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DoD EVM Policy, Application, and ReportingFebruary 18, 2020
Mr. John McGregorDeputy Director for EVMAcquisition Analytics and Policy
Huntsville EVM Training
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Topics to be Discussed Introduction to AAP
Organization
Competency Model
Structure of Regulations
EVM Applicability
Policy/Guides – AAP
IPM Applicability
EVM-Central Repository Basics/Workflow
EVM-CR Data Extraction and Manipulation
IPMDAR Charts and Analytics
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Organization
OUSD A&S
Acquisition Enablers
AAP
AAP EVM
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Strategic partnerships across the EVM Value Stream
Working across DoD Services/Agencies, Federal Agencies, and Industry to facilitate the effectiveness of EVM for joint
situational awareness and program decision making
Our Mission Has Not
Changed!
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Competency Model
Partnership with DAU
Course mapping
At a stand still
Potential for reduced career fields
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Oversee competency needs of the EVM acquisition workforce and development requirements, and provide strategic approach to meet human capital needs
Develop and maintain EVM competency model
Review and certify DAU curriculum for EVM courses and continuous learning modules
Support course development for EVM and other functional area courses
AAP EVM is the functional lead for the EVM acquisition workforce
Current Initiatives: Competency Model Development; EVM Position Coding
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An observable, measurable pattern of knowledge, skills, abilities, behaviors, and other characteristics needed to perform work roles or occupational functions successfully
(Adapted from DoD Instruction 1400.25)
Strategic workforce planning using a competency-based strategy to attract, assign, develop, and retain the best civilian workforce
What is a Competency and why use it?
Gap Assessment Training and Development
Career Roadmaps Recruitment and Selection
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DOD Competency Management Process
SME involvement in the process
Draft list of competencies;
Pre-panel activities
Prioritize list of competencies;
Draft SME-validated model
Competency validation and gap
assessment
Competency reports for DOD use; proposed
model revisions
Conduct SME Developmental
Panels 1-4
Validate Model and Assess Competency
Gaps (in DCAT)
Conduct SMEPost DCAT
Panel
Report Findings and Prepare for
Model Refresh
DOD Component
Competencies Literature Review
Review Data
PHASE I: COMPETENCY DEVELOPMENT
PHASE II: COMPETENCY ASSESSMENT AND
VALIDATION
PHASE III:IMPLEMENTATION
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Questions?
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Structure of Regulations
OMB
FAR
DFAR
5000.02 Table 8/9 Changes
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EVM’s primary value is its ability
to provide integrated, timely
performance status for joint
situational awareness, trend
analysis, and decision making
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Office of Management and Budget (OMB)Establishes policy for planning, budgeting, acquisition and management of Federal funding for information technology (IT) and other capital investments
Federal Acquisition Regulation (FAR)Primary regulation for use by all Federal Executive agencies in their acquisition of supplies and services with appropriated funds
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Defense Federal Acquisition Regulation Supplement (DFARS)Supplement to the FAR; providing DoD-specific acquisition regulations (note: Services have additional supplemental guidance)
DODI 5000.02DoD instruction written for PM’s regarding the management of acquisitions
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DoDI 5000.02 Incorporating Change 3, August 10, 2017
Contract Value Applicability Notes Source
< $20MEVM not required; may be applied at PM discretion based on risk to the Government
Requires business case analysis and MDA approval Part 7 of OMB Circular
≥ $20M & < $100M
EVM Required; contractor is required to have an EVM system (EVMS) that complies with the guidelines in EIA-748*
The Government reserves the right to review a contractor’s EVMS when deemed necessary to verify compliance
A-11 (Reference (c)); DFARS 234.201 (Reference (al)); This instruction
≥ $100M
EVM Required; contractor is required to have an EVMS that has been determined to be in compliance with the guidelines in EIA-748*
The Contractor will provide access to all pertinent records and data requested by the Contracting Officer or duly authorized representative as necessary to permit initial and ongoing Government compliance reviews to ensure that the EVMS complies, and continues to comply, with the guidelines in EIA-748*.
