Evm implementation handbook_sti13-059

NASA/SP-2012-599
Earned Value Management (EVM)
Implementation Handbook
National Aeronautics and Space Administration
NASA Headquarters
Washington, D.C. 20546
February 2013

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NASA EVM Implementation Handbook Page iii
Table of Contents
1 EVM Requirements............................................................................................................................1-1
1.1 Background............................................................................................................................1-1
1.2 Policy and Requirements for the Application of EVM.............................................................1-1
2 Roles and Responsibilities.................................................................................................................2-1
2.1 Introduction............................................................................................................................2-1
2.2 Project Manager.....................................................................................................................2-1
2.3 EVM Focal Point ....................................................................................................................2-2
2.4 Business Manager .................................................................................................................2-2
2.5 Earned Value Management Analyst.......................................................................................2-3
2.6 Resource Analyst...................................................................................................................2-3
2.7 Planner/Scheduler .................................................................................................................2-4
2.8 Functional Manager ...............................................................................................................2-4
2.9 Integrated Product Team .......................................................................................................2-4
2.10 Project Control Account Manager ..........................................................................................2-4
2.11 Work Package Manager.........................................................................................................2-5
2.12 Task Manager........................................................................................................................2-5
3 EVM Implementation on NASA Contracts..........................................................................................3-1
3.1 Overview................................................................................................................................3-1
3.2 Activities before Contract Award............................................................................................3-1
3.3 Activities after Contract Award...............................................................................................3-5
4 EVM Implementation on NASA Projects............................................................................................4-1
4.1 Overview................................................................................................................................4-1
4.2 Basic EVMS Process Description ..........................................................................................4-2
4.3 Integration of Data from Multiple Centers...............................................................................4-3
4.4 Integrated Baseline Reviews..................................................................................................4-3
4.5 Management Reporting and Data Analysis............................................................................4-4
4.6 Changes to Baseline Data .....................................................................................................4-4
4.7 Project EVMS Surveillance ....................................................................................................4-5
4.8 Minimum Waiver Requirements for NASA In-House Programs and Projects ........................4-5
5 Lessons Learned ...............................................................................................................................5-1
5.1 Overview................................................................................................................................5-1
5.2 EVM Planning Begins at Project Formulation ........................................................................5-1
5.3 Baseline Planning (Budget and Funds)..................................................................................5-2
5.4 Management Reserve Planning and Usage...........................................................................5-3
5.5 Replanning versus Rebaselining............................................................................................5-4
5.6 EVM Implementation and Letter Contracts ............................................................................5-5
Appendix A. NASA EVM Requirements Summary .....................................................................................A-1
Appendix B. Sample Scope Paragraphs.....................................................................................................B-1
Appendix C. NFS EVMS Solicitation and Contract Clauses ...................................................................... C-1
Appendix D. Contract Data Requirements Descriptions ............................................................................ D-1
Appendix E. Reporting For Contracts with No Earned Value Management (EVM) Requirements..............E-1
Appendix F. Sample EVM Status Report....................................................................................................F-1

NASA EVM Implementation Handbook Page iv
Appendix G. EVMS Acceptance Process .................................................................................................. G-1
Appendix H. EVMS Surveillance Process.................................................................................................. H-1
Appendix I. Minimum Waiver Requirements for NASA In-House Programs and Projects ...........................I-1
Appendix J. EVM Implementation Description In Project Plans.................................................................. J-1
Appendix K. Acronyms ...............................................................................................................................K-1
Appendix L. Glossary..................................................................................................................................L-1

NASA EVM Implementation Handbook Page v
RECORD OF REVISIONS
REV
LTR
DESCRIPTION DATE
Basic Issue February 15, 2013

NASA EVM Implementation Handbook Page vi
Preface
P.1 Purpose
The purpose of this handbook is to provide Earned Value Management (EVM) guidance for the
effective application, implementation, and utilization of EVM on NASA programs, projects,
major contracts and subcontracts in a consolidated reference document. EVM is a project
management process that effectively integrates a project’s scope of work with schedule and cost
elements for optimum project planning and control. The goal is to achieve timely and accurate
quantification of progress that will facilitate management by exception and enable early visibility
into the nature and the magnitude of technical problems as well as the intended course and
success of corrective actions.
It should be noted that NASA EVM policy not only applies to contractors, but to NASA projects
(in-house activities) as well. Throughout this document, the term ―contract‖ may be interpreted
to apply to both contracts with industry to include universities as well as agreements with NASA
projects and with intra-agency activities that meet the reporting thresholds unless specifically
noted. Similarly, the term ―contractor‖ may also refer to ―supplier‖ entities within both industry
and government. The following key components of NASA’s EVM Policy are addressed in this
handbook:
 EVM Implementation on NASA Contracts
 EVM Implementation on NASA in-house Programs/Projects
 EVM System (EVMS) Acceptance and Surveillance Processes
The handbook addresses the application of EVM to NASA projects that meet the threshold for
implementing EVM. The project effort may be primarily contract, in-house or a combination of
both. Refer to the NASA EVM Systems Description located on the NASA Engineering Network
(NEN), Program/Project Management, and EVM Sub-Community at
https://nen.nasa.gov/web/pm/evm for detailed information on implementation of the EVM
processes, procedures, roles and responsibilities.
It is each program’s responsibility to impose EVM requirements on its projects as required by
NASA policy and summarized in section 1.2. In the Program Plan, the Program Manager will
include his or her approach for integrating and managing program cost, schedule, and technical
performance, including the flow down of EVM requirements to projects. When EVM is applied
at the program level, the Program Manager will follow the same process as projects, including
the use of the NASA EVM Systems Description.
This handbook was developed to serve as the central EVM guidance document for NASA
personnel. The handbook is included in the document hierarchy (Figure P-1) along with the
following complementary handbooks: NASA/SP-2010-3403, NASA Schedule Management
Handbook; NASA/SP-2010-3404, NASA Work Breakdown Structure (WBS) Handbook;
NASA/SP-2010-3406, NASA Integrated Baseline Review (IBR) Handbook and the NASA EVM
Systems Description. The dashed line indicates guidance and instruction rather than policy and
procedures as contained in the NASA Directives and Procedures. Throughout this document,
references are made to additional sources of information, such as EVMS standards,
requirements, and websites. These additional sources should be consulted as appropriate.

NASA EVM Implementation Handbook Page vii
Figure P-1. NASA Program/Project Management Requirements Hierarchy
The EVM Implementation Handbook will be updated as needed to enhance efficient and
effective EVM implementation and use across NASA (the Agency). There are two primary
repositories of NASA EVM information and documents. The NASA EVM Website,
http://evm.nasa.gov/, is a public website that consists of all publicly available NASA EVM
related policy and requirements, handbooks, links to other websites, etc. The NEN EVM Sub-
Community, https://nen.nasa.gov/web/pm/evm, is for NASA internal use and contains
documents such as the EVM Systems Description, EVMS training, wInsight Validity Report
access and instructions, etc. Both are maintained by the by the point of contact for this document
(see P.5 below).
P.2 Applicability
This handbook provides EVM guidance for NASA Headquarters, NASA Centers, the Jet
Propulsion Laboratory (JPL), government partners, academic institutions, international partners,
and contractors to the extent specified in the contract or agreement. This handbook does not
contradict JPL’s validated EVM Systems Description or NASA/Caltech prime contract
requirements.
P.3 Authority
 NASA Federal Acquisition Regulation Supplement (NFS) 1834.201, Earned Value
Management System Policy

NASA EVM Implementation Handbook Page viii
 NASA Policy Directive NPD 1000.0, NASA Governance and Strategic Management
Handbook
 NPD 1000.5, Policy for NASA Acquisition
 NPD 7120.4, Program/Project Management
 NASA Procedural Requirements (NPR) 7120.5, NASA Space Flight Program and Project
Management Requirements
 NPR 7120.7, NASA Information Technology and Institutional Infrastructure Program and
Project Requirements
 NPR 7120.8, NASA Research and Technology Program and Project Management
Requirements
P.4 References
 American National Standards Institute/Electronic Industries Alliance Standard (ANSI/EIA-
748), Earned Value Management Systems
 Department of Defense (DoD) Earned Value Management Implementation Guide (EVMIG)
 Government Accountability Office (GAO), GAO Cost Estimating and Assessment Guide,
GAO-09-3SP
 NASA EVM Website, http://evm.nasa.gov/
 NASA Engineering Network (NEN), Program/Project Management, EVM Sub-Community,
https://nen.nasa.gov/web/pm/evm
 NASA Space Flight Program and Project Management Handbook
 NASA Special Publication, NASA/SP-2010-3403, NASA Schedule Management Handbook
 NASA/SP-2010-3404, NASA Work Breakdown Structure (WBS) Handbook
 NASA/SP-2010-3406, NASA Integrated Baseline Review (IBR) Handbook
 National Defense Industrial Association (NDIA) Program Management Systems Committee
(PMSC), Earned Value Management Systems Intent Guide,
http://www.ndia.org/Divisions/Divisions/Procurement/Pages/Program_Management_System
s_Committee.aspx
 NDIA PMSC Earned Value Management Systems Application Guide
 NDIA PMSC Earned Value Management System Acceptance Guide
 NDIA PMSC Surveillance Guide
 Office of Management and Budget (OMB) Circular A-11, Part 7, Planning, Budgeting,
Acquisition, and Management of Capital Assets; and the Capital Programming Guide
P.5 Point of Contact
Primary point of contact for this handbook is NASA’s EVM Program Executive, Jerald G.
Kerby, from the Office of Strategic Analysis and Communication, Marshall Space Flight Center,
(256) 544-3243, jerald.g.kerby@nasa.gov.
NASA EVM Focal Points (EVMFPs) may also be consulted for assistance with the guidance
contained in this handbook. The listing of applicable EVMFPs is located on the NASA EVM
website, http://evm.nasa.gov/council.html.

NASA EVM Implementation Handbook Page 1-1
EVM REQUIREMENTS1
1.1 Background
The Office of Management and Budget (OMB) Circular A-11 and supplement, Capital
Programming Guide, set forth the policy, guidance, budget justification, and reporting
requirements that apply to all agencies of the Executive Branch of the government that are
subject to Executive Branch review for major capital asset acquisitions. It requires an Earned
Value Management System (EVMS) be applied on major acquisitions for developmental efforts
for both government and contractor work, that the EVMS be consistent with the guidelines in the
American National Standards Institute/Electronic Industries Alliance 748 (ANSI/EIA-748),
Earned Value Management Systems, and that in-house work be managed with the same rigor as
contractor work. While a Project Plan or Intra-Agency Work Agreement replaces the contract for
NASA in-house work, the other requirements for good project management, including the use of
an EVMS that complies with the ANSI/EIA-748 standard, are applicable for developmental
efforts.
The Office of the Chief Engineer (OCE) is NASA’s policy and functional owner for EVM. The
OCE has developed an Agency-wide EVM capability that will facilitate compliance with OMB
EVM requirements and provide for the effective and consistent implementation of EVM across
NASA programs/projects. The NASA EVM capability consists of processes and procedures
documented in the NASA EVM Systems Description, selected tools, and training. NASA’s
EVM capability can be found on the NASA Engineering Network (NEN) Program/Project
Management/EVM Sub-Community, Document Repository at https://nen.nasa.gov/web/pm/evm.
Use of the Agency EVMS will ensure projects meet their EVM requirements. Project Plans
should include their EVM implementation approach, milestones and use. See Appendix J of this
handbook for more information.
1.2 Policy and Requirements for the Application of EVM
EVM is a project management process that effectively integrates the project scope of work with
cost, schedule, and performance elements for optimum project planning and control. The goal is
to achieve timely and accurate quantification of progress that will facilitate management by
exception and allow early visibility into the nature and the magnitude of problems as well as the
intended course and success of corrective actions.
NASA EVM requirements are found in NASA Procedural Requirements (NPR) 7120.5, NASA
Program and Project Management Processes and Requirements, NPR 7120.7, NASA
Information Technology and Institutional Infrastructure Program and Project Management
Requirements, and NPR 7120.8, NASA Research and Technology Program and Project
Management Requirements. Policy for contracts is contained in NASA NFS 1834.201. NASA
procedural requirements require projects that meet the criteria for applying EVM to use an
EVMS that complies with the guidelines in the ANSI/EIA-748 standard for EVMS. The EVMS
guidelines are shown in Figure I-1, Appendix I, of this handbook. An overview of the NASA
EVM requirements criteria is provided below (Figure 1-1).

Figure 1-1 NASA EVM Requirements
EVM implementation begins with planning during early Formulation (Phases A and B). Projects
in phases C and D with a life cycle cost estimated to be $20 million or greater and programs at
the discretion of the Mission Directorate Associate Administrator (MDAA) perform EVM. EVM
is also applied when modifications, enhancements, or upgrades are made during Phase E when
the estimated development cost is $20 million or more. Each applicable project uses an EVMS
that complies with the guidelines in ANSI/EIA-748 and the system is described in the Project
Plan. Figure 1-2 shows the relationship between the EVM requirements and the NASA project
life cycle phases, key events/reviews, and significant activities during each phase. Specific
information on the EVM product/process maturity by phase is provided in Appendix H, section
2-3, The EVM Capability Maturity Model (CMM).
Figure 1-2 NASA Project Life Cycle Relationships and EVM Application
Formulation Implementation
Pre-Phase A:
Concept Studies
Phase A:
Concept &
Technology
Development
Phase B:
Preliminary
Design &
Technology
Completion
Phase C:
Final Design
& Fabrication
Phase D:
System Assembly,
Integration &
Test, Launch &
Checkout
Phase E:
Operations &
Sustainment
Phase F:
Closeout
Pre-
Formulation
Approval Approval
AFormulation
Authorization
Document (FAD)
Formulation
Agreement (FA)
Draft Project
Requirements (Initial
Project WBS and Life
Cycle Cost Estimate,
etc.)
B
System Definition
Review (SDR)
Preliminary
Project Plan (with
EVM approach)
Contractor Integrated
Baseline Review (IBR)
(as required)
WBS and WBS
Dictionary
C
Initial Performance
Measurement Baseline
(PMB)
Pre-approval IBR
Contractor IBRs (as
required)
Preliminary Design
Review (PDR)
Baseline Project
Plan
D
Monthly EVM
Reporting
IBRs as required
Critical Design Review
(CDR)
Production Readiness
Review (PRR)
System Integration
Review (SIR)
E
Monthly EVM
Reporting
IBRs as required
Operational
Readiness Review (ORR)
Flight Readiness Review
(FRR)
Post-Launch Assessment
Review (PLAR)
FEnd of Mission
Decommissioning
Review (DR)
Final Archival
of Data
Disposal Readiness
Review (DRR)
EVM Required on Projects/Contracts ≥ $20M

Projects should use the NASA EVM Systems Description, and document and coordinate with
their respective Center EVMFP project-specific tailoring when developing their EVM
Implementation Plans. Each project flows down EVMS requirements to its applicable suppliers
(intra-agency organizations and contractors). See Appendix B and Appendix C of this handbook
for the EVMS scope, solicitation and contract clauses.
The project’s preliminary Performance Measurement Baseline (PMB) is established in Phase B
in preparation for Key Decision Point (KDP) C approval and the Integrated Baseline Review
(IBR) process. A pre-approval IBR is conducted by the Mission Directorates as part of their
preparations for KDP C to ensure the project’s work is properly linked with its cost, schedule
and risk and the systems are in place to conduct project level EVM. Within 180 calendar days
after KDP C, the project customer (e.g., Program Manager) may conduct an IBR to gain a deeper
understanding of the cost, schedule, technical risks of the final PMB implementation and
management processes. See section 4.4 of this handbook for more information.
EVM is required on all acquisitions for development designated as major in accordance with
OMB Circular A-11 and the Capital Programming Guide, and for development or production
projects/contracts and subcontracts, including those for flight and ground systems, and
institutional requirements (facility, information technology, investment, etc.) valued at or greater
than $20 million regardless of the system acquisition phase. The primary considerations for
EVM applicability is the nature of the work and associated risks, and the value of the effort.
In the EVM context, there are two basic classifications of the nature of work—discrete and level
of effort (LOE). Discrete work is related to the completion of specific end products or services
and can be directly planned, scheduled, and measured. LOE is effort of a general or supportive
nature that does not produce definite end products. The application of EVM on projects and/or
contracts that are exclusively LOE in nature may be impractical and inefficient and therefore is
discouraged. Additionally, EVM is not required or recommended for firm fixed price contracts.
For these contracts, the Project Manager should implement an alternative method of management
control to provide advanced warning of potential performance problems. See section 3 for
recommended approaches.
The NASA EVM requirements to include reporting are summarized for easy reference at
Appendix A of this handbook.

