FASTER DECISIONS. BETTER DECISIONS. PRICE S YSTEMS LLC Earned Value Concepts Course.
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Transcript of FASTER DECISIONS. BETTER DECISIONS. PRICE S YSTEMS LLC Earned Value Concepts Course.
![Page 1: FASTER DECISIONS. BETTER DECISIONS. PRICE S YSTEMS LLC Earned Value Concepts Course.](https://reader035.fdocuments.in/reader035/viewer/2022062516/56649e525503460f94b4848d/html5/thumbnails/1.jpg)
FASTER DECISIONS. BETTER DECISIONS.
PRICE SYSTEMS LLC
Earned Value Concepts Course
![Page 2: FASTER DECISIONS. BETTER DECISIONS. PRICE S YSTEMS LLC Earned Value Concepts Course.](https://reader035.fdocuments.in/reader035/viewer/2022062516/56649e525503460f94b4848d/html5/thumbnails/2.jpg)
FASTER DECISIONS. BETTER DECISIONS.
INTRODUCTION
• WHO ARE WE?
• WHY ARE WE HERE?
• WHAT ARE WE GOING TO DO?
• CONTENTS OF COURSE BOOK AND REFERENCE GUIDE
MODULE OVERVIEW
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FASTER DECISIONS. BETTER DECISIONS.
WHO ARE WE?
BILL MATHISWork (703) 351-5258 Cell (202) 997-3128
PRICE Systems L.L.C. Washington, D.C. OfficePhone (703) 351-5255Fax (703) 351-5265
PRICE Systems L.L.C. 1655 Ft. Myer Drive, Suite 700Arlington, VA 22209
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FASTER DECISIONS. BETTER DECISIONS.
WHY ARE WE HERE?
• TO TEACH YOU THE BASIC CONCEPTS OF COST/SCHEDULE MANAGEMENT USING EARNED VALUE (EV) TECHNIQUES.
- WE WILL REFER THROUGHOUT THE COURSE TO THIS AS EARNED VALUE MANAGEMENT (EVM).
• TO PREPARE YOU TO USE EVM INFORMATION ON WORK CONTENT WITHIN YOUR PROJECT.
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FASTER DECISIONS. BETTER DECISIONS.
WHAT ARE WE GOING TO DO?
FIRST
• PROVIDE A TWO-DAY TRAINING CLASS ON EARNED VALUE MANAGEMENT AND ITS VALUE TO PROGRAMS
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FASTER DECISIONS. BETTER DECISIONS.
COURSE CONTENTDAY 1
INTRODUCTION
Section I – EVM Overview: 3 Modules
Exercise – Program Management and EVM
Section II – EVM Program Structures: 3 Modules
Exercise – Planning Structures and Control Accounts
Section III – Performance Measurement Baseline: 2 Modules
Day 1 Adjourn
Informal Q&A
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FASTER DECISIONS. BETTER DECISIONS.
COURSE CONTENTDAY 2
DAY 1 Revision / Questions / Quiz?
Section III cont – Managing Execution and Change: 2 Modules
Exercise – Earned Value Planning and Collection Mechanics
Section IV – Performance Reporting and Analysis: 4 Modules
Exercise – Performance Reports and Variance Analysis
Section V – Current Trends and Wrap-up
Evaluation Collection & Course Adjourn
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FASTER DECISIONS. BETTER DECISIONS.
Getting to Earned Value
• CHANGING ENVIRONMENT
• DOD AND OMB POLICY
• EVM IMPLEMENTATION
• PROGRAM MANAGEMENT
MODULE OVERVIEW
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FASTER DECISIONS. BETTER DECISIONS.
CHANGING ENVIRONMENT
EVERYTHING CHANGING AND ALL AT THE SAME TIME!
PROGRAM
ACQUISITION REFORM
WORKFORCECHANGES
DOD - ARMY RELATIONSHIPS
PROGRAM
CHANGES
EVMANAGEMENTBRAC
BUDGET
CHANGESPRIVITIZATION
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FASTER DECISIONS. BETTER DECISIONS.
EARNED VALUE MANAGEMENT USE
• PROVIDES:
- Common Framework for the Communication of Cost, Schedule, and Technical Issues.
- Emphasis on Accurate Cost to Complete.
- Efficiency in Managing Cost and Schedule Performance.
