SAE EIA-748C-2013 Earned Value Management Systems (Formerly TechAmerica EIA-748-C).pdf

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4、0 (outside USA) Fax: 724-776-0790 Email: CustomerServicesae.org SAE WEB ADDRESS: http:/www.sae.org SAE values your input. To provide feedback on this Technical Report, please visit http:/www.sae.org/technical/standards/EIA748C TECHNICAL REPORT EIA-748 REV. C Issued 1998-06 Revised 2013-03 Earned Val

5、ue Management Systems NOTICE This document has been taken directly from the original TechAmerica document and contains only minor editorial and format changes required to bring it into conformance with the publishing requirements of SAE Technical Standards. The release of this document is intended t

6、o replace the original with the SAE International document. Any numbers established by the original document remain unchanged. The original document was adopted as an SAE publication under the provisions of the SAE Technical Standards Board (TSB) Rules and Regulations (TSB 001) pertaining to acceler

7、ated adoption of specifications and standards. TSB rules provide for (a) the publication of portions of unrevised specifications and standards without consensus voting at the SAE committee level, and (b) the use of the existing specification or standard format. TechAmerica Standard Earned Value Mana

8、gement Systems EIA-748-C March 2013 EIA-748-CNOTICE TechAmerica Engineering Standards and Publications are designed to serve the public interest by eliminating misunderstandings between manufacturers and purchasers, facilitating interchangeability and improvement of products, and assisting the purch

9、aser in selecting and obtaining with minimum delay the proper product for his particular need. Existence of such Standards and Publications shall not in any respect preclude any member or nonmember of TechAmerica from manufacturing or selling products not conforming to such Standards and Publication

10、s, nor shall the existence of such Standards and Publications preclude their voluntary use by those other than TechAmerica members, whether the standard is to be used either domestically or internationally. Standards and Publications are adopted by TechAmerica in accordance with the American Nationa

11、l Standards Institute (ANSI) patent policy. By such action, TechAmerica does not assume any liability to any patent owner, nor does it assume any obligation whatever to parties adopting the Standard or Publication. This TechAmerica Standard is considered to have International Standardization implica

12、tions, but the ISO/IEC activity has not progressed to the point where a valid comparison between the TechAmerica Standard and the ISO/IEC document can be made. This Standard does not purport to address all safety problems associated with its use or all applicable regulatory requirements. It is the r

13、esponsibility of the user of this Standard to establish appropriate safety and health practices and to determine the applicability of regulatory limitations before its use. (From Standards Proposal No. 4890, formulated under the cognizance of the ADPA/NSIA (now NDIA) Management Systems Subcommittee

14、with association support from the ASA (American Shipbuilding Association), the EIA (Electronic Industries Alliance), the PMA (Performance Management Association), and the SCA (Shipbuilders Council of America). With authorization from the TechAmerica SSTC (Systems Standards the establishment of a bas

15、eline plan for accomplishment of program objectives; and the use of earned value techniques for performance measurement during the execution of a program. The system provides a sound basis for problem identification, corrective actions, and management replanning as may be required. Different organiz

16、ations must have the flexibility to establish and apply an integrated management system that suits their management style and business environment. First and foremost, the system must meet the organizations needs and good business practices. Therefore, the guidelines in this document are purposely h

17、igh level and goal oriented, as they are intended to state the qualities and operational considerations of an integrated program management system using earned value analysis methods without mandating detail system characteristics. A GUIDE FOR ESTABLISHMENT AND APPLICATION OF AN INTEGRATED PROGRAM M

18、ANAGEMENT SYSTEM WITH COORDINATION OF PROGRAM WORK SCOPE, SCHEDULE, AND COST OBJECTIVES BY THE USE OF EARNED VALUE METHODS FOR PROGRAM OR ENTERPRISE PLANNING AND CONTROL EIA-748 iv (This page intentionally left Blank) EIA-748 1 1. INTRODUCTION An Earned Value Management System (EVMS) for integrated

19、program management will effectively integrate the work scope of a program with the schedule and cost elements for optimum program planning and control. The primary purpose of the system is to support integrated program management. The system is owned by the organization and is governed by the organi

20、zations policies and procedures. The principles of an EVMS are: Plan all work scope for the program to completion. Break down the program work scope into finite pieces that are assigned to a responsible person or organization for control of technical, schedule and cost objectives. Integrate program

21、work scope, schedule, and cost objectives into a performance measurement baseline plan against which accomplishments are measured. Control changes to the baseline. Use actual costs incurred and recorded in accomplishing the work performed. Objectively assess accomplishments at the work performance l

22、evel. Analyze significant variances from the plan, forecast impacts, and prepare an estimate at completion based on performance to date and the remaining work to be performed. Use the EVMS information in the organizations management processes. The essence of earned value management is that a target

23、planned value (i.e., budget) is established for each scheduled element of work at a level of detail appropriate for the degree of risk for the technical, schedule, and cost or uncertainty associated with the program. As these elements of work are completed, their target planned values are “earned”.

