Does EPM do EVM - MPUG

Does EPM do EVM?

Does EPM do EVM?

EVM HistoryEarned Value performance-based management has been used in

Government contracting since the 1960s, based initially on Department of Defense (DoD) Cost/Schedule Control Systems Criteria (C/SCSC).

In 1996, the Management Systems Subcommittee of the National Defense Industry Association met to revise the C/SCSC. The goal was to create a set of criteria that would be more widely used and accepted by private industry.

The revision produced a rewritten set of 32-criteria known as Earned Value Management Systems and replaced the C/SCSC at the US DOD.

By 1998, Earned Value had been adopted by the ANSI/EIA and recognized by the Project Management Institute (PMI).

Earned Value Management employed the same core concepts of C/SCSC, but made them simpler and easier to apply.

In this course, C/SCSC and EVM are used interchangeably.ANSI/EIA: American National Standards Institute/Electronic Industries Alliance

Earned Value Management Environment

EVM Current EnvironmentDoD encouraged the development of an industry

standard for integrated cost, schedule, and technical performance management. The current 32 Criteria presented in the Earned Value Management System (EVMS) Guidelines are equivalent to the previous 35 DoD C/SCSC.

Industry guidelines, based on ANSI/EIA-748-A, establish the acceptable requirements for an adequate integrated cost, schedule and technical performance management system.

There have been recent, high-impact revisions to DoD EVM Policy.

ANSI/EIA: American National Standards Institute/Electronic Industries Alliance


Revised DoD EVM PolicyCost Reimbursable or Incentive Contracts > $20M Require ANSI 748A Compliant EVM and Integrated Baseline Review

Cost Reimbursable or Incentive Contracts < $20M May Require ANSI 748A Compliant EVM and Integrated Baseline Review based on Risk Assessment by the Program Manager

Cost Reimbursable or Incentive Contracts > $50M Require ANSI 748A Validated EVMS and Integrated Baseline Review

EVMS Validation is the realm of the cognizant contracting officer.


Federal Requirements for Earned Value Management

Earned Value Management is a performance measurement technique for program and project managers that integrates cost, schedule, and technical performance to enable effective program planning and control.

Policy has been imposed to apply Earned Value Management (EVM) to contracts to ensure that contractor management systems provide the contractor and the Government program and project managers with accurate data from which to make responsible management decisions.

The core requirements of an ANSI 748-A Compliant Earned Value Management System facilitate Project Management best practices and can be tailored to all contracts based on size, complexity, and risk.

Federal Requirements for Earned Value Management

Implementation of Earned Value Management (EVM) on contracts is often met with resistance from the contractors, as it is often perceived to add significant administrative cost and burden.

Contractors with sound project management and controls processes will incur minimal costs associated with earned value management, regardless of contract type.

Contractors with mature project management and controls processes often implement earned value management internally for tracking and evaluation purposes on all contracts.

Revised DoD EVM PolicyRegardless of Size, EVM is discouraged on firm-fixed

price, level of effort, time and materials contracts.

If the Government believes that effective program management requires greater access to cost and schedule data, the contract type should be re-evaluated and modified to reflect the risk associated with the scope.

Fixed Price Incentive contracts falls into the same category as Cost and Incentive contracts.


Office of Management and Budget (OMB)OMB is Requiring the Use of an EVMS for Managing Capital Assets

Agencies must use a performance-based acquisition management system, based on the ANSI/EIA Standard 748-A, to obtain timely information regarding the progress of capital investments.

The system must also measure progress towards milestones in an independently verifiable basis, in terms of cost, capability of the investment to meet specified requirements, timeliness, and quality.

Agencies are expected to achieve, on average, 90 percent of the cost, schedule and performance goals for major acquisitions. Agency heads must review major acquisitions that are not achieving 90 percent of the goals to determine whether there is a continuing need and what corrective action, including termination, should be taken.


Summary

Earned Value Management has been formally practiced since the 1960’s

Current requirements align with ANSI 748-A

Earned Value Reporting thresholds have recently changed

OMB Requirements include Earned Value Reporting


EVMS Overview

Time

Cost

PV(Planned)

EV(Accomplishment)

AC(Actual)

EAC(Forecast)

SpendingVariance

ScheduleVariance

CostVariance

40 Mos.

BAC(Total Budget)

$300M

24 Mos.

$360M

Cost Overrun

52 Mos.

ScheduleSlippage

Earned Value Management Concept

Definitions and Terminology

Actual Cost (AC) – Costs incurred and recorded in accomplishing the work to date. Also referred to as Actual Cost of Work Performed (ACWP).

