1. Is your Project ready for Earned Value Management (EVM)?
It’s all about the fundamentals
Patrick Kennerson

2. Get these right and good EVM will follow
Cultural change required to underpin good EVM
EVM highlights weaknesses or gaps in the project planning and control processes and capabilities
Managing a robust baseline challenges most organisation
The plans must be based on Project deliverables clearly defined within the PBL, not just the functional effort
Objective measures of physical progress must be assessed routinely
Business systems and processes need to provide data in a timely manner
Comprehensive change system is required

3. Cultural change This is what I find… Project Manger QA
Document Management QS
Comml
Risk
Change Manager
Reporting Manager
Planners

4. Cultural change This is what I expect…. Project Controls Director
Manager 1.
Project Control Mgr 2.
Change & Risk Mgt 3.
Commercial & Cost Mgt 4.
Schedule Mgt 5.
Document/Configuration Mgt
1.1 Project Controls
1.2 Policy
1.3 EVM Reporting
1.4 Reporting
1.5 Assurance
1.6 Data Integrity
1.7 System Integrity
1.8 Program Team Engagement
1.9 Process Improvement
2.1 Provide Change Management Process
2.2 Scope Change
2.3 BCR Process
2.4 Stakeholder Management
2.5 Change Document Management
2.6 Facilitate Risk Workshops
2.7 Administer Risk & Opportunity
2.8 Undertake various risk analysis
2.9 Monitor on-going risks
2.10 Provide monthly risk reports
3.1 Commercial and Cost Management Process
3.2 Cost Management
3.3 Commercial Management
4.1 Develop and maintain the overall master Schedule following good practice planning practices
4.2 Validate Supplier Schedules in support of the client Works Terms to ensure accepted Contract programs are of appropriate quality, integrity and maturity
4.3 Maintain, update and integrate program works in to the overall IMS master schedule in P6 (or similar) including all associated Milestone management
4.4 Provide accurate and timely Schedule progress and forecast information in line with the Monthly Programme Reviews (MPR) deadlines and formats
4.5 Meet the requirements of the Integrated Baseline Review (IBR) process Assurance
5.1 Facilitate best practice document management into specified programme databases
5.2 Administer the Document Management system across the programme
5.3 Establish and run the electronic filing system
5.4 Administer a storage and transmittal library facility
5.5 General admin support
Risk Manager
Cost Controller
Change Manager
Lead Planner
Reporting/QA

5. LESSON 1 "Being responsible sometimes means pissing people off."
Good leadership involves responsibility to the welfare of the group, which
means that some people will get angry at your actions and decisions. It's
inevitable, if you're honorable. Trying to get everyone to like you is a sign
of mediocrity: you'll avoid the tough decisions, you'll avoid confronting the
people who need to be confronted, and you'll avoid offering differential
rewards based on differential performance because some people might
get upset. Ironically, by procrastinating on the difficult choices, by trying
not to get anyone mad, and by treating everyone equally "nicely" regardless
of their contributions, you'll simply ensure that the only people you'll wind
up angering are the most creative and productive people in the organization.

6. Weakness and Gaps SCOPE COSTS ANALYSIS SCHEDULE EV REPORTING CHANGE
FORECAST & STATUS
RISK 6

7. Responsibility Assignment Matrix (RAM)
Weakness and Gaps
Programme Control - System
Project Plan (IPMP)
&
Project SoW
OBS - Organisation Breakdown structure
WBS - Work Breakdown Structure
PBS - Product Breakdown Structure
SoW - Statement of Work
RAM - Responsibility Assignment Matrix
EVM - Earned Value Management
WAD - Work Authorisation Document
Budget Distribution
OBS
WAD
WBS / PBS
Responsibility Assignment Matrix (RAM)
Master Schedule
Level 0
Risks
Dependencies
Risk Management
Dependency planning
Statement of work
(SoW)
Risk Model
Schedules
Scenario Planning
Resource Profile
EVM Reporting
Financial Info 7

8. Managing a baseline

9. Progress Measurement Subcontract Schedules Baseline
Update
Activities Workpackaes IMS
Subcontract
Schedules
Milestones
‘Critical Items’
SUBS B
SUBS A
Baseline
Subcontractor schedules not loaded directly into PCMO schedule. Key interdependencies and deliverables identified in subcontract schedule and used in PCMO schedule for schedule integration purposes.

10. Business Systems Executive-Level Reports
What’s the new forecast?
Are we profitable yet?
Deliveries are impacted!
Executive-Level Reports
Analytics
Resource
Management
Cost
Management
DisconnectedBusiness Processes
RIO
Management
Customer Support not notified of risk
Reports Generated
Manual reports generated
Disparate Systems & Components
Schedule updated
Schedule impacted
Risk identified
ERP
EAC impacts - overruns
Schedule
Management

11. Business Systems Gaps in Project Mgmt Discipline
Analytics
Resource
Management
Cost
Management
DisconnectedBusiness Processes
RIO
Management
Disparate Systems & Components
ERP
Schedule
Management

12. The End Result: Clarity Versus Chaos
Business Systems
The End Result: Clarity Versus Chaos
BMS
Gaps in Project Mgmt Discipline
Program Insight and Control
Analytics
Resource
Management
Cost
Management
DisconnectedBusiness Processes
Business Process
Management
RIO
Management
Disparate Systems & Components
Schedule
Management
Resource
Cost
Analytics
RIO
ERP
IPM
Components
ERP
Schedule
Management

13. Change Control – System Flow
Originator
PMO
External
Suppliers
Change Committee/Board
Identify
Capture
Assign for
review
Review,
assess
Propose
action
Contract
revision
Approve for
action
Assign for
action
Action
Approve for
Action
Review
Action
Agree
Closure

14. End of presentation
Questions?