ROLES AND RESPONSIBILITIES2
2.1 Introduction
This section provides a brief description of the responsibilities typically assigned to project
organizational roles involved with EVM implementation and maintenance. It should be
recognized that the role definitions contained within this document do not contain a complete or
detailed job description for each of the roles addressed. Depending on the size of the project,
some roles may be combined and served by a single individual or may not be required, e.g., work
package manager or task manager. EVM related institutional roles and responsibilities are also
included.
2.2 Project Manager
The Project Manager has overall responsibility and accountability for the project’s cost,
schedule, and technical performance as designated by applicable policy, requirements, and
authorizing documents. These responsibilities include but are not limited to the following
functions:
 During early project formulation, establish the organization and key structures to facilitate
effective EVM implementation and usage (e.g., Project Work Breakdown Structure [WBS],
Organization Breakdown Structure [OBS], Responsibility Assignment Matrix [RAM],
control accounts, etc.). See the NASA EVM Systems Description for more detailed
instruction.
 Ensure that EVM requirements are included in each Request for Proposal (RFP) or
Announcement of Opportunity and the responses are evaluated for compliance with these
requirements. The response should include documentation that adequately defines the
offeror’s process for satisfying the EVM requirements.
 Coordinate with and obtain concurrence from the respective Center EVM Focal Point
(EVMFP) throughout the RFP development and proposal evaluation process.
 Coordinate with and obtain concurrence from the respective Center EVMFP throughout the
development of project plans regarding implementation, maintenance, surveillance, and
reviews of the project’s EVMS.
 Stipulate EVM data requirements for project and contract reporting, including formats and
tools. NASA has made tools such as wInsight™ available for use in conducting EVM data
analysis and reporting. See the NASA EVM website for instructions on how to request
access to such tools along with support in setting up your project or contract.
 If applicable, submit a waiver request for the project and/or contract’s EVM requirements
and include justification and rationale for the request. The waiver should be submitted to the
NASA OCE per the NPR 7120.5 waiver process. Approved waivers will be documented in
the Project Plan. See section 4.8 for instructions on minimum waiver requirements for in-
house EVM.
 Provide budget and staffing forecasts to functional managers to ensure availability of future
resources.
 Approve control account documentation such as work authorization documents (WADs),
baseline change requests, estimates at completion (EACs), etc., for in-house EVM
implementation as appropriate.

 Hold project personnel accountable for effective EVM implementation by incorporating
appropriate standards in their performance evaluation plans.
2.3 EVM Focal Point
In addition to the NASA EVMFP within the OCE, each Mission Directorate and center,
including the Jet Propulsion Laboratory (JPL), should designate a representative as its EVMFP.
A list of NASA EVMFPs can be found on the NASA EVM website
(http://evm.nasa.gov/council.html). The responsibilities of an EVMFP should include but not be
limited to the following functions:
 Serve as a representative on the Agency EVM Working Group (EVMWG).
 Serve as the Mission Directorate and center EVM consultant and advisor to programs and
projects in the implementation, application, and use of EVM.
 Serve as the Mission Directorate and center EVM representative in developing Agency EVM
policies, requirements, and guidance.
 Serve as the Mission Directorate and center EVM consultant in developing Mission
Directorate and center EVM policies, requirements, and guidance that are consistent with
overall Agency requirements and policies.
 Assist all appropriate offices in the development, review, and approval of NASA training
materials related to EVM.
 Assist the project EVM Analyst in preparing the Project EVM Implementation Plan (see
Appendix J for additional instructions).
 Assist the Contracting Officer and the project management staff, where NASA policy
requires the application of EVMS on a NASA contract, to ensure the inclusion of EVMS
solicitation provisions in the RFP and the use of EVMS contract clauses and applicable Data
Requirements Descriptions (DRDs).
 Serve as a consultant to the Source Evaluation Board (SEB) for evaluating the EVM aspects
of contractor proposals.
 Assist the project in conducting EVM compliance reviews, surveillance, and IBRs.
 Prepare and submit EVM metric reports regarding EVM implementation and compliance to
the OCE as required.
 Analyze performance data and prepare and submit independent EACs as required.
 Acquire resources as necessary to support the center’s EVM implementation activities.
2.4 Business Manager
Each project with EVM requirements should designate a Business Manager to assist the Project
Manager in the effective implementation and use of EVM on the project. The responsibilities of
the Business Manager should include but not be limited to the following functions:
 Provide supervision of the Resource Analyst functions within a project.
 Provide supervision of the Planner/Scheduler functions within a project.
 Provide supervision of the EVM analyst functions within a project.
 Ensure integration between the schedule and budget data.
 Assist the Project Manager in managing and reporting project budget, cost, schedule, and
performance data.

 Assist the Project Manager in establishing and maintaining project cost and schedule baseline
documents, WADs, and project budget logs.
 Submit approved monthly CPRs to sponsoring organizations and senior management.
2.5 Earned Value Management Analyst
Each project with EVM requirements should designate an EVM Analyst. The responsibilities of
the EVM Analyst should include but not be limited to the functions described below. Note that
the individual with these functions may have a different job title such as Resource Analyst.
These functions should be assigned to an individual regardless of title.
 Develop the EVM Implementation Plan for the Project Plan (see Appendix J for additional
instructions).
 Assist the Project Manager and the Contracting Officer, where NASA policy requires the
application of EVM on a NASA contract, to ensure the inclusion of EVM solicitation
provisions to include applicable DRDs in the RFP and the use of EVM contract clauses.
 Serve on the Source Evaluation Board (SEB) for evaluating the EVM aspects of contractor
proposals.
 Facilitate project-related IBRs to include project manager–led IBRs on contracts/agreements
with EVM.
 Assist project team in obtaining EVM training.
 Facilitate/participate in Defense Contract Management Agency (DCMA) or NASA led
contractor EVMS validation reviews and surveillance, as required.
 Facilitate the EVMS implementation, training, and tools; maintain the project budget logs;
provide control account documentation to P-CAMs; prepare the Project CPR.
 Assist P-CAMs in establishing and maintaining their control account plans and performance
analysis.
 Perform data validity checks on monthly EVM in-house and contractor reporting to assess
reliability of EVM data. Identify issues and monitor for satisfactory resolution.
 Analyze performance data and prepare EACs as required. Assist the Project Manager and
Business Manager with the annual comprehensive EAC to support the Program, Planning,
Budgeting and Execution (PPBE) process.
 Participate in regular project risk meetings to ensure that risks are captured in the estimate at
completion (EAC) and schedules, and to assess the adequacy of the management reserve.
 Change control boards to ensure that changes are incorporated into the PMB and EACs in a
timely manner.
2.6 Resource Analyst
Each project with EVM requirements should designate a Resource Analyst. The responsibilities
of the Resource Analyst should include but not be limited to the following functions:
 Assist in budget development and planning, resource planning, updating financial forecasts,
and processing baseline change requests.
 Assist P-CAMs during planning to ensure budgets are planned in the same resource category
that actual costs are expected.
 Assist responsible managers in verifying that actual cost data are applied to the correct
charge numbers.

 Assist in the preparation and analysis of financial and performance reporting and input to the
PPBE process.
2.7 Planner/Scheduler
Each project with EVM requirements should designate a Planner/Scheduler. The responsibilities
of the Planner/Scheduler should include but not be limited to the following functions:
 Assist responsible managers in developing schedules, including cost integration.
 Maintain existing schedules by updating progress, performance, and other data as required to
reflect both the current plan and the approved baseline.
 Ensure horizontal and vertical schedule integration.
 Assess schedule integrity and data validity of the IMS monthly using best practices and tools
that include, but are not limited to, the NASA Schedule Test and Assessment Tool (STAT),
and the DCMA 14-Point Schedule Assessment. Identify issues; monitor to ensure
satisfactory resolution.
 Assist in the preparation and analysis of cost, performance, and schedule reporting.
2.8 Functional Manager
The Functional Manager is an individual responsible for the administration of a group of people
with a specific skill set. Typical responsibilities for a Functional Manager include but are not
limited to the following:
 Manage the allocation of a group of skilled resources across multiple projects or efforts in
order to meet multiple priorities.
 Assist personnel in their professional advancement along their chosen career path by
coordinating training and job assignments.
 Broker agreements with project management to engage the skilled resources necessary for
project efforts in the time frame required.
 Ensure that core competencies and capabilities are established and maintained in the
responsible functional area for future projects and efforts.
2.9 Integrated Product Team
An Integrated Product Team (IPT) is a group of individuals within a project organization that
have differing skills but are assigned work responsibilities for the same product or service. The
IPT Lead has overall responsibility for the cost, schedule, and technical performance of the
specific IPT product or service as assigned by the Project Manager and applicable policy,
requirements, and authorizing documents.
2.10 Project Control Account Manager
The Project Control Account Manager (P-CAM) shall have overall responsibility for the cost,
schedule, and technical performance of a scope of work represented by a WAD for a control
account, subordinate to the Project Manager and applicable policy, requirements, and authorizing
documents. See the NASA EVM Systems Description and the NASA Project Control Account
Manager Handbook for more explanation.

2.11 Work Package Manager
The Work Package Manager has overall responsibility (as delegated) for the cost, schedule, and
technical performance of a scope of work represented by a work package as assigned by the
P-CAM and applicable policy, requirements, and authorizing documents.
2.12 Task Manager
The Task Manager has overall responsibility (as delegated) for the cost, schedule, and technical
performance of a scope of work represented by a task as assigned by the Work Package Manager
and applicable policy, requirements, and authorizing documents.

EVM IMPLEMENTATION ON NASA CONTRACTS3
3.1 Overview
Throughout the contract planning and acquisition process, the Project Manager (or his/her
designee) should coordinate with the Center EVMFP for assistance in defining the appropriate
EVM requirements for each contract and to facilitate effective EVM implementation after
contract award. This section addresses the key activities involved in effective contract planning
and execution. Keep in mind that EVM application to contracts is based on the value, contract
type and nature of the work - not on the program/project phase.
3.2 Activities before Contract Award
The Project Manager initiates contact with the Center EVMFP to define EVM requirements early
in the planning and development of the Request for Proposal (RFP). By applying in-depth
knowledge of the project and the proposed contract, the Project Manager and EVMFP can select
the best approach to implementing EVM and reporting requirements on the particular contract.
Information unique to the program/project can affect the type and level of EVM requirements
included in the RFP and later invoked on the contract. Understanding the project and its
associated risks, allows greater insight into tailoring EVM requirements. The NASA EVM
Contract Requirements Checklist, located on the NASA EVM website, is a tool that the project
team can use to ensure the EVM requirements are properly applied.
The EVMFP provides guidance before contract award to ensure that the RFP and the awarded
contract contain the appropriate EVM-related clauses and reporting requirements. Historically,
many problems occurring during EVM implementation are directly related to inadequate
definition of EVM requirements in the RFP.
The Project Manager should ensure that the project personnel receive the appropriate training
such as EVM, IBR, etc. The Center EVMFP can assist with this requirement.
3.2.1 Determine Contract Type
The contract type is a key element in determining EVM requirements. Contract types fall into
two basic categories: Cost Reimbursable or Fixed Price. Different variations of each of these two
basic types exist. The particular contract structure should reflect the degree of risk assumed by
the government. Definitions of common variations follow. Additional guidance can be found in
FAR Part 16.
 Firm Fixed Price (FFP): The contract stipulates a fixed amount of compensation regardless of
the actual cost (i.e., regardless of whether the contractor has experienced a cost overrun or a
cost underrun). This contract is the lowest risk instrument for the contracting entity.
 Fixed Price Incentive Fee (FPIF): The contract stipulates a target cost, target fee, and a share
ratio associated with any underrun or overrun to the target cost. The share ratio establishes
percentages that NASA and the contractor will share in the underrun or overrun. The contract
will define the maximum and minimum fee.
 Cost Plus Incentive Fee (CPIF): The contract allows cost reimbursement for all in-scope
effort. The fee determination is similar to FPIF contracts but there is no ceiling price. The
incentive fee may be based on cost, technical performance, or both.
 Cost Plus Award Fee (CPAF): The contract allows cost reimbursement for all in-scope effort.
The award fee is used as an incentive to the contractor to perform to a predetermined set of

criteria. An Award Fee Plan identifies the evaluation periods, the available award fee pool of
dollars by period, and the award fee criteria to be used in evaluating the contractor’s
performance.
 Cost Plus Fixed Fee (CPFF): The contract allows cost reimbursement for all in-scope effort.
The contractor fee is fixed. The contractor is guaranteed that fee regardless of an underrun or
overrun. This contract is the highest risk instrument for the contracting entity.
Since many NASA projects use CPAF contracts, the application of EVM in the award fee criteria
is a valuable tool to promote good project management. However, the use of a single EVM
indicator, such as the Cost Performance Index (CPI), is not recommended. A single indicator is
not always a true indicator of performance when considered out of context. Careful consideration
should be given to choosing multiple indicators that are relatively easy to measure yet not easily
distorted.
A recommended approach for EVM award fee criteria is to use qualitative measures such as: the
contractor shall maintain a current and realistic EAC; the contractor shall provide effective and
updated variance analysis; risk management is used in cost control; integration of subcontractor
performance into the performance measurement baseline is current and accurate; and EVM is
effectively integrated and used for project management.
Project Managers are also discouraged from tying an award fee to an IBR event, especially the
initial IBR. A lesson learned from other NASA projects has shown that this can result in a hastily
contrived, inaccurate, and inadequate ―baseline,‖ eventually leading to significant replanning. It
may encourage the contractor to minimize the IBR event, be less forthcoming with data, and
hold the event even if the contractor is not fully ready from a baseline perspective. An acceptable
alternative would be specifying an award fee criterion such as, ―Contractor must maintain a
realistic and adequate baseline, and have it available for review by the government upon
request.‖
3.2.2 Establish EVM Implementation Requirements
The NASA Far Supplement (NFS) solicitation provisions and contract clauses should be used to
provide notification of NASA’s intent to implement EVM on contracts. NFS Parts 1834 and
1852 provide the respective NFS solicitation provisions and contract clauses required for the
implementation of EVM on contracts. These provisions and clauses establish the requirements
for contractors to propose an EVMS that is or will be validated by the government as being
compliant with the ANSI/EIA-748 guidelines. If a prospective contractor proposes to use an
EVMS that has not been validated by the government, then the contractor is required to submit a
plan for validation in accordance with NFS 1834.2 and 1852.234-1 and 1852.234-2. A contractor
that has an EVMS validated by the government will normally propose to use this system. If so,
the contractors will submit documented proof of their EVMS validation in accordance with the
contract EVMS clause.
3.2.3 Specify EVM Reporting Requirements
The required contract reporting requirements are specified in Table A-1 (Appendix A, NASA
EVM Requirements Summary). Contract reporting requirements are defined in specific DRDs
included in the solicitation and contract. The standard CPR and the Reporting for Contracts with
no EVM Requirement Guide are provided in Appendix D and Appendix E respectively. The
EVMFP will work with the Project Manager or the Contracting Officer to ensure the DRDs are

included and tailored as necessitated by the complexity of the contract and project management
reporting requirements. Suggested tailoring instructions are included as notations to each sample
DRD.
The CPR is the primary report the government uses for obtaining earned value data. The CPR
requirement should be added as a DRD for all contracts that have an EVM requirement. In
accordance with the NFS1834.2, the appropriate solicitation provisions and contract clauses are
to be used to implement EVM and CPR reporting on these contracts.
The CPR is used by the contractor to provide NASA with monthly cost, schedule, and technical
performance information. The CPR has five formats:
 Format 1 provides EVM data by WBS element
 Format 2 provides EVM data by functional or organizational element (Organization
Breakdown Structure [OBS])
 Format 3 provides the time-phased PMB changes
 Format 4 provides staffing of human resources requirements
 Format 5 is the Explanations and Problem Analysis Report
The contract CPR DRD provides guidance for the preparation and submission of the CPR,
required formats, variance analysis thresholds, reporting frequency, reporting levels, distribution,
and specific project instructions if required. The Data Item Description, DI-MGMT-81466A,
―Contract Performance Report,‖ is a useful guide for the development and tailoring of the DRD
for the CPR. All five CPR formats are required for qualifying contracts $50 million or greater.
CPR formats 1, 3, and 5 are required, as a minimum, for contracts less than $50 million but
greater than $20 million. The DI-MGMT-81466A and CPR Formats (1-5) can be found on the
NASA EVM website, http://evm.nasa.gov/reports.html.
3.2.4 Create a Work Breakdown Structure
The project Work Breakdown Structure (WBS) provides the structure for technical planning,
scheduling, cost estimating and budgeting, contract scope definition, work authorization, product
development, status reporting and assessment. In other words, the WBS provides the framework
for implementing EVM. The WBS should be a product-oriented hierarchical division of the
hardware, software, services, and data required to produce the required deliverables. The WBS
should also be consistent with current NASA requirements in NPR 7120.5, 7120.7 and 7120.8.
An example of a contract DRD for the WBS and WBS dictionary is provided in the NASA WBS
Handbook located on the NASA EVM website, http://evm.nasa.gov/handbooks.html.
Normally, during the RFP stage, the solicitation will provide a contract WBS down to level
three. The contractor will use this contract WBS and extend it to the appropriate management
level. The contractor may also propose changes to the contract WBS. The NASA WBS
Handbook provides recommended methods and best practices for developing the project and
contract WBS.
3.2.5 Determine Schedule Requirements
The RFP should include language that requires a logic network schedule and defines the logic
network schedule requirements. These requirements should be consistent with NPR 7120.5 and
satisfy the scheduling ―best practices‖ included in the NASA Schedule Management Handbook
located on the NASA EVM website, http://evm.nasa.gov/handbooks.html. Requirements should