Additional Information
For ACAT ID and IAM programs, OSD USD(AT&L) Performance Assessments and Root Cause Analyses (PARCA), in coordination with the CAE or designee, will review proposed contract work scope for EVM applicability and provide a recommendation to the DAE/MDA for a determination of EVM applicability. For all other ACAT levels, the CAE, or designee, will review and determine EVM applicability. If EVM is determined to apply, then threshold application in this table is utilized or a waiver from the CAE is required. If, based on the nature of the work, EVM is determined not to apply, then EVM is not placed on contract.Applying EVM outside the thresholds and criteria above, to include application on firm, fixed-price (FFP) contracts, FFP task orders, or FFP delivery orders, a cost-benefit analysis will be conducted, MDA approval is required, and the results provided to the contracting officer for documentation in the contract file.The term "contracts” includes contracts, subcontracts, intra-government work agreements, and other agreements.For indefinite delivery, indefinite quantity (IDIQ) contracts, inclusion of EVM requirements is based on the estimated ceiling of the total IDIQ contract, and then is applied to the individual task/delivery orders, or group(s) of related task/delivery orders, that meet or are expected to meet the conditions of contract type, value, duration, and work scope. The EVM requirements should be placed on the base IDIQ contract and applied to the task/delivery orders, or group(s) of related task/delivery orders. “Related” refers to dependent efforts that can be measured and scheduled across task/delivery orders.The Integrated Baseline Review is required when EVM is determined to be applicable.The initiation of an over-target baseline or over-target schedule must be approved by the Government program manager.Application thresholds are in then-year dollars.* EIA-748 = Electronic Industries Alliance (EIA) 748-C (Reference (au))
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Contract Value Applicability Notes Source
< $20MEVMS not required; may be applied at PM discretion based on risk to the Government.
Requires business case analysis and MDA approval.
Part 7 of Office of Management and Budget Circular A-11
FAR 52.234-4 FAR subpart, 34.2DFARS 234.201
DoDI 5000.xxc, Para. 3C.3.c.(3)
≥ $20M & < $100M
Required to have an EVM system (EVMS) that complies with the guidelines in EIA-748.*
The Government reserves the right to review a contractor’s EVMS when deemed necessary to verify compliance.
≥ $100M
EVMS Required; contractor is required to have an EVMS that has been determined to be in compliance with the guidelines in EIA-748.*
The Contractor will provide access to all pertinent records and data requested by the Contracting Officer or duly authorized representative as necessary to permit initial and ongoing Government compliance reviews to ensure that the EVMS complies, and continues to comply, with the guidelines in EIA-748.*
Additional InformationFor programs or contracts associated with programs where the USD(A&S) is the MDA, OSD USD(A&S Acquisition Analytics and Policy (AAP), in coordination with the CAE or designee, will review proposed contract work scope for EVM applicability and provide a recommendation to the DAE/MDA for a determination of EVM applicability. For all other ACAT levels, the CAE, or designee, will review and determine EVM applicability. If EVM is determined to apply, then threshold application in this table is utilized or a waiver from the CAE is required. If, based on the nature of the work, EVM is determined not to apply, then EVM is not placed on contract.
The term "contracts” includes contracts, subcontracts, intra-government work agreements, and other agreements.For indefinite delivery, indefinite quantity (IDIQ) contracts, inclusion of EVM requirements is based on the estimated ceiling of the total IDIQ contract, and then is applied to the individual task/delivery orders, or group(s) of related task/delivery orders, that meet or are expected to meet the conditions of contract type, value, duration, and work scope. The EVM requirements should be placed on the base IDIQ contract and applied to the task/delivery orders, or group(s) of related task/delivery orders. “Related” refers to dependent efforts that can be measured and scheduled across task/delivery orders.The Integrated Baseline Review is required when EVM is determined to be applicable.The initiation of an over-target baseline or over-target schedule must be approved by the Government program manager.Application thresholds are in then-year dollars.* EIA-748 = Electronic Industries Alliance (EIA) 748-Current Version
DoDI 5000.02, January 23, 2020 (Table 8 will be hosted on DAU)
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DoDI 5000.02 Incorporating Change 3, August 10, 2017
Contract Value Applicability Notes Source
< $20M Not requiredIPMR Should be used if cost and/or schedule reporting is requested by the PMO
IPMR DID DI-MGMT-81861A*
≥ $20M & < $50MRequired monthly when EVM requirement is on contract
Formats 2, 3, and 4 may be excluded from the contract data requirements list (CDRL) at program manager discretion based on risk
≥ $50MRequired monthly when EVM requirement is on contract
All Formats must be included in the CDRL
Additional InformationFor ACAT I contracts, task orders, and delivery orders, IPMR data will be delivered to the EVM Central Repository.The IPMR can be tailored to collect cost and/or schedule data for any contract regardless of whether EVM is required. For information on tailoring the IPMR, refer to the DoD IPMR Implementation Guide (Reference (cj)).Formats and reporting requirements for the IPMR are determined and managed by USD(AT&L) through the office of PARCA.Reporting thresholds are in then-year dollars.DI-MGMT-81861A = Data Item Management-81861 (Reference (av))
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Contract Value Applicability Notes Source
< $20M Not requiredIPMDAR Should be used if cost and/or schedule reporting is requested by the PMO
IPMDAR DID DI-MGMT-81861B*
≥ $20M & < $100MRequired monthly when EVM requirement is on contract
IPMDAR is required. All three components of the IPMDAR -Contract Performance dataset, Schedule, and Performance Native Report - can be tailorable based on pre-determined programmatic risk.