Baseline – The cost, schedule, and technical plan.

Baseline Freeze Date (BFD) – The date when initial contract startup baseline planning terminates, and the baseline becomes subject to change control procedures.

Baseline Change Control – The system used to establish, analyze, communicate, and record approved changes to the program baseline.

Budget – Total resources (measured in dollars, man-hours, or other definitive units) that are formally allocated for the accomplishment of a specific task or group of tasks.

Earned Value Terminology

Definitions and TerminologyBudget at Completion (BAC) – The total budget established for the completion of the Program, Control Account, Work Package, or Element.

Earned Value (EV) – The quantified work accomplished to date. Also referred to as Budgeted Cost of Work Performed (BCWP).

Planned Value (PV) - Calendarized Budget. Also referred to as Budgeted Cost of Work Scheduled (BCWS).

Charge Number – The account number for work at the lowest level to which a performing organization charges direct or indirect labor, materials, and other costs.

Contract Budget Base (CBB) – The original contract target cost plus the target cost or negotiated customer authorized changes and the estimated cost of authorized but unpriced changes. It is also the sum of all Control Account budgets, UBs, and MR.


Definitions and TerminologyContract Data Requirements List (CDRL) – An element of the contract that specifies the data submittal requirements.

Contract Work Breakdown Structure (CWBS) – The WBS for a specific Government contract that is product-oriented and developed in accordance with MIL-HDBK-881 (Latest Revision). The CWBS provides for the subdivision of contract work into major elements.



Control Account (CA) – The focal point for planning, monitoring, and controlling tasks. The Control Account represents work within a single WBS element, and it is the responsibility of a single organizational unit.

Control Account Manager (CAM) – The individual designated as directly responsible for the management of a Control Account. The Control Account Manager is responsible for planning and managing the resources assigned for the accomplishment of the task.

Cost Performance Index (CPI) – An indicator of cost performance. It is the ratio of the earned value (EV) to the actual cost (AC) incurred. A ratio of greater than one indicates a favorable condition (underrun); less than one indicates an unfavorable condition (overrun).



Estimate at Completion (EAC) – Inception to Date (ITD) actuals plus an objective estimate of costs for remaining authorized work.

Estimate to Complete (ETC) – The estimated cost of completing the authorized remaining work.

Inception to Date (ITD) – The time from the beginning of an activity through a specified date.

Latest Revised Estimate (LRE) – The Control Account Manager’s estimate of cost at completion by element of cost for a given Control Account, as approved by the Program Manager. While an LRE is aninformal estimate, it is substantiated with supporting rational.



Management Reserve (MR) – Program funds reserved for use on unknown or unforeseen problem tasks as identified by the ProgramManager. MR is not included in the Performance Measurement Baseline (PMB).

Performance Measurement Baseline (PMB) – Time phased budget plan against which contract performance is measured. It is comprised of time-phased Control Account budgets, Undistributed Budgets, and indirect budgets. Management Reserve is not a part of the PMB.

Planning Package – A future segment of work within a Control Account that is not yet broken down into work packages. A planning package has a firm budget, estimated start and complete dates, and Statement of Work.



Total Allocated Budget (TAB) – The sum of all budgets allocated to the contract. The total allocated budget must reconcile to the contract budget base.

Undistributed Budget (UB) – UB is assigned to contractual effort that is known to exist, but has not yet been formally planned in a Control Account. It is a temporary account to be used until formal planning is completed.

Variance at Completion (VAC) – The arithmetic difference between the Budget at Completion (BAC) and the Estimate at Completion (EAC).



Work Authorization Document (WAD) – The document that assigns responsibility and authority for a defined task within a specified schedule, budget, and statement of work.

Work Packages (WP) – A discrete segment of work below the Control Account level that is defined by a description or brief work statement, starting date, ending date, completion milestone, work-in-process measure, and time-phased budget expressed in direct labor (hours or dollars), or material, ODC or subcontract dollars. The duration of a work package is a relatively short span of time (normally, but not limited to, six months or less).