ensure the establishment, management, and control of the baseline master schedule and its
derivative schedules. These requirements help ensure establishment of a valid framework for
time phasing budgets and coordination of efforts into a master plan that also enables the
measurement of accomplishments. A sample DRD for scheduling is included in the NASA
Schedule Management Handbook, which provides recommended methods and best practices for
the development and maintenance of the IMS.
3.2.6 Include Integrated Baseline Review Requirements
Including the contract clause, 1852.234-2 Earned Value Management System, in the solicitation
and contract notifies contractors that an IBR will be conducted. Providing additional information
in the contract will ensure understanding of requirements and provide an opportunity for
clarifications. Include this information in a contract statement of work or a performance work
statement. The statement of work should require the contractor to demonstrate with evidence and
to show all appropriate documentation to support proof of an executable baseline and direct
contractors to NASA’s IBR Handbook on the NASA EVM website
(http://evm.nasa.gov/handbooks.html) for guidance.
3.2.7 Include Management Review Requirements
Management reviews are typically held on a regular basis and involve government team
members and contractors reviewing the work status. Guidance should be included in the contract
statement of work or performance work statement to describe the role and content of EVM in
these reviews. The review includes such topics as cost, schedule, and technical performance. It
should also include a quantified risk assessment with impacts and provide a means of identifying
action items and ensuring that they are completed. As each manager presents, they should
integrate the EVM data into the presentations to give an overall picture of cost, schedule, and
technical performance.
3.2.8 Specify EVM Links to Risk Management
Effective EVM includes an integrated risk management process. Early planning during the RFP
stage should include consideration in schedule and cost estimates for reasonable risks.
Recognized risks that are not quantifiable should be considered when developing management
reserve (MR) or unallocated future expense (UFE). As the project advances in the life cycle,
linkage between the risks (recorded in the risk system) and project scope (reflected in the
schedule and budget) are necessary to properly manage. The nature of this linkage should be
defined during the early planning stages of RFP development.
3.2.9 Participate in the Source Evaluation Board
During the Source Evaluation Board (SEB) process, the Center EVMFP or EVM Analyst
establishes DRDs and requirements and evaluates the offeror’s responses. For example, in
accordance with NFS EVMS Clause 1852.234-1, the offeror shall provide documentation that its
proposed EVMS complies with the EVMS guidelines in the ANSI/EIA-748 Standard for Earned
Value Management Systems. If the offeror proposes to use a system that currently does not meet
the requirements, the offeror shall submit its comprehensive plan for compliance with the EVMS
guidelines to the government for approval. An EVMS expert must review these systems and
plans for adequacy and recommend any changes to the selection board.

3.3 Activities after Contract Award
This section describes the EVMS compliance, validation, and maintenance following contract
award for any contract requiring EVMS application.
3.3.1 Gain Access to EVM Tools
The Project Manager should request assistance from the applicable EVMFP to identify
appropriate EVM analytical methodologies and tools for project use. NASA provides wInsight™
as an EVM analysis and reporting tool for use by all NASA projects. To gain access, follow the
instructions on the NASA EVM website. Additionally, NASA has developed the Schedule Test
and Assessment Tool (STAT), which is compatible with MS Project. STAT consists of several
applications to include the Schedule Health Check Tool, the Schedule Performance Work-off
Trend, and the Summary Assessment Summary Report (SASR) and considers applicable GAO
and DCMA best practices. Instructions for acquiring access to this tool are also available on the
NASA EVM website (http://evm.nasa.gov/handbooks.html).
3.3.2 Conduct EVMS Validation
Development or production contracts of $50 million or greater require a validated EVMS by the
government. NASA has a Memorandum of Understanding (MOU) with DCMA that delegates
responsibility for validation and surveillance of contractor EVMSs to the DCMA (NASA Form
1430A). The DCMA will review the contractor’s plan for validation and provide NASA with a
report regarding the plan’s adequacy for the intended contract. When validation is necessary, the
contractor is responsible for scheduling related reviews with the DCMA and NASA customer.
The National Defense Industry Association’s (NDIA) EVMS Intent Guide and the NDIA EVMS
Acceptance Guide
(http://www.ndia.org/Divisions/Divisions/Procurement/Pages/Program_Management_Systems_
Committee.aspx) provide additional information on these reviews. NASA and the Project
Manager will provide specialists to augment the DCMA team as appropriate to accomplish these
reviews. If a contract is awarded to a contractor and DCMA is not involved, then it is the
responsibility of the NASA Project Manager, with the assistance of the EVMFP, to ensure the
contractor conducts a validation review with an EVM authority appointed by the OCE to provide
validation. See Appendix G of this handbook for more information.
Contracts $50 million or less but $20 million or greater are not required to have a formally
validated EVMS. While no validation is required, the contractor is expected to comply with the
requirements listed in ANSI/EIA-748. The government (NASA Project Manager with assistance
from the EVMFP) will evaluate the offeror’s proposed EVM approach in the source selection
evaluation process and determine/confirm compliance with the ANSI/EIA-748 guidelines and
perform to ensure continued compliance during the course of the contract (see section 3.3.5).
3.3.3 Extend the Contract WBS
Extension of the Contract WBS (CWBS) will be done by the contractor after contract award to
reflect the division of lower level products and services and to describe how these contribute to the
higher level products and services. The reporting of progress, performance, risks, and engineering
evaluations, as well as financial data and variance analyses are based on the CWBS. For assistance
in understanding the appropriate extension of the CWBS, refer to the NASA WBS Handbook
(http://evm.nasa.gov/handbooks.html).

3.3.4 Conduct Integrated Baseline Review
All contracts with EVM are required to have an Integrated Baseline Review (IBR) to finalize the
agreement on the baseline and ensure all risks are identified and understood. The Project
Manager and his responsible technical managers, with the support of the EVMFP, should
conduct an IBR within 180 calendar days of contract award as required by NFS 1852.234-2(c).
This timeline applies to the authority to proceed on letter contract awards as well. The project
phase is not a consideration. An IBR must also be conducted within 180 calendar days following
the exercise of significant contract options or 60 days after a major contract modification. The
NASA IBR Handbook (http://evm.nasa.gov/handbooks.html) provides further guidance on the
IBR process.
The Project Manager should ensure that training is available to each team member prior to the
IBR. Such training may be conducted jointly with the contractor and should consist of the basics
of EVM and the IBR process. The Project Manager should conduct a workshop just prior to the
IBR to cover the mechanics of the review and examples of specific items to be reviewed.
The objective of an IBR is for all stakeholders to jointly assess the baseline to be used for
performance measurement to ensure complete coverage of the statement of work, logical
scheduling of the work activities, adequate resourcing, and identification of inherent risks. This
will be accomplished by evaluating the PMB to ensure it captures the entire technical scope of
work, is consistent with schedule requirements, has adequate resources assigned, and has sound
management processes applied. To facilitate the credibility assessment of the IMS, the Project
Manager’s schedule team may use the Agency-developed STAT.
3.3.5 Implement Contractor EVMS Surveillance
EVMS surveillance is conducted by the responsible DCMA office, with the assistance of NASA
project personnel as assigned by the Project Manager, in accordance with the MOU between
NASA and the DCMA. The MOU covers EVMS surveillance at a contractor site or multiple
contractor sites. The MOU scope includes EVMS compliance assessment, validation, and/or
evaluation of a contractor’s previously validated EVMS for adequacy. The MOU also describes
duties, responsibilities, products, and methods of cooperation for contract-specific EVMS
surveillance.
The Project Manager may delegate all, part, or none of the items described in the MOU via
NASA Form 1430A. A letter of delegation from the Contracting Officer to the cognizant DCMA
office is required to implement the surveillance, products, and services provided for within the
MOU. The letter of delegation must define the specific delegation of responsibilities and the
specific products and services to be provided. A simple delegation request to implement the
MOU is not sufficient.
It is the responsibility of the Contracting Officer and Project Manager to provide feedback and
guidance to the DCMA office if the services provided by the DCMA are not appropriate for the
project’s needs. If changes are needed to the DCMA services being provided, the Project
Manager should formally document such requests. If delegation to the DCMA is not
implemented or is withdrawn, the Project Manager should provide for the required surveillance
through alternative sources and ensure that resources (e.g., project resources and Center
EVMFP) are available and appropriate for this purpose. See Appendix H, EVMS Surveillance
Process, of this handbook for additional information.

When a delegation is issued, the EVMFP should be notified if any EVMS issues arise. The
EVMFP should remain proactive in working with all organizations, including the DCMA, to
resolve EVMS issues at contractor facilities with NASA contracts. However, the Project
Manager remains responsible for the specific project.
3.3.6 Conduct EVM Analysis
A CPR is required when EVM is a requirement. CPR data should be reported in a timely manner
per the contractual DRD. CPR data should also be consistent and reconcilable with both the
Monthly Contractor Financial Management Report (NASA Form 533M) and the Quarterly
Contractor Financial Management Report (NASA Form 533Q) if applicable. NPD 9501.1,
NASA Contractor Financial Management Reporting System, states NASA policy and provides
additional information and guidance on this topic.
The first step in the analysis process is to assess the validity of the reported EVM data
(contractor CPRs) to ensure that the data are complete, accurate and all data anomalies are
explained in the CPR Format 5. Data errors/anomalies not explained should be documented and
provided to the contractor for resolution with explanation in the next month’s CPR. However,
numerous/severe errors may result in the rejection of the CPR and resubmission of a corrected
CPR. These types of data problems should be rare if an effective surveillance process exists.
NASA has developed a data validity report that can be executed in wInsight™ to facilitate the
analysis process. Access and instructions are located on the NEN at
https://nen.nasa.gov/web/pm/evm or by contacting your Center EVMFP.
EVM data should be included in all management reviews. Project status based on EVM data
should be reported at the level appropriate for all levels of management and utilized for insight and
management actions. The Project Manager should understand and emphasize the importance of the
integrated technical, schedule, cost, and risk analyses provided by EVM in conjunction with other
project information to formulate an overall project status. Concentrating on the technical aspects or
technical problems of the project alone will not provide for true integrated project management.
The associated schedule implications, cost drivers, and corresponding risks should be considered.
Analysis is required when any of the previously established variance thresholds are exceeded.
Focusing first on these problem areas is an efficient and effective management technique. The
analysis for each variance that exceeds a threshold should address three areas:
 Root cause: Simply stating the variance is not identifying the root cause. A simple way to
determine root cause is to ask the question, ―why?‖ until it no longer makes sense to do so.
Another test for root cause determination is to quantify the root cause or causes as related to
rates, usage, efficiency, or a combination of these.
 Impact: A root cause will create an impact on the element(s) and should also be evaluated for
the impact on the rest of the project in terms of cost, schedule, technical, or a combination of
these areas. Both impact on the element and impact to the project should be distinctly stated
and quantified.
 Corrective actions and results: For each impact area, a correction action or recovery plan
should be formulated. This plan should contain a description of the actions taken and the
anticipated results in terms of the impacted area or areas, including time, cost, and technical
components. If recovery is not possible, this should be clearly stated. As long as this variance
exceeds the reporting threshold, each subsequent report should include the actual results of
implementing corrective actions.

It is also a recommended practice for the P-CAM to routinely use the aforementioned
methodology to analyze control accounts for potential problems that have not yet exceeded a
variance threshold.
The steps described above are intended to assist the project staff in understanding some of the
monthly activities surrounding the EVM analysis process. The level of analysis activity is
dependent upon many variables: the stage of the project, the value of the WBS, the contractor's
performance, analyst availability and experience, the type of contract, and the EVM analysis
tools available. All of these affect the project’s capability to perform a detailed analysis. The
Project Manager should understand the analysis requirements and arrange for the necessary
support to ensure the adequacy of the EVM analysis process. An example of an EVM status
report is shown in Appendix F of this handbook. See the NASA EVM Systems Description, for a
more in-depth discussion of EVM analysis methods and techniques.
3.3.7 Participate in Project Activities
The project’s EVM analyst plays a key role on the team, participating in various meetings and
activities depending on the project. It is important that the EVM analyst be involved in several key
activities to ensure that the project management team has accurate information available to make
informed decisions about the project. The Project Manager should ensure EVM analyst participation
in project activities that include but are not limited to:
 Regular project risk meetings to ensure that risks are captured in the estimate at completion
(EAC) and schedules, and to assess the adequacy of the management reserve.
 Change control boards to ensure that changes are incorporated into the PMB and EACs in a
timely manner.
 PPBE process by supplying data to support monthly funds analysis and requirements
planning.

