Inside this issue: From the CEVM: Evaluation of EVM Practices & Structures 1-2 Status of EVM Test Metrics 3 New Acquisition Leadership 4-5 Farewell to Ms. BJ White-Olson & David Tervonen 6 Calendar 6 Crossword Puzzle 7 Department of the Navy (DON) Earned Value Management (EVM) Quarterly Newsletter July 2019 Over the past six months, an exciting project has been underway within the DON EVM community: a comprehensive evaluation of EVM practices and structures across the DON acquisition enterprise. Line of Effort 3 within the 2018 National Defense Strategy and the FY2019-2021 DON Business Operations Plan is to Reform the Department for Greater Performance and Affordability. This Line of Effort specifically challenges the DON to deliver performance at the speed of relevance, organize for innovation, and drive budget discipline and affordability to achieve solvency. Accordingly, Secretary Geurts signed out a memo on 13 December 2018 announcing the commencement of this evaluation of EVM practices and structures. The goal of the evaluation was to identify best practices and lessons learned to be applied to the core requirement of EVM. Data-driven recommendations were provided to ASN(RD&A) on 1 July 2019. A Tiger Team was assembled featuring representatives from across the SYSCOM and PEO organizations and the core team of the Naval Center for EVM (CEVM). The CEVM was the primary team analyzing data, traveling to the sites, and synthesizing the report. The full Tiger Team met routinely between each site visit to discuss major themes learned and to provide informed perspective on recommendations of the course of action. The Tiger Team represented a broad cross section of EVM practitioners and EVM customers with differing perspectives on the identified course of action. The evaluation occurred in three phases: survey and questionnaire of the EVM practitioners, site visits to discuss program management perspective of EVM, and generation of a report of recommendations. The first phase was to collect and analyze results from a survey and questionnaire sent to all DON EVM practitioners identified by the SYSCOM and PEO representatives to the tiger team. Over 100 surveys were returned. The data was analyzed to help describe the EVM workforce. Key takeaways: 84% of workforce considers quality of work is high, importance of schedule analysis tasks, 73% occupy two job series, and over 80% are challenged, utilized, satisfied, and enthusiastic in their work/role. From the CEVM: Evaluation of EVM Practices & Structures Written By: David Tervonen—CEVM
Transcript
Inside this
issue:
From the CEVM:
Evaluation of EVM
Practices & Structures
1-2
Status of EVM
Test Metrics
3
New Acquisition
Leadership
4-5
Farewell to
Ms. BJ White-Olson &
David Tervonen
6
Calendar 6
Crossword Puzzle 7
Department of the Navy (DON)
Earned Value Management (EVM)
Quarterly Newsletter
July 2019
Over the past six months, an exciting project has been underway within the DON EVM community:
a comprehensive evaluation of EVM practices and structures across the DON acquisition enterprise.
Line of Effort 3 within the 2018 National Defense Strategy and the FY2019-2021 DON Business
Operations Plan is to Reform the Department for Greater Performance and Affordability. This Line
of Effort specifically challenges the DON to deliver performance at the speed of relevance, organize
for innovation, and drive budget discipline and affordability to achieve solvency. Accordingly,
Secretary Geurts signed out a memo on 13 December 2018 announcing the commencement of this
evaluation of EVM practices and structures. The goal of the evaluation was to identify best
practices and lessons learned to be applied to the core requirement of EVM. Data-driven
recommendations were provided to ASN(RD&A) on 1 July 2019.
A Tiger Team was assembled featuring representatives from across the SYSCOM and PEO
organizations and the core team of the Naval Center for EVM (CEVM). The CEVM was the primary
team analyzing data, traveling to the sites, and synthesizing the report. The full Tiger Team met
routinely between each site visit to discuss major themes learned and to provide informed
perspective on recommendations of the course of action. The Tiger Team represented a broad
cross section of EVM practitioners and EVM customers with differing perspectives on the identified
course of action.
The evaluation occurred in three phases: survey and questionnaire of the EVM practitioners, site
visits to discuss program management perspective of EVM, and generation of a report of
recommendations.
The first phase was to collect and analyze results from a survey and questionnaire sent to all DON
EVM practitioners identified by the SYSCOM and PEO representatives to the tiger team. Over 100
surveys were returned. The data was analyzed to help describe the EVM workforce. Key
takeaways: 84% of workforce considers quality of work is high, importance of schedule analysis
tasks, 73% occupy two job series, and over 80% are challenged, utilized, satisfied, and enthusiastic
in their work/role.