• PROVIDES PRODUCT-FOCUSED LIFE-CYCLE MANAGEMENT AND INFORMATION TO MANAGE TOTAL PROGRAM COST.
• PROVIDES BOTH IPT LEADER AND ON-SITE PROJECT LEADERS’ INCREASED VISIBILITY INTO PROGRAM PLANNING AND EXECUTION TO BETTER MANAGE RESOURCES.
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FASTER DECISIONS. BETTER DECISIONS.
DEFINE THE WORK
EXTERNALCHANGES
PLAN WORK (SCHEDULE AND RESOURCES)
EXECUTE THE WORK PLAN
MEASURE PERFORMANCE
ANALYZE DEVIATIONS
TAKE MANAGEMENT ACTION
CHANGECONTROL
THE EARNED VALUE MANAGEMENT PROCESS
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FASTER DECISIONS. BETTER DECISIONS.
PERFORMANCE TRACKING ABILITY (AT ALL LEVELS)
IP T -0 01 IP T -0 02
P ro je c t A
C o n tra ct
In te rn a l T a sk
E x te rna l T a sk
P ro je c t B P ro je c t C
IP T -0 03 IP T -0 04 IP T -0 05
P R O G R A M
Data Items PlannedAccomplishedActual CostsBudget at CompletionEstimate at Completion
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FASTER DECISIONS. BETTER DECISIONS.
EVM MUST ADDRESS“THE ABIDING CULTURAL PROBLEM”
FROM THE A-12 REPORT
• BEACH REPORT: “EXISTING CONTROL MECHANISMS, PROPERLY OPERATED WOULD HAVE BEEN SUFFICIENT TO IDENTIFY THE NATURE AND EXTENT OF THE PROBLEMS.”
• TOO OFTEN, EARNED VALUE REMAINS THE SOLE PROVINCE OF THE SUPPORTING PROGRAM CONTROL STAFF OF BOTH CONTRACTORS AND THE GOVERNMENT
- EARNED VALUE MUST BE AN INTEGRAL PART OF PERFORMING DESIGN AND MANUFACTURING ORGANIZATIONS
- ONLY WHEN PROGRAM TECHNICAL STAFFS ARE HELD ACCOUNTABLE FOR EARNED VALUE ANALYSIS, WILL THEY BEGIN TO UNDERSTAND ITS IMPLICATIONS
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FASTER DECISIONS. BETTER DECISIONS.
GETTING TO EVM
• INTERNAL FACTORS
–Program may need reorganization
–EVM Process within Program can affected:
» Organization
» Work Assignment Process
» Resource Allocation
» Use of Performance Measurement Techniques
» Use of Integrated Baseline Reviews
» Relationships with Field Activities
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FASTER DECISIONS. BETTER DECISIONS.
CONCEPT OFCOST MANAGEMENT
• TRADITIONAL CONCEPT
• DoD HISTORY/EXPERIENCES
• DoD COST RISKS
• EARNED VALUE MANAGEMENT (EVM) CONCEPT/ADVANTAGE
MODULE OVERVIEW
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FASTER DECISIONS. BETTER DECISIONS.
DoD PROGRAM MANAGER’STASKS
• PRODUCE/MODIFY A SUCCESSFULLY PERFORMING WEAPON SYSTEM OR COMPONENT
• OBTAIN IT AT REASONABLE COST
• DELIVER IT IN TIME TO MEET THE THREAT
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FASTER DECISIONS. BETTER DECISIONS.
PROGRAM MANAGER/IPT TEAM LEADER*
• LEADS A MULTI-DISCIPLINED TEAM THAT ATTEMPTS TO BALANCE AND INTEGRATE:
- Technical Performance (Quality)
- Schedule (Time)
- Cost (Resources)
- Risk (Acceptable Level)
• The term “PROGRAM MANAGER” is used throughout the course and is equivalent to “IPT LEADER”.
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TRADITIONAL COSTMANAGEMENT
0
20
40
60
80
100
120
J F M A M J J A S O N D J F M A M J J A S O N D
TIME
DO
LL
AR
S
Planned Cost (38)versus
Actual Cost (34)
Time Now
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FASTER DECISIONS. BETTER DECISIONS.
THE PROGRAM MANAGER/IPT LEADERMUST DETERMINE
• HOW MUCH WAS PLANNED?
• HOW MUCH WAS SPENT AND FOR WHAT?
