July 2011

The EVM Newsletter™
from Management Technologies
In This Issue
Important Priorities
Paying the bill before the work is done
Early and Late PMBs
Founder of Agile, on Agile
Book Review
New Workshop Dates/Places




As PMs and EVM staff we need to focus on priorities. Here's a related thought.


A Boeing 777 pilot wrote in Flying Magazine: "What defines us competent pilots is our ability to establish a priority for each management task. That ability keeps the proverbial blue side up (sky) especially when non-normal circumstances occur."


Are your priorities in keeping the "blue side" up on your projects?


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> EVMS Process Engineering 

>Third Party EVMS Certification   

>EVP Exam Prep Workshops and Study Guide

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Quotable Quote



"If you can't afford to take risks, then you can't afford to be a program manager.."

Deputy Assistant Secretary for Acquisition Integration,Office of the Assistant Secretary of the Air Force for Acquisition, Washington, D.C

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Did you find this newsletter interesting? Forward it to a friend!

EVM Track at PMI North American Congress

The PMI North American Congress (22-25 Oct 2011, Dallas TX area) will include a track of eight EVM presentations. The PMI EVM Community of Practice (CoP) is chairing this track which will include an update on the second edition of the PMI EVM Practice Standard plus....

· Understanding the Value of Earned Value

· EVMS "Keeping it Simple and Succeeding"

· Integration of Earned Value and Risk Management Using Contingency Reserves

· Application of EVM to equipment manufacturing

· Advances in Earned Schedule and Earned Value Management

· Truth About Preparedness For EVMS Assessments

· EVM on Service Projects - An Optimized Paradigm

The EVM track will be presented on 24-25 October and is subject to change.


For more information visit PMI.




EVM3The Earned Value Management Maturity Model®
Books 24 x 7 
EVM3 cover
The Earned Value Management Maturity Model book is now available from Books 24x7, as well as from Management Concepts.

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AACE Rolls Out Decision and Risk Management Certificate
Decision and Risk Management Professional (DRMP) Certification will undergo beta testing in 2012. 

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EVM Schedule Adherence and CPI and SPI (t)Statistical Forecasting

The EzEVM™ workbook has provided projects and firms a low cost solution to performing EVM and refining their EVM processes.


The EzEVM MSExcel workbook template now includes "Schedule Adherence" and statistical forecasting of final CPI and SPI(t).


EVM data can be entered from any EVM software to provide these valuable analysis products as well as traditional EVM indicators.



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Welcome to the July EVM Newsletter.  


In this issue we talk about "leading costs". No that's not a typo. Usually we confront lagging costs and use "accruals" or "estimated actuals" for AC. What if we have to pay up front and do the work later?


At the AACE Annual Meeting had an EVM track. A speaker addressed the fact that not all project work needs to start on time. Non-critical tasks have float. If we allow the float to be used we get a negative SV when all is running per plan. His Earned Value Float Ratio Index is discussed below.


There is a book review of PMI®'s latest book on project management for smaller organizations, Sidestep Complexity.


Our subscriber list tops 1,900. If you want to share a story or an idea consider writing 50-100 words on the subject. You can help make this newsletter interesting by contributing news about your activities in EVM, your company, product announcements, or your projects. Each month starts with a blank sheet, we don't make this stuff up! Send news to me at


Ray Stratton, PMP,EVP

Tidbit #23 Leading Costs!


Recently an attendee at an EVPrep workshop brought up an interesting scenario while we were discussing "estimated actuals".currency Usually estimated actuals (accruals) are used to estimate the AC (ACWP) when the financial system has not yet reported costs to the EVMS for EV claimed. This typically addresses lagging costs for contracted labor, parts, etc. To perform EVM analysis we need the cost for the work done in the period the work was done. "Estimated actuals" are used until the recorded costs arrive from the finance system.


In his scenario he mentioned working in the Former Soviet Union where "mobilization" funds must be paid to the contractor on day one since they are unable to get loans from the local banking industry. These mobilization funds can be 30% of the contract value. The funds have been spent and reported to the EVMS, but little or no work has been done. This is the reverse of the situation described above. The solution? Use an "estimated actuals" value that is less than the recorded cost. I'm not sure how to estimate the estimated actual other than to set it equal to the EV. But once past the 30% spent point I'd hope the AC was real and so full EVM analysis could take place. Interesting dilemma.