From the CEVM: Evaluation of
EVM Practices & Structures
Written By: David Tervonen—CEVM
The second phase included site visits to NAVAIR in February 2019, SPAWAR in March 2019, NAVSEA in April 2019, and
MARCORSYSCOM in May 2019. 59 meetings occurred with 87 stakeholders. The prime focus of the visits was to meet with
various tiers of the program management community to gain the program management perspective of EVM. The discussions
helped gauge EVM as a program management tool, the cost/benefit of EVM, alignment of EVM to individual/organizational
performance metrics, organizational communication, organizational structure, EVM improvement ideas, and the overall value
of EVM. Key takeaways: value of real-time data, value of historical data for cost estimating and contract negotiations, value of
standardized products for senior leadership consumption, reinforcement that relationships and soft skills matter, and the
importance of schedule and timely delivery of capabilities to the fleet.
The final phase was a report of recommendations due to ASN(RD&A) and completed at the end of June 2019. The report
provided results of the previous 2 phases and included actionable, data-driven recommendations. The recommendations
outlined are intended to give the EVM workforce a better understanding of their primary customers and increase the timeliness
and relevancy of the data and analysis provided to these customers. The ultimate goal is to ensure that EVM remains a reliable
tool used to support proactive decision-making.
Through the comprehensive evaluation of EVM practices and structures, the CEVM identified best practices and lessons
learned. The intent of the associated recommendations is to apply identified best practices and lessons learned across the DON
acquisition enterprise.
Best Practices/Lessons Learned
While there is value in historical data for cost estimating and contract negotiations, direct, real-time access to contractor
data is best for managing the program.
There is significant utility in standardized EVM products, particularly those intended for senior leadership consumption.
The soft skills truly matter; contractor relationship management and aggregate organizational behavior are of paramount
importance.
Performance improves with access to tools and proper training.
Stovepiped organizations inhibit communication.
Less is typically more.
There is a greater emphasis on schedule and performance at the lower echelons.
There is a perception that the DON pays contractors a premium for EVM.
Following are examples of actions we are moving out on:
ASN(RD&A) promulgate Commander’s Intent for EVM optimization, emphasizing EVM best practices
CEVM draft EVM PEO Tailoring Guide, in close collaboration with EV stakeholders
CEVM identify ways to address EVM data latency
This was a big undertaking with the potential for even bigger returns with the implementation of the identified improvement
opportunities. Thanks to all that returned surveys/questionnaires, participated in stakeholder conversations, and participated
in the Tiger Team. The project would not have been possible without your valuable inputs.
Page 2 July 2019
Evaluation of EVM Practices & Structures cont.
This is a follow-up to the original article "Evolution of EVMS Test Metrics' published in the April 2019 edition of The
Baseline. The EVMS Test Metric CCB met in April 2019 and completed its review/dispositioning of all the recommended Test
Metric updates received since the prior EVMS Test Metric CCB that met in Jan 2019. The updated Test Metrics, Version 3.3,
have been approved and released to the DoD organizations and Defense Industry for use in EVMS surveillance and compliance
activities. They may be found on the DCMA public website, https://www.dcma.mil/HQ/EVMS, entitled "EVMS Compliance Metric
Templates" within the link "Metric Templates v3.3". The "Metrics Tracking and Data Artifact List" provides the details of each
Test Metric update including the current configuration (v3.3), identifying new and deleted metrics, and the rationale for the
update (column entitled "Revision Comments").
In summary there are currently 143 Test Metrics reflecting an overall increase of four over the previous configurations v3.1 and
v3.2. The final population includes two deletions (10A301a and 27A104a) and six new Test Metrics (08I101a, 08I102a,
08I103a, 10I101a, 27I101a & 27I102a). The deletions and the rationale are identified on the "Deletions" worksheet of the
"Metrics Tracking and Data Artifact List". A total of 43 Test Metrics were changed/updated at the April EVMS Test Metric CCB,
these are identified on the "Metrics Tracking and Data Artifact List" under Column F entitled "Changes April CCB" (ignore the
term "Since" as it is not appropriate), the rationale for the change/update is provided under Column P "Revision Comments".
All 143 EVMS Test Metrics were updated to v3.3 even if there were no changes; updating all metrics to the newest version
number will be the process going forward. On the "Metrics Tracking and Data Artifact List" Columns E and F have been added
for ease of identifying the new Test Metrics approved and those which were just updated, respectively, at the latest EVMS Test
Metric CCB.
Future CCB efforts will be focused on standardizing the Statistical Sampling Methodology used for multiple EVMS Test
Metrics. I have accepted the action to conduct the analysis and determine which EVMS Test Metrics will need to be updated to
reflect the standardized Statistical Sampling Methodology. This will be the subject of a future article in The Baseline. Also the
CCB will be reviewing "Threshold" levels (used for assessing potential issues) to determine if there is sufficient data derived
during implementation to warrant an update. Lastly, the CCB will continue to review any emerging Test Metric recommended
updates. NAVSEA-05C8 is the point of contact for coordinating the review of DON recommended updates with the EVMS
CCB. Please forward recommended updates to Tad Kelly @ mailto:[email protected].