EVM IMPLEMENTATION ON NASA PROJECTS4
4.1 Overview
The OCE has developed an Agency-wide EVM capability that enables NASA organizations to
achieve the NASA and OMB requirements for compliance with the ANSI/EIA-748 standard.
EVM is required at the project level where the project effort could be performed as a single
contract, or in-house or a combination of both. Figure 4-1 provides an overview of the NASA
EVMS architecture.
Projects should use the Agency EVMS to meet their EVM requirements. Project Plans should
include the project’s EVM implementation approach and use. See Appendix J for additional
instruction on format and content of the EVM Implementation Plan. Project Managers should
engage their Center EVMFP for assistance in developing, documenting, and implementing the
NASA EVM Systems Description on their projects. With the exception of establishing the
EVMS process described in section 4.2, the activities required of Project Managers for in-house
Figure 4-1. Overall EVMS Architecture for In-house Effort
WBS Number Title
Crew Launch Vehicle Project
Project Management
Project Mgmt and Administration
Business Management
Contractor Relationships
Technical Reviews
Information Technology Mgmt
Adv Planning & Special Studies
Vehicle Integration
Systems Integration and Control
Systems Requirements and Verification
Flight Test Integration
Integrated Design and Analysis
Vehicle Integration and Operations
Avionics Integration and Vehicle Systems Test
S&MA
Science & Technology
Payloads
Aircraft/Spacecraft
Mission Operations System
Launch Vehicle
First Stage
136905.08.01.01 Element Management
136905.08.01.02 First Stage Structure & Mech. Systems
136905.08.01.03 Electrical/Instrumentation
136905.08.01.04 SE&I
136905.08.01.05 Operations Support
136905.08.01.06 RSRM (Shuttle Legacy)
136905.08.01.07 Booster (Shuttle Legacy)
136905.08.01.08 First Stage Prime Contractor
136905.08.01.09 Flight Test
Upper Stage
136905.08.02.02 Integrated Upper Stage
136905.08.02.03 Structures & Thermal Systems
136905.08.02.04 Main Propulsion System (MPS)
136905.08.02.05 Upper Stage Reaction Control System (RCS)
136905.08.02.06 First Stage Reaction Control System (RCS)
136905.08.02.07 Thrust Vector Control (TVC)
136905.08.02.08 Avionics
136905.08.02.09 Flight Software System
136905.08.02.10 Integrated Test Hardware
136905.08.02.11 Logistics
136905.08.02.12 Manufacturing and Assembly
136905.08.02.13 Reserved
136905.08.02.97 Prime Contract
Upper Stage Engine
136905.08.03.02 Systems Engineering and Integration
136905.08.03.03 RS-25xUS and RS-25 Upper Stage Conversion Kit
136905.08.03.04 RS-25e Engine
136905.08.03.05 Manufacturing Capacity Increase and Optimization
136905.08.03.06 Production and Assembly
136905.08.03.07 Test and Checkout
136905.08.03.97 Prime Contract
Ground System(s)
Systems Integration and Testing
136905.09
136905.10
136905
136905.01.03
136905.01.02
136905.01.01
136905.01
136905.02
136905.01.06
136905.01.05
136905.01.04
136905.02.06
136905.02.05
136905.02.01
136905.02.02
136905.02.03
136905.02.04
136905.08.03
136905.08.02
136905.08.01
136905.08
136905.07
136905.03
136905.04
136905.05
136905.06
Project WBS
Using Standard Template
From NPR 7120.5
Project WBS
Dictionary
Project WBS
loaded into MDM System
Project Schedules
With CAs and WPs Identified
Cost/Sched Integration
within IMS or in Cost Tool
Project WBS loaded into
WebTADS, Travel Mgr, Etc.
Actual Cost
from IEMP (ACWP)
IEMP
Scheduled (BCWS) &
Performance (BCWP)
Total Project information
loaded into wInisghtMgmt Reporting & Data Analysis
Contractor supplied
CPR data
Core
Financial (SAP)
WBS Elements Identified by
NSM Number Format
Contract Setup Default Project/Contract Dollar Scale - (in Thousands of Dollars k$)
Project/Contract Name *
Period Ending * e.g, Feb-05 = 0205 Format (mmyy)
Calendar Type*
Contractor Options
Contractor/Center Name *
Abbreviation
Address 1
Address 2
City
Note: If no contractor applicable to project, then enter in the Contractor Name field the
responsible NASA Center or any name associated with your project.
Contract Options
Contract Number or In-House*
Project/Contract Type
Program Name
Program Number
Program Type
Manager Name
Financial/Contract Analyst Name
Program Office Name
Negotiated Cost
Project/Contract Target Price
Target Fee in Dollars
Project/Contract Ceiling Amount
Project/Contract Start Date *
Project/Contract Compl Date*
Report Start Date*
Country Code
Proj/Cntr Est. Compl Date
USA
State
Postal Code
Approval Name
Project/Contr Budget Base
Total Allocated Budget
Submission Date*
Major Program*
Element Program*
Approval Title
NASA Center*
Technical Theme*
Report End Date *
EAC - Best Case*
EAC - Most Likely*
EAC - Worst Case*
After finishing the information above please continue by entering data into each tab below. When finished with all data
entry including, the Future - WBS information you may select the Finish button on the "Finish-Page" tab. Otherwise
make all required changes in order to continue successfully.
Business
Warehouse
Define CAs and WPs:
Meaningful Grouping of Work
Identify the deliverables
How much does it cost?
How long will it take?
136905.8 Crew Launch Vehicle
136905.8.1 1st Stage This element contains all the 1st Stage elements defined below.
136905.8.1.1 1st Stage Element
Management
This element includes the management and procurement support needed to develop and deliver CLV specific 1st Stage hardware and flight support.
136905.8.1.2 1st Stage SE&I This element includes the engineering and Project support for 1st Stage development and flight support. Included in this element are the requirement
definition, specifications, interface definition, verification, and qualification. This element also includes the integrated analysis for structures, loads, thermal
environments and development of 1st input to vehicle integrated math models. This element encompasses flight engineering support and engineering
support for integrated vehicle testing. This element is envisioned to be primarily the responsibility of the prime contractor with Government support for
requirement and specification development.
136905.8.1.3 Aft Assembly This element contains the development and evaluation engineering for the CLV 1st Stage Aft Skirt. It is anticipated that the current Shuttle SRB Aft skirt
designs will have to be modified for the CLV separation system, avionics, and possibly TVC modification. It is anticipated that all aft skirt hardware
(reusable) will be obtained as required from the Shuttle Program at no cost to CLV. This element includes all the aft skirt hardware, touch labor, and
engineering to support any sub-scale testing, static testing, vehicle system testing, and flight tests (flight test engineering included in SE&I). The prime
contractor will be responsible for this element.
136905.8.1.4 Forward Adapter
136905.8.1.5 Motor This element contains the development and evaluation engineering for the CLV 1st Stage nozzle. It is anticipated that the current RSRM nozzle design will
remain virtually the same. It is anticipated that nozzle metal hardware (reusable) will be obtained as required from the Shuttle Program at no cost to CLV.
Although the current Shuttle Program has sponsored an obsolescence program for replacement of the nozzle rayon material (Primary nozzle material), it is
anticipated that Shuttle stockpiles of the current material (NARC) are sufficient for the CLV missions. This element includes all the nozzle hardware, touch
labor, and engineering to support any sub-scale testing, static testing, vehicle system testing, and flight tests (flight test engineering included in SE&I. The
prime contractor will be responsible for this element.
This element contains the development and evaluation engineering for the CLV 1st Stage case, seals and joints. It is anticipated that the current RSRM case,
seal and joint designs will remain virtually the same. It is anticipated that case metal hardware (reusable) will be obtained as required from the Shuttle
136905.8.1.6 1st Stage GSE &
Tooling
This element contains the development and evaluation engineering for the CLV 1st Stage GSE and unique non-recurring tooling. It is anticipated that the
current Shuttle GSE and tooling will remain virtually the same and be available to CLV as required from the Shuttle Program at no cost to CLV. This
element encompasses any development and manufacturing of new or modified design for GSE or tooling to support 1st Stage. This element includes all the
GSE and tooling hardware, touch labor, and engineering to support any sub-scale testing, static testing, vehicle system testing, and flight tests. The prime
contractor will be responsible for this element.
136905.8.1.7 Final Assembly
Components
This element contains the development and evaluation engineering to support the CLV 1st Stage final assembly. This includes assembly of the motor and
assembly of the 1st systems (such as aft skirt, systems tunnel, TVC, TPS). It is anticipated that the current Shuttle facilities, GSE, and tooling will remain
virtually the same and be available to CLV as required from the Shuttle Program at no cost to CLV. This element includes all the final assembly touch labor
and engineering to support any sub-scale testing, static testing, vehicle system testing, and flight tests. The prime contractor will be responsible for this
element.
136905.8.1.8 1st Stage Test This element includes the engineering and touch labor for the defined static qualification testing for CLV 1st Stage solid motor testing. No test facility
upgrades are anticipated nor included in the planning for this WBS element. The testing defined in the element will occur in conjunction with Shuttle
RSRM testing and the schedule of required tests will be negotiated with the Shuttle Program. The prime contractor will be responsible for this element.
136905.8.1.9 Risk Reduction Flight-
1 Integration
This WBS element includes all activities required for Risk Reduction Flight 1 (RRF-1) support to the CLV Project.
136905.8.2 Upper Stage This element contains all the Upper Stage elements defined below.
136905.8.2.1 Upper Stage Project
Management
This element contains activities required for to manage the cost, schedule, and technical resources, schedule, and risk.
136905.8.2.2 Integrated Upper
Stage
Functions associated with the overall upper stage system design engineering, analysis, and integration. This provides the integration between other external
launch elements as well as inter-stage subsystem integration.
136905.8.2.3 Structures & Thermal Includes the design, development, integration, test, and verification of all upper stage primary and secondary structural elements required for the upper stage
including all thermal functions required due to impacts from external environments as well as internally induced effects and conditioning requirements
136905.8.2.4 Main Propulsion
System (MPS)
Includes the design, development, integration, test, and verification of all propulsion elements required to provide propellants to the upper stage engine
including fill, feed, repress systems, and actuation and purge systems.
136905.8.2.5 Reaction Control
System (RCS)
Includes the design, development, integration, test, and verification of all propulsion elements required to provide attitude control, separation, and settling to
the upper stage and includes thrusters, fill, feed, and press systems.
136905.8.2.6 Thrust Vector Control
(TVC)
System,Hydraulic
Power Unit (HPU) &
Hydraulics
Includes the design, development, integration, test, and verification of all elements required to provide hydraulic power for engine gimballing and control of
the main engine valves for stage GN&C and engine control.
136905.8.2.7 Interstages All elements required for design, development, integration, test and verification for the Interstages hardware which comprise of the Forward Frustum,
Interstage, Spacecraft/Payload Adapter, Systems Tunnel and Flight Termination System.
136905.8.2.8 Avionics This WBS element contains all software and associated hardware for the Crew Launch Vehicle including both the 1st Stage and the Upper Stage.
136905.8.2.9 Upper Stage GSE &
Tooling
Includes the design, development, integration, test, and verification of all elements required for manufacturing and assembly ground support equipment and
tooling.
136905.8.2.10 Upper Stage Level
Integration & Test
Includes the assembly/integration, test, and verification of all subsystems under the Upper Stage WBS. Additionally, all integrated hardware testing STA,
EMC, and PTA are included under this element.
EVM Cost Tool (Cobra, MPM,
Spreadsheets, etc)

EVM implementation are very similar to those required for EVM implementation on contracts
described in section 3.
4.2 Basic EVMS Process Description
Figure 4-1 illustrates the main components of the EVMS and their relationships. The NASA
EVM Systems Description provides more detail on each of these components.
The Project Manager develops a preliminary WBS early in the Formulation phase of the project.
See Figure 1-1 for the NASA Project Life Cycle Relationships and EVM Application. It is used
to assist in the preparation of the FAD and the preliminary Project Plan. The preliminary project
planning process through Formulation is an iterative process. Once the project is established
with sufficient and stable scope definition, then both the NASA in-house work elements and, if
required, the contract WBS elements can be adequately planned and established at the necessary
levels of detail. All project efforts (i.e., in-house, contracted, international partners, university,
and any other performing entity efforts) should be included.
The Project Plan is the overall work authorization document that represents an agreement
between the sponsor and the performer on work scope, schedule, and budget. Based on this
scope, the WBS and WBS dictionary are established and maintained. NPR 7120.5, Appendix G,
provides a standard template to begin WBS development for flight projects. Appropriate
templates are also included in NPR 7120.7 and NPR 7120.8. The NASA WBS Handbook
(http://evm.nasa.gov/handbooks.html) contains additional guidance for WBS development for all
projects. The WBS dictionary should be developed as a companion to the WBS and subjected to
the same configuration controls.
The project WBS and WBS dictionary data are used to establish a framework in the systems that
support the EVMS, such as the accounting system, scheduling system, risk management system,
and EVM engine. Disciplined configuration controls should ensure that this framework remains
consistent and reconcilable in these systems. Each Project Manager is ultimately responsible for
establishing and controlling the project WBS baseline. The WBS provides a means of rolling up
project data to any desired level for analysis and oversight, and provides a common reference for
all project communication, both internal and external.
An Organizational Breakdown Structure (OBS) should also be developed to describe the
organizations responsible for performing the authorized work. Once developed, the OBS should
be cross-referenced to the WBS to ensure responsibility and accountability for planning,
performing, and reporting on all authorized work. The resulting matrix is referred to as a
Responsibility Assignment Matrix (RAM). The integration of the WBS and OBS creates control
accounts that facilitate schedule and cost performance measurement. The control account is the
primary point for work authorization, work performance management, and work performance
measurement (i.e., where the planned value is established, earned value is assessed, and actual
costs are collected). Each control account is assigned to a P-CAM. The P-CAM is responsible for
ensuring the accomplishment of work in his or her control account and is the focal point for
management control.
Accurate time-phasing of planned work is accomplished through an IMS. The IMS is the single
integrated source of schedule data that accurately reflects how the planned work is to be
executed. At the core of the IMS is a logic network dataset that should be maintained in an
automated schedule management tool. The dataset consists of tasks and milestones, task

durations, interdependencies or relationships, project constraints, and data coding. The NASA
Schedule Management Handbook (http://evm.nasa.gov/handbooks.html contains additional
guidance on schedule development and maintenance.
As work is performed, actual cost for accomplishing that work, also known as actual cost of
work performed (ACWP) is captured within the financial reporting system. The value of the
work accomplished is the earned value of that work, also known as budgeted cost for work
performed (BCWP). The budgeted cost for work scheduled (BCWS) represents the value of the
time phased work as it is planned. The integrated use of these three elements (BCWS, BCWP,
and ACWP) provides the data needed to analyze schedule, cost, and technical performance.
There are various ways to integrate cost and schedule information to evaluate performance.
Commercial-off-the-shelf (COTS) tools are available that assist in the data integration and
analysis functions. Multiple tools have been used by NASA projects performing EVM
(Primavera, MS Project, Cobra® or MPM™, wInsight™, XML Connect). The wInsight™ is a
COTS tool that is used for analyzing and reporting EVM data. The wInsight™ tool provides for
analysis and reporting capabilities, including standard CPR formats 1 through 5. Additionally,
wInsight™ provides data validity checks and reports to ensure the reliability of the EVM data.
All NASA projects/contracts with EVM requirements should use the NASA provided
wInsight™ for data validity assessment, analysis and reporting.
The tools selected for use by the project should provide the functionality needed to comply with
the requirements outlined in NPR 7120.5 and ANSI/EIA-748. With the exception of wInsight™
Cobra® or MPM™, Project Managers are currently responsible for acquiring tools and should
consult with their Center EVMFP for approach and lessons learned.
4.3 Integration of Data from Multiple Centers
Most NASA projects involve several NASA centers working together. Therefore, the NASA
Project Manager at the center where the project resides needs to determine how to obtain
necessary EVM data from the other centers. The process for work spanning multiple centers
should be very similar to the process for projects with contracts. While the intra-agency
agreement or ―contract‖ between centers can take many different formats, the intent is the same.
The contract between centers should act as an agreement of the scope, estimated cost, and
schedule to complete the work. In this intra-agency agreement, the center where the project
resides must include requirements for EVMS compliance (if applicable), WBS, EVM and IMS,
reviews, variance thresholds, and anything else necessary to manage the work, using the
methodologies employed with contractors. In cases where the intra-agency work does not meet
the threshold for EVM, the project should flow down the appropriate data requirements
necessary to support performance management (see Appendix E, Reporting for Contracts with
no EVM Requirement for additional information). The pre- and post-award activities discussed
in section 3 are similar for intra-agency agreements.
4.4 Integrated Baseline Reviews
Integrated Baseline Reviews (IBRs) are required whenever EVM is required. The Project Plan
should identify the contracts and intra-agency work that will require an IBR. As discussed in
section 3.3.4, Project Managers will conduct IBRs on applicable contracts within 180 days of
contract award or authority to proceed regardless of the project phase.

The requirement for project level IBRs is contained in NPR 7120.5. The project’s preliminary
PMB is established in Phase B in preparation for KDP-C approval and is assessed during the pre-
approval IBR. Mission Directorates are required to conduct the pre-approval IBR as part of the
preparations for KDP C to ensure that the project’s work is properly linked with its cost,
schedule, and risk and that the management processes are in place to conduct project level EVM.
This review may be conducted in conjunction with the Standing Review Board (SRB) activities
for the Preliminary Design Review (PDR) to optimize data requirements/review activities and
minimize disruption to the project. The process is described in the November 2012 NASA
Integrated Baseline Review Process White Paper located on the NEN. The process consists of
the EVM Capability Maturity Assessment conducted prior to KDP C on the preliminary PMB
planning and the IBR event that is completed within 180 calendar days after KDP C. The EVM
Capability Maturity Assessment is performed by the Integrated Surveillance Team (IST)
appointed by the OCE (see Appendix H for more guidance).
The project customer/sponsor is responsible for conducting the project IBR. For example, the
Program Manager, as the customer conducts the IBR on the project (post KDP C) and assesses
the project control account planning. The Mission Director as the sponsor may also be involved.
The Project Manager is responsible for conducting IBRs on the project’s first tier suppliers with
EVM requirements. The NASA IBR Handbook, located on the NASA EVM website
(http://evm.nasa.gov/handbooks.html) provides guidance on the IBR process.
4.5 Management Reporting and Data Analysis
Reporting and analysis is most efficient when levels and thresholds are carefully crafted and the
primary focus is on elements that exceed these thresholds. The CPR DRD in Appendix D
provides a relevant threshold example for this purpose. A well-crafted reporting structure should
provide the ability to quickly examine the data to determine the source of significant technical,
cost, and schedule variances. See section 3.3.6 for additional details.
Whereas the PMB is important to measure performance against a plan (budget), an EAC is
necessary to understand the anticipated total funding requirements to complete the project. Real-
time updates of EAC at individual control accounts to address issues occur during the monthly
review and analysis of performance as appropriate. A bottoms-up EAC is required annually as a
minimum to better understand the Project’s EAC and total estimated funding requirements. An
appropriate time to conduct this bottoms-up EAC is in conjunction with the preparation of the
annual PPBE inputs.
4.6 Changes to Baseline Data
All changes to the project budget base (PBB)/contract budget base (CBB) and PMB (scope,
schedule, budget, EAC) must be documented in some form in order to provide traceability as
required for management control and reviews, as well as compliance with the ANSI/EIA-748.
Most of these data, when changed, will require changes to other related data, such as risk
management data.
Flexibility exists to allow changes to the baseline to ensure that it is as realistic as possible while
ensuring stability for measuring cost, schedule, and technical progress. Corrections are made if
erroneous data are significantly affecting the management value of the EVM system, but the
validity and value of management reports may be compromised if current plans or project history

(performance to date information) are constantly changing. See section 5.5 for additional
guidance on baseline changes.
4.7 Project EVMS Surveillance
Project Managers are responsible for supporting the NASA surveillance process, including in-
house and contractor EVMS surveillance. The objectives of EVMS surveillance are to ensure
continued EVMS compliance with the ANSI/EIA-748 and data reliability across the project.
Section 3.3.5 provides guidance for conducting surveillance on contracts with EVM
requirements. The Project Manager typically coordinates delegation of contract EVM
surveillance requirements to the DCMA but not overall project surveillance. For overall project
surveillance, the Project Manager will support their Center EVMFP and the IST in establishing a
surveillance plan that is inclusive of the in-house work. Appendix H provides additional
guidance for performing project EVMS surveillance.
4.8 Minimum Waiver Requirements for NASA In-House Programs and Projects
NPR 7120.5 defines the requirements for application of an EVMS to NASA projects and
programs. When a program or project meets the requirements for EVM application yet wants to
implement a management system not fully compliant with the guidelines in ANSI/EIA-748 a
waiver request must be submitted to the OCE. To assist the OCE in making an informed
decision, minimum waiver requirements have been established.
Minimum waiver requirements are designed to ensure that the decision makers have the
necessary information to make a knowledgeable decision on the waiver. This information is also
used to support audits coming from entities within and external to the Agency. The minimum
waiver requirements are modeled after NFS 1852.234-1, which NASA uses in solicitations to
inform the potential offeror(s) of the requirement to use an ANSI/EIA-748 compliant EVMS.
See Appendix I, Minimum Waiver Requirements for NASA In-House Programs and Projects, for
details. Additional guidance on completing a waiver can be found in the DoD EVM
Implementation Guide (https://acc.dau.mil/CommunityBrowser.aspx?id=19557) and the NDIA
EVM Systems Acceptance Guide
http://www.ndia.org/Divisions/Divisions/Procurement/Pages/Program_Management_Systems_C
ommittee.aspx. In addition, the EVMFP is a source for information and can help to ensure
adequate content and minimize time and effort for preparation and disposition.
OCE will evaluate waiver requests and make a determination based on the soundness of the data
provided and the risk to the Agency if a waiver is granted. In some cases, additional follow-up
and meetings may be required.

