Program Management Systems Committee 

Program Management Systems Committee

Mission
Events
Committee Documents
Committee Working Groups and Other Activities
Leadership
Links

Mission

The Program Management Systems Committee (PMSC) is a committee within the Procurement Division of NDIA. The PMSC is the primary forum for building strong industry and government working relationships to promote integrated program management using earned value management (EVM) and related processes. The PMSC is actively working to foster mutual understanding and the effective development, implementation, and use of earned value management systems (EVMS) as defined in the ANSI/EIA Standard for Earned Value Management Systems (ANSI/EIA 748). This joint industry and government forum includes the DoD as well as US government civilian agencies implementing EVM in accordance with Office of Management and Budget (OMB) initiatives. It also includes international organizations implementing EVM in accordance with the ANSI/EIA 748 guidelines.

Our specific objectives are to:

  • Promote and communicate the benefits of EVM as an integrating process that provides visibility into program technical, schedule, and cost progress for effective management decision making to the mutual benefit of suppliers and customers.

  • Maintain the ANSI/EIA 748 Standard for Earned Value Management Systems as a project management capability suitable for all projects and programs to provide management value for all stakeholders.

  • Participate with international counterparts, as opportunities permit, to jointly move toward common EVM Standards (including ANSI/EIA 748) to the extent practical.

  • Develop and represent industry positions on ANSI/EIA 748 interpretation at relevant joint industry and government working groups, special meetings, and in connection with new initiatives as a means to resolve differences in interpretation.

  • Work jointly and in a cooperative environment with government to resolve common issues related to improving the implementation and use of EVM.

  • Work with the educational institutions in the United States and international counterparts to foster the development of curricula to advance EVM and related program management process disciplines.

  • Maintain the NDIA PMSC’s Guides, which are cited by OMB for use by all government agencies as the basis for developing their EVM policies and procedures.

 Charter, Revision April 2008

 2009 Action Plan, Revision June 2009

 Strategic Plan, Revision March 2009

Events

Upcoming Quarterly Meeting

  RSS

The next NDIA Program Management Systems Committee (PMSC) Industry Only Session and joint Government/Industry meeting is hosted by Deltek at the Sheraton Crystal City Hotel on Wednesday, August 25th and Thursday, August 26th, 2010.  Click here for details.

Agenda

Wednesday, August 25, 2010 - 8:00 am - 5:00 pm (Industry Only)

Thursday, August 26, 2010 - 8:00 am - 5:00 pm (Government/Industry)

Registration

Please complete the electronic registration to attend this meeting:

Privacy Statement
http://www.ndia.org/AboutUs/Pages/Privacy_Statement.aspx

About PMSC Meetings

Previous Meeting Minutes and Presentations

Participation in PMSC meetings, working groups, and ad hoc subcommittees is open to employees of NDIA member companies or by specific invitation of the committee. Government representatives are invited to participate in the joint industry and government meetings as well as selected working groups or ad hoc subcommittees. For more information about how the PMSC meetings are conducted, see Section 4.8 in the PMSC Charter.

Committee Documents

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

  •  Earned Value Management Systems Intent Guide to the ANSI/EIA Standard for EVMS (ANSI/EIA 748). Revision June 2009.

    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 June of 2009 for the purpose of making the Guide current with ANSI 748-B and clarifications to guidelines 5 and 27. 

    The following will provide a bit more detail of the changes made and the Intent Guide areas affected:

    • Guideline 21 – Removed progress payment intent discussion with removal of term in the ANSI-EIA 748 B update. 

    • Guideline 5 – "Expansion of control account definition and examples." This has been a recurring item of confusion in reviews. ANSI Guidelines discussion 3.3.1 states "When control accounts are assigned in this manner, there may be multiple accounts within a WBS element depending on the number of organizations authorized to do the work within the scope of that WBS." This correction is also consistent historically with the EVMIG, JIG, DAU, and MIL-HDBK 881 material as well. The previous wording in the intent guide was in error and indicated there was only one OBS per WBS which is the source of confusion between it and the ANSI. This change has a secondary effect on:

      • Guideline 1 – "WBS to the level".  Please see guideline 5, change made for consistency. 

      • Guideline 10 – Deletion of Control Account attributes. This was a budget planning guideline and not a control account definition. We therefore removed it as not applicable and believe guideline 5 already addresses the subject adequately. 

    • Guideline 27 – ETC/EAC. It has been widely accepted that actual cost are collected at or below the control account level. The intent guide had an error; by using the term "EAC" and "work package", it implied actual cost at the work package level. Guideline 5 – "Provide for the integration of the program work breakdown structure and the program organization structure in a manner that permits cost and schedule performance measurement by elements of either or both structures as needed." The requirement therefore for actual cost is at the control account. The change clarifies ETC is available at the work package because this is the level of BCWS/BCWP, and therefore the resource estimates for the ETC. Actual cost must be merged as a minimum at the control account level to produce the EAC.

    • The remainder of the changes are grammatical and not content fixes. 