≥ $100MRequired monthly when EVM requirement is on contract
IPMDAR is required.
DoDI 5000.02, January 23, 2020 (Table 9 will be hosted on DAU)
Additional InformationFor all ACAT contracts, task orders, and delivery orders, IPMDAR data will be delivered to the EVM Central Repository.The IPMDAR can be tailored to collect cost and/or schedule data for any contract regardless of whether EVM is required. For information on tailoring the IPMDAR, refer to the DoD IPMDAR Implementation Guide (Reference (cj)).Formats and reporting requirements for the IPMDAR are determined and managed by USD(A&S) through the office of AAP.Reporting thresholds are in then-year dollars.DI-MGMT-81861B = Data Item Management-81861 (Reference (av))
Regulations Policy Guidelines
EIA-748-D
PM’s Guide to IBR
Process
NDIAIPM
Surveillance Guide
OMB A-11 Part 7 & CPG(OMB A-11 Part 7 is updated annually)
DFAR 234.201
IPMR DID
DoD 5000 series(undergoing updates)
IPMR CDRL
NDIA IPMEVMSIntent Guide
Defense Acquisition Guide
Processes
Toolkits
Government agrees only to section 2 (Guidelines Intent)
Industry agrees to all sections of the
IMP / IMS Guide
OTB / OTS Guide
GAO Cost Guide(N/A for DoD)
GAO IMS Guide(N/A for DoD)
AAP EVM website
IPMR DID Guide
DFAR 252.242-7005
DFAR 242.1107-70(production only)
Title 48 CFR
FAR 52.234-4
FAR Part 34
FAR 52.242-2(production only)
FAR 52.234-2
DoD Memo 2015-O0017 EVM
Threshold DeviationEVMSIG
DFAR 234.203
DFAR 252.234-7002DFAR 252.234-7001
EVMIG
Agile and EVM Guide
Title 10
(Chapter 11.3.1 EVM)
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Questions?
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EVM Applicability
Delegation Memos
5000.02 EVM Applicability
Contract type/value/scope
Conversations
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Delegation Memo PARCA delegated
authority for EVM applicability reviews for ACAT ID and IAM
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• Contract is Cost Plus or Incentive
• Contract > $20M (including known options)
• Contract has at least 18 months period of performance
Step 1. Contract Criteria Review
If all Yes
If any NoEVM Not Applicable*
EVM placed on contract; option to have
applicability determination based on nature of work (Step 2)
Step 2 (Optional). Work Attributes Review
Yes
No
EVM does not apply* EVM not on contract; no
deviation/waiver required
EVM does apply EVM is placed on contract; PMO
has option to seek waiver/deviation
* The PM has the option to make a business case to apply EVM outside the thresholds and application decision
• Does EVM apply based on review of SOW, PWS, WBS, & CDRLs (i.e., work discretely measurable & schedulable)
AAP & Services - ACAT ID & IAM for DAE/MDA decision–delegated to AAP/EVM
Services - other ACATs for SAE/CAE decision
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Have the Conversation…
What are we buying?
How are we buying?
How do we manage?
Regardless of acquisition approach
Traditional Acquisitions
Middle Tier Acquisitions
Other Transaction Authorities
Agile Development Methods
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EVM*: A program managementtechnique for
measuring program performance and
progress in an objective manner
Power Point Charts
Different Perspectives….
EVMS*: An integrated management system
that integrates the work scope, schedule, and cost parameters of a program in a manner that provides objective
performancemeasurement data
*Definitions from the DoD Earned Value Management System Interpretation Guide
…a system of systems
Data Analysis
People, Processes,
Tools
Compliance
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Questions?
