The Office Of Management and Budget (OMB) Circular A-11 indicates that”…agencies are expected to comply with existing statutes and guidance for planning and funding new assets, achieving cost, schedule and performance goals, and managing the operation of assets to achieve the asset’s performance and life-cycle cost goals.” This mandate indicates that agencies must comply with an EVMS standard in order to receive funding for the development, modernization, or enhancement (DME) of major information technology. Global Tech recognizes EVMS as a structured procedure for project and investment management that integrates the investment's scope of work with schedule and cost elements for better investment planning and control. We are familiar with the qualities and operating characteristics of earned value management systems as described in American National Standards Institute (ANSI)/Electronic Industries Alliance (EIA) Standard -748.

Global Tech is experienced in using EVMS as a business process and management tool for:

• Planning all work for the program to completion.
• Integrating EVMS and WBS
• Breaking down the program work scope into finite pieces that can be assigned to a responsible person or organization for control of technical, schedule and cost objectives.
• Integrating program work scope, schedule, and cost objectives into a performance measurement baseline plan against which accomplishments may be measured (including the control of changes to the baseline).
• Using actual costs incurred and recorded in performing the work.
• Objectively assessing accomplishments at the work performance level.
• Analyzing significant variances from the plan, forecast impacts, and preparing an estimate at completion based on performance to date and work to be performed.
• Applying EVMS information in the agency management processes.

Thus, Global Tech realizes the value of applying this methodology to Federal projects to enable government project managers to quickly identify which tasks in the within the project schedule/plan (as identified in a Work Breakdown Structure) are causing problems and monitor contractor performance. The fulfillment of this objective is strengthened by our constant monitoring of project risk costs and the relation of EVMS to Acquisition Plans, since major contractors are required to have/use an ANSI/EIA-748 compliant EVMS system. Our proven methodology ensures that the Program Manager is provided with contractor cost and schedule performance data and that the data collected

• Relates time-phased budgets to specific contract tasks and/or statements of work
• Indicates work progress
• Properly relates technical, schedule and cost performance
• Are valid, timely and auditable
• Supplies managers with a practical level of summarization
• Are derived from the same internal Earned Value Management Systems used by the contractor to manage the contracts

To do so, Global Tech's EVMS methodology recognizes that it is imperative to identify short tasks, schedule each task, assign a budget to each task, and measure progress of the tasks. We do this by:

• Defining contractual effort and assign responsibilities for the work
• Planning, scheduling and budgeting authorized work
• Analyzing accounting considerations by accumulating costs of work and material
• Comparing budgeted, performed and actual costs, analyze variances and developing estimates of final costs
• Revising and maintaining changes, as needed
• Incorporating internal and external changes

We use any deviation reported through EVMS to identify

• Objective (rather than subjective) contract status information
• Cost & schedule impact of technical problems
• Problems not previously recognized
• Capability to trace problems to source (hardware, software, etc., and responsible organization)
• Quantitative measure of schedule deviation in dollars
• Measurement against a contract oriented baseline

This proven methodology enables Global Tech to use EVMS define the cost, performance, and schedule goals for major acquisitions and achieve, on average, 90 percent of the cost, performance and schedule goals established. This realization not only meets OMB evaluation criteria, but also the requirements set forth in the Clinger-Cohen Act of 1996 which requires a process for analyzing, tracking, and evaluating the risks and results of all major capital investments for information systems for the life of the system.

For a list of clients who have benefited from our
Earned Value Management expertise visit our Experience section.