24、As such, work progress is quantified and the earned value becomes a representation of accomplishment against which to measure what was spent to perform the work and what was scheduled Schedule variances, which cannot be seen in a stand-alone budget versus actual cost tracking system, are isolated an

25、d quantified, and the cost variances are true cost variances that are not distorted by schedule performance. This provides for early identification of performance trends and variances from the management plan, and allows management decision making while there is adequate time to implement effective

26、corrective actions. Without earned value, one can only compare planned expenditures with how much has been spent, which does not provide an objective indication of how much of the planned work was actually accomplished. For the benefits of earned value to be fully realized, comprehensive planning at

27、 the outset that includes a thorough risk and opportunity analysis, combined with the establishment and disciplined maintenance of a baseline for performance measurement are required. This combination of comprehensive planning, baseline maintenance, and earned value analysis yields earlier and bette

28、r visibility into program performance than is provided by non-integrated methods of planning and control. This enhances overall program management value through decisions based on the use of EVMS information. The intent is to provide management information using the organizations resources and a pro

29、perly scaled EVMS application that achieves the program requirements and is compliant with EIA-748 2 the EVMS principles. EVMS scalability is viewed as a spectrum employing the principles of EVMS as fundamental to all programs and the EVMS guidelines (Section 2) as applicable to large complex or hig

30、h risk programs. This scalability allows any program, regardless of size and complexity, to realize the benefits of earned value management. Note 1: In the context of this standard, a program is a group of related projects supporting a mission that are managed in a coordinated way to obtain benefits

31、 not obtained from managing them individually. As the management principles are the same to achieve success, the two terms, program and project, are used interchangeably in this standard. Note 2: An objective of this standard is the planning and performance measurement of program work scope in a man

32、ner that enables efficient integrated program management. As the management principles of planning and performance measurement are detailed throughout this standard, the terms “effort”, “scope”, “work,“ “work scope,“ and “program work scope“ are used interchangeably. Note 3: In the context of this s

33、tandard, “organization” is used as a generic term and may include, but is not limited to: public and private corporations and companies, Federal government agencies, departments and activities, state and local government entities, Federally Funded Research and Development Centers (FFRDC) and similar

34、 organizations, educational institutions, and non-profit entities that are likely to be owners of earned value management systems. EIA-748 3 2 EVMS GUIDELINES This section provides basic guidelines for organizations to use in establishing and applying an integrated Earned Value Management System (EV

35、MS). These guidelines are expressed in fundamental terms and provide flexibility for each organization to optimize its system and be fully accountable for the effectiveness of its usage. The process discussions in section 3 provide further information on application of these guidelines. The guidelin

36、es are grouped in five major categories as documented below. They are followed by a glossary of common terminology. 2.1 Organization a) Define the authorized work elements for the program. A work breakdown structure (WBS), tailored for effective internal management control, is commonly used in this

37、process b) Identify the program organizational structure, including the major subcontractors, responsible for accomplishing the authorized work, and define the organizational elements in which work will be planned and controlled. c) Provide for the integration of the planning, scheduling, budgeting,

38、 work authorization, and cost accumulation processes with each other, and, as appropriate, the program work breakdown structure and the program organizational structure. d) Identify the organization or function responsible for controlling overhead (indirect costs). e) Provide for integration of the

39、program work breakdown structure and the program organizational structure in a manner that permits cost and schedule performance measurement by elements of either or both structures as needed. 2.2 Planning, Scheduling, and Budgeting a) Schedule the authorized work in a manner which describes the seq

40、uence of work and identifies significant task interdependencies required to meet the requirements of the program. b. Identify physical products, milestones, technical performance goals, or other indicators that will be used to measure progress. c) Establish and maintain a time-phased budget baseline

41、, at the control account level, against which program performance can be measured. Initial budgets established for performance measurement will be based on either internal management goals or the external customer negotiated target cost including estimates for authorized but undefinitized work. Budg

42、et for far-term efforts may be held in higher level accounts until an appropriate time for allocation at the control account level. If an over-target baseline is used for performance measurement reporting purposes, prior notification must be provided to the customer. EIA-748 4 d) Establish budgets f

43、or authorized work with identification of significant cost elements (labor, material, etc.) as needed for internal management and for control of subcontractors. e) To the extent it is practicable to identify the authorized work in discrete work packages, establish budgets for this work in terms of d

44、ollars, hours, or other measurable units. Where the entire control account is not subdivided into work packages, identify the far term effort in larger planning packages for budget and scheduling purposes. f) Provide that the sum of all work package budgets plus planning package budgets within a con

45、trol account equals the control account budget. g Identify and control level of effort activity by time-phased budgets established for this purpose. Only that effort which is not measurable or for which measurement is impracticable may be classified as level of effort. h) Establish overhead budgets

46、for each significant organizational component for expenses which will become indirect costs. Reflect in the program budgets, at the appropriate level, the amounts in overhead pools that are planned to be allocated to the program as indirect costs. i) Identify management reserves and undistributed bu

47、dget. j) Provide that the program target cost goal is reconciled with the sum of all internal program budgets and management reserves. 2.3 Accounting Considerations a) Record direct costs in a manner consistent with the budgets in a formal system controlled by the general books of account. b) When a

48、 work breakdown structure is used, summarize direct costs from control accounts into the work breakdown structure without allocation of a single control account to two or more work breakdown structure elements. c) Summarize direct costs from the control accounts into the organizational elements with

49、out allocation of a single control account to two or more organizational elements. d) Record all indirect costs which will be allocated to the program consistent with the overhead budgets. e) Identify unit costs, equivalent unit costs, or lot costs when needed. f) For EVMS, the material accounting system will provide for: 1) Accurate cost accumulation and assignment of costs to control accounts in a manner consistent with