EVM and EV Float Ratio Index


At the AACE Annual Meeting Steven Wageman, CCC, EVP, PSP provided a presentation and a formal paper discussing the relationship betweenfloat EVM and Critical Path Method (CPM). When we establish our project schedule we find a critical path that determines the project completion data. Activities on this path must complete in sequence and on time for our project to complete per the schedule. But activities off the critical path do not have this demanding requirement. These non-critical paths and activities have float. They have attributes of early start, early finish, late start, and late finish. So they can start late and as long as they finish by the late finish date the critical path is not impacted. Yet most scheduling software default settings schedule these activities to start as early as possible (early start date).


So when we establish our PMB using this schedule it is biased (shifted left) by the use of early start and early finish dates, even though we can miss these dates and not impact the project schedule. So a project that is executing the critical path perfectly, but delaying the non-critical work toward the late start/late finish date generates a schedule variance. Should it? Should we have an alternate PMB reflecting the late start/finish dates of non-critical work?


Wageman illustrates this as two PMBs, one shifted to downward from the normal PMB thus representing less PV planned at any point in time due to later influence of the non-critical activities.






He claims that as long as the EV is between the left and right values the project may be performing as planned. A review of the critical path is needed to determine if the project end date has shifted. He recommends that an "average" PMB using the higher and lower PV be charted and used as a reference point for PV.


His Earned Value Float Ratio Index (EVFRI) provides an index from EVM data. It shows how much of the float has been consumed. For example a value of 0.4 shows more than ½ of the available float has been used 0.6. Negative values show that all float has been used and we're in trouble. Values greater than 1.0 indicate an early project completion.


EVFRI = (EV-PV late)/ (PV early - PV late)


If you want to know more or request the paper contact Steve.

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Founding Director of Agile on Agile


Source: Projects@Work


Janis Rizzuto 

Founding director of the Agile Alliance, David A. Thomas shares his experience and highlights interesting considerations for projectagile managers. He predicts a simpler approach to development in the future.


The real successes for agile are at the individual team level. Agile teams are very successful and doing a good job, but tend to be those teams working on fairly small projects. To move a large organization forward, you need more than the Scrum and XP agile practices. The difficulty is working on larger projects where things have to be coordinated and the pieces have to be assembled. That's really not something that the agile practices speak to at all. If you are building a large system, you have to look at Lean and practice value chain analysis to optimize the value chain. In a major business, the driver is Lean and the agile practices are what help development teams develop and test.


What do businesses need to learn about agile and how it may fit into the overall picture? For example, if you can't do requirements, it doesn't really matter if you have an agile development team.

Book Review


Book review Side Step Complexity, Project Management for Small and Medium Sized Organizations, Project Management Institute, Inc., ISBN 9778-1-935589-28-0, $29.95 USD


EVM is out of the question if an organization does not do decentsidestep planning. So establishing PM practices and possibly a PMO is sometimes the first step. Right now I am working with a team to establish a PMO, program and project managers, and PM practices at a half-billion dollar firm that delivers products for the aerospace industry. When a tag line in a PMI email mentioned a new book Sidestep Complexity, Project Management for Small and Medium Sized Organizations I had to get a copy.


Philip R. Diab, MBA, PMP has done a good job of touching on all the topics that are critical to putting PM into small and medium size organizations. While I am dealing with a medium sized company, his book also applies to smaller organizations within larger companies.


This 140 page paperback covers cultural issues, the importance of decision making and having a long term strategy, getting buy-in, and understanding both positive and negative stakeholders. Diab then covers leadership and why fire fighting and heroes are not a PM attribute. He stresses that projects do not exist without project managers, and they must be competent. "Having an incompetent person in charge of a project can do a lot more harm than a project that is leaderless." Diab covers some of the basic PM knowledge areas and talks about the use of tools and templates to help deploy project management. Success, he says, has a lot to do with managing project stakeholder expectations that can vary from person to person. He closes with a section on keeping the big picture in mind and conclusions. His book is faithful to the title.