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Game Time
Jeopardy
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AAP EVM Policy/Guides
EVMSIG
EVMIG
MIL-STD-881
DoD Agile and EVM Guide
IPMDAR
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DoD EVMSIG is used as the basis for the DoD to assess compliance to the 32 EVMS Guidelines
Involved Government and Industry stakeholders across EVM and compliance communities
Changes• Clearinghouse request• GL 6 graphic MRP/ERP• Formula and glossary item
for material cost variance
Published February 2018
https://www.acq.osd.mil/evm/assets/docs/DoD_EVMSIG_14MAR2019.pdf
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DoD EVMIG provides guidance for the application and execution of EVM in the Department
Involved Government and Industry stakeholders across EVM community
Provides a description of EVMS concepts, as well as guidance for implementing EVM in the DoD
Published January 2019
https://www.acq.osd.mil/evm/assets/docs/DOD%20EVMIG-01-18-2019.pdf
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Part 1 describes EVM Concepts and Guidelines
Part 2 provides guidance for Government use of EVM
The appendices contain additional reference material
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MIL-STD-881 presents direction for effectively preparing, understanding, and presenting a Work Breakdown Structure Involved Government and
Industry stakeholders across EVM and cost communities Changes
• Added new appendices (Strategic Missiles Systems, Sustainment)
• Combined appendices (Manned/Unmanned Aircraft, Missile/Ordnance)
• Additional Standard Breakout for Common Elements
Published April 2018 • (currently being reworked)
http://quicksearch.dla.mil/qsDocDetails.aspx?ident_number=36026
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A resource for DoD personnel who encounter programs on which Agile philosophies and Earned Value Management are applied1. Agile and EVMS System Compliance (March 2016)
2. Integrated Baseline Review (April 2018)
3. Reports, Metrics, and Analysis (April 2018)
Appendix: Agile and EVM Scenario (April 2018)
“EVM is not tied to any specific development methodology and does not prevent the use of other risk management techniques such as agile development. EVM and agile development are complementary and can be used on the same project. Agile development can be used to
incrementally deliver functionality to the customer while EVM provides a standard method for measuring progress.” -- OMB Circular A-11
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Goal is to reduce time to receive actionable data and have the right conversations
IPMDAR Update Next Steps Resolve final items and revise DID language as needed Collect and adjudicate comments Technical infrastructure development and testing Release IPMDAR DID
• Complete DoD policy publication process/public review and comment• Adjudicate comments• Publish final DID
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Questions?
Break
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IPM Applicability Considerations
Adaptive Acquisition Framework
IPM Applicability
Scenarios
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• Contract is Cost Plus or Incentive
• Contract > $20M (including known options)
• Contract has at least 18 months period of performance
Step 1. Contract Criteria Review
If all Yes
If any NoEVM Not Applicable*
EVM placed on contract; option to have
applicability determination based on nature of work (Step 2)
• Does EVM apply based on review of SOW, PWS, WBS, & CDRLs (i.e., work discretely measurable & schedulable)
AAP & Services - ACAT ID & IAM for DAE/MDA decision–delegated to AAP/EVM
Services - other ACATs for SAE/CAE decision
Step 2 (Optional). Work Attributes Review
Yes
No
EVM does not apply* EVM not on contract; no
deviation/waiver required
EVM does apply EVM is placed on contract; PMO
has option to seek waiver/deviation
* The PM has the option to make a business case to apply EVM outside the thresholds and application decision
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EVM Reporting Required
TailoredIPM Cost, Schedule,
and Technical
Tailored IPM
Cost and Technical
Only
Urgent Operational
Need
Middle Tier Acquisition
Major Capability Acquisition
SW Acquisition
Business System
Services Acquisition
Tailored and Streamlined
IPMCost,
Schedule and Technical
Only
StreamlinedRequest Waiver for Burdensome Requirements
EVM Required
Compliance Clause
Required
Development
Sustainment
Does the work have definable deliverables?And Is the expected Period of Performance 18
months or longer?
Yes
No
Yes
Program and Contracting Scenario Assessment
CV > $100 M?
CV > $20 M?
What is the SW
Phase?
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Urgent Operational
Need
Tailored and Streamlined IPMCost, Schedule,
Technical
DoDI 5000.02 Enclosure 13Objective:a) Can be Fielded < 2 years, ANDb) Not an ACAT 1 or 1A Program
- ACAT 1 - Dollar value for all increments of the program > $480
million RDT&E- or, for procurement, of more than $2.79 billion- MDA designation
- ACAT 1A- Value > $40M in single year- Value > $165M Material Solution through Deployment- Value > $520M Material Solution through Sustainment
- Delivery within Days or Months
Acquisition Approach: (Fixed Price)?- Tailored and Streamlined Program Strategies and Oversight.- Streamlined based on complexity and delivery requirements.- Strive for parallel activities vice sequential.- Acquisition Decision Making tailored to expedite delivery of capability- Limited Development.- MDA can authorize production at same time as development.
Program Management Approach:- Develop recommended courses of action- Assess Acquisition and operational risk in terms of cost, schedule,
and performance of each solution- Selected Course of action and management approach documented
in Acquisition Decision Memorandum.
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EVM Required
Compliance Clause
Required
EVM Reporting Required
TailoredIPM Cost, Schedule,
and Technical
Middle Tier Acquisition
NDAA 2016 Section 804
Objective: Rapid Prototype or Fielded Delivery within 5 years.- Rapid Prototype – Use of Innovative technologies with
residual operational capability within 5 yrs.- Rapid Feilding – Use of Proven Technology with
operational capability within 5 years.
