Organizing Management Process

Implementation Team Formation

Defining Work

Assigning Organizational Responsibility

Applying EVM to Subcontractors

Organizing for Effective Performance Management

Scheduling Management Process

Structuring Schedules for Performance Management

Preparing the Program Schedule

Incorporating Scheduling System Relationships

Work/Budget Authorization Management Process I

Setting & Maintaining the Performance Measurement Baseline

Identifying Summary Level Planning Packages

Planning & Budgeting Authorized Unpriced Work

Revising Baselines Exceeding Contract Value

Including Indirect Budgets in the Performance Measurement Baseline

Work/Budget Authorization Management Process II

Authorizing Work

Setting Budgets for Authorized Work

Incorporating Subcontractor Budgets

Assigning Work Packages & Planning Packages

Setting Material Work Packages

Setting Subcontractor Work Packages

Defining Work Packages for Better Performance Management

Budgeting Apportioned Effort

Planning and Controlling Level-of-Effort Activities

Limiting Level-of-Effort Material Control Accounts

Setting & Controlling Subcontractor Level-of-Effort

Setting & Tracking Management Reserve

Setting & Tracking Undistributed Budget

Setting Budget Values and Contract Costs

Accounting Management Process

Establishing an Accounting/EVMS Interface

Setting Apportioned Effort Tracking Capability

Collecting & Reporting Subcontractor Actuals

Accurately Summing through the WBS and the OBS

Indirect Cost Management Process

Assigning the Indirect Cost Role

Correlating Indirect Budgets & Project Rates

Collecting Actual Indirect Costs for Contracts

Analyzing Indirect Variables

Managerial Analysis Process

Maintaining Earned Budget Values

Using Actual for Variance Analysis

Analyzing Control-Account-Level Significant Variances

Generating Technical Achievement Information

Evaluating Deviations from the Plan

Analyzing Material Variances at Appropriate Levels

Providing Effective Subcontract Analysis

Summarizing for Evaluation

Providing a Basis for Timely Actions

Developing Periodic Estimates at Completion

Control Account Manager Authority & Responsibility

Using Accurate Rates to Project Indirect Costs

Providing Valid Future Material Estimates

Generate Estimates at Completion for Subcontract Efforts

Change Incorporation Management Process

Adding Customer-Directed Changes

Providing Previous Budget Traceability

Controlling Internal Performance Management Baseline Changes

Limiting Re-Planning of Control Accounts

Limiting Manufacturing Work Package Changes

Controlling Retroactive Changes to Actual Costs

Correlating Internal Project Costs with the Contract Budget Base

Maintaining Change Traceability

Material Management Process

Controlling Accounting of Project Materials