EV Terminology - Quick ReferenceAC - Actual Cost

PV – Planned Value

EV - Earned Value

EAC - Estimate at Complete

LRE - Latest Revised Estimate

VAC - Variance at Complete

ETC - Estimate to Complete

CV - Cost Variance ( EV – AC)

SV - Schedule Variance (EV – PV)

CPI – Cost Performance Index (EV/AC)

SPI – Schedule Performance Index (EV/PV)

WBS – Work Breakdown Structure

OBS – Organizational Breakdown Structure

Updated Acronyms

BCWS = PV

BCWP = EV

ACWP = AC


Earned Value Management SystemTraining and Tools

Recovery Planning

Early Warning & DetectionRisk Mitigation

Contract Performance Report (CPR)COST PERFORMANCE REPORT Form Approved

FORMAT 1 - WORK BREAKDOWN STRUCTURE OMB No. 0704-0188

1. CONTRACTOR 2. CONTRACT 3. PROGRAM 4. REPORT PERIOD

a. NAME: BOOZ ALLEN & HAMILTON a. NAME: ACME Space Venture a. NAME: ACME Systems a. FROM: 01-FEB-01

b. LOCATION: MCLEAN, VIRGINIA b. NUMBER: G-1203-001 b. PHASE (X one) b. TO: 28-FEB-01

c. TYPE: CPAF [X] RDT&E [ ] PRODUCTION

d. SHARE RATIO:

5. CONTRACT DATA ($K)a. QTY b. NEG COST c. EST COST AUTH UNPR d. TGT PROFIT/FEE e. TGT PRICE f. EST PRICE g. CONT CEILING h. EST CEILING

0 $43,080 $0 $4,921 / 11.44%

6. EST COST AT MGMT EST AT COMPL CONT BUDGET BASE VARIANCE 7. AUTHORIZED CONTRACTOR REPRESENTATIVE

COMPLETION (1) (2) (3)

a. NAME (Last, First, Middle Initial) b. TITLE

a. BEST CASE $42,608 MURDOCK, B. PROGRAM MANAGER

b. WORST CASE $43,829 c. SIGNATURE d. DATE SIGNEDc. MOST LIKELY $43,829 $43,080 -$749

8. PERFORMANCE DATA CURRENT PERIOD CUMULATIVE TO DATE AT COMPLETIONBUDGETED COST ACTUAL VARIANCE BUDGETED COST ACTUAL VARIANCE

ITEM COST COST

WORK WORK WORK WORK WORK WORK

SCHED PERF PERF SCHED COST SCHED PERF PERF SCHED COST BUDGET EST VAR

(1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) (13) (14)

1.1 Prime Mission Product (PMP) 94 60 264 -34 -204 11,753 11,336 11,843 -417 -507 11,822 12,376 -554

1.3 System Engineering/Prog Mgmt 178 189 195 11 -5 10,492 10,430 9,918 -61 512 11,073 10,801 273

1.4 System Test & Evaluation 32 82 113 50 -31 1,956 1,944 2,348 -12 -404 1,978 2,435 -457

1.5 Training 121 37 65 -84 -28 1,397 1,400 1,245 3 155 1,660 1,397 263

1.6 Data 4 4 3 0 1 131 131 125 0 6 141 136 5

1.7 Peculiar Support Equipment 13 9 14 -4 -4 848 816 826 -32 -10 857 875 -18

1.8 System Assembly, Inst & C/O on Site 36 31 56 -4 -25 865 830 867 -35 -36 956 1,027 -72

1.9 GFE/GFI 1 1 0 0 1 37 37 31 0 6 72 70 2

OVERHEAD 318 267 348 -52 -81 10,961 10,684 11,173 -277 -489 11,468 12,115 -647

b. COST OF MONEY 2 1 36 -1 -34 73 71 76 -2 -6 78 85 -7

c. GEN & ADMIN 53 44 -16 -8 60 2,377 2,323 2,292 -54 31 2,503 2,512 -9

d. UNDISTRIBUTED BUDGET 0 0 0

e. SUBTOTAL (PM Baseline) 852 726 1,077 -126 -351 40,892 40,004 40,746 -888 -742 42,608 43,829 -1,222

f. MANAGEMENT RESERVE 472g. TOTAL 852 726 1,077 -126 -351 40,892 40,004 40,746 -888 -742 43,080

31-Mar-01

$48,001 $48,001 $48,001 $48,001

2002May Jun Jul Aug Sep Oct Nov Dec

May Jun Jul Aug Sep Oct Nov Dec2002

Current Plan

Baseline Pla

BCWS 583.39 2283.44 2611.29 2492.60 3029.60 9449.43 6866.36 3101.90BCWP 580.00 1979.21 1776.14 5074.65 1345.70 5130.62 1486.21 246.47