Acquisition Approach: (Fixed Price?)- Flexible acquisition process tailored for expedience.- Encouraged to seek waivers of any statute or regulatory
requirements seen as burdensome.- Establish alternative acquisition paths.
Program Management Approach:- Nothing specific recommended- Implication is non-interference oversight focused
on technical delivery- Must identify applicable statutes and regulations
then decide to waive or not
Seek Waiver if Deemed Burdensome
SW Phase
Development
Sustainment
CV> $100M
CV> $20M
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EVM Required
Compliance Clause
Required
EVM Reporting Required
TailoredIPM Cost, Schedule,
and Technical
Major Capability
Acquisition
Major Capability AcquisitionDoDI 5000.UG
Variety of Lifecycles – What am I Buying?- Hardware Intensive Program- Defense Unique Software Intensive Program- Incrementally Deployed Software Intensive
Program- Accelerated Acquisition Program- Hybrid Program A (Hardware Dominant)- Hybrid Program B (Software Dominant)
Traditional Acquisition Approach – Acq strategy approved by MDA
Program Management Approach- Does Earned Value Mgt Apply or not- No alternative Mgt approaches described
SW Phase
Development
Sustainment
CV> $100M
CV> $20M
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SW Acquisition
Software AcquisitionDoDI 5000.xx
Objective: - Acquisition of SW Only?- Iterative development- Continuous deployment
Acquisition Approach:- Product Roadmap- Select Agile processes and plan for establishing
Government competency- Definition of MVP and initial design constraints- Describe Budget- Define Contracting Strategy
Program Management Approach:- Establish cost projections to provide insight into
the cost of the work to be delivered- Maintain Roadmap including dependencies- Technical metrics for tracking progress
CV> $100M
EVM Required
Compliance Clause
Required
CV> $20M
EVM Reporting Required
TailoredIPM Cost, Schedule,
and Technical
SW Phase
Sustainment
Development
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Tailored IPM
Cost and Technical
Only
Services Acquisition
Acquisition of ServicesDoDI 5000.74
Objective: - Acquisition of Services with specified $ thresholds.
Acquisition Strategy:- Should provide incentives to industry to improve productivity and
performance consistent with DoD objectives.- Show Clinger Cohen Compliance- No private sector or Government source can better support this
function
Program Management Approach: (Cost and Technical Mgt)- Follow processes for the effective management, planning, and
execution of services - Allow for Forecasting requirements and budget.- Use data and metrics to support strategic management decisions and
documenting business trends and costs in the acquisition of services - Uses prudent business judgment to manage risk and structure a
tailored, responsive, and efficient services acquisition program - Use specific metrics and tripwires tailored to the specific needs of the
government customer for the service and the requirement.
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Tailored IPM
Cost , Schedule
and Technical
Defense Business System
Defense Business System (DBS)DoDI 5000.75
Objective:- All DoD business capabilities and their supporting business
systems, including software-as-a-service, with the exception that only Appendix 4C of this issuance applies to business systems that are MDAPs.
- Information systems for business productivity and information technology (IT) infrastructure
Acquisition Strategy:- The procedures used to develop business capability requirements
and supporting systems will be tailored to the characteristics of the capability being acquired. Tailoring will focus on application of best practices to the totality of circumstances associated with the program, including affordability, urgency, return on investment, and risk factors.
Program Management Approach:- DoD acquisition of business systems will be aligned to commercial
best practices and will minimize the need for customization of commercial products to the maximum extent possible.
- Cost, Schedule and Technical are all important factors
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EVM Central Repository (EVM-CR)
Basics
Workflow
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PURPOSE To establish a source of authoritative EVM data for the Department and to provide timely access for PMOs, Services, OSD, and DoDComponents.• Managed by OUSD (A&S) / AAP
• Hosted on the eBiz MilCloud
PROGRAMS ACAT 1A, 1C & 1D (MDAP) Programs with EVM reporting requirements on contract are required to submit to the EVM-CR.
