review Objectives and Responsibilities
- Change Control Process
Module eight – Organisation Required Reports
- Define Cost Performance Report (CPR)
- Define Cost/Schedule Status Report (C/SSR)
- Examples and case study
- Continuous Improvement