This update supersedes the previous version of the Guide dated November 2006. For your convenience, the November 2006 version with track changes on showing all edits is available here:  NDIA PMSC Intent Guide June 2009 Final With Changes Highlighted

The NDIA PMSC believes the above changes are simply corrections to the existing document and therefore do not interfere with the longstanding DoD acceptance of the Intent Guide.  

White Papers

  •  Integrating Risk Management with Earned Value Management
    Summarizes a study of the current status of integrating risk management with EVMS conducted by the NDIA PMSC 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.

  •  Depicting Schedule Margin in Integrated Master Schedules
    This paper discusses practices for depicting Schedule Margin in Integrated Master Schedules and project schedules and to communicate recommendations for revising related guidance and direction to incorporate these best practices. The scope of the discussion is limited to the techniques of depicting Schedule Margin in project schedules. The two most common methods to depict Schedule Margin in the schedule are the use of buffer tasks and the creation of deadlines that are earlier than contractual milestones. Techniques for quantifying Schedule Margin are referred to when they are germane to the topic but are not the focus of this paper and are discussed only as necessary.


  •  Services Contracts and Earned Value Management (EVM)
    This white paper was developed by the PMSC’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 PMSC points of contact, David Muzio at dmuzio@mcri.com and Eric Christoph at eric.christoph@L-3com.com.

Committee Letters to DoD

  •  CODSIA Letter to Shay Assad, July 2009.
    This letter was in response to the Director, Defense Procurement and Acquisition Policy request for input from Industry on the Defense Support Team (DST) and the EVM report to Congress.  Our letter was coordinated through CODSIA for a consolidated Industry response. 

  •  Ombudsman Letter to DoD, September 2007.

Related DoD and OMB Documents

Other Documents

  •  Federal Agency EVM Policy Summary, December 2009.
    This PMSC 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 PMSC. Contact the Chair or Vice Chair to submit updates or additional content for this document.

  •  Earned Value Management System Standard Equivalence Agreement
    The NDIA PMSC 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, remains in effect until either group provides written notification to the other of an intention to withdraw.

Committee Working Groups and Other Activities

The NDIA PMSC working groups are formed and disbanded as needed to proactively address current issues related to EVM. These working groups include representatives from industry and government to ensure various stakeholder interests are considered. The working groups are an excellent way to get involved with the PMSC activities, find out what other companies are doing related to EVM, and provide an opportunity to contribute to the EVM community - you can make a difference. Our leadership position in industry reflects our membership's commitment and dedication to continually enhance and promote the use of EVM. Most working groups conduct their activities via telecom or web meetings with occasional meetings that usually coincide with the quarterly committee meetings. For more information, contact the Working Group Leads.

  • Contracts
    Working Group Lead: Mike Martin, Pratt & Whitney, michael.martin@pwr.utc.com
    This working group actively identifies and resolves contract issues that can impact an EVMS such as order of precedence, subcontractor compliance and surveillance, subcontract teaming arrangements, and the latest DCMA documents or guidance such as the Standard Surveillance Operating Manual (SSOM).

  • NDIA PMSC Guides
    Working Group Lead: Gay Infanti, NG, gay.infanti@ngc.com
    This working group is focusing on updating all of the complementary documents to the ANSI/EIA 748 Standard. This includes the Intent Guide, System Acceptance Guide, Systems Application Guide, Guide to the IBR, and Surveillance Guide.

  • Production EVM
    Working Group Lead: Kim Herrington, Bell Helicopter, kherrington@bellhelicopter.textron.com
    The charter for this working group is to analyze EVM practices and processes on production contracts to provide a common understanding of terminology, processes, and earned value applications used in a production environment.

  • Program Management Outreach
    Working Group Leads: Jane Spriggs, LM, jane.spriggs@lmco.com and Bill Altman, Battelle, altmanb@battelle.org
    The mission of this working group is to broaden the focus and membership of the PMSC to influence acquisition policy and share best practices among program management professionals in areas in addition to earned value management.  With Industry and Government participants, this will be accomplished by:  1) recommending changes to the PMSC charter to reflect this broader focus;  2) promoting the formation of additional PMSC working groups to address a range of topics essential to successful program execution; and 3) initiate a campaign to increase program manager participation in PMSC.

  • Program Stability
    Working Group Leads: Pete Wynne, LM, peter.a.wynne@lmco.com and Neil Albert, MCR, nalbert@mcri.com
    This working group is focusing on integrating the program performance management process into the overall acquisition life cycle process. The goal is to eliminate waste and rework as well as streamline the process steps to ensure what happens during the acquisition process doesn't impact a contractor's ability to successfully plan and execute a project.

  • Risk and Opportunity Management
    Working Group Lead: Mary Ann Hale, General Dynamics Advanced Information Systems, maryann.hale@gd-ais.com  
    This working group is focusing on developing a systematic approach for planning, assessing, and handling events that have a potential for causing a positive (opportunity) or negative (risk) impact to project objectives. The goal is to develop a best practice guide to identify risks and opportunities early-on and assess the possible impacts/benefits; set priorities; establish handling approaches that can avoid cost overruns, circumvent delays, and minimize/mitigate the inherent problems of crisis management; and discuss how risk and opportunity management can be integrated into the day-to-day program management processes. 