LESSONS LEARNED5
5.1 Overview
This section describes EVM issues and lessons learned that NASA personnel should consider
when implementing and using EVM.
5.2 EVM Planning Begins at Project Formulation
While EVM reporting is not required until Phase C, project planning that will support EVM
analysis and reporting is an iterative process beginning early in Formulation. The building block
for effective planning and integrated performance management begins with the preliminary
project WBS. While the initial purpose of a WBS is to define the project work and structure for
cost collection, once in place it also provides the framework for integrating management
subsystems, developing schedules and accumulating performance information. Figure 4-1
provides an overview of the NASA EVMS architecture that includes relevant management
subsystems. Disconnects and mismatches between these systems can be minimized if estimates,
budgets, schedules, costs, accomplishments, and projections are all oriented to the approved
project WBS. Otherwise, the project will be required to implement labor intensive workarounds
and reconciliations just to obtain reliable data for management decision making.
NASA requires the technical and financial WBS structures for each project to be the same
(through level seven of the project WBS). This is accomplished through the use of the NASA
Structure Management (NSM) system numbering scheme and controlled through NASA’s
Metadata Management (MDM) system which supplies the approved WBS codes (through level
seven) to the Agency’s core financial system (SAP) and other systems that require coding
structure data. This common coding system facilitates communications among all project
participants. All project efforts inclusive of suppliers (i.e., all in-house, contracted, international
partners, university, and any other performing entity efforts) should be included. Additionally,
Project Managers should work with their contracts organization or other performing entities to
develop the appropriate contractual language and DRDs for reporting that supports project-level
planning and analysis.
It is essential that the WBS/OBS/CA/WP/charge code construct be carefully planned during
project set-up when developing the preliminary IMS and selecting/initializing the EVM tools.
This structure is the basis for schedule/budget integration and establishing the preliminary PMB
prior to KDP C. The project management team should seek assistance and guidance from their
Center EVMFP when establishing planning guidelines and templates. The project manager
should review this construct with the entire project team and enabling support organizations so
they understand the structure and the importance of adhering to it. Since the project WBS is not
baselined until the later stages of Phase B, projects should not enter the full preliminary WBS
into MDM until the scope has stabilized or until specific CAs are needed for cost collection to
avoid charges to an inappropriate WBS. For additional instruction and best practices, see the
NASA EVM Systems Description (https://nen.nasa.gov/web/pm/evm), NASA Work Breakdown
Structure Handbook (NASA/SP-2010-3404), and the NASA Schedule Management Handbook
(NASA/SP-2010-3403). The handbooks can be accessed on the NASA EVM Website
(http://evm.nasa.gov/).

5.3 Baseline Planning (Budget and Funds)
The PMB represents the calendar performance plan against which the supplier
(project/contractor) is measured during the total authorized (not just annual) project scope. It is
the summation of the time-phased budgets for all control accounts, applicable indirect budgets,
and any undistributed budget (UB) for the authorized portion of the project lifecycle. The PMB
budget along with MR and authorized unpriced work (AUW) comprises the project budget base
(PBB) as depicted in Figure 5-1. For contractor’s, this is the contract budget base (CBB).
Figure 5-1 NASA Project Budget Walk Down
These budgets equate to the plan and should not be confused with project funds, the monetary
resource provided to execute the plan. The funds requirements are reviewed and updated based
on the project/contract EAC. A compliant EVMS is concerned with the total authorized project
scope, the associated planned budget and schedule, and the resultant PMB used to measure
progress of the total project. An EAC is necessary to understand the anticipated total funding
requirements necessary to complete the project, based on current and expected performance
against the plan. It is the actual cost to date plus the estimated costs to complete the remaining
work. To better understand the EAC, a comprehensive/bottoms-up EAC should be completed
annually as a minimum to support the PPBE process. Figure 5-2 is an example of a revised
funding forecast/requirement based on the EAC.

Figure 5-2 Budget versus Funds
A more detailed explanation of EAC development and reporting is provided in the NASA EVM
Systems Description located at the NEN (https://nen.nasa.gov/web/pm/evm).
When establishing the PMB, it is essential that the entire authorized scope (via contract, task
order, approved project plan, etc.) be scheduled and budgeted (time-phased) regardless of fiscal
year (FY) boundaries. If the Project Plan/agreement governing the project is divided into
severable phases then the later phases may be segregated in planning packages. If the Project
Plan/agreement authorizes only the first of several phases in which case authorization for later
phases is contingent on specific events, only the basic period’s work should be scheduled and
budgeted within the PBB or CBB.
Project Managers will need to consider the planned funding by FY as a limiting constraint when
establishing their PMB to avoid major replanning. However, funding perturbations may cause
internal replanning of the baseline work, or, in the case of significant funding cuts, may
necessitate an authorized change to the PMB. The use of planning packages for work beyond the
current FY may allow more flexibility in maintaining a valid PMB.
5.4 Management Reserve Planning and Usage
All projects contain some element of risk and should identify a portion of the authorized project
budget value, the PBB, for unplanned activity within the project scope. ANSI/EIA-748 provides
for the establishment and use of MR to handle these known-unknowns or unknown-unknowns.
Unanticipated control account changes such as unexpected growth within the currently
authorized work scope, rate changes, risk handling, or changes in schedule are circumstances
representative of situations that may result in the determination that budgets assigned to a
P-CAM are inadequate (i.e., in scope to the project but out of scope to the control accounts) and
may benefit from applying MR in the replanning process.
TIME
ACTUAL COST
(ACWP)
REVISED FUNDING
FORECAST
CURRENT
AUTHORIZED
FUNDING
TIME NOW
ESTIMATE AT
COMPLETTION (EAC)
ESTIMATE TO
COMPLETE (ETC)
EARNED VALUE
(BCWP)
PLANNED VALUE
(BCWS)
D
O
L
L
A
R
S
BUDGET AT
COMPLETION (BAC)

The proper use and control of MR not only complies with the ANSI/EIA-748 guidelines, but is
also a project management best practice. MR should not be confused with the project UFE which
is a contingency fund. MR should not be eliminated from the project budget or contract prices
during subsequent negotiations, or used to absorb the cost of program changes. The budget held
in MR should not be viewed by a customer as a source of funding for added work scope or used
to offset accumulated overruns or under runs.
A NASA lesson learned stresses the importance of Mission Directorates/Program Managers to
allow Project Managers to budget for and report MR to manage project risks and to comply with
the ANSI/EIA-748. Project Managers must ensure the project budget logs accurately reflect
budget traceability for all budgets inclusive of MR and agree with the authorized PBB. Project
EVM reports and information should reflect MR trends and explain uses (to/from accounts).
Project Managers should ensure their project EVMS process description and best practices
clearly define MR and its use, and ensure that the necessary project personnel receive training on
the project MR and the relationship to UFE and funding reserves.
5.5 Replanning versus Rebaselining
In the context of the PMB, NASA project personnel typically associate the term ―rebaselining‖
with the process of eliminating all variances (cost and schedule) incurred against the PMB and
re-establishing the PMB to reflect changes (usually reductions) in the project funding resulting
from the annual PPBE process. However, this is not consistent with the best practices defined in
the ANSI/EIA-748 or the definition of ―rebaselining‖ in NPR 7120.5: ―Rebaselining is the
process that results from a change to the project’s Agency Baseline Commitment (ABC). The
ABC establishes and documents an integrated set of project requirements, cost, schedule,
technical content, and an agreed-to Joint Confidence Level that forms the basis for NASA’s
commitment with the external entities of OMB and Congress.‖ The PBB value is established
within this external commitment by the Program Manager and the Project Manager.
Keeping the PBB and the PMB up to date and reflective of authorized scope are essential
elements for valid performance measurement on NASA programs/projects/contracts. Revisions
to schedule, budgets, and work scope must be processed in a disciplined manner to maintain a
clear path from the original approved PMB and to implement changes in a timely manner as
prescribed by the ANSI/EIA-748. Any revisions to the PBB or CBB and PMB are incorporated
through replanning actions. Replanning occurs when there is a change in the original plan for
accomplishing the authorized scope, typically involving the redistribution of budget for
remaining work. Changes requiring replanning can be thought of as internally driven or
externally driven.
Internally driven changes, or internal replanning, involve realigning scope, schedule, or budget
for the remaining project effort within the authorized PBB. Internal changes also include the
correction of errors and routine accounting adjustments that improve the accuracy of the data.
Examples of internal replanning include changes resulting from design reviews, reorganization
of work or people to improve efficiency of operations, rate changes, etc. The Project Manager
approves changes to remaining work, including changes that require allocation of MR. Internal
replanning is restricted to remaining effort and, if significant, the customer must be advised of
the action.
External changes are driven by the customer and require the project to revise its planning in
order to accommodate these changes. Examples of externally directed changes that result in

replanning include customer directed changes; funding perturbations resulting from the PPBE
process (project re-scope, schedule stretch out, etc.); an Engineering Change Proposal (ECP) that
changes baseline scope, schedule, or budget; partial stop work; etc. An external change may be
driven by a rebaseline of the project commitment agreement or ABC.
When replanning (internal or external) of the PBB or PMB is required, the least preferred
method is eliminating both the cost and schedule variances. This method should only be used to
improve the validity and usefulness of the EVM performance data. Project Managers should
consult with their EVMFP for assistance in defining the appropriate replanning approach when
internal or external replanning is required.
5.6 EVM Implementation and Letter Contracts
In accordance with FAR 16.603, a letter contract is a written preliminary contractual instrument
that authorizes the contractor to begin work immediately. NASA uses this type of contract when
(1) the government’s interests demand that the contractor be given a binding commitment so that
work can start immediately and (2) when negotiating a definitive contract is not possible in
sufficient time to meet the requirement. The letter contract should be as complete and definite as
feasible under the circumstances and should include the EVMS clauses that are appropriate for
the planned type of contract. The letter contract will also include a negotiated definitization
schedule that includes the dates for submission of the contractor’s price proposal and a target
date for definitization. The schedule will provide for definitization of the contract within 180
days after the date of the letter contract or before completion of 40 percent of the work to be
performed, whichever occurs first.
The problem is that letter contract definitization can take months/years to occur and, during that
time, NASA projects have little insight into contract performance. Additionally, there is a
tendency for contractors to delay establishing a PMB, even an interim PMB, prior to contract
definization. Without an interim PMB, it is difficult to determine current performance and assess
technical, cost, or schedule risks/impacts; it also diminishes planning and control by both the
prime contractor and the government. The process for incorporating the authorized but not
negotiated or definitized change budget into the PMB is to record the proposal value or NTE in
the project budget base log as AUW. Contractors will assign this budget to UB and then allocate
to control accounts for near term work. See the NASA EVM Systems Description for more
explanation.
Project Managers are responsible for ensuring the prime contractors comply with the EVMS and
reporting requirements included in letter contract awards. This includes the initialization of the
PMB, submission of the CPR, WBS, and the IMS DRDs, and completion of the IBR within 180
days after contract award (in accordance with the EVMS clause). Project Managers should not
allow waivers to these requirements. If a delay in EVM implementation is warranted, Project
Managers should coordinate any waivers to EVM requirements with the agency/center EVMFPs
and the contracting officer, and process the waiver, if applicable, in accordance with the waiver
process described in NPR 7120.5.

NASA EVM Implementation Handbook Page A-1
APPENDIX A. NASA EVM Requirements Summary
EVMS Requirements/Guidance (See Table A-1, NASA EVMS and Reporting
Requirements for Projects/Contracts)
 Earned Value Management System (EVMS) in compliance with guidelines in ANSI/EIA-748
is required for development or production work for both government agreements and
contracts that are equal to or greater than $20 million**.
 A formally validated and accepted EVMS is required for development and production work
for government agreements and contracts equal to or greater than $50 million**.
 For NASA projects of $20 million** or greater, planning and implementation for EVM is
initiated early in Formulation (Phases A and B) and applied during Implementation (Phases
C and D). EVM is required during Phase E when modifications, enhancements and upgrades
are made of $20 million** or greater.
 NASA projects are highly encouraged to use the NASA EVM Systems Description (located
at https://nen.nasa.gov/web/pm/evm) with applicable tailoring to meet their EVMS
requirements.
 EVM is discouraged for Firm-Fixed Price (FFP) contracts. The Contracting Officer (CO) will
collaborate with the Project Manager to ensure the appropriate data can be obtained to fulfill
project management needs and comply with NPR 7120.5.
 EVM may be imposed on government agreements/contracts less than $20 million** as a risk-
based decision of the Project Manager.
 Prime contractors will flow down the same EVM requirements to applicable subcontracts.
**Project Lifecycle Cost Estimate or total estimated contract value inclusive of options
Statement of Work
 The Statement of Work (SOW) (for contracts) or work scope (for government projects) shall
not contain guidance or direction that conflicts with, removes, or adds work scope to the
supplier’s validated EVMS.
 Refer to Appendix B of the EVM Implementation Handbook for sample SOW language.
NASA FAR Supplement for Contracts (See NFS 1834.2)
 Insert NASA FAR Supplement NFS 1852.234-1, Notice of Earned Value management
System, in contract solicitations for:
◦ Development or production, including flight and ground support projects and institutional
projects (facility IT, investment, etc.) with a value exceeding $20 million**
◦ Acquisitions of any value designated as major by the project manager in accordance with
OMB Circular A-11
 Insert NFS 1852.234-2, Earned Value Management System, in solicitations and contracts
with a value equal to or exceeding $50 million** that include the provision at 1852.234-1.
The clause with its Alternate I will be used when the contract value is less than
$50 million**.

Data Requirements
 A product oriented Work Breakdown Structure (WBS) in accordance with NASA procedures
(NPRs 7120.5, 7120.7 and 7120.8) is required for projects. Additionally, the Contractor
WBS (CWBS) and CWBS Dictionary DRD will be included in all contracts requiring EVM.
See the NASA WBS Handbook (NASA/SP-2010-3404), http://evm.nasa.gov/, for the CWBS
DRD.
 A Contract Performance Report (CPR) and Project Integrated Master Schedule (IMS) are
required monthly as a minimum whenever EVM is required.
 For contracts, the CPR is required within 90 days of contract award. For projects, formal
reporting begins at Phase C (typically within 60 days of confirmation). See Appendix D of
the NASA EVM Implementation Handbook (NASA/SP-2012-599), http://evm.nasa.gov/, for
CPR DRD.
◦ The CPR Data Requirements Description (DRD) for projects/contracts of $50 million or
greater should require all five CPR formats.
◦ The CPR DRD for projects/contracts less than $50 million may tailor down the DRD to
accommodate project information needs.
• The IMS DRD will be included in project agreements and contracts whenever EVM is
required. See the NASA Schedule Management Handbook (NASA/SP-2010-3403),
http://evm.nasa.gov/, for the IMS DRD.
 Contractor Financial Management Reports, Monthly and Quarterly, NASA forms NF533M
and NF533Q respectively, are required on contracts (see NPD 9501.1I and NPR 9501.2) and,
when EVMS is required, will reflect information consistent with the CPR and generated from
the same management information systems.
 Cost Reporting for non-EVM contracts is required monthly from suppliers that are
performing work in support of a NASA project that is using EVM. See Appendix E, NASA
EVM Implementation Handbook (NASA/SP-2012-599), for sample DRDs. Examples of
these contracts/agreements are steady state or level of effort and do not meet the EVM
requirements or are below the threshold for applying EVM.
Integrated Baseline Reviews (IBRs)
 IBRs are required whenever EVM is required.
 For contracts, NASA Project Managers will conduct IBRs within 180 calendar days after
contract award (if a pre-award IBR has not been conducted), or exercise of significant
options, or within 60 calendar days after incorporation of major modifications.
 For NASA projects, NASA Program Managers should conduct IBRs within 180 calendar
days after KDP C, after major modifications and exercise of significant options. Note: The
project IBR process begins prior to KDP C with the pre-approval IBR conducted by the
Mission Directorates as part of their preparations for KDP C to ensure the project’s work is
properly linked with its cost, schedule, and risk and the systems are in place to conduct
project level EVM.
 IBR teams should include schedule and EVM subject matter experts. See the NASA IBR
Handbook (NASA/SP-2010-3406), http://evm.nasa.gov/, for additional information.