DATA Standard reporting requirements are:• Cost and Schedule data (IPMDAR/IPMR) expected monthly
• Contract Funds Status Report (CFSR) expected quarterly
https://www.acq.osd.mil/evm/#/home
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AIR FORCE148
ARMY52
DOD64
MDA57
NAVY192
Actively Reporting Efforts by Service
0
1000
2000
3000
4000
5000
6000
7000
8000
9000
10000
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
Submissions Over Time
• 625 total actively reporting efforts as of 12/31/2019
• 9868 submissions delivered to the EVM-CR in 2019
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Reviewer
ACCESS EVM-CR via• External Certification Authority (ECA) certificate
• Certificates issued by major contractors Boeing, Northrup Grumman, Raytheon, and Lockheed Martin
Industry GovernmentSubmitter
RESPONSIBLE FORDelivery of reports
APPROPRIATE FORIndustry contractors
Industry Reviewer
RESPONSIBLE FOROversight of reports delivered by all submitters from their organization
APPROPRIATE FORIndustry contractors
ACCESS EVM-CR via• Common Access Card (CAC)
• NDAs: Support contractors must obtain and submit NDAs in order to gain reviewer or analyst permissions
RESPONSIBLE FORReviewing, approving, and publishing reports
Managing submitters and reviewers assigned to efforts
APPROPRIATE FORProgram Office
AnalystALLOWED TOView and download published reports
APPROPRIATE FORDoD
Request Access
Data access must be requested via the EVM Public Website https://www.acq.osd.mil/evm/#/home
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DoD Access DoD and DoD support contractors can access data in the EVM-CR • Government users with an Analyst role can access all published reports in the EVM-CR• Contractors that support DOD HQ organizations can be granted similar access by
providing appropriate NDAs*
Industry Access Reporting contractors access data for assigned contracts only
Web Services Summary data is made available to external customers via API. (DAMIR, Navy RDAIS, AF PRMT & Army PMRT)
*Effective Aug 31, 2016, support contractors acting as EVM Reviewers are required to sign NDAs with the reporting contractor in order to access data within the system.
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Government Program Office Provide Contract detail information to the EVM-CR Help Desk Team
Submit contract CDRL (form DD-1423) documents to Help Desk
Help Desk Identify Effort Numbers
Review contract CDRLs
Establish Contract/Effort Data Reporting Stream
Assign Initial Users
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Review of DID & CDRLs to determine reporting requirements and Workflow process for Incremental Reporting.
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Submit and Review Collaboration
INDUSTRYSUBMIT
PROGRAM OFFICEREVIEW & ANALYZE
PROGRAMOFFICEPUBLISH
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Data View Reviewer and Submitter should verify data accuracy
Data Validation Report Provides listing of all data checks and indicates if file passed or failed
Performance Over Time Chart Provides visual rendering of PMB data received since effort reporting started.
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Submission1. IPMR Cost and Schedule files delivered 12-17 days after the contractors
accounting period end date2. 10 day Auto-publish clock begins when submit button is pressed3. Communication via email between Reviewer and Submitter to provide corrected
files prior to publishing
Submission Review – Help Desk1. Data Quality Review ( common issues: PMB costs not explicitly reported or data
not in same order of magnitude throughout the file)2. Verify file tagging (total vs. component as well as human readable file types)3. Verify report date (human readable submissions only)4. Communication with Reviewer and Submitter teams to obtain corrected file when
data issues exist.
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IPMDAR Delivery Requirement (16 business days)• “…. no later than sixteen (16) business days after the contractor’s accounting
period end date.”
Incremental Delivery Encouraged/Defined in CDRL• “The recommended incremental delivery process is the Schedule, followed by
the CPD with the Executive Summary, Government review of submittals, Government directed Detailed Analysis, Contractor Detailed Analysis delivery and all final data.”
Example of Incremental Delivery:Report Type Due (# of days after accounting
period close)• Native Schedule• Schedule Performance Dataset-SPD
5
• Contract Performance Dataset-CPD• Executive Summary
12
• Detailed Analysis 16
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• What if a preliminary report is delivered and there are no changes? Can we publish it? When?
• Do we need to Auto-Publish? • If yes, when should the Auto-Publish timing begin with Incremental Delivery
requirements?• Would a “chat” capability on a submission be useful for submit/review teams to
collaborate?• Should we require justification in the event of rejection?• Should rejection be at the file level or submission level?• Is Reviewer voting useful? Would a collaboration state eliminate the need for
voting?
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• XLS Export provides tabular view of JSON file settings and data
• CSV Export provides data in Excel pivot table
• XML Export converts the IPMDAR JSON file to legacy IPMR
UN/CEFACT file
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Questions?