0.00

2500.00

5000.00

7500.00

10000.00BCWSBCWP

Page 1 of 1

DaysDeviation

BaselineCurrentWBS ID: BCWS BCWP

-527/8/028/29/02Rev Assy Model $3,442.00$1,544.00

138/1/027/19/02Model Detail $3,442.00$3,422.00

8/26/028 Part Rel $2,343.00$3,342.00

-4710/1/0211/17/0212 Part Rel $4,114.00$4,444.00

-3210/31/0212/2/023 Part Rel $3,663.00$3,333.00

2711/23/0210/27/022 Part Rel $7,878.00$4,444.00

512/18/0212/13/026 Part Rel $7,879.00 $432.00

Current Plan

Baseline Pla

Accounting System

Integration

Processes/Documentation

Risk Management

SOW/SOO

Work Breakdown Structure

WBS Dictionary

Resource Planning

Integrated Master Schedule

Cost, Schedule, Technical

Baseline

Earned Value Management

System

Actuals

Communicate

Funding

Planning

Informed Management

Decisions

ANSI EIA-748-A

ANSI 748-A Compliant EVMS

Earned Value Management System (EVMS) Criteria

Organization

Planning and Budgeting

Accounting

Analysis and Management Reporting

Revisions and Data Maintenance


Organization

Define the Work Breakdown Structure (WBS)

Define the Organizational Breakdown Structure (OBS)

Establish the work authorization and cost accumulation processes

Establish Cost and Schedule Integration Process

Identify Indirect/Overhead Cost Structure

Create the Responsibility Assignment Matrix (RAM)


Planning and Budgeting

Create the Integrated Master Schedule

Identify Milestones, Key Events, Technical Performance Measures

Establish and Maintain a Time-Phased Budget Baseline

Identify Management Reserves and Undistributed Budget

Ensure that the Contract Budget Base (CBB) is reconciled with the Total Allocated Budget (TAB)


AccountingRecord direct and indirect costs in accordance with company disclosure statement

Provide summary and detail visibility of costs

Establish process for reporting Material, Other Direct Costs, and Subcontractor Costs

Provide full accounting of all material purchased for the program


Analysis and Management Reports

At least monthly, provide information at the Control Account Level necessary for analysis and reporting using actual cost data that is reconcilable with the approved accounting system

Provide variance reporting of Budget (PV), Earned Value (EV), Actuals (AC)

Provide explanation of indirect costs

Implement recovery plans, management actions, recommendations

Develop revised estimates (EACs, LREs) based on performance to date and estimates of future performance


Revisions and Data Maintenance

Establish Change Management System

Provide Reconciliation and Revision Reports

Control and Document changes


Summary

Written business practices and procedures and required to demonstrate compliance with the ANSI 748-A criteria

There must be objective and repeatable evidence of practice

A validated EVMS is a key discriminator during the bid and proposal cycle and often listed as a requirement in the RFP


Earned Value Management System

Contract Price

Profit/FeeTAB

NCC

AUWOTBCBB

Overrun

Management Reserve

Undistributed Budget

Control Accounts

Summary Level Planning Packages

Planning Packages

Work Packages

+ +

TAB = Total Allocated Budget

NCC = Negotiated Contract Cost

CBB = Contract Budget Base

OTB = Over Target Baseline

AUW = Authorized Unpriced Work

Performance Measurement Baseline

Profit/Fee is NOTpart of the EV Tracking System

Performance Measurement Baseline (PMB)

Control AccountAn assigned WBS Level used to monitor the cost and schedule performance of a significant element of the work.