Additional Information
 NASA EVM websites: Public - http://evm.nasa.gov/; Internal -
https://nen.nasa.gov/web/pm/evm
 NASA Integrated Baseline Review Process White Paper, Rev 7, 30 Nov 12, located on the
NEN
 NPR 7120.5, NASA Space Flight and Project Management Requirements; NPR.7120.7,
NASA Information Technology and Institutional Infrastructure Program and Project
Management Requirements, NPR 7120.8, NASA Research and Technology Program and
Project Management Requirements. http://nodis3.gsfc.nasa.gov/lib_docs.cfm?range=7
 EVM Community of Practice: https://acc.dau.mil/evm
 NDIA Program Management Systems Committee:
http://www.ndia.org/Divisions/Divisions/Procurement/Pages/Program_Management_System
s_Committee.aspx

Table A-1 NASA EVMS and Reporting Requirements for Projects/Contracts
Requirement
Project Lifecycle/ Contract Total Estimated Value
$50 million and greater
$20 million but less than
$50 million
<$20 million
ANSI/EIA-748 Compliance with
guidelines; Validation
Required*
Compliance with
guidelines*; Validation
not required
Not required (optional
at discretion of Project
Manager)
NASA EVMS Solicitation
and Contract Clause
Required:
NFS 1852.234-1 &
NFS 1852.234-2
Required:
NFS 1852.234-1 &
NFS 1852.234-2 with
Alternate I
Required if Project
Manager elects to
require EVM, NFS
1852.234-1 &
1852.234-2 with Alt 1
CPR DRD Required (all 5 CPR
formats)
Required (CPR
Formats 1,3 & 5 as
minimum)
Required if Project
Manager elects to
require EVM
IMS DRD Required Required Required if Project
Manager elects to
require EVM
WBS DRD Required Required Required
Project Cost Report DRD
(Non-EVM)**
Required if EVM and
CPR not required
Required if EVM and
CPR not required
Required if EVM and
CPR not required
IBR Required whenever EVM is required.
Supplier Flow Down Same as for Project/prime contractor; the prime contractor must apply
EVMS and appropriate reporting requirements to subcontractors
Notes:
EVM is applied on development or production contracts and subcontracts, including flight and ground support
projects and institutional projects (facility IT, investment, etc.) and major acquisitions as designated by the Project
Manager (see NPR 7120.5, 7120.7, 7120.8 and NFS 1834.2).
*NASA projects are highly encouraged to use the NASA EVM Systems Description (located at
https://nen.nasa.gov/web/pm/evm ) with applicable tailoring to meet the EVMS requirements.
The application of EVM is discouraged on Firm Fixed Price contracts, programs/projects/contracts < 12 months in
duration (inclusive of options), non-developmental engineering support services, steady state operations, basic and
applied research, and routine services such as janitorial or grounds maintenance services.
Integrated Baseline Reviews (IBRs): For contracts, project managers will conduct IBRs within 180 calendar days
after contract award (if a pre-award IBR has not been conducted), or exercise of significant options, or within 60
calendar days after incorporation of major modifications. For NASA projects, program managers should conduct IBRs
within 180 calendar days after KDP C, after major modifications and exercise of significant options. The IBR process
begins prior to KDP C with the pre-approval IBR conducted by the Mission Directorates as part of their preparations
for KDP C to ensure the project’s work is properly linked with its cost, schedule, and risk and the systems are in place
to conduct project level EVM.
**See Appendix E, Reporting For Contracts with No Earned Value Management (EVM) Requirements of the NASA
EVM Implementation Handbook.
Legend:
ANSI/EIA-748 – American National Standards Institute/Electronic Industries Alliance Standard 748, Earned Value Management System
CPR – Contract Performance Report
DRD – Data Requirements Description
IBR – Integrated Baseline Review
IMS – Integrated Master Schedule
NFS – NASA Federal Acquisition Regulation Supplement
WBS – Work Breakdown Structure

NASA EVM Implementation Handbook Page B-1
APPENDIX B. SAMPLE SCOPE PARAGRAPHS
The following are recommended statement of work inputs for inclusion in the RFP. For intra-
agency agreements, the term ―supplier‖ may be used in lieu of ―contractor‖ and ―agreement‖ in
lieu of ―contract.‖
Project Management Reviews. The contractor shall conduct Project Management Review
(PMR) meetings at mutually agreed upon dates and locations. During the reviews, the contractor
shall present integrated cost, schedule, and technical performance status. Integrated Product
Team leads or functional managers shall include cost information in discussions of schedule
status, technical performance, and risk using earned value management as an integrating tool.
The following shall be addressed: Cost/schedule trends, significant cost/schedule technical
variances, projected impacts, quantified risk assessments, and corrective action plans. (DRD
PMR)
Contractor Integrated Performance Measurement. The contractor shall establish, maintain,
and use in the performance of this contract, an Earned Value Management System (EVMS). The
correlation and integration of these systems and processes shall provide for early indication of
cost and schedule problems, and their relation to technical achievement. (DRD CPR)
Integrated Master Schedule (IMS). The contractor shall develop and maintain an IMS by
logically networking detailed program activities. The schedule shall contain the planned events
and milestones, accomplishments, criteria, and activities from contract award to the completion
of the requirement. (DRD IMS)
Integrated Baseline Reviews (IBRs). The contractor shall present its performance measurement
baseline plan to the Government within six months after contract award, and subsequently, when
required, following major changes to the baseline. The Government will verify during the IBR,
and follow-on IBRs when required that the contractor has established and maintains a reliable
performance measurement baseline. The contractor will ensure that the baseline includes the
entire contract technical scope of work consistent with contract schedule requirements, and has
adequate resources assigned. The contractor will assure the Government that effective earned
value methods are used to accurately status contract cost, schedule, and technical performance.
The contractor will perform a self-assessment of the cost and schedule risk for the IBR. The IBR
will be used to achieve a mutual understanding of the baseline plan, cost and schedule risk, and
the underlying management processes used for planning and controlling the project.

NASA EVM Implementation Handbook Page C-1
APPENDIX C. NFS EVMS SOLICITATION AND CONTRACT CLAUSES
(Note: Check the NASA FAR Supplement (NFS) for latest version prior to use.)
1852.234-1 Notice of Earned Value Management System.
As prescribed in 1834.203-70(a), insert the following provision:
NOTICE OF EARNED VALUE MANAGEMENT SYSTEM
(NOVEMBER 2006)
(a) The offeror shall provide documentation that its proposed Earned Value Management
System (EVMS) complies with the EVMS guidelines in the American National Standards
Institute (ANSI)/Electronic Industries Alliance (EIA)-748 Standard, Earned Value
Management Systems.
(b) If the offeror proposes to use a system that currently does not meet the requirements of
paragraph (a) of this provision, the offeror shall submit its comprehensive plan for
compliance with the EVMS guidelines to the Government for approval.
(1) The plan shall—
(i) Describe the EVMS the offeror intends to use in performance of the contract:
(ii) Distinguish between the offeror's existing management system and modifications
proposed to meet the EVMS guidelines in ANSI/EIA-748;
(iii) Describe the management system and its application in terms of the EVMS
guidelines;
(iv) Describe the proposed procedure for application of the EVMS requirements to
subcontractors;
(v) Describe how the offeror will ensure EVMS compliance for each subcontractor
subject to the flow-down requirement in paragraph (c) whose EVMS has not been
recognized by the Cognizant Federal Agency as compliant according to paragraph
(a);
(vi) Provide documentation describing the process and results, including Government
participation, of any third-party or self-evaluation of the system’s compliance with
the EVMS guidelines; and
(vii) If the value of the offeror’s proposal, including options, is $50 million or more,
provide a schedule of events leading up to formal validation and Government
acceptance of the Contractor’s EVMS. This schedule should include progress
assistance visits, the first visit occurring no later than 30 days after contract award,
and a compliance review as soon as practicable. The Department of Defense Earned
Value Management Implementation Guide
(https://acc.dau.mil/CommunityBrowser.aspx?id=19557) outlines the requirements
for conducting a progress assistance visit and validation compliance review.

(2) The offeror shall provide information and assistance as required by the Contracting
Officer to support review of the plan.
(3) The Government will review the offeror’s EVMS implementation plan prior to contract
award.
(c) The offeror shall identify in its offer the major subcontractors, or major subcontracted effort
if major subcontractors have not been selected, planned for application of the EVMS
requirement. Prior to contract award, the offeror and NASA shall agree on the
subcontractors, or subcontracted effort, subject to the EVMS requirement.
(d) The offeror shall incorporate its compliance evaluation factors for subcontractors into the
plan required by paragraph (b) of this provision.
(End of provision)
1852.234-2 Earned Value Management System.
As prescribed in 1834.203-70(b) insert the following clause:
EARNED VALUE MANAGEMENT SYSTEM
(NOVEMBER 2006)
(a) In the performance of this contract, the Contractor shall use--
(1) An Earned Value Management System (EVMS) that has been determined by the
Cognizant Federal Agency to be compliant with the EVMS guidelines specified in the
American National Standards Institute (ANSI)/Electronic Industries Alliance (EIA) –
748 Standard, Industry Guidelines for Earned Value Management Systems (current
version at the time of award) to manage this contract; and
(2) Earned Value Management procedures that provide for generation of timely, accurate,
reliable, and traceable information for the Contract Performance Report (CPR) required
by the contract.
(b) If, at the time of award, the Contractor’s EVMS has not been determined by the Cognizant
Federal Agency to be compliant with the EVMS guidelines, or the Contractor does not have
an existing cost/schedule control system that is compliant with the guidelines in the
ANSI/EIA-748 Standard (current version at the time of award), the Contractor shall apply
the system to the contract and shall take timely action to implement its plan to obtain
compliance/validation. The Contractor shall follow and implement the approved
compliance/validation plan in a timely fashion. The Government will conduct a Compliance
Review to assess the contactor’s compliance with its plan, and if the Contractor does not
follow the approved implementation schedule or correct all resulting system deficiencies
identified as a result of the compliance review within a reasonable time, the Contracting
Officer may take remedial action, that may include, but is not limited to, a reduction in fee.
(c) The Government will conduct Integrated Baseline Reviews (IBRs). Such reviews shall be
scheduled and conducted as early as practicable, and if a pre-award IBR has not been
conducted, a post-award IBR should be conducted within 180 calendar days after contract

award, or the exercise of significant contract options, or within 60 calendar days after
distribution of a supplemental agreement that implements a significant funding realignment
or effects a significant change in contractual requirements (e.g., incorporation of major
modifications). The objective of IBRs is for the Government and the Contractor to jointly
assess the Contractor’s baseline to be used for performance measurement to ensure complete
coverage of the statement of work, logical scheduling of the work activities, adequate
resourcing, and identification of inherent risks.
(d) Unless a waiver is granted by the Cognizant Federal Agency, Contractor proposed EVMS
changes require approval of the Cognizant Federal Agency prior to implementation. The
Cognizant Federal Agency shall advise the Contractor of the acceptability of such changes
within 30 calendar days after receipt of the notice of proposed changes from the Contractor.
If the advance approval requirements are waived by the Cognizant Federal Agency, the
Contractor shall disclose EVMS changes to the Cognizant Federal Agency at least 14
calendar days prior to the effective date of implementation.
(e) The Contractor agrees to provide access to all pertinent records and data requested by the
Contracting Officer or a duly authorized representative. Access is to permit Government
surveillance to ensure that the Contractor’s EVMS complies, and continues to comply, with
the EVMS guidelines referenced in paragraph (a) of this clause, and to demonstrate—
(1) Proper implementation of the procedures generating the cost and schedule information
being used to satisfy the contract data requirements;
(2) Continuing application of the accepted company procedures in satisfying the CPR
required by the contract through recurring program/project and contract surveillance;
and
(3) Implementation of any corrective actions identified during the surveillance process.
(f) The Contractor shall be responsible for ensuring that its subcontractors, identified below,
comply with the EVMS requirements of this clause as follows:
(1) For subcontracts with an estimated dollar value of $50M or more, the following
subcontractors shall comply with the requirements of this clause.
(Contracting Officer to insert names of subcontractors or subcontracted effort).
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
(2) For subcontracts with an estimated dollar value of less than $50M, the following
subcontractors shall comply with the requirements of this clause except for the
requirement in paragraph (b), if applicable, to obtain compliance/validation.
(Contracting Officer to insert names of subcontractors or subcontracted effort.)
_______________________________________________________________________
_______________________________________________________________________

_______________________________________________________________________
_______________________________________________________________________
(g) If the contractor identifies a need to deviate from the agreed baseline by working against an
Over Target Baseline (OTB) or Over Target Schedule (OTS), the contractor shall submit to
the Contracting Officer a request for approval to begin implementation of an OTB or OTS.
This request shall include a top-level projection of cost and/or schedule growth, whether or
not performance variances will be retained, and a schedule of implementation for the
reprogramming adjustment. The Government will approve or deny the request within 30
calendar days after receipt of the request. Failure of the Government to respond within this
30-day period constitutes approval of the request. Approval of the deviation request does not
constitute a change, or the basis for a change, to the negotiated cost or price of this contract,
or the estimated cost of any undefinitized contract actions.
(End of clause)
(ALTERNATE I)
(NOVEMBER 2006)
As prescribed in 1834.203-70(b), substitute the following paragraph (b) for paragraph (b) of the
basic clause:
(b) If, at the time of award, the Contractor’s EVMS has not been determined by the Cognizant
Federal Agency to be compliant with the EVMS guidelines, or the Contractor does not have
an existing cost/schedule control system that is compliant with the guidelines in the
ANSI/EIA-748 Standard (current version at the time of ward), the Contractor shall apply the
system to the contract and shall take timely action to implement its plan to be compliant
with the guidelines. The Government will not formally validate/accept the Contractor’s
EVMS with respect to this contract. The use of the Contractor’s EVMS for this contract
does not imply Government acceptance of the Contractor’s EVMS for application to future
contracts. The Government will monitor compliance through routine surveillance.
(End of Clause)

NASA EVM Implementation Handbook Page D-1
APPENDIX D. CONTRACT DATA REQUIREMENTS DESCRIPTIONS
DATA REQUIREMENTS DESCRIPTION (DRD)
1. DPD NO.: XXX ISSUE: Standard 2. DRD NO.:
3. DATA TYPE: 4. DATE REVISED:
5. PAGE:
6. TITLE: Contract Performance Report (CPR)
7. DESCRIPTION/USE: To provide information for: (1) integrating cost and schedule
performance data with technical performance measures, (2) assessing the magnitude and impact
of actual and potential problem areas causing significant cost and schedule variances, and (3)
providing valid, timely project status information to higher management.
8. OPR: 9. DM:
10. DISTRIBUTION: Per Contracting Officer’s letter.
11. INITIAL SUBMISSION: Within 90 days after Authority to Proceed. Format 5: Initial
Contract Performance Report (CPR) shall contain rankings of cost and schedule drivers.
12. SUBMISSION FREQUENCY: Monthly; by the 12th working day following the close of
the prior month accounting period. Updated list of the cost and schedule driver rankings in
Format 5 every 180 calendar days, based on performance to date.
13. REMARKS:
14. INTERRELATIONSHIP: The Financial Management Reports shall include reconciliation
between the 533M/533Q and the CPR, which shall be submitted as an attachment to the
533M/533Q reports and the CPR. The CPR reporting levels and frequency shall be in accordance
with the Contract Work Breakdown Structure DRD and contract provisions.
15. DATA PREPARATION INFORMATION:
15.1 SCOPE: The CPR includes data to measure cost and schedule performance.
15.2 APPLICABLE DOCUMENTS:
DI-MGMT-81466A Data Item Description for Contract Performance Report (available at:
NASA EVM Website, http://evm.nasa.gov/reports.html)
15.3 CONTENTS: The CPR shall include data pertaining to all authorized contract work,
including both priced and unpriced effort that has been authorized at a not-to-exceed amount in
accordance with the Contracting Officer's direction. The CPR shall separate direct and indirect
costs and identify elements of cost for all direct reporting elements. The CPR shall consist of:
(a) Format 1, Work Breakdown Structure (WBS): Format 1 shall provide data to measure cost