LUNCH
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IPMDAR Initiative and Timeline
DID
Implementation Guide
Memo
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EVM-CR Data and Manipulation
Data extraction
Pivot tables and manipulation
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IPMDAR IPMRCPD-Contract Performance Dataset (JSON)
Formats 1-4 & 7 XML (UN/CEFACT)
SD-Schedule Dataset Format 6 XML (UN/CEFACT)Native Schedule Native SchedulePerformance Narrative • Executive Summary• Variance Analysis
Format 5
***Not Required*** Formats 1-4 (Human Readable)
Integrated Program Management Data and Analysis Report (IPMDAR)• Moving away from human readable formats and focusing on data for analysis
EVM-CR Tools have the capability to generate legacy formats
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AT CA Level, Calculated by WBS
From BCWS & ETCs
at CA/WP
Encoded In FileDerived
Removed
Key
AT CA or WP Level, Calculated by WBS
Ancillary header values removed
Derived values Current period data
values Roll-up values in the
WBS and OBS Variances CPI/SPI BAC EAC
PMB data explicitly encoded in file for cross-check
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AT CA Level, Calculated by WBS
From BCWS & ETCs
at CA/WP
AT CA or WP Level, Calculated by WBS
Encoded In FileDerived
Removed
Key
Ancillary header values removed
Derived values Current period data
values Roll-up values in the
WBS and OBS Variances CPI/SPI BAC EAC
PMB data explicitly encoded in file for cross-check
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Time-phased BCWS at CA or WP Level; derived by comparison to
prior submission
Ancillary header values removed
Derived values Beginning Of Period
Values
Baseline Changes derived by CA/WP
Current Period
Encoded In FileDerived
Removed
Key
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Hours and $, Time-Phased Future Forecast by Month thru end of contract/effort at the CA or WP level.
Values rolled up to OBS.
FTE values derived from hours and working hours defined in the contract calendar table
Derived values Current period values
Roll-up by OBS
At-Complete
FTE values derived from hours and calendar
Encoded In FileDerived
Removed
Key
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IPMR Strengths / Purpose
• Performance analysis at reporting level (e.g. WBS, OBS)
• Gold Card Analytics (CPI, SPI, VAC, TCPI, EAC)
Limitations / Weakness
• Visibility into management controls (WBS & OBS vs. CA/WP)
• Visibility into execution plan (partial future forecast reporting)
• Limitations for cost/schedule integration visibility
• Visibility into retroactive contract changes
IPMDAR Same Strengths / Capability• Generate performance analysis at reporting
level (e.g. WBS, OBS)• Gold Card Analytics (CPI, SPI, VAC, TCPI,
EAC)• Can generate legacy formats
And So Much More…• CA or WP visibility• Hours and dollars• Element of Cost visibility• Fully time-phased future plan• Positive traceability between cost and
schedule• Visibility into retroactive contract changes
with time-phased To Date
Greater Focus On Forward-Looking Analytics
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IMPDAR Pivot Data
Flattened IPMDAR Contract Performance Data
IPMDAR Contract Performance Data
Pivot Table
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Separating the Data from Printable Formats Enables Utilization of Modern Tools
Example Pivot Table Applications
Responsibility Assignment Matrix
Estimate to Complete by Control Account
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Separating The Data From Printable Formats Enables Utilization Of Modern Tools
Example Pivot Table Applications
Budget at Complete by control account
CAM budget
Side-by-side dollars / hours
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Separating The Data From Printable Formats Enables Utilization Of Modern Tools
Example Pivot Table Applications Element of Cost by Control Account (Hours/Dollars)
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Separating The Data From Printable Formats Enables Utilization Of Modern Tools
Example Pivot Table Applications
Time-Phased Future Forecast by CAM (Dollars)
CAM Forecast (Dollars)
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Example Pivot Table Applications
Time-Phased Forecast by CAM (Hours)
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Example Pivot Table Applications Element of Cost by Control Account (Hours/Dollars)
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Separating The Data From Printable Formats Enables Utilization Of Modern Tools
Example Pivot Table Applications
Derived FTE Chart by Control Account
Derived FTE Chart by CAM
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Questions?
Break
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IPMDAR Charts and Analysis
Reporting Changes
Open communication required
Tools for asking the right questions
Tools for making program management decisions
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Delivering data rather than printable formats
IPMR 1-4 and 7: Replaced with CPD
IPMR 6: Much the same (Schedule Dataset and Native Schedule)
IPMR 5: Performance Narrative Report (Executive Summary plus Detailed Analysis)
All ACAT levels to deliver to the EVM-CR
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Final due no later than 16 business days after contractor accounting period close
Incremental delivery requirement defined in CDRL
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Performance Narrative consists of: Executive Summary Detailed Analysis Report (Specific Variances at the Control Account level)
Variance thresholds should be established in the CDRL (flexible) Dollars and/or percentage Number of thresholds and/or directed
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Data Structure Format: UN/CEFACT Zipped JSON Encodes cost/schedule data tables and relationships
Tools/Exportability (example: flat files)Spans start to end of contract period of performance Cumulative-to-date Future Forecast
Reporting at control account, both hours and dollars, and tagged to elements of cost
Maximum flexibility for analyzing data (no more Formats)
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• Ability to convert IPMDAR data into trend charts
• Ability to look at control account trends and identify critical drivers
Programmatic CPI & SPI
Schedule Variance by Control Account Manager Schedule Variance by Control Account
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• What is the plan to hire the number of people needed?