A major management control point for:

•Cost Summarization•Variance Analysis and Reporting •Responsibility •Scope Description•Corrective Action Planning

Control Account Level

Planning Workstations1.1.1.2.1$100K

Database Server1.1.1.2.2$200K

External Interface1.1.1.2.3$200K

Development HW1.1.1.2$500K

New HW1.1.1.3.1$200K

Refurbished HW1.1.1.3.2$200K

Deployed HW1.1.1.3$400K

Phase 1 HW1.1.1.4.1$500K

Phase 2 HW1.1.1.4.2$500K

In Flight HW1.1.1.4

$1M

Hardware1.1.1

Prime Mission1.1

ACME Project1.0


Work PackageA discrete segment of work below the Control Account level that is

defined by a description or brief work statement, starting date,ending date, completion milestone, work-in-process measure, and time-phased budget expressed in direct labor (hours or dollars), or material, ODC or subcontract dollars.

The duration of a work package is a relatively short span of time.

Work

Packages





New HW1.1.1.3.1$200K



Phase 1 HW1.1.1.4.1$500K

Phase 2 HW1.1.1.4.2$500K

In Flight HW1.1.1.4$1M

Hardware1.1.1

Prime Mission1.1

ACME Project1.0


Planning PackagePlanning Package – A future segment of work within a

Control Account that is not yet broken down into detailed Work Packages.

A planning package has a firm budget, estimated start and complete dates, and Statement of Work.





New HW1.1.1.3.1$200K



Phase 1 HW1.1.1.4.1$500K

Phase 2 HW1.1.1.4.2$500K

In Flight HW1.1.1.4$1M

Hardware1.1.1

Prime Mission1.1

ACME Project1.0

Planning Package


Establish the PMBUndistributed Budget (UB) – UB is assigned to contractual effort that is known to exist, but has not yet been formally planned in a Control Account. It is a temporary account to be used until formal planning is completed.

Management Reserve (MR) – Program funds reserved for use on unknown or unforeseen problem tasks as identified by the ProgramManager. MR is not included in the Performance Measurement Baseline (PMB).

Performance Measurement Baseline (PMB) - The PMB is the time-phased budget plan against which contract performance is measured. It includes all allocated budget plus Undistributed Budget. PMB equals the Total Allocated Budget less MR.


Earned Value Methods

Discrete Effort– Fixed Formula– Milestone Weight– Milestone Weight % Complete– % Complete– Units Complete

Apportioned Effort

Level of Effort

Earned Value Measurement

Core FormulasVariances

Cost Variance (CV) = EV – AC

Schedule Variance (SV) = EV - PV

VAC = BAC – EAC

CV % = (CV/EV)*100

SV% = (SV/ PV)*100

Performance Indices

CPI = EV/AC

SPI = EV/PV

Overall Status

% Work Complete = EVCUM/BAC

% Spent = ACCUM/BAC

% Schedule = PVCUM/BAC

Estimate at Completion

EAC = AC + ETC

EAC = BAC/CPI

Trend Analysis: Bar Chart

ACME Space Project Cost and Schedule

Performance

0

500

1,000

1,500

2,000

2,500

Monthly Performance

Hou

rs

PV 1,000 1,000 1,000 1,500 1,500 1,500 1,500 2,000AC 1,100 1,200 800 1,300 1,300EV 800 900 750 1,000 1,000

Jan Feb Mar Apr May Jun Jul Aug

Trend Analysis: Line Graph

ACME Space Project Cost and Schedule

Performance

02,0004,0006,0008,000

10,00012,000

Cumulative Performance

Hou

rs

PV 1,000 2,000 3,000 4,500 6,000 7,500 9,000 11,000AC 1,100 2,300 3,100 4,400 5,700EV 800 1,700 2,450 3,450 4,450


Trend Analysis: CPI/SPI Graph

Cost and Schedule Performance

0.50

0.60

0.70

0.80

0.90

1.00

1.10

Cumulative Performance

Inde

x

CPI 1.00 0.90 0.90 0.85 0.80 0.80 0.82 0.90SPI 1.00 0.80 0.75 0.78 0.83 0.75 0.80 0.77


Trend Analysis: Bull’s Eye Chart (wInsight)

0.70

0.80

0.90

1.00

1.10

1.20

1.30

1.40

0.70 0.80 0.90 1.00 1.10 1.20 1.30 1.40

MEGA HERZ ELEC & VEN F04695-86-C-0050 FPI RDPRElement: 1000 Name: MOH-2Bull's-eye Chart - As of: JAN 93

BEHIND SCHEDULE, UNDER COST AHEAD OF SCHEDULE, UNDER COST

BEHIND SCHEDULE, OVER COST AHEAD OF SCHEDULE, OVER COST

SPI CUM Index of Dollars

CP

I CU

M Index of D

ollars

9

8

7 6

5

4

32

100

Status: Metrics by WBS (wInsight)WBS SV CV VAC BCWS BCWP ACWP SV CV CPI SPI BAC LRE VAC