and schedule performance by summary level WBS elements, and the hardware, software,
and services NASA is buying.
(b) Format 2, Organizational Categories: Format 2 provides the same data as Format 1, sorted
by the contractor organization. If the contractor is organized by product, Format 2 is
optional. Organizational category reporting shall be to the first level of the program's
organizational structure.
(c) Format 3, Baseline: Format 3 provides the budget baseline plan against which performance
is measured. It is the baseline report used to track all changes to the Performance
Measurement Baseline (PMB). Format 3 shall contain the time-phased budget for two 3-
month periods (columns 10 and 11), two subsequent 12-month periods (columns 12 and 13),
and the remainder of the contract for the last period (column 14).
(d) Format 4, Staffing: Format 4 shall provide manpower staffing forecasts for correlation with
the budget plan and cost estimates and contain the manpower baseline which shall be
updated and submitted whenever the PMB changes. Organizational category reporting shall
be to the first level of the program's organizational structure. Format 4 shall contain baseline
and manpower forecasts for two 3-month periods (columns 10 and 11), two subsequent 12-
month periods (columns 12 and 13), and the remainder of the contract for the last period
(column 14).
(e) Format 5, Explanations and Problem Analyses: Format 5 shall be a narrative report used to
explain significant cost and schedule variances and other identified contract problems.
Subcontractor variance analyses (determined by the prime contractor) and a discussion of
the prime contractor's analysis of the subcontractor's performance shall be provided in
Format 5. In the initial submission of the CPR (Format 5), the contractor shall rank, in
descending order of criticality (i.e., the most critical elements will be at the top of the list
and the least critical will be at the bottom), all reporting level WBS elements anticipated (as
determined by the contractor project manager) to be schedule drivers, and all WBS elements
(in a similar ranking) anticipated to be the cost drivers on the project. The contractor shall
submit an updated list of the rankings every 180 calendar days, based on performance to
date. The Government reserves the right to modify this ranking based on Government
perception of criticality. If the contractor uses "critical path" scheduling techniques,
identification of the critical path by WBS element shall meet the schedule drivers'
requirement. Ranking of the critical path cost drivers shall also be provided. These critical
elements shall reconcile to the Master Schedule submitted to the Government.
(f) Variance Analysis: The Variance Analysis shall be a narrative report addressing the
following:
(1) Reporting elements that equate to 50% of the list of the schedule drivers (i.e., if 20
schedule drivers are listed, the 10 most critical schedule driver variances over $100k
shall be addressed). If there are 10 or less schedule driver variances, all variances over
$100k shall be addressed.
(2) Reporting elements that comprise the top 50% of the cost drivers (i.e., if 20 cost drivers
are listed, the top 10 most critical cost driver variances over $100K). If there are 10 or
less cost driver variances, all cost variances over $100K shall be addressed.
(3) Impact to the contract Estimate-at-Complete (EAC) for all cost and schedule driver

variances addressed.
(4) Explanation for all variances at completion over $500K.
(5) Corrective Action Plan, as applicable.
(g) Subcontractor CPRs: All subcontractor performance data will be integrated into the Prime’s
CPR. Additionally, the subcontractor CPRs shall be submitted as an attachment to the
Prime’s CPR.
15.4 FORMAT: CPR formats shall be completed according to the instructions outlined in DI-
MGMT-81466A and the following forms: Format 1 (DD Form 2734/1); Format 2 (DD Form
2734/2); Format 3 (DD Form 2734/3); Format 4 (DD Form 2734/4); and Format 5 (DD Form
2734/5). Images of the CPR forms are located at http://evm.nasa.gov/reports.html. Contractor
format shall be substituted for CPR formats whenever they contain all the required data elements
at the specified reporting levels in a form suitable for NASA management use. The CPR shall be
submitted electronically using the American National Standards Institute (ANSI) X12 standards
(transaction sets 839) or XML using WINST.DTD format (format can be found at
http://evm.nasa.gov/reports.html or the UN/EDIFACT standard (PROCST message) and
followed up with a signed paper copy. Structures and Units from the EVM engine should be
configured as stated below for a basic set-up.
Structures:
WBS Work Breakdown Structure
OBS Organization Breakdown Structure
IPT Integrated Product Team
Units: Dollars, Hours, EQP

NASA EVM Implementation Handbook Page E-1
APPENDIX E. REPORTING FOR CONTRACTS WITH NO EARNED VALUE MANAGEMENT (EVM)
REQUIREMENTS
A Guide for Obtaining Data to Support Project-Level EVM Analysis and Reporting
1. Introduction
NASA policy requires the implementation of EVM on projects that meet established parameters
and thresholds. In some cases, EVM is applicable to a project but not to a contract. Some
examples of this include steady state or Level of Effort (LOE) support contracts, contracts that
do not meet the established thresholds for EVM application, Firm Fixed Price (FFP) contracts,
and others. This guide will discuss the different data elements required to support project-level
EVM analysis and reporting and provide options for obtaining that information on non-EVM
contracts.
It is important to note, that for these recommendations to work, it is necessary to plan for the
implementation of EVM early in both the total project planning and the procurement process. It
may be more challenging if contracts are owned by another organization, so it is critical to share
this strategy with project managers and procurement organizations. Also, when developing
requirements to support EVM, be sure to review the other Data Requirements Descriptions
(DRDs) on the contract for commonality. It is possible that the data requested in other DRDs will
provide data needed to support EVM planning and analysis as is or with minimal changes
required.
2. Data Elements to Support Project-Level EVM Analysis & Reporting
EVM represents the integration of cost, schedule, and technical data to provide an assessment of
project performance and health. Actual cost data, cost plans (including changes to those plans),
forecasts, work status, and variance explanations are the pieces of information required to
conduct EVM planning and analysis. The Work Breakdown Structure (WBS) serves as a
common framework for cost, schedule, and technical planning. For this reason the WBS DRD
plays a key role in the integration of cost, schedule, and technical data so all reporting
instructions must ensure reporting in accordance with the WBS. For example, the WBS used in
cost reporting must align with the WBS for schedule reporting.
There are several options for obtaining the data that will be based largely on factors such as the
size of the contract, the type of work, and the NASA Project Manager’s needs for insight.
Several sample contract wording and DRDs are provided that describe the basic elements needed
to support EVM planning, analysis, and reporting. The content and format can be tailored to
support each project’s unique needs.
3. Actual Cost Data
Monthly actual cost data by WBS are needed to support EVM planning and analysis and serve as
the source for Actual Cost of Work Performed (ACWP) or Actual Cost (AC). There are various
methods, both formal and informal, that can be used to obtain cost data.
If a NASA Form (NF) 533 is required on a contract, it will serve as the source for actual cost
data. See NASA Procedural Requirements (NPR) 9501.1 NASA Contractor Financial

Management Reporting System for instructions on preparing an NF 533 DRD. It is important to
ensure that the language in the NF 533 DRD or the Performance Work Statement (PWS) allow
for flexibility in the reporting structure. Some examples include:
 ―Provisions shall be made to allow costs to be collected by government provided cost
allocation as well as by special projects or activities.‖
 ―Further breakdown may be required for funding codes and customers which will be
reflected in the work order report and in scheduled monthly reviews.‖
If an NF 533 will not be required on the contract, or cannot support detailed cost collection, other
methodologies must be employed to ensure availability of monthly actual costs. One method is
to use a separate DRD for contractor reporting of actual cost. This can be in any electronic
format required for integration with the project management tool, but must be done on a monthly
basis. A project utilizing a specific software tool to load actual cost data will want to specify a
reporting format in a DRD that format will allow for automatic upload of data into the tool. A
sample DRD entitled Actual Cost Data in Support of Project-Level Earned Value Management
(EVM) Planning and Analysis is shown in Figure 1. Projects can use this DRD to collect data
and tailor based on their specific reporting needs. For example, a column can be added to the
format to require reporting of both Work Year Equivalents (WYEs) and hours.
For Firm Fixed Price Contracts that will not receive an NF 533, the best approach for obtaining
actual cost data is when payments are made based on established milestones. This ensures that
actual cost align with the work accomplished. If billing does not coincide with work
accomplished, actual costs can be estimated based on an assessment of work accomplished
through schedule status, weekly meetings, or other interactions with the contractor.
Another option for obtaining contractor cost data is to request access to the contractor’s financial
data. If this methodology is employed, the contract performance work statement must specify
this requirement if this will be the route for obtaining actual cost information. For example, ―The
contractor shall provide an automated, network accessible, ad hoc query capability to permit
specific Government users, as identified by the Contracting Officer, access to determine the cost,
schedule, and status of work at the level of detail reported in individual work orders, specific
customers, unique projects, WBS, and NASA Form (NF) 533 reports.‖
4. Cost Plans and Forecasts
Cost plans are needed to support the project-level Performance Measurement Baseline (PMB)
and serve as the basis for Budget Cost for Work Performed (BCWP) or Earned Value (EV).
Forecasts are needed to support the development of the project-level Estimate at Complete
(EAC). This data can be formally requested as a monthly deliverable from the contractor or can
be developed by the project manager (PM) and Project Office.
In cases where a contract is small or just providing WYEs in support of a larger NASA task, the
PM may want to develop cost plans and forecasts internally, with support from the contractor. It
is important that any rate updates be submitted to NASA to ensure cost plans and forecasts are
developed utilizing the latest information when updating the cost plan or the Estimate At
Completion (EAC). Figure 2 entitled Direct and Indirect Rates DRD can be used to request rate
information from a contractor. The NASA PM must specify the basis for the rate, for example
hourly or annualized rates. Note that rate information DRD is not necessary if the contractor is

providing the cost plan as a deliverable or if the contract or the contracting officer can provide
the rate information.
In cases where the contracts are larger, or perhaps when the contractor generates this data
internally, the NASA PM may want to formally request the data from the contractor in a DRD.
Two similar DRDs have been developed, one for capturing cost plan data and the other for
capturing forecast data. Figure 3 entitled Time-Phased Cost Plans in Support of Project-Level
Earned Value Management (EVM) Planning and Analysis provides a format that can be tailored
to collect cost plans in PM specified units, e.g. WYEs, hours, and/or dollars. Note that when
changes are requested, it is important that estimates be time-phased monthly by customer-
specified WBS. Figure 4, entitled Time-Phased Cost Forecast in Support of Project-Level Earned
Value Management (EVM) Planning and Analysis can be tailored to a project’s needs for
forecasting. It is standard that comprehensive forecasts be conducted on an annual basis, and this
format can be used to support that process.
5. Status of Work Accomplished
Several methods can be employed to status work accomplished that serves as the basis for the
Budgeted Cost for Work Performed (BCWP) or Earned Value (EV). The most preferred way to
obtain status of work accomplished is from an Integrated Master Schedule (IMS) that is current
and delivered on a monthly basis. See NASA’s Schedule Management Handbook for a sample
IMS DRD. It is important that the WBS used for the IMS is the same that is used for cost actual,
plan, forecast, and variance explanation reporting.
If the contract will not include a requirement for an IMS deliverable, other options can be
employed to obtain status. First, the status can be obtained through regularly scheduled meetings
with the contractor. If this route is selected, be sure to include language in the contract’s
performance work statement requiring the contractor to provide a status of work accomplished
for each WBS specified for reporting. These status reviews must occur at least monthly and
provide an assessment of work accomplished on tasks using objective measures and exit criteria.
The status will be in the form of percentage complete, and the NASA team will verify accuracy
of the status and make adjustments as required.
Another option is to request from the contractor a status of work accomplished for each WBS
specified for reporting. The status must be based on objective measures and exit criteria. The
status takes a percent complete format that is then dollarized by multiplying that percent
complete by the WBS element total budget. A sample DRD entitled Measurement of Work
Accomplishment Status in Support of Project-Level Earned Value Management (EVM) Planning
and Analysis is shown in Figure 5.
Another method for obtaining status is by asking the contractor to use a cost weighted milestone
methodology to provide a dollarized status of the work accomplished each month. This requires
that each sub-task be broken down into monthly cost weighted milestones that represent a
portion of the total sub-task budget. It is important that the sum of all cost weighted milestones
must equal 100% of the planned subtask budget. On a monthly basis, a report will be generated
which captures the ―dollarized‖ planned accomplishments compared to the actual
accomplishments. Ideally, these milestones will align with those established for payment, such
that actuals will align with work achievement. If not, actual cost will have to be estimated. A
sample DRD entitled Cost Weighted Milestone Methodology in Support of Project-Level Earned
Value Management (EVM) Planning and Analysis is included for reference in Figure 6. Note

that using this DRD also provides the Budgeted Cost for Work Scheduled (BCWS) or Planned
Value (PV); therefore a separate Cost Plan DRD is not required in this case.
6. Variance Explanations
Explanations of cost, schedule, and at complete variances are also required for EVM planning
and analysis. This data can be formally requested from the contractor on a monthly basis, or it
may be discussed at Monthly Status Reviews.
If the contract will not require formal submittal of variance explanations, the contractor can
present variance data at the Monthly Status Review (MSR). A sample DRD entitled Monthly
Status Reviews (MSRs) in Support of Project-Level Earned Value Management (EVM) Planning
and Analysis is attached in Figure 7. This DRD can stand alone or be combined with a DRD for
Monthly Status Reviews where other information is required to be presented by the contractor. In
most cases, contracts will require a monthly status review and a separate DRD will not be
required.
The variance explanation data can be a formal report prepared and submitted by the contractor
on a monthly basis. If this is the requirement, a DRD will need to be inserted into the contract. A
sample DRD entitled Variance Explanations in Support of Project-Level Earned Value
Management (EVM) Planning and Analysis is attached for review in Figure 8. The project must
specify a variance threshold for reporting of variances, noting that these thresholds can differ by
reportable WBS. The project must also determine whether monthly and cumulative explanations
will be required. Note that different thresholds can be used for the types of variance
(cost/schedule/at complete), current versus cumulative, and even by WBS element. Note that
formal variance analysis reporting may be too time-consuming and expensive for smaller
contracts.
7. Summary
The table below summarizes some of the options for obtaining the information needed to support
earned value planning and analysis.
Element: Actual Cost Cost Plans Forecast Work Status
Variance
Explanation
Source For: ACWP (AC) BCWS (PV)
BAC
EAC
ETC
BCWP (EV) Analysis
Options: NF 533
DRD
(Figure 1)
Contractor
System
Access
Estimates
Developed by
NASA PM
DRD
(Figure 3)
Developed
by NASA
PM
DRD
(Figure 4)
IMS Status
Meetings
DRD
(Figures 5 &
6)
Status
Meetings DRD
(Figure 7)
Formal
Reporting
DRD
(Figure 8)
The options selected for obtaining the necessary data elements will depend on several factors
including contract type, value, and the NASA PM’s needs. For example, firm fixed price
contracts usually provide a payment plan that can be used for planning, actual and earned data.
The COTR or contracting officer should be able to provide variance data on these contracts.
Small cost plus contracts are a little more complicated and require additional DRD data from the
contractor. A cost plan, an IMS, 533 actual cost reporting and monthly status meetings for the

variance data may be required. Support contracts are usually managed by a Project Control
Account Manager (P-CAM), so the planning and status is often maintained in the project IMS.
Figure 1. Sample Data Requirements Description (DRD)
TITLE: Actual Cost Data in Support of Project-Level Earned Value Management (EVM)
Planning and Analysis
DESCRIPTION/USE: To provide information for: (1) collecting and assessing actual costs , (2)
supporting project analysis, (3) and providing valid, timely project status information to higher
management.
PRIMARY RESPONSIBILITY: Center EVM Focal Point
DISTRIBUTION: Per Contracting Officer’s letter
INITIAL SUBMISSION: 30 days after Authorization to Proceed
SUBMISSION FREQUENCY: Monthly; 12 working days after close of accounting month
REMARKS: This DRD will be used when the contractor is performing work in support of a
NASA project that is using Earned Value Management.
INTERRELATIONSHIP: The actual cost received in this format must reconcile with the
NASA Form 533 and come from the contractor’s internal accounting system. The reporting
structure for the actual costs aligns with the Work Breakdown Structure (WBS) elements
specified for reporting.
DATA PREPARATION INFORMATION:
SCOPE: This report will be used as the basis for integration of project cost, schedule, and
technical data to support project-level EVM planning and analysis.
APPLICABLE DOCUMENTS: NASA Form 533 M and Q, Work Breakdown Structure
(WBS)
CONTENTS: Include the beginning and end dates of the accounting month for which the actual
costs and hours were consumed. Include the name of the contract and the associated work order,
task order, job order, or other unique project identifier. Provide cost information, hours and or
WYEs consumed by the specified WBS.
Beginning of Period:
End of Period:
Contract Name:
Work/Task/Job Order #:

WBS # WBS Description Hours/WYEs Actual Cost
123456.01 Project Management
123456.02 Systems Engineering
123456.03 Safety & Mission Assurance
123456.04 Science/Technology
123456.05 Payloads
123456.06 Spacecraft
123456.07 Mission Operations
123456.08 Launch Vehicle/Services
123456.09 Ground Systems
123456.10 Systems Integration &
Testing
123456.11 Education & Public
Outreach
TOTAL
FORMAT: Electronic versions shall be compatible with Microsoft Excel. Contractor formats
that provide all required data are acceptable.
UNITS: [NASA Project Manager must specify the units needed, such as hours, WYEs, dollars,
etc.]
MAINTENANCE: None required

TITLE: Direct and Indirect Rates
DESCRIPTION/USE: To provide information for: (1) developing and maintaining a project
Performance Measurement Baseline (PMB) and Estimate At Complete (EAC) forecast, (2)
supporting project analysis, (3) and providing valid, timely project status information to higher
management.
SUBMISSION FREQUENCY: Quarterly
INTERRELATIONSHIP: The rates must reconcile back to other deliverables supporting
NASA’s Program, Planning, Budget, and Execution (PPBE) process and other DRDs in support
of project-level EVM planning and analysis.
APPLICABLE DOCUMENTS: Work Breakdown Structure (WBS) Data Requirements
Description (DRD), NASA Form 533M and Q, Other Budget and Operating Plan DRDs
CONTENTS: For each of the elements below, provide the rates escalated by year for the life of
the contract:
Direct Rates (prime and subcontractors):
Indirect Rates:
Fringes - all pools:
G&A Rate:
Overhead Rate:
UNITS: [NASA Project Manager must specify the basis for the rate, for example hourly or
annualized rates.]