• Is this a realistic hiring plan?• What is the impact on cost
and schedule introduced by this identified risk?
• What are the current Staffing and hiring projections?
• What is the delta between past projections and actual hiring?
Programmatic View Individual WIPT View
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• Forward looking: analysis of FTEs within a control account
• What does the trend line for BCWS look like?
• What is the delta between the BCWS and the ETC?
• Is there an imminent cost variance?
Time Phased BCWS (To-Complete) vs ETC by Control Account & EOC
Time-Phased FTE Plan by Control Account
Time Now
Time Now
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Time Now
Time Now
Time Now
• Ability to isolate work streams that are contributing to Variance at Complete (VAC) at WBS and Control Account Levels
• Ability to recognize driving factors• Can be performed at the control
account and Work Package level
VAC
VAC
Month-Over-Month EAC
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Baseline Forecast
• Not only does the IPMDAR contain a project’s cost data (CPD) but it also contains the project’s schedule data (SPD)
• Provides for cost schedule integration
ID Baseline Start Date Baseline End Date Forecast Start Date Forecast End DateTask 2 3/1/2020 3/26/2020 3/1/2020 6/9/2020Task 3 4/1/2020 4/13/2020 6/10/2020 6/21/2020Task 4 5/1/2020 5/23/2020 6/21/2020 7/12/2020
Native Schedule (IMS)
Schedule Dataset (SD)
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VAC
Time Now
ID Baseline Start Date Baseline End Date Forecast Start Date Forecast End DateTask 2 3/1/2020 3/26/2020 3/1/2020 6/9/2020Task 3 4/1/2020 4/13/2020 6/10/2020 6/21/2020Task 4 5/1/2020 5/23/2020 6/21/2020 7/12/2020
• What specific Task / Work Package is causing the VAC?
• Cost and Schedule Integration Check - Are the CPD and the IMS/SPD telling the same story?
• Question to ask - Was more work added? Was the task planned incorrectly?
• Charts and analysis promote quick realization of cost and schedule impact and promotes a timely corrective actions discussion
• Is an OTB/OTS eminent?• Is there a scope creep?
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Time Now
Time Now
Time Now
• What is one of the causes for the Budget versus Forecast cost discrepancy?
• IPMDAR provides the ability to dissect and isolate expended costs as well as planned/forecasted costs by element of cost (EoC)
• Should be noted in the Executive Summary
Time Phased Budget vs ETC by Control Account & Element of Cost (EOC)
• Indirect rate analysis – presenting changes by element of cost
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Questions?
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Acquisition Exchange Program (AEP)
Christine Kastl - Missile Defense Agency
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Program Summary Acquisition, Analytics and Policy (AAP) Acquisition Exchange Program (AEP)
provides a unique career development experience for high-caliber individuals in acquisition, and acquisition-related career fields to serve as a Temporary Support Augmentee (TSA)
Program Objective Interact with senior officials within DoD and throughout the Federal
Government
Develop a thorough knowledge of EVM policy, development, and execution
Enhance the skills needed to prepare, advocate, and revise policy practices and procedures
Promote different perspectives within acquisition policy decision-making, while engaging in a career-broadening experience
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Major policy updates and changes Integrated Program Management Data and Analysis Report (IPMDAR) Data Item
Description (DID) and Implementation Guide
EVM and Agile Desk Guide Work Group sessions – Integrated Program Manager’s Toolkit
Cost of Testing and Evaluation Working Group (CoTEWG) – proposing changes to the DoDI 5000.73
Travel and networking EVM Practitioners’ Forum – Roslyn, VA
IPMDAR Adjudication Team Meeting – Crystal City, VA
Naval EVM Symposium – Crystal City, VA
Army Black Belt Project Overview – Falls Church, VA
IPMDAR Adjudication Team Meeting – Melbourne, FL
National Defense Industrial Association (NDIA) Integrated Program Management Division (IPMD) – Melbourne, FL
Defense Acquisition University (DAU) Days – Huntsville, AL
IPMDAR Adjudication Team Meeting – Crystal City, VA
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Real life application of Agile management processes Scrum Master training materials, Scrum framework knowledge, JIRA usage
Interact with senior leaders at the Pentagon Ms. Ellen M. Lord – Under Secretary of Defense of Acquisition and
Sustainment (OUSD A&S)
Ms. Stacy Cummings – Principal Deputy Assistant Secretary of Defense, Acquisition Enablers (AE)
Mr. David Cadman – Director of Acquisition, Analytics and Policy (AAP)
Mr. John McGregor – Deputy Director of AAP EVM
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How do I apply? https://www.acq.osd.mil/evm/#/aep
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AAP EVM Website:http://www.acq.osd.mil/evm/
AAP EVM Email:[email protected]