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Please note, some documents here are in the process of being updated and new editions will reflect the change of the PMSC to the IPMD.

Complementary documents to the EIA-748 Standard for Earned Value Management Systems

  • Earned Value Management Systems Intent Guide to the EIA Standard for EVMS (EIA-748). Revision April 2014.

    This guide provides additional insight into the 32 guidelines identified in the EVMS standard. For each guideline, the Intent Guide describes the value to management, more information about the intent of the guideline, typical attributes, and what objective evidence can be used to demonstrate a guideline has been met.

    The Intent Guide was updated in April 2014 to reflect the refresh to the EIA-748 Standard for Earned Value Management Systems (Version C) that was published in March 2013. Please refer to the Change History Log in the April 2014 edition of the Intent Guide for a list of the changes that were incorporated.

    Beginning with the April 2014 edition of the Intent Guide, the Intent Guide Appendix Compliance Map Template is now a separate Microsoft Word document. The purpose of this separate appendix is to provide a source document that can be used as a starting point for a contractor, subcontractor, or government agency that needs to develop a compliance map to the EIA EVMS Guidelines for their business process. The template can be tailored as needed to fit a given business environment. The compliance section for each guideline in the template will need to be completed based on how a company or agency does business

    Intent Guide Appendix Compliance Map Template

  • Earned Value Management System Acceptance Guide. Revision March 2013.
    This document provides guidance and a standard framework to prepare a contractor or a government agency, in the case where the EVM requirement is applied to the government work, to successfully demonstrate that the EVMS being used complies with the EIA-748 32 Guidelines and produces program/project performance data that contributes to sound capital investment decisions.

  • Earned Value Management Systems Application Guide. Revision January 2015.
    This guide is designed to assist any organization with the planning process to effectively implement and use an EVMS through all phases of the acquisition life cycle.

  •  Guide to Managing Programs Using Predictive Measures. Revision September 17, 2014.

    The Predictive Measures Guide is a compilation of more than 30 Industry and Government measures that assists a Program Manager in meeting program objectives. These measures provide a comparison of current program status against the planned measures. Earned Value Management (EVM) is a project management control technique which effectively integrates actual accomplishment in terms of cost, schedule, and scope. EVM as a management approach should be supplemented with additional measures and metrics during the monitoring and controlling phase to attain a more comprehensive understanding of current performance and to help management make well-informed decisions. These additional measures and metrics can provide valuable predictive indicators that can be used to develop and implement effective mitigation plans.

    The intended audience for this Guide are organizations that are looking for standard approaches to manage programs. This Guide is not intended to provide a new set of standards that would be required to assess program performance, but instead provide a “menu” of typical measures that could be applied. Some metrics are better suited for certain applications than are others. Each organization should decide which measures are most appropriate for its environment and select only those measures suitable for its purposes.

  •  Integrated Baseline Review Guide. Revision February 6, 2015.
    Integrated Baseline Reviews (IBRs) are required, either pre-award or post-award, to ensure authorized work is adequately planned and resourced, and to establish a mutual understanding of the risks and opportunities inherent in a Performance Measurement Baseline (PMB). The purpose of this document is to provide guidance for the preparation and execution of an IBR.  The intent of the guide is to improve the consistency of the IBR process for all users (customers and suppliers). This guide discusses the need for an IBR, the types of IBRs, when and how each should be conducted, and the necessity to make the IBR an element of the ongoing project management process. This guide also discusses integrating the IBR process with risk and opportunity management practices. 

  • Planning and Scheduling Excellence Guide (PASEG). Revision June 2012.
    This joint industry and government guide is geared for the Program Leadership Team and Planning/Scheduling professionals to recognize the value of an Integrated Master Schedule (IMS) by understanding scheduling concepts, promoting good scheduling processes, and realizing the consequences of poor processes. Using the PASEG document, the program team can build and maintain more robust and dynamic schedules that provide a roadmap for improved program execution.