• HOW MUCH WAS ACCOMPLISHED?
• HOW WELL WAS IT ACCOMPLISHED?
• WILL THE PROGRAM BE COMPLETE ON TIME AND AT TARGET COST?
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EARNED VALUE MANAGEMENT CONCEPT
0
20
40
60
80
100
120
J F M A M J J A S O N D J F M A M J J A S O N D
TIME
DO
LL
AR
S
Planned (38)Actual (34)
We added "Performance"or Earned Value (29)
Time Now
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FASTER DECISIONS. BETTER DECISIONS.
DoD HISTORY/EXPERIENCES
PAST PROBLEMS WITH PERFORMANCE MEASUREMENT:
• COST AND WORK ACCOMPLISHMENT DID NOT CORRELATE- Costs Budgeted Compared with Costs Expended- No Indicator of Performance Progress
• RESULTS OF GOVERNMENT IMPOSED SYSTEMS ON CONTRACTORS
- Turmoil- Multitude of Systems- Excessive Data Requirements- Contractor Maintained Two or More Systems
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FASTER DECISIONS. BETTER DECISIONS.
DoD HISTORY/EXPERIENCES
• PERT/COST- USAF F-111- Integrated Cost and Schedule
• COST/SCHEDULE PLANNING AND CONTROL SPECIFICATIONS (C/SPCS)
- USAF Implemented Performance Measurement
• DoDI 7000.2- C/SCSC Policy- Similar to (C/SPCS) Approach- Air Force Lead for Implementation Guide
1962
CHRONOLOGY:
1967
1963-67
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FASTER DECISIONS. BETTER DECISIONS.
DoD HISTORY/EXPERIENCES
• FIRST VALIDATION BY USAF OF GENERAL ELECTRIC
• VALIDATIONS, MAINLY ON USAF CONTRACTS
• TRI-SERVICE (DoD) VALIDATIONS IMPLEMENTED
• OSD OVERSIGHT MOVED FROM COMPTROLLER TO ACQUISITION COMMUNITY
• DoDI 5000.2 ISSUED, DoDI 7000.2 CANCELED
• DoD 5000.2-R ISSUED
• INDUSTRY EVMS GUIDELINES ADOPTED BY DoD
1969
1969-72
1972
1991
CHRONOLOGY (Continued):
1989
1996
1996
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FASTER DECISIONS. BETTER DECISIONS.
DoD HISTORY/EXPERIENCESWITH C/SCSC
PROBLEMS DoD POLICY RESPONSE
PROLIFERATION OF SYSTEMS AND REPORTS
INADEQUATE COST/SCHEDULE CONTROL SYSTEM
INADEQUATE CONTRACT STATUS INFORMATION
CONTROL OF FUNDS INEFFECTIVE IN CONTROLLING COST
• REDUCE STANDARDIZED REQUIREMENTS
• AVOID IMPOSING METHODS AND TECHNIQUES
• MAXIMUM USE OF CONTRACTOR SYSTEMS
• REVIEW CONTRACTOR SYSTEMS FOR ADEQUACY
• TAILOR REPORTING REQUIREMENTS
• OBTAIN SUMMARY LEVEL DATA
• DETERMINE PROGRESS ON VALUE OF WORK ACCOMPLISHED
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FASTER DECISIONS. BETTER DECISIONS.
EVM CONCEPT/ADVANTAGE
• EVM OBJECTIVES
• EVM CONCEPTS
• DoD 5000.2-R
• DoD POLICY - THRESHOLDS FOR EVM GUIDELINES APPLICATION
• EVM GUIDELINES
• SUMMARY
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FASTER DECISIONS. BETTER DECISIONS.
DoD COST RISKS
• HIGH TECHNOLOGY/PERFORMANCE SPECS
• CRITICAL SCHEDULE
• HIGH COST PROGRAMS
• HIGH RISK PROGRAMS
• VERY LARGE CUSTOMER
• ACQUISITION WITH PUBLIC FUNDS REQUIRES “STEWARDSHIP”
DoD IS A UNIQUE CUSTOMER:
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FASTER DECISIONS. BETTER DECISIONS.
CONTRACT TYPES
• DELIVER PRODUCTS AND SERVICES- On Time- To Specifications
• PROVIDE A BEST EFFORT TO TRY TO DELIVER PRODUCTS AND SERVICES
- Government Promises to Pay All Costs (Allowable, Allocable and Reasonable)
FIXED PRICE
COST REIMBURSEMENT
CONTRACTUAL PROMISETYPE
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FASTER DECISIONS. BETTER DECISIONS.
