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Advanced Earned Value for Federal Project Managers (FPM 313)

Available Modalities:

  • e-Training
  • Public Classroom
  • On Site
  • Virtual Classroom
SHOW CREDIT DETAILS
Delivery Method PDU Total Technical PMP/PgMp Leadership Strategy PMI RMP PMI SP PMI ACP PfMP PMI PBA
Instructor-Led Training 24 24 0 0 0 0 0 0 0
Virtual Instructor-Led Training 24 24 0 0 0 0 0 0 0
Delivery Method Instructor-Led Training Virtual Instructor-Led Training
PDU Total 24 24
Technical PMP/PgMp 24 24
Leadership 0 0
Strategy 0 0
PMI RMP 0 0
PMI SP 0 0
PMI ACP 0 0
PfMP 0 0
PMI PBA 0 0
  • CEUs: 2.4
  • CPEs: 28.5
  • Field of Study: Management Advisory Services
Synopsis

Advanced Earned Value for Federal Government Project Managers helps you direct and manage EVM implementation across the program life cycle and build up extensive EVM capabilities to be applied to large, complex projects/programs.

This course focuses on the senior-level business, cost, and financial management competency, as defined by the latest FAC-P/PM policy, and will help you harness the power of EVM to control your programs. By the end of the course, you will be confident indicating work progress in a more objective way within and across projects and properly relate cost, schedule, and technical accomplishments. The course also will enable you to create and utilize a realistic performance measurement baseline (PMB), and provide management with information at a practical level. Finally, as part of the course activities, you will prepare an action plan to create immediate impact on your control of projects.

Learn
  • Oversee the application of total life-cycle systems management
  • Demonstrate knowledge and appropriateness of cost estimating processes, methods, and techniques
  • Demonstrate knowledge of analytical principles, data, and confidence bands
  • Understand OMB Circular A-11 application, including the documentation processes that are employed in the development and decision making of an agency’s total federal fiscal activity

This course uses digital materials.

 

Topics
  • Basic Elements of Performance Measurement

    Acquisition program baseline

    Statutes related to EVM

    The Office of Management and Budget (OMB) EVM policy

    Department of Defense EVM implementation instructions

    Earned value (EV) independent variables

  • The WBS, OBS and Accounting System
    • Work breakdown structure (WBS) and organizational breakdown structure (OBS)
    • Responsibility assignment matrix (RAM)
    • Accounting system
    • Costs
    • Price and usage variance
  • Scheduling and Budgeting
    • Scheduling techniques
    • Resource leveling
    • Industry standard (EIA-748) to scheduling and budgeting
    • Elements of the PMB
  • Establishing the Baseline
    • PMB development steps
    • EV techniques
    • Project/program funding
    • Evaluating the baseline
  • Data Collection and Estimating Cost at Completion
    • EVM cumulative performance
    • Cost and schedule variances
    • Schedule performance index (SPI)
    • Cost performance index (CPI)
    • DAU EVM “gold card”
    • To complete performance index (TCPI)
    • CPT-TCPI trend chart
  • Change Control and Baseline Maintenance
    • Effect of changes on PMBChange control
    • Over target baseline (OTB)
    • Budget at complete (BAC)
  • External Reporting
    • External reports
    • Cost performance report
    • Contract performance report (CPR)
    • Cost/schedule status report (C/SSR)
    • The baseline report
    • Program performance chart
    • Actual vs. projected performance
  • The Integrated Baseline Review (IBR)
    • Statutory requirements
    • Benefits and elements of IBR
    • Pre-IBR Tasks
  • Surveillance
    • Certification of the contractor’s system
    • EVMS surveillance
    • Roles and responsibilities for surveillance
    • The surveillance plan and technique