Earned Value Management (EVM) Reference Card EVM Terminology ACWPActual Cost of Work Performed (Actual cost incurred for work accomplished during a given period) AUW Authorized Un-priced Work (Work contractually approved, but not yet negotiated) BACBudget At Completion (Total planned value for the project) BCWSBudgeted Cost for Work Scheduled (Planned Value - budget assigned to the planned scheduled work to be accomplished) BCWPBudgeted Cost for Work Performed (Earned Value - budget value for the physical work accomplished) CAControl Account (Management control point to plan and control scope, schedule, and budget) CBBContract Budget Baseline (Total negotiated cost plus AUW) EACEstimate At Completion (Expected total cost of the project when the scope of work will be completed) ETCEstimate To Complete (Expected cost needed to complete all remaining work) MRManagement Reserve (Budget withheld for unknowns / risk management) NCCNegotiated Contract Cost (Contract price minus profit or fees or project value for in-house work) OTBOver Target Baseline (Sum of CBB and recognized overrun) PBBProject Budget Baseline (Same as CBB for in-house projects) PMBPerformance Measurement Baseline (Time-phased budget plan) PPPlanning Package (Far term effort within a CA not yet defined into WPs) TABTotal Allocated Budget (Sum of all budgets for work on contract = NCC, CBB/PBB, or OTB) TCPITo Complete Performance Index (Efficiency needed from ‘status date’ to achieve an EAC or BAC) UBUndistributed Budget (Broadly defined effort not distributed into CAs) WPWork Package (Near term effort detailed planned within a CA) Revised February 2012 NASA EVM Website: NASA Policy & Requirements for the Application of EVM NASA EVM requirements are found in NPR , NASA Program and Project Management Processes and Requirements and NPR , NASA Information Technology and Institutional Infrastructure Program and Project Management Requirements. Policy is contained in NASA FAR Supplement (NFS) NASA EVM requirements are predicated on the guidelines in ANSI/EIA-748, Standard for Earned Value Management Systems (EVMS). Key highlights: 1.For in-house programs/projects, EVM planning and initial implementation begins during project Formulation (Phases A and B): a.EVM is applied in Project Life Cycle Phases C and D with an estimated life cycle cost at $20 million or greater and to Phase E modifications, enhancements, or upgrades with an estimated cost of $20 million or greater. b.The project EVM system complies with the guidelines in ANSI/EIA-748 and is described in the Project Plan. c.The NASA customer (Mission Directorates/Program Offices) will conduct an integrated review of project baselines as part of their preparations for Key Decision Point (KDP) C to ensure the project’s work is properly linked with its cost, schedule, and risk and the systems are in place to perform EVM and provide valid data for management decisions. Formal project EVM reporting begins no later than 60 days after the start of Phase C. 2.For suppliers, EVM system and reporting are effective at contract award (regardless of phase) and applied as follows: a.For development contracts and subcontracts valued at or between $20 and $50 million, the contractor is expected to have an EVMS that complies with the 32 guidelines in the ANSI/EIA-748 Standard. b.For development contracts and subcontracts valued at $50 million or more, the contractor is required to have an EVMS that has been formally validated by the Government. c.EVM is not required on firm fixed price contracts or contracts for non-developmental engineering support services, steady state operations, basic and applied research, and routine services such as janitorial services, etc. In these cases, application of EVM is at the discretion of the program or project manager (PM). d.The Contract Performance Report, (CPR), Integrated Master Schedule (IMS) and Work Breakdown Structure (WBS) Data Requirements Descriptions (DRDs) are required deliverables when EVM is required. e.IBRs are required when EVM is required. Initial IBR conducted within 180 days after contract award; subsequent IBRs within 60 days after major contract modification or change to the PMB. UB WPs PPs CAs PMB MR CBB Fee/Profit (no Project analogy) Contract Price (Project Price) AUW OTB TAB PBB NASA Contractor & In-house Project Hierarchy Favorable Causes: Poor initial planning or estimating Technical breakthrough Cost of labor & Material lower than plan Front end loading Method of earning BCWP Inaccurate costing methods Performance Indices: (Favorable is > 1.0, Unfavorable is < 1.0) Cost Performance Index (Efficiency): CPI = BCWP / ACWP Schedule Performance Index (Efficiency): SPI = BCWP / BCWS To Complete Performance Index (TCPI) TCPI EAC = Work Remaining / Cost Remaining = (BAC – BCWP Cum ) / (EAC – ACWP Cum ) TCPI BAC = Work Remaining / Budget Remaining = (BAC – BCWP Cum ) / (BAC – ACWP Cum ) Unfavorable Causes: Poor initial planning or estimating Technical problem Cost of labor or material higher than plan Inflation New labor contracts Work stoppage Estimate at Completion (EAC) = ACWP + ETC EAC = Actuals to Date + Work Remaining / Performance Factor EAC Composite = ACWP Cum + (BAC – BCWP Cum ) / (CPI Cum x SPI Cum ) EAC CPI = BAC / CPI Cum Status Percentage % Complete = BCWP Cum / BAC x 100 % Spent = ACWP Cum / BAC x 100 % Schedule = BCWS Cum / BAC x 100 CV SV Actual Costs (ACWP) Earned Value (BCWP) Planned Value (BCWS) $ EAC Time Now Performance Measurement Baseline (PMB) BAC Time Management Reserve (MR) TAB (CBB or PBB) Projected Slippage VAC ETC Variances: (Favorable is Positive, Unfavorable is Negative) Cost Variance (CV): CV = BCWP – ACWP CV% = CV / BCWP x 100 Schedule Variance (SV): SV = BCWP – BCWS SV% = SV / BCWS x 100 Variance at Completion (VAC): VAC = BAC – EAC NCC Plus Overrun Common EAC Calculations