    The IPMD Planning and Scheduling Working Group (PSWG) will be updating the June 2012 edition of the guide.  Should you wish to provide comments to the working group for this update, please submit your comments using the working group’s change request form.  Please send your comments to by July 7, 2014.

    PASEG Change Request Form

  • Surveillance Guide. Revision February 2011.
    This guide can be used as the basis to implement EVMS surveillance in accordance with the EIA Standard for Earned Value Management Systems.

White Papers

  • Earned Value Management in a Production Environment
    The purpose of this white paper is to define terms, explain typical production practices, and relate them to EVM terminology and practices. Many companies operate their EVM system (EVMS) on production efforts, including Firm Fixed Price (FFP) contracts where no EVMS requirement exists. Many production contracts do have EVMS requirements - often early production efforts are cost plus contracts or fixed price incentive contracts. When EVMS requirements exist, companies must be able to demonstrate compliance to the 32 guidelines in the EIA-748 Standard for Earned Value Management Systems. As a result, it is critically important that contractor and government personnel understand how the 32 guidelines apply to production activity. This white paper is intended to help all parties understand that production activity may result in different EVMS focus or usage while still complying with the 32 guidelines.

  • Integrating Risk Management with Earned Value Management
    Summarizes a study of the current status of integrating risk management with EVMS conducted by the NDIA IPMD Risk Management Working Group. This study used a survey to determine what program managers are doing and thinking about EVM and risk management - are they integrating them, how are they integrating them, and what are the perceived barriers to process integration. The Defense Acquisition University (DAU) hosted the survey that was conducted from October 2003 through June 2004. The survey results and analysis are presented in this paper along with a number of recommendations for further work to enable and improve the integration of EVM and risk management. The Risk Management Working Group's findings, recommendations, and guidance concerning risk management and EVM integration were incorporated into the Earned Value Management Systems Application Guide.

  • Services Contracts and Earned Value Management (EVM)
    This white paper was developed by the IPMD’s EVM for Services working group, which was initially chartered to investigate the application of EVMS to contracts for services and to recommend policy and process guidance to support the use of EVMS to manage services work. The premise of the paper is that EVM is suitable for managing many types of service contracts provided that the services contain characteristics prerequisite to the use of EVM, and the contracts contain specific elements to enable EVM use by the supplier. In the absence of these characteristics or contractual elements, other management techniques may be more appropriate and useful to the program manager. The white paper addresses challenges associated with managing contracts for services, current approaches for using EVM to manage service contracts that contain EVMS requirements, and best practices for managing service contracts. In addition, the paper also recommends a review of various policy documents for the purpose of identifying changes that would improve service contracting and facilitate service contract management by enabling selective application of management requirements, which are most suitable for the contracted work elements. Submit any comments or feedback on this white paper to the IPMD points of contact, David Muzio at and Eric Christoph at

Related DoD and OMB Documents

Other Documents

  •  IPMD Memo on Proper Designation for the EIA-748 EVMS Standard
    This March 2015 IPMD memo discusses the proper designation for referencing the EIA-748 Earned Value Management System (EVMS) Standard.

  • Federal Agency EVM Policy Summary, June 2013.
    This IPMD reference document summarizes the EVM policy of the various federal agencies. This document will be updated on a regular basis as more information is discovered or made available to the NDIA IPMD. Contact the Chair or Vice Chair to submit updates or additional content for this document.

  •  Earned Value Management System Standard Equivalence Agreement
    The NDIA IPMD has signed an equivalence agreement with its counterpart in Great Britain, the Association for Project Management. This agreement recognizes the equivalence of their respective EVMS documents in contracts, partnering agreements, and other applicable business transactions. The agreement, which took effect on July 1, 2004, and was reaffirmed on February 14, 2015, remains in effect until either group provides written notification to the other of an intention to withdraw.

Affiliate Associations

The Association for Enterprise Information    National Training and Simulation Association    Precision Strike Association    Women in Defense