1000 ↓ ↓ ↓ 7,278.6 6,850.8 7,349.8 -427.8 -499.0 0.932 0.941 20,796.2 20,761.0 35.22000 ↓ ↓ ↔ 882.6 869.4 930.6 -13.2 -61.2 0.934 0.985 1,384.6 1,418.6 -34.02100 ↑ ↔ ↔ 294.6 282.6 300.0 -12.0 -17.4 0.942 0.959 618.4 621.6 -3.22200 ↔ ↓ ↔ 234.6 241.0 267.4 6.4 -26.4 0.901 1.027 283.4 283.4 0.02300 ↓ ↓ ↔ 353.4 345.8 363.2 -7.6 -17.4 0.952 0.978 482.8 513.6 -30.83000 ↓ ↓ ↑ 4,809.2 4,424.4 4,792.0 -384.8 -367.6 0.923 0.920 14,606.4 14,915.4 -309.03100 ↑ ↓ ↔ 397.4 360.8 371.4 -36.6 -10.6 0.971 0.908 1,728.4 1,750.0 -21.63200 ↑ ↓ ↔ 910.6 707.4 838.2 -203.2 -130.8 0.844 0.777 2,043.0 2,130.0 -87.03300 ↓ ↓ ↓ 759.8 666.6 588.4 -93.2 78.2 1.133 0.877 2,418.2 2,409.8 8.43400 ↓ ↓ ↔ 261.2 251.0 238.4 -10.2 12.6 1.053 0.961 599.2 594.6 4.63500 ↔ ↓ ↔ 88.0 87.8 84.4 -0.2 3.4 1.040 0.998 189.0 190.4 -1.43600 ↓ ↑ ↔ 1,692.8 1,681.4 1,977.6 -11.4 -296.2 0.850 0.993 5,800.6 5,987.8 -187.23700 ↑ ↔ ↔ 272.6 159.6 159.6 -113.0 0.0 1.000 0.585 388.0 388.0 0.03800 ↓ ↓ ↔ 426.8 509.8 534.0 83.0 -24.2 0.955 1.194 1,440.0 1,464.8 -24.84000 ↑ ↑ ↔ 133.8 135.0 142.8 1.2 -7.8 0.945 1.009 755.6 761.8 -6.25000 ↔ ↓ ↔ 98.8 92.2 110.0 -6.6 -17.8 0.838 0.933 127.0 143.0 -16.05100 ↓ ↓ ↔ 19.0 12.4 17.0 -6.6 -4.6 0.729 0.653 32.2 32.2 0.05200 ↑ ↓ ↑ 79.8 79.8 93.0 0.0 -13.2 0.858 1.000 94.8 110.8 -16.06000 ↔ ↑ ↔ 692.2 706.8 706.2 14.6 0.6 1.001 1.021 1,633.0 1,635.0 -2.06100 ↔ ↔ ↔ 101.6 101.0 99.0 -0.6 2.0 1.020 0.994 101.0 101.0 0.06200 ↓ ↑ ↔ 393.8 405.8 411.4 12.0 -5.6 0.986 1.030 667.2 669.2 -2.06300 ↑ ↓ ↔ 196.8 200.0 195.8 3.2 4.2 1.021 1.016 864.8 864.8 0.0[G&A] ↓ ↓ ↔ 662.0 623.0 668.2 -39.0 -45.2 0.932 0.941 1,850.4 1,887.2 -36.8[PMB] ↓ ↓ ↑ 7,278.6 6,850.8 7,349.8 -427.8 -499.0 0.932 0.941 20,357.0 20,761.0 -404.0[MR] ↔ 0.0 0.0 0.0 0.0 0.0 0.000 0.000 439.2 0.0 439.2

Government Required Reports

Contract Performance ReportCOST PERFORMANCE REPORT Form Approved

FORMAT 1 - WORK BREAKDOWN STRUCTURE OMB No. 0704-0188

1. CONTRACTOR 2. CONTRACT 3. PROGRAM 4. REPORT PERIOD

a. NAME: BOOZ ALLEN & HAMILTON a. NAME: ACME Space Venture a. NAME: ACME Systems a. FROM: 01-FEB-01

b. LOCATION: MCLEAN, VIRGINIA b. NUMBER: G-1203-001 b. PHASE (X one) b. TO: 28-FEB-01

c. TYPE: CPAF [X] RDT&E [ ] PRODUCTION

d. SHARE RATIO:

5. CONTRACT DATA ($K)a. QTY b. NEG COST c. EST COST AUTH UNPR d. TGT PROFIT/FEE e. TGT PRICE f. EST PRICE g. CONT CEILING h. EST CEILING

0 $43,080 $0 $4,921 / 11.44%

6. EST COST AT MGMT EST AT COMPL CONT BUDGET BASE VARIANCE 7. AUTHORIZED CONTRACTOR REPRESENTATIVE

COMPLETION (1) (2) (3)

a. NAME (Last, First, Middle Initial) b. TITLE

a. BEST CASE $42,608 MURDOCK, B. PROGRAM MANAGER

b. WORST CASE $43,829 c. SIGNATURE d. DATE SIGNEDc. MOST LIKELY $43,829 $43,080 -$749

8. PERFORMANCE DATA CURRENT PERIOD CUMULATIVE TO DATE AT COMPLETIONBUDGETED COST ACTUAL VARIANCE BUDGETED COST ACTUAL VARIANCE

ITEM COST COST

WORK WORK WORK WORK WORK WORK

SCHED PERF PERF SCHED COST SCHED PERF PERF SCHED COST BUDGET EST VAR

(1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) (13) (14)

1.1 Prime Mission Product (PMP) 94 60 264 -34 -204 11,753 11,336 11,843 -417 -507 11,822 12,376 -554

1.3 System Engineering/Prog Mgmt 178 189 195 11 -5 10,492 10,430 9,918 -61 512 11,073 10,801 273

1.4 System Test & Evaluation 32 82 113 50 -31 1,956 1,944 2,348 -12 -404 1,978 2,435 -457

1.5 Training 121 37 65 -84 -28 1,397 1,400 1,245 3 155 1,660 1,397 263

1.6 Data 4 4 3 0 1 131 131 125 0 6 141 136 5

1.7 Peculiar Support Equipment 13 9 14 -4 -4 848 816 826 -32 -10 857 875 -18

1.8 System Assembly, Inst & C/O on Site 36 31 56 -4 -25 865 830 867 -35 -36 956 1,027 -72

1.9 GFE/GFI 1 1 0 0 1 37 37 31 0 6 72 70 2

OVERHEAD 318 267 348 -52 -81 10,961 10,684 11,173 -277 -489 11,468 12,115 -647

b. COST OF MONEY 2 1 36 -1 -34 73 71 76 -2 -6 78 85 -7

c. GEN & ADMIN 53 44 -16 -8 60 2,377 2,323 2,292 -54 31 2,503 2,512 -9

d. UNDISTRIBUTED BUDGET 0 0 0

e. SUBTOTAL (PM Baseline) 852 726 1,077 -126 -351 40,892 40,004 40,746 -888 -742 42,608 43,829 -1,222

f. MANAGEMENT RESERVE 472g. TOTAL 852 726 1,077 -126 -351 40,892 40,004 40,746 -888 -742 43,080

31-Mar-01

$48,001 $48,001 $48,001 $48,001

There are several reports which may be used for Earned Value Management Reporting and Analysis.

Most commonly used are the 1Contract Performance Reports (CPR).

1The old (pre-1996) OMB format report complies with OMB No. 22R0327. The new DID report complies with OMB No. 0704-0188 and DID No. DI-MGMT-81466. Definitions and instructions for these reports can be found in the DoDI publication 5000.2.

Contract Performance Reports

Note: The Cost Performance Report has been revised and is now the Contract Performance Report.

CPR Format 1: WBS

CPR Format 2: OBS

CPR Format 3: Baseline

This report displays a forecast of monthly changes to the Baseline for the entire project, and contains header data showing schedule dates for the contract and the project.

CPR Format 4: Staffing

This report displays a forecast of hours and person-months by Organization.

CPR Format 5: Variance Analyses

Problem Analyses:

Explain the variance drivers, abnormal conditions and factors creating variances, and other issues, problems, and concerns.Task/Project Impact:Explain the impact to the Control Account and overall Project.Corrective Action Plan:Explain the recovery and/or risk mitigation plan.

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