WHAT KIND OF “CONTRACTS”ARE USED BY THE IPT?
• FIXED PRICE CONTRACTS
• COST PLUS
- CONTRACTS
- TASK ORDERS
- PROJECT ORDERS
- MILITARY INTERSERVICE PURCHASE REQUESTS
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FASTER DECISIONS. BETTER DECISIONS.
EVM GUIDELINES OBJECTIVES
• ALLOWS BOTH GOVERNMENT AND CONTRACT PROGRAM MANAGERS TO HAVE VISIBILITY INTO TECHNICAL, COST, AND SCHEDULE PROGRESS ON THEIR CONTRACTS.
• ENSURES THAT COST, SCHEDULE AND TECHNICAL ASPECTS OF THE CONTRACT ARE TRULY INTEGRATED.
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FASTER DECISIONS. BETTER DECISIONS.
EVM CONCEPTS
• PLAN THE ENTIRE CONTRACTUAL EFFORT
• DETERMINE ACCOMPLISHMENT AT LEVEL WHERE WORK IS DONE
• MEASURE ACCOMPLISHMENT OBJECTIVELY
• SUMMARIZE DATA FOR HIGHER LEVELS
• ANALYZE VARIANCES AND IMPACTS
• DEVELOP ESTIMATES OF FINAL COSTS
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FASTER DECISIONS. BETTER DECISIONS.
DoD POLICY THRESHOLDS FOR EVM GUIDELINES APPLICATION
• CONTRACT DOLLAR VALUE
- RDT&E > $70m*
- Procurement > $300M*
• CONTRACT TYPE
- Only Required for Flexibility Priced (Cost and Incentive Type) Contracts
• NATURE OF CONTRACT WORK
- Not required on Firm Fixed Price (FFP), Time-and-Materials (T&M) and Level of Effort (LOE) Contracts
* In FY 1996 Constant Dollars
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FASTER DECISIONS. BETTER DECISIONS.
DoD 5000.2-R, PART 3 REQUIREMENTS
• INDICATES WORK PROGRESS
• PROPERLY RELATES COST, SCHEDULE, AND TECHNICAL ACCOMPLISHMENT
• ARE VALID, TIMELY, AND AUDITABLE
• SUPPLY MANAGERS WITH INFORMATION AT A PRACTICAL LEVEL OF SUMMARIZATION
ENSURES THE PROGRAM MANAGER WILL RECEIVE DATA WHICH PROVIDES AN ADEQUATE BASIS FOR RESPONSIBLE DECISION MAKING, BY REQUIRING THAT CONTRACTOR’S INTERNAL MANAGEMENT CONTROL SYSTEMS PRODUCE DATA THAT:
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FASTER DECISIONS. BETTER DECISIONS.
EVM GUIDELINES AREAS
• ORGANIZATION
• PLANNING, BUDGETING AND SCHEDULING
• ACCOUNTING CONSIDERATIONS
• ANALYSIS AND MANAGEMENT REPORTING
• REVISIONS AND DATA MAINTENANCE
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FASTER DECISIONS. BETTER DECISIONS.
SUMMARY
• THE EVM GUIDELINES ARE A PROGRAM MANAGEMENT
TOOL THAT HELPS ACHIEVE BALANCE AMONG THE TRIPLE
PROGRAMMATIC CONSTRAINTS OF TECHNICAL
PERFORMANCE, COST, AND SCHEDULE
• THE ASSOCIATED PERFORMANCE REPORT PROVIDES A
METHOD THAT COMMUNICATES TIMELY, RELIABLE, AND
AUDITABLE PERFORMANCE INFORMATION FOR BOTH
CONTRACTOR AND GOVERNMENT PROGRAM MANAGERS
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FASTER DECISIONS. BETTER DECISIONS.
EARNED VALUE MANAGEMENTGUIDELINES
• EVM GUIDELINE AREAS
1. Organization
2. Planning, Budgeting and Scheduling
3. Accounting Considerations
4. Analysis and Management Reporting
5. Revisions and Data Maintenance
MODULE OVERVIEW
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FASTER DECISIONS. BETTER DECISIONS.
