Applied Earned Value for Federal Government Projects (Fpm 213)

ADVANCED FEDERAL PROJECT MANAGEMENT

APPLIED EARNED VALUE FOR FEDERAL GOVERNMENT PROJECTS (FPM 213)

SYNOPSIS TOPICS

Applied Earned Value for Federal Government Projects provides EARNED VALUE MANAGEMENT GENERAL POINTS information on financially managing a project throughout the Earned Value (EV) Management (EVM) Defined life cycle, using earned value management (EVM) and integrated Significance of EVM baseline reviews (IBR). The course will describe the life cycle of General Facts About EVM an appropriation and will satisfy the mid-level business, cost, and EVM In Government Programs/Projects financial management competencies and performance outcomes, Life Cycle of an Appropriation as defined by the FAC-P/PM policy and competency model. Life Cycle of an Appropriation: Budget Formation Life Cycle of an Appropriation: Congressional Action The relationship between cost estimates and the project baseline Life Cycle of an Appropriation: Budget Execution and Control will be presented and participants will learn to calculate EVM to Life Cycle of an Appropriation: Audit and Review control projects and meet federal agency requirements. By the Life Cycle of an Appropriation: Account Closing end of the course, the participant will be able to identify cost- Key Planning and Budget based risks, within the 8-step risk management process. Finally, Legislation Capital Planning and Investment Control (CPIC) participants will reinforce the knowledge gained in this course How Agencies Use CPIC and apply their skills to a series of exercises and case studies. CPIC Processes CPIC In The Budgeting Life Cycle Government Accountability Office (GAO) Information LEARN Technology Investment Management (ITIM) GAO ITIM Framework Levels of Maturity Manage a project through the life cycle of an appropriation Exhibit 300 Submittal Cycle Demonstrate the significance and application of the EVM BUSINESS AND FINANCIAL MANAGEMENT process, as it relates to government agencies and federal Program And Project Costs mandates Direct vs. Indirect Costs Direct Cost: Labor Define cost-based risks and how they affect program and Direct Cost: Materials and Subcontracts project financial management Direct Cost: Overhead Describe the purpose and elements of the Integrated Baseline Other Costs: Direct and Indirect Review (IBR) Indirect Cost: Facilities and Equipment Indirect Cost: General and Administrative This course uses digital materials. Types of Costs Control Account Costs Financial Management Techniques Present Value — Time Value of Money Exercise 2-1: Net Present Value Net Present Value (NPV) Cost Benefit Analysis (CBA) Internal Rate of Return (IRR) Risk Management in Business Financial Management Prioritized Risk Register With Complete Analysis (Sample)

“Strategy Execution” refers to TwentyEighty Strategy Execution, Inc, a Virginia, USA, corporation, or an affiliate thereof.

To learn more about our Advanced Federal Project Management curriculum, contact us at +1.888.374.8884 or [email protected]. © 2018 TwentyEighty Strategy Execution, Inc. All rights reserved. ADVANCED FEDERAL PROJECT MANAGEMENT

TOPICS CONTINUED...

COST ESTIMATING IMPLEMENTING EARNED VALUE MANAGEMENT Cost Estimating Process EVM Process Nomenclature Cost Estimating in a Project Management Context Earned Value (EV) Types/Descriptions of Estimates Performance Measurement Baseline (PMB) Cost Estimating Process Steps Project Gannt Chart Establish Ground Rules and Assumptions How We Are Doing Collect The Data How We Are Really Doing Select Estimating Methodology Traditional Measurement Perform The Estimate EV Measurement Document, Review, And Report The Estimate The Program Plan Cost Estimating Process The Time-Phased Budget Plan Cost Estimating Techniques Current Status Using Traditional Measurement Estimating By Analogy Cost Status Imposed On The Plan Parametric Cost Estimating Current Status Using EVM Parametric Cost Estimating Examples Performance Status Imposed On The Plan Regression Analysis EV Techniques: Part I Learning Curve (Experience Curve) Zero-One Hundred EV Technique Program Evaluation And Review Technique (Pert) Percent Start/Percent Finish EV Technique Top-Down Method Percent Complete EV Technique Bottom-Up Method Weighted Milestones EV Technique Cost Factors EV Techniques: Part II The Detailed Estimate Weighted Milestones With Percent Complete EV Technique Risk Management in Cost Estimation Units Completed EV Technique A Range of Estimates Apportioned Effort EV Technique A Cost Probability Distribution Function (PDF) Level Of Effort (LOE) EV Technique The Total Cost PDF Performance Measurement Baseline (PMB) Cost Budgeting Cost Realism In Baselines Budget Model Front Loading of Baselines Budget Allocation Model Incremental Project Funding In Baselines Program Funding vs. Performance Budgeting Realistic Program Targets Evaluating Baselines EV Analyses Schedule Performance Index (SPI) Interpreting a Stable SPI Chart Interpreting an Unstable SPI Chart Cost Performance Index (CPI) Interpreting a Stable CPI Chart Interpreting an Unstable CPI Chart Estimating With a Baseline Achievement Graph Estimate at Completion (EAC) Standard EVM EAC Equation Performance Factors Used in EAC The EAC Range To-Complete Performance Index (TCPI) Interpreting a TCPI Chart

INTEGRATED BASELINE REVIEW Overview of Integrated Baseline Review (IBR) IBR Benefits IBR Timing IBR Schedule of Events IBR Preparation IBR Team Members IBR and EVM IBR Guideline Sources “Strategy Execution” refers to TwentyEighty Strategy Execution, Inc, a Virginia, USA, corporation, or an affiliate thereof.