  • Scheduling
    This working group has joined with the NDIA ICPM Program Planning and Scheduling Subcommittee (PPSS) and is working with this subcommittee to produce an Integrated Master Schedule (IMS) Implementation Guide. 


Special Interest Topics

Special interest topics are also addressed at the quarterly meetings as various committee members are involved in other activities that are of interest to the EVM community. Current topics include:

  • Clearinghouse
    The PMSC Chair and Vice Chair maintain the Industry Clearinghouse as a means to resolve issues with government counterparts. Through this Clearinghouse, the committee identifies and collects documents, data, or other metrics in a non-attribution fashion in support of industry positions. As an independent voice for industry, the committee collects issues, resolves implementation and interpretation issues with the applicable government counterparts, and disseminates the information to industry. This promotes a common understanding of the ANSI/EIA Standard and enables industry to respond appropriately to common issues. Contact the Chair or Vice Chair to discuss or submit an issue for the Clearinghouse.

  • Data Integrity, OSD Central Repository
    The intent is to ensure the committee continues to interact with the people responsible for OSD's Central Repository (CR) for Contract Performance Reports (CPRs), Contract Funds Status Reports (CFSRs), and Integrated Master Schedule (IMS) data. This includes the latest data validation checks the CR is performing, common data quality issues that surface, and the formats used to post data to the CR including ANSI X12 and UN/CEFACT XML schema files.

  • NDIA Industrial Committee for Program Management (ICPM)
    This is a forum for senior executives of NDIA corporate member companies and senior DoD acquisition officials to meet periodically to review and discuss issues of common interest and concern. Topics for discussion include program and acquisition management policies, procedures, best practices, and issues which impact military systems development, procurement, and use. More information is available on the NDIA ICPM web site.

  • WBS Update
    The WBS Military Handbook (881A) is in the process of being converted back to a standard. This update will be a significant enhancement with new appendices to reflect current products the government buys. The PMSC is actively engaged as part of this update process as are other industry counterparts such as the AIA.

Leadership

Chair and Vice Chair

Chair: Dan Butler, SAIC, +1 (858) 826-3925, daniel.d.butler@saic.com

Vice Chair: Joe Kusick, Raytheon, +1 (310) 658-7915, joe_kusick@raytheon.com

Board Members

Wayne Abba, Abba Consulting, abbaconsulting@cox.net
Neil Albert, MCR, nalbert@mcri.com
Bill Altman, Battelle, altmanb@battelle.org
Carol Boser, Lockheed Martin, carol.s.boser@lmco.com
Pete Deacon, SAIC, peter.deacon@saic.com
Buddy Everage, MCR, beverage@mcri.com
Kim Herrington, Bell Helicopter, kherrington@bellhelicopter.textron.com
Joe Houser, KM Systems (Past Chair), jrhouser@kmsystemsgroup.com
Gary Humphreys, Humphreys and Associates (Past Chair), humphreys@humphreys-assoc.com
Gay Infanti, Northrop Grumman, gay.infanti@ngc.com
Irma Sippel, Lockheed Martin, irma.m.sippel@lmco.com
Wade Smith, Raytheon, wmsmith@raytheon.com
Randy Steeno, Boeing, randall.r.steeno@boeing.com
Sung Soon Stultz, Rockwell Collins, ssstultz@rockwellcollins.com
Joan Ugljesa, NVG, jugljesa@newvistasgroup.com
Pete Wynne, Lockheed Martin (Past Chair), peter.a.wynne@lmco.com 

NDIA

Ruth Franklin, Director, NDIA Procurement Division, rfranklin@ndia.org

Links

  • A copy of the ANSI/EIA 748 Standard for EVMS can be purchased from the ANSI Standards Store. Ask for the ANSI/EIA-748-B, published June, 2007. Purchase a single copy for personal use or a site license.

  • Defense Acquisition University (DAU) Acquisition Community Connection. Knowledge sharing portal for a variety of topics for the acquisition community including earned value management, program management, risk management, and more. The latest editions of the Contract Performance Report (CPR), Contract Funds Status Report (CFSR), and Integrated Master Schedule (IMS) DIDs can be found here.

  • Defense Acquisition Policy Center. Source for the latest edition of the DoD Directive 5000.01, DoD Instruction 5000.02, and the Defense Acquisition Guidebook.

  • Defense Cost and Resource Center (DCARC) EVM Central Repository. Provides more information about the OSD Central Repository (CR) and data submittal requirements. Guidelines for the UN/CEFACT XML schemas can be found here.

  • DCMA Instructions and Guidebooks. Look for topics listed for Earned Value Management System.

  • Office of Management and Budget (OMB) Circular A-11, Preparation, Submission and Execution of the Budget. See Part 7, Planning, Budgeting, Acquisition, and Management of Capital Assets as well as the supplement to Part 7, the Capitol Programming Guide, for more information about the federal government requirements related to EVM.

  • Federal Acquisition Regulation (FAR). See Part 34, Major System Acquisition, for requirements related to EVM.

  

Affiliate Associations

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