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Earned Value and Other Reporting Considerations

Today more than ever, customers, stockholders and co-workers expect project managers to get the job done while adhering to a variety of regulatory standards and self-imposed quality controls. With Dekker, you have the ability to enhance all of your corporate performance initiatives.

Dekker supports environments that must remain in compliance with various external and internal standards, including:

The Sarbanes-Oxley Act of 2002
Six Sigma
ISO 9000
Total Quality Management
Department of Defense Instruction 5000.2, “Operation of the Defense Acquisition System”
ANSI/EIA Standard 748-98A, “Earned Value Management Systems”
OMB Circular A-11, Part 7, “Planning, Budgeting, Acquisition, and Management of Capital Assets”
Client or contract-specific performance indicators

Throughout the project life cycle, you'll be able to show how your work meets applicable government, industry and customer standards. When the project is complete, Dekker solutions will enable both you and your customers to access the performance reports and financial paperwork necessary to demonstrate compliance.

The optional earned value management (EVM) components available for Dekker TRAKKER® and Dekker iPursuit® include the following key EVM features:

Work Breakdown Structure (WBS) and Organizational Breakdown Structure (OBS) Integration

Facilitates the creation of hierarchical and relational WBS and OBS codes
WBS dictionary
Variance Threshold on Cumulative-To-Date or Incremental Period of Performance
Identify control accounts
Supports various reporting levels by work, organization and deliverables
Ties cost and schedule to the WBS/OBS matrix to form a Responsibility Assignment Matrix (RAM)

Earned Value (EV) Task Planning and Reporting

EV performance measurements are built into TRAKKER and iPursuit, which results in EV reporting becoming a natural byproduct of the project management process as opposed to a separate effort
Complete cost/schedule integration
ANSI/EIA Standard 748-98A compliant
ANSI X12 and X12 Extended
OMB Exhibit 300 reporting standards
Cost Schedule Status Report (CSSR)
Cost Performance Report (CPR) Formats 1-5
Contract Funds Status Reports (CFSR)
NASA Form 533 Reports

EV Analysis

Schedule Performance Index (SPI)
Cost Performance Index (CPI)
To Complete Performance Index (TCPI)
Estimate to Complete (ETC)
Estimate at Completion (EAC)
Independent Estimate at Completion (IEAC)
Schedule Variance (SV)
Cost Variance (CV)
Budget at Complete (BAC)
Variance at Complete (VAC)
Management Reserve (MR) and Undistributed Budget (UB) Logs
Over Target Baseline

EV Methodology

Interim milestone
Measurable milestone
Schedule effort
Percent complete
50-50
0-100
Level of effort

Change Management

Eliminate cost/schedule variances for forward planning
Eliminate cost or schedule variance separately
Hold all variances
Maintain change control logs
Account definitions for MR and UB usage
Maintain all historical changes for audits conducted by customer

Cost and Schedule Integration

Determine if budgets are aligned to activities
Determine if EV budgets are aligned to early or late dates
Determine if activities are not related to WBS elements
Determine resource allocation against budgets and schedule

Time-phased Trending Analysis

Period by period analysis charts
Forecasting
Performance indicators

Microsoft® Integration

Can use Microsoft® Project and Project Server as an EPM data engine
Completely integrates with Microsoft® Project and Project Server to extract EVM information

Whether your organization is a commercial enterprise, a government contractor, or a defense or civilian agency, Dekker products will enable your organization to attain and maintain both internal and external performance standards.

Contact us to discover how Dekker products and services can help your organization.