The book is an easy read. I found the narrative style a little redundant as he relates story after story of past engagements. But for some people this style may just bring home the points he makes. Still, the information and experience he shares can provide useful information to leaders and implementers of PM in small and medium size organization.


Correction to June EVM Newsletter


The June 2011 issue of the EVM Newsletter included an article titledoops "ENRON's Lessons for EVM". This inspiration for this article was found in the keynote address at the AACE 2011 Annual Meeting. This article included a link that was provided by the keynote speaker during her presentation. The link was displayed in the article using the word "presentation" in the article.


This suggested that the presentation found by following the link was the keynote presentation given at the AACE Annual Meeting. This is NOT the case. The presentation given at the Annual Meeting was not provided as a website or computer file.


I regret any confusion or misrepresentation by the placement of the link within the article text. 

PMI® EVM Practice Standard Expected at PMI NA Congress


The PMI Earned Value Management Practice Standard, second edition, is expected to be released at the North American Congress this October. It's a complete rewrite of the first edition, with a focus on process and includes improved graphics. According to a recent study (SeeJanuary EVM Newsletter) PMI's EV Practice Standard is the default standard for EVM, worldwide. 



Workshops EVPrep™ and EVM Workshops
The following workshops are planned for the following locations:
  • Boston, MA
  • Reston, VA
  • Atlanta, GA
  • Dallas, TX
  • Columbus ,OH
Earned Value Experience (CAM) Workshop
You'll experience creating an earned value management baseline, determining earned value from project status, Classroomcalculating earned value management indices, and estimating final cost and completion date. This workshop is perfect for team leads, control account managers, financial and schedule control staff, project and program managers, and chief project officers.

Excel EzEVM™Templates may be retained by attendees to implement earned value management in their organization.



View the Earned Value Experience (CAM) workshop outline and get the registration form.
Interested in an on-site workshop? Send an e-mail with your your address and the number of attendees to receive a quote
EVPrep Exam Prep Workshop

The workshop covers all the topics likely covered in the exam and provides exam-like questions and workshop discussion about each question and the possible answers. This workshop also includes an EVM analysis question to help prepare you for the three page written essay in Part II (was part IV).

This is twelve hours of mock EVP exam and discussions of correct and incorrect answers.
Do you have an EVP FAQ
Go to AACE's website for the latest information about exam dates.
View the EVPrep workshop outline and get the registration form.

Interested in an on-site workshop? Send an e-mail with your your address and the number of attendees to receive a quote.

Upcoming EVM and PM Conferences 

PMI North American Congress (w/ EVM track)
WHEN: 22-25 October 2011
WHERE: Dallas, TX

23nd Annual Integrated Program Management Conference

WHEN: 7-9 November 2011

WHERE: Washington DC



(EVP Exam on 10 November)
EVM Europe

WHEN: 23-24 November 2011

WHERE: Valencia (Spain)



EVM World 2012
WHEN: 30 May 2012 - June 2 2012
WHERE: Naples, FL

AACE Annual Meeting 2012

WHEN: 8-11 July 2012 

WHERE:Marriott Rivercenter, San Antonio, Texas
MORE INFO: AACE, International  


EVM Jobs 
Do you have open EVM positions? Reach over 1,800 possible candidates via The EVM Newsletter to help get the best people to fill your EVM positions. Send me an e-mail with the details and contact information. It will be posted in the next issue.

Do you have news to share? Send your news item and we'll review it for posting in a future EVM Newsletter.
Ray Stratton, PMP, EVP
Management Technologies

The EVM Newsletter, EVPrep, The Earned Value Management Maturity Model, EVM3, EzEVM, and The Earned Value Experience are trademarks of Management Technologies.


The Earned Value Professional , EVP, and the AEP logo are marks of the Association for the Advancement of Cost Engineering, International. (AACE®).


The PMP, PMBOK, PMI, and R.E.P. , and the Registered Education Provider logo are
registered marks of the Project Management Institute, Inc.