KMSG Delivers Results
Problem: A large government organization was required to report program performance on its largest programs using the Exhibit 300 report. The programs did not have processes or systems in place to support the Exhibit 300 reporting requirements for program performance using EVM a requirement necessary to secure on-going capital investment funding. A number of their major programs were identified as being high risk, resulting in the need for a corrective action plan to improve program management processes by implementing and diligently utilizing EVM. The deficiency also resulted in our client only receiving a portion of its requested funding for major acquisition programs. Our client required a full understanding of their current program management systems, including how effectively the programs were implementing EVM. In addition, they needed a solid baseline and understanding of the maturity level of their major programs implementing EVM.
Solution: KMSG was engaged to assess our client’s EVM implementations and baselines on major programs to quickly assess the current environment. Utilizing our proven approach and EVM methodologies, we developed portfolio metrics to track the quality of their EVM implementations, assisting them in becoming a more mature program management organization. We integrated EVM with their internal budget formulation process, program portfolio metrics, and OMB 300 reporting requirements, resulting in established standard organization-wide EVM policies. We also conducted EVM training at both the program and executive management levels, designed to ensure a consistent understanding of the new policies. These efforts supported both the internal business goal of achieving program cost and schedule targets and the external goal of utilizing the resulting best practice Program Management techniques. This allowed our client to effectively anticipate, forecast, and communicate future program performance based on objective and measurable performance metrics.
Results: The improved business measures and program efficiencies resulting from our
EVM engagement was vital to our clients EVM transformation efforts. KMSGs approach directly resulted in a rapid increase in their EVM maturity and the certification of their EVM systems in accordance with the EVM ANSI Standard. We also established policies throughout the organization for implementation and monitoring of EVM performance metrics. The outcome of our engagement directly facilitated numerous programs moving from high-risk status to achieving greater control of their programs performance. In addition, we worked with our client to form effective EVM leadership teams dedicated multifunctional working groups, which improve acquisition management policies and practices. More importantly, KMSG consistently worked in unison with our client to support their efforts to create a strong performance based organization. The ultimate result for our client was recognition by OMB as a leading government organization for effectively implementing EVM.
These outstanding results led to our client being identified by a senior government official as the benchmark for EVM, and they are currently working with other government organizations to implement best practice program management techniques.
Problem: KMSG recently conducted an EVM pre-assessment review for a commercial client that has been implementing EVM for two years. Our client had engaged a consultant to assist in EVM system design including functional and technical specifications. The client organization had made significant monetary, resource, and time investments into technology for EV and schedule systems, including a remote web access capability for ten of their dispersed office locations. In addition, they had made major modifications to their existing accounting and program management systems in an effort to become compliant with the EVM ANSI/EIA 478 Standards. Being a non-DoD entity, and working with a customer that was a civilian agency, our client did not have access to DCMA certification services. KMSG was engaged to provide a readiness assessment for a formal EVMS certification review against the 32 ANSI standards.
Solution: KMSG provided a team of three EVM industry experts to conduct a streamlined three-day review of the clients existing EVM practices, processes, and procedures. We performed documentation reviews, closely examining current processes and detailed procedures. KMSG interviewed executive, program, and control account managers on existing EVM practices. In addition, we interviewed staff level functions, including schedule management personnel, accounting, and EVM Analysts. We analyzed all levels of the organization to get a total picture of the current EVM environment. KMSG's goal was to assess the clients compliance with the ANSI/EIA 748 Standard and to identify consistencies or inconsistencies between documentation and actual practices. To ensure a complete review, we analyzed across all functions, from software development to training, making certain all aspects of our clients efforts on the program were taken into account and given proper attention. We analyzed how our clients management team utilized or did not utilize the EVM data they were receiving through the system. Also, we examined the efficiency and cost of maintaining the current EVM systems, looking for ways to reduce both implementation and on-going maintenance and sustainment costs. These methods allowed for a formal report, structured around the 32 ANSI/EIA 748 Standard EVMS guidelines, included recommendations, and a proposed schedule for a formal certification review process.
Results: KMSG's client was extremely pleased with the outcome of the pre-assessment review, and asked KMSG to present to their civilian agency customer our findings and recommendations, a clear indication of a successful engagement. The client was made aware of some efficiencies that could be achieved, including consolidating reports with redundant data, reducing approvals, and using more efficient EVM methods discovered through KMSG's review process. Additionally, we recommended the use of EVM metrics for managements balance score card to measure and report technical accomplishments for SW development. As a direct result of KMSG's efforts, our client will be able to modify existing EVM methods that will be less expensive and cumbersome to maintain and provide useful data for the clients balanced score card reporting. Our client is now thoroughly prepared to make the changes we recommended, will be ready for a formal certification review, and will have a independent assessment provided to its customer on the clients progress to implement EVM that is useful to the program team.