Page 3 July 2019
Status of EVMS Test Metrics
Written By: Tad Kelly—NAVSEA
Page 4 July 2019
New Acquisition Leadership
Deputy Assistant Secretary of the Navy -
Acquisition and Procurement
Ms. Cindy Shaver is the Deputy Assistant Secretary of the Navy for Acquisition
and Procurement (DASN (AP)). She is the senior career civilian responsible for
acquisition and contracting policy that governs the operation of the Navy’s world
-wide, multibillion-dollar acquisition system. Ms. Shaver is the principal civilian
advisor to the Navy Acquisition Executive for acquisition and procurement
matters and is the leader of the Navy’s contracting , purchasing, and government
property communities.
Prior to selection as DASN AP, Ms. Shaver served as the Director of Contracts,
Naval Sea Systems Command (NAVSEA). As the senior civilian for contracting at
NAVSEA, Ms. Shaver was responsible for the contractual oversight of the Nation’s
most complex shipbuilding and weapons systems procurements on behalf of
NAVSEA headquarters and its numerous field activities with delegated
contracting authority, located throughout the country. Her duties involved the
obligation and expenditure of an estimated $29 billion annually.
Cindy R. Shaver
Acting Director-
Naval Center for Earned Value Management
Ms. Brenda Bizier is the Acting Director for the Naval Center for Earned Value
Management. In this role, Ms. Bizier serves as the Department of the Navy’s
central point of contact and authority for all matters concerning implementation
of EVM on Department of the Navy acquisition programs. She will represent the
DON position on EVM issues at the OSD level, across the other Services and with
industry groups.
Ms. Bizier served in various analytical and subject matter expert roles in her 20-
plus-year tenure with NAVAIR’s Cost Department, prior to selection at the CEVM.
Most recently, Ms. Bizier was the Integrated Project Management (IPM) Branch
Head for Tactical Aircraft Programs at the Naval Air Systems Command (NAVAIR)
in Patuxent River, Maryland.
Brenda Bizier
Page 5 July 2019
New Acquisition Leadership cont.
Business—Financial Management (BUS-FM)
Co-Lead
Mr. Short, in addition to his current position of NAVAIR Comptroller, has been
selected as the Business—Financial Management (BUS-FM) Co-Lead.
Mr. Short entered the Senior Executive Service (SES) as the Comptroller, Naval Air
Systems Command (NAVAIR), in May 2010. NAVAIR is an organization consisting
of approximately 25,000 personnel spanning eight geographic locations tasked
with the mission of providing life cycle support for Naval Aviation systems and
materiel. As the NAVAIR Comptroller, he was responsible for strategic
budgeting, accounting and all financial management for an organization having
on order of $41 billion in acquisition and sustainment funds annually to support
the mission and an additional $5 billion working capital fund budget in support
of the Naval Air Warfare Centers and Fleet Readiness Centers.
Mr. Short’s federal career spans a period of over 21 years with a solid experience
base in financial management. During his tenure at NAVAIR, he has held
numerous Budget Director positions, managing operations and maintenance,
procurement, research and development, and civilian manpower budgets ranging
from $3 billion to $7 billion annually and executing all aspects of resource
requirement planning; design and implementation of resource management
systems, tools and procedures; budgeting; procurement and personnel
management.
Theodore J. Short Jr.
Deputy Assistant Secretary of the Navy -
Management and Budget
Business—Financial Management (BUS-FM) Lead
Ms. Reese, in addition to her new position as Deputy Assistant Secretary of the
Navy for Management and Budget (DASN(M&B)), is also assuming the role of
Business—Financial Management (BUS-FM) Lead.
Prior to her selection, Ms. Reese was appointed to the Senior Executive Service as
the Deputy to the Commander for Resource Management, Marine Corps Systems
Command, on July 24, 2016. As Deputy to the Commander for Resource
Management (DCRM), Ms. Reese directs and controls the full range of
Comptroller responsibilities associated with the planning, programming,
budgeting (formulation and execution) and accounting for all Procurement-
Marine Corps (PMC) and acquisition Research and Development (R&D) as well as
Operation and Maintenance funds required for the day-to-day operations of
Marine Corps Systems Command, the Marine Corps Tactical Systems Support
Activity, and affiliated Program Executive Officers.
Ms. Reese came to Marine Corps Systems Command from the Office of the
Assistant Secretary of the Navy, Financial Management and Comptroller, Office of
Budget (FMB), where she served as the Deputy Director of the Business and
Civilian Resources Division.
Jaimie R. Reese
Page 6 July 2019
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