ORGANIZATION
• DEFINE ALL WORK AND RESOURCES REQUIRED
• IDENTIFY RESPONSIBLE ORGANIZATION
• IDENTIFY OVERHEAD CONTROL POINTS
• INTEGRATE MANAGEMENT SYSTEMS, CWBS, AND ORGANIZATION
• PERMIT PERFORMANCE MEASUREMENT BY CWBS AND ORGANIZATION
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FASTER DECISIONS. BETTER DECISIONS.
ORGANIZATIONIDENTIFY RESPONSIBILITIES AND
INTEGRATE FUNCTIONAL OBS WITH WBS
WBS
CONTRACT
ENGINE TRAINING
FAN COMPRESSOR
FAN ASSEMBLY FUL SCALE RIG
ROTOR ASSY STATOR ASSYCASE ASSY
MECHANICALDESIGN
ANALYTICALDESIGN
DRAFTINGCHECKING
COST ACCOUNT
COST ACCOUNT
COST ACCOUNT
COST ACCOUNT
LEVEL 1
LEVEL 2
LEVEL 3
LEVEL 4
COMPANY
TEST
ENG
MFG
DESIGN
FUNCTIONAL OBS
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FASTER DECISIONS. BETTER DECISIONS.
PLANNING, BUDGETING AND SCHEDULING
• TIME-PHASE ALL WORK AND BUDGET
• SELECT A WORK MEASUREMENT TECHNIQUE
• MAINTAIN A TIME-PHASED BUDGET BASELINE AT THE CONTROL ACCOUNT AND WORK PACKAGE LEVEL
• MINIMIZE LEVEL OF EFFORT
• ESTABLISH OVERHEAD BUDGETS FOR EACH SIGNIFICANT ORGANIZATIONAL ELEMENT
• IDENTIFY AND CONTROL MANAGEMENT RESERVE AND UNDISTRIBUTED BUDGET
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FASTER DECISIONS. BETTER DECISIONS.
PLANNING, BUDGETING AND SCHEDULING
ESTABLISH THE BASELINE - AN ITERATIVE 3-STEP PROCESS
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FASTER DECISIONS. BETTER DECISIONS.
PERFORMANCE MEASUREMENTBASELINE
CONTRACT PRICE
COST FEE / PROFIT
PERFORMANCEMEASUREMENTBASELINE (PMB)
MANAGEMENTRESERVE (MR)
DISTRIBUTED(CONTROL ACCOUNTS)
UNDISTRIBUTEDBUDGET (UB)
DISCRETEBCWS
APPORTIONEDBCWS
LOEBCWS
WITHHELD FORUNKNOWNS
WITHIN SCOPE
WITHHELD FORKNOWN EFFORT
TO BE DISTRIBUTEDAS SOON AS
POSSIBLE
WORKPACKAGES
PLANNINGPACKAGES
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FASTER DECISIONS. BETTER DECISIONS.
PLANNING, BUDGETING AND SCHEDULING
MASTER SCHEDULE
INTERMEDIATE LEVELS
ORGANIZATION SCHEDULES
WORK PACKAGE SCHEDULES
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FASTER DECISIONS. BETTER DECISIONS.
THE CONTROL ACCOUNT
• CONTROL ACCOUNT HAS RESPONSIBILITY FOR:
- Specific Functional Activity and WBS Product
- Work Planning and Assignment (BCWS)
- Performance Measurement (BCWP)
- Cost Collection (ACWP)
- Variance Analysis (schedule and cost)
- Estimate at Completion (EAC) Forecast
- Corrective Action
• CONTROL ACCOUNT IS THE BASIS OF OBS/WBS SUMMARIZATION OF PERFORMANCE DATA
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ACCOUNTING CONSIDERATIONS
• RECORD ALL COSTS IAW DCAA AND CAS
• SUM DIRECT COSTS FROM COST ACCOUNTS INTO THE WBS OR OBS WITHOUT ALLOCATION TO TWO OR MORE ELEMENTS
• PROVIDE FOR ACCURATE MEASUREMENT OF MATERIAL ACCOUNTING AND PERFORMANCE
• PROVIDE VISIBILITY OF MATERIAL COST AND USAGE VARIANCES, AND INVENTORY
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ACCOUNTING CONSIDERATIONS (CONTINUED)
MATERIAL COSTS
• MILESTONE EVENTS
– MATERIAL ORDERED
– MATERIAL RECEIVED
– INVOICES PAID
– WITHDRAWN FROM STORES
– MATERIAL CONSUMED
• SELECTED METHODS MUST FACILITATE PERFORMANCE MEASUREMENT AND UNIT/LOT COST DETERMINATION BY PROVIDING:
– PRICE VARIANCES– USAGE VARIANCES– ACCURATE COST ACCUMULATION CONSISTENT WITH BUDGETS– MATERIAL ACCOUNTABILITY
Time
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ESTIMATED ACTUAL COSTS FOR WORK PERFORMED
• WHO USES ESTIMATED ACTUALS?
- The Control Account Manager (CAM)
• WHAT ARE ESTIMATED ACTUALS?
- Substitute Costs Estimated by the CAM for Use in Performance Measurement in Circumstances If They Are Not Available From the Accounting System
• WHEN ARE ESTIMATED ACTUALS USED?
- Whenever ACWP Data Are Not Available From the Accounting System to Support Periodic (Monthly) Performance Measurement Analysis
• WHERE ARE ESTIMATED ACTUALS USED?
- At Cost Account or Work Package Levels As Appropriate
• HOW ARE ESTIMATED ACTUALS CALCULATED?
- Methods Vary by Resource Element of Cost
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ANALYSIS AND MANAGEMENT REPORTING
• IDENTIFY BCWS, BCWP, ACWP, CV, AND SV AT CONTROL ACCOUNT LEVEL
• IDENTIFY INDIRECT COSTS AND VARIANCES IN SUFFICIENT DETAIL TO MANAGE
• EXPLAIN SIGNIFICANT VARIANCES AND IDENTIFY CORRECTIVE ACTIONS
• PROVIDE SUMMARY COSTS AND VARIANCES THROUGH OBS AND WBS FOR MANAGEMENT ACTION
• DEVELOP LATEST REVISED ESTIMATE (LRE) AT THE CONTROL ACCOUNT LEVEL
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ANALYSISVARIANCE ANALYSIS
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REVISIONS AND DATA MAINTENANCE
• INCORPORATE CONTRACT CHANGES INTO THE PMB IN A TIMELY MANNER
• CONTROL INTERNAL REPLANNING
• DOCUMENT AND REPORT ALL CHANGES
• REQUEST FORMAL REPROGRAMMING, IF NEEDED
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REASONS FOR BASELINE CHANGES
• CONTRACT CHANGES
- Authorized and Definitized
- Authorized but not yet Definitized
• INTERNAL REPLANNING
- Original Schedule or Individual Tasks Changed
- Effort Has Been Time-Phased Differently
- Total Scope Remains Same
• FORMAL REPROGRAMMING
- Remaining Budget/Schedule Unrealistic
- PMB Will Exceed Contract Target Cost (CTC)
- Government Approval Required
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REASONS/RULES FOR REPLANNING
• REPLAN REMAINING EFFORT WITHIN ALLOCATED BUDGET
• NORMALLY REPLAN WORK AND PLANNING PACKAGE BEYOND NEAR-TERM (2 PERIODS)
• COMPLETED PACKAGES SHOULD NOT BE REOPENED
• BUDGET FOR FUTURE WORK SHOULD NOT BE APPLIED TO NEAR-TEAM REQUIREMENTS
• OPEN OR NEAR-TERM PACKAGES MAY BE REPLANNED DUE TO CONTRACTUAL CHANGES
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INTERNAL REPLANNING
CONTRACTOR MAY:
USE MANAGEMENT RESERVE TO CHANGE COST ACCOUNT BUDGETS
REPLAN UNOPENED WORK PACKAGES WITHIN COST ACCOUNT BUDGETS
TRANSFER WORK AND ASSOCIATED BUDGET BETWEEN COST ACCOUNTS
PERFORM OTHER REPLAN ACTIONS WITH COGNIZANCE OF PMO
REPLAN AND REBUILD IN-PROCESS AND NEAR-TERM WORK PACKAGES; MAINTAIN AUDIT TRAIL FOR GOVERNMENT
CONTRACTOR MAY NOT:
MAKE RETROACTIVE CHANGES TO BUDGET OR COST OF COMPLETED WORK
REOPEN CLOSED WORK PACKAGES
TRANSFER WORK OR BUDGETINDEPENDENTLY
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…end Section 1
Next – Baseline Planning