TITLE: Time-Phased Cost Plans in Support of Project-Level Earned Value Management (EVM)
Performance Measurement Baseline (PMB), (2) supporting project analysis, (3) and providing
valid, timely project status information to higher management.
INTERRELATIONSHIP: The reporting structure for the cost plans align with the Work
Breakdown Structure. The cost plans must reconcile back to other deliverables supporting
NASA’s Program, Planning, Budget, and Execution (PPBE) process.
Description (DRD), NASA Form (NF) 533 M and Q, Other Budget and Operating Plan DRDs
CONTENTS: Define the beginning and end dates of the period for the current month. Include
the name of the contract and the associated work order, task order, job order, or other unique
project identifier. Plans must be time-phased by month and by customer-specified Work
Breakdown Structure (WBS) and include all authorized work scope. Specify the month and year
in each column. Provide a description of any authorized changes to the cost plans from the
previous month that exceed +/- [NASA Project Manager specified threshold(s)] of the total cost
plan for each WBS element specified for reporting. Authorized changes include allocation of
management reserve, changes to time-phasing due to internal replanning or formal
reprogramming, contract changes, rephasing of budgets, etc. Note that pure cost growth for in-
scope work is reflected as a change to the forecast, not as a cost plan change. Include the reason
for the change, impacts to current activities, impacts to overall cost and schedule, and any
corrective actions required.
End of Period:
Contract Name:

WBS # WBS Description
Current
Month
Current
Month
+ 1
Current
Month
+ 2
Current
Month
+ 3
Current
Month
+ 4
Current
Month
+ n Total
123456.01 Project
Management
123456.02 Systems
Engineering
123456.03 Safety & Mission
Assurance
123456.05 Payloads
123456.08 Launch
Vehicle/Services
123456.10 Systems Integration
& Testing
Outreach
TOTAL
UNITS: [NASA Project Manager must specify units, e.g. hours, WYEs, or dollars]

TITLE: Time-Phased Cost Forecast in Support of Project-Level Earned Value Management
(EVM) Planning and Analysis
Performance Measurement Baseline (PMB), (2) supporting project analysis, (3) and providing
valid, timely project status information to higher management.
SUBMISSION FREQUENCY: Monthly; 12 working days after close of accounting month.
Comprehensive forecast annually to coincide with NASA’s Program, Planning, Budget, and
Execution (PPBE) process.
NASA’s PPBE process.
Description (DRD), NASA Form 533M and Q, Other Budget and Operating Plan DRDs
CONTENTS: Define the beginning and end dates of the period for the current month. Include
the name of the contract and the associated work order, task order, job order, or other unique
project identifier. Forecasts must be time-phased by month and by customer-specified Work
Breakdown Structure (WBS) and include all authorized work scope. Specify the month in each
column and expand the format as necessary to capture all authorized work scope. Provide a
description of any changes to the estimate from the previous month that exceed +/- [NASA
Project Manager specified threshold(s)] of the total cost forecast for each WBS element specified
for reporting. Include the reason for the change, impacts to current activities, and impacts to
overall cost and schedule.
End of Period:
Contract Name:

Current
Month
Current
Month
+ 1
Current
Month
+ 2
Current
Month
+ 3
Current
Month
+ 4
Current
Month
+ n Total
123456.01 Project
Management
123456.02 Systems
Engineering
Assurance
123456.05 Payloads
123456.08 Launch
Vehicle/Services
& Testing
Outreach
TOTAL

TITLE: Measurement of Work Accomplishment Status in Support of Project-Level Earned
Value Management (EVM) Planning and Analysis
DESCRIPTION/USE: To provide information for: (1) supporting project analysis and (2) and
NASA’s Program, Planning, Budget, and Execution (PPBE) process. The
Description (DRD) and Monthly Status Review DRDs
CONTENTS: Include the contract name and work/task/job order number (or other unique
project identifier) associated with the report. The contractor will provide a current month and
cumulative since inception dollarized status of work accomplished by each WBS item specified
for reporting. Cumulative status of tasks is represented by a percent complete assessment based
on objective measures and exit criteria. The status is then dollarized by multiplying the percent
complete status by the total budget for each WBS specified for reporting in the WBS DRD. To
calculate a dollarized current month status, subtract last month’s cumulative by this month’s.
End of Period:
Contract Name:

Total
Budget
($K)
Current Month
Cumulative Since
Inception
%
Complete
Dollarized
Status ($K)
%
Complete
Dollarized
Status ($K)
123456.01 Project
Management
200 20 40 50 100
123456.02 Systems
Engineering
Assurance
123456.05 Payloads
123456.08 Launch
Vehicle/Services
& Testing
Outreach
UNITS: [NASA Project Manager must specify the units needed, such as hours, WYEs, dollars,
etc.]
MAINTENANCE: None required.

TITLE: Cost Weighted Milestone Methodology in Support of Project-Level Earned Value
Management (EVM) Planning and Analysis
DESCRIPTION/USE: To provide information for: (1) supporting project analysis, (2) assessing
progress and (3) and providing valid, timely project status information to higher management.
NASA’s Program, Planning, Budget, and Execution (PPBE) process.
Description (DRD)
CONTENTS: The contractor will use a cost weighted milestone methodology to provide a
dollarized status of the work accomplished each month. This requires that each sub-task be
broken down into monthly cost weighted milestones that represent a portion of the total sub-task
budget. It is important that the sum of all cost weighted milestones must equal 100% of the
planned subtask budget. On a monthly basis, a report will be generated which captures the
―dollarized‖ planned accomplishments compared to the actual accomplishments.
On a monthly basis, determine, document and update the status of each of the scheduled
milestone accomplishments for the month and make a definitive determination as to whether or
not the effort is completed. Each milestone or task will use a 0/100 performance measurement
methodology where performance is not earned until the milestone or task is completely finished.
This will aid in achieving objectivity where progress and cost is concerned. An example of the
process is outlined below.

15 205 10
15205
JAN FEB MAR APR
25 10
3520
10 1010
20 35
4050
Step 2
Define and Cost
Weight Milestones
in Sub-Tasks
Step 4
Report on Cost,
Schedule and
Performance
Using 0/100 Technique
75Earned 100 55 125
85 1057590
Step 3
Develop Monthly
Budgets that Align
with Schedule
20 155
JAN FEB MAR APR
85 1057590
25 10
3520
10 1010
20 35
20515 10
4050
Budget
1
2
6
7
3
4
5
Step 1
Develop and “Dollarize”
the Schedule based on
the Sub-tasks
JAN FEB APRMAR
30
90
55
50
40
55
35
JAN FEB APRMAR
25 10
105 2015
3520
5 20
101010
4050
20 35
15
Total = $ 355
= 35
= 50
55 =
= 30
40 =
90 =
55 =
Total = $ 355
Variance (10) 10 (20) 20

TITLE: Monthly Status Reviews (MSRs) in Support of Project-Level Earned Value
Management (EVM) Planning and Analysis
INTERRELATIONSHIP: The reporting structure aligns with the Work Breakdown Structure.
The cost plans must reconcile back to other deliverables supporting NASA’s Program, Planning,
Budget, and Execution (PPBE) process. The
Description (DRD), NASA Form 533M and Q, Other Budget and Operating Plan DRDs, Other
Monthly Status Reviews DRDs
CONTENTS: The contractor will conduct a Monthly Status Review (MSR) with NASA to
include the following information:
Comparison of the dollarized work accomplished to the cost plan for each WBS specified for
reporting in the WBS DRD (both cumulatively since inception and current month). This
represents the schedule variance.
Comparison of the dollarized work accomplished to the actual cost incurred to accomplish that
work (both cumulatively since inception and current month). This represents the cost variance.
Comparison of the Budget At Complete (BAC) to the latest forecasted Estimate At Complete
(EAC). This represents the Variance At Complete (VAC).
Explanation of variances that exceed +/- [NASA Project Manager specified threshold(s)] must be
explained and include the reason for the variance, the impact to the immediate task and overall
cost and schedule at completion (if none, explain why), and any corrective actions that will be
undertaken to recover.

TITLE: Variance Explanations in Support of Project-Level Earned Value Management (EVM)
INTERRELATIONSHIP: The reporting structure aligns with the Work Breakdown Structure.
The cost plans must reconcile back to other deliverables supporting NASA’s Program, Planning,
Budget, and Execution (PPBE) process.
Description (DRD), NASA Form 533M and Q, Other Budget and Operating Plan DRDs,
Monthly Status Reviews DRDs
CONTENTS: The contractor will provide variance explanations on a monthly basis for all
variances that exceed +/- [NASA Project Manager specified threshold(s)] on a [NASA Project
Manager specified current and/or cumulative basis]. For each WBS specified for reporting,
provide the following information:
WBS number and Description:
Type and Magnitude of Variance. For type, select from the following:
Schedule Variance: Comparison of the dollarized work accomplished to the cost plan for each
WBS specified for reporting in the WBS DRD (both cumulatively since inception and current
month).
Cost Variance: Comparison of the dollarized work accomplished to the actual cost incurred to
accomplish that work (both cumulatively since inception and current month).
Variance At Complete (VAC): Comparison of the Budget At Complete (BAC) to the latest
forecasted Estimate At Complete (EAC).
Effect on the immediate task
Effect on the overall contract
Corrective actions taken or planned

NASA EVM Implementation Handbook Page F-1
APPENDIX F. SAMPLE EVM STATUS REPORT
SCHEDULE PERFORMANCE Y 6
COST PERFORMANCE Y 6
TO MEET BUDGET AT COMPLETION (BAC) R 6
TO MEET CONTRACTOR'S LATEST REVISED
ESTIMATE (LRE) R 5
January 2008
Performance Indicator Key At Completion Indicator Key
Worse than -10% R TCPI > CPI by more than 5%
Between -10% and -5% Y TCPI > CPI by less than 5%
Better than -5% G TCPI < CPI
Change Threshold = 5%
$$ in Thousands BCWS BCWP Funding Status
Current Pd. 1,645 1,509 -136.2 -8.3% Y 6 -197.8 -13.1% R 6 $$ in Millions
Cumulative 7,279 6,851 -427.8 -5.9% Y 6 -499.0 -7.3% Y 6
NASA Ktr.
BAC 20,796 5
EAC 22,480 20,761 6
VAC 35 6
EAC Forecast Min. Max SPI Current 0.92 6
22,022 23,385 Cumulative 0.94 6
22,480 CPI Current 0.88 6
Cumulative 0.93 6
Percent Scheduled 35.0 %
Percent Complete 32.9 % 3 Mo. Avg CPI 0.95
Percent Spent 35.3 % 6 Mo. Avg CPI 0.92
3 Mo. Avg Spend Rate 1,441 (7%) To Compl Perf Index (TCPI) BAC 1.04 5
6 Mo. Avg Spend Rate 1,067 (5%) To Compl Perf Index (TCPI) LRE 1.04 6
1,707
7,350
January 2008
Dollars in Thousands
ACWP Schedule Variance Cost Variance
20.4
20.8
20.8
22.0
23.4
PMB
PMB+MR
LRE
R Worse than -10% G Better than -5%
Y Between -10% and -5% Change Threshold = 5%
Variance Status Indicator Key
EVM Quick-Look Report

Cost/Schedule Variance Trends
WBS Description SPI SV CV
1 3200 COMMUNICATIONS R 5 R 6 G 1 0.78 (203) (131)
2 3700 DATA DISPLAY R 5 G 1 G 1 0.59 (113) 0
3 3300 AUX EQUIP R 6 G 6 G 6 0.88 (93) 78
4 3100 SENSORS Y 5 G 6 G 1 0.91 (37) (11)
5 2100 PROJ MANAGEMENT G 5 Y 1 G 1 0.96 (12) (17)
Top Schedule Variances
SV CV VAC
WBS Description CPI SV CV
1 3600 PCC G 6 R 5 G 1 0.85 (11) (296)
3 2200 SYS ENGINEERING G 1 R 6 G 1 0.90 6 (26)
4 3800 I & A G 6 G 6 G 1 0.96 83 (24)
5 2300 FUNC INTEGRA G 6 Y 6 Y 1 0.95 (8) (17)
SV CV VAC
Top Cost Variances
WBS Description CPI SV CV
2 3600 PCC G 6 R 5 G 1 0.85 (11) (296)
3
4
5
Top LRE Issues
SV CV VAC
Cumulative to Date Dollars
Top Issues Summary
• The Cost/Schedule Variance Chart
graphically depicts the cost and
schedule variances in percentages, and
provides the associated values in
dollars (in thousands).
• Currently, the contractor has an
unfavorable schedule variance of -
427.8 (-5.9%) and an unfavorable cost
variance of -499.0 (-7.3%)
• The Budget at Completion (BAC) is
20,796 and the effort is 33% complete.
• The contractor's Latest Revised
Estimate (LRE), which depicts their
Estimate at Completion (EAC), is
20,761, which is 35 less than the BAC.
-30.0
-25.0
-20.0
-15.0
-10.0
-5.0
0.0
5.0
10.0
15.0
2007
APR MAY JUN JUL AUG SEP OCT NOV DEC
2008
JAN
-Cost/Schedule Variance-
MEGA HERZ ELEC & VEN F04695-07-C-0050 FPI RDPR Name:MOH-2 Element:1000
Cost Var -7.28-5.64-12.24-10.391.13-7.92-1.29-0.384.8613.01
Schd Var -5.88-5.18-9.788.94-0.67-2.76-5.38-8.78-28.410.00

Estimate at Completion Comparison
To Complete Performance Index (TCPI)
• The LRE Validity Chart compares the
contractor's Latest Revised Estimate (LRE)
to several statistically derived values for
the Estimate at Completion (EAC). The
LRE and EAC are terms that are often used
interchangeably, representing the
estimate of the total direct charges
against the contract. The LRE should be
somewhere within the range of the
calculated values.
• Currently, MOH-2 - Mohawk Vehicle LRE
of 20,761 is 35 less than the BAC
• The LRE appears to be below the range of
the statistically derived values.
• Since the LRE falls outside the range of
15.0
16.0
17.0
18.0
19.0
20.0
21.0
22.0
23.0
2007
2008
JAN
EAC Validity
LRE 20.7619.3917.2517.0717.0717.0716.9516.9516.9516.95
BAC 20.8020.0817.8017.2017.2017.2017.2017.2017.2017.20
3 Mo Avg 22.0221.9220.3319.6716.9419.0117.7817.2716.3714.97
6 Mo Avg 22.4421.2920.1519.1517.0118.5717.4317.2716.3714.97
Cum CPI 22.3121.2119.9818.9917.0118.5717.4317.2716.3714.97
Cost Schd 22.2421.2019.8817.5217.1418.1617.7818.0119.4316.00
Dod Std 23.3922.1521.8717.8317.1119.0518.3618.8822.7714.97
• The To-Complete Performance Index
(TCPI) chart illustrates the efficiency rate
that the contractor must accomplish to
meet the BAC or LRE, based on the
contractor's performance to date.
• To date, the cost performance efficiency
has been 0.932. In other words, for each
dollar spent, the contractor has
accomplished $0.93 worth of the work
budgeted.
• To meet the BAC, the contractor must
accomplish $1.04 of work for each dollar
spent.
• Given the performance to date, it does
not seem likely that the contractor will
be able to meet the BAC.
• To meet the LRE, the contractor must
accomplish $1.04 of work for each dollar
spent.
• Given the performance to date, it does
not seem likely that the contractor will
be able to meet the LRE.
0.700
0.750
0.800
0.850
0.900
0.950
1.000
1.050
1.100
1.150
1.200
2007
2008
JAN
-TCPI Index-
CPI Cum 0.9320.9470.8910.9061.0110.9270.9870.9961.0511.150
SPI Cum 0.9410.9480.9021.0890.9930.9720.9460.9120.7161.000
TCPI-BAC 1.0371.0211.0341.0200.9981.0071.0011.0000.9990.999
TCPI-LRE 1.0401.0721.0781.0301.0081.0161.0161.0151.0141.014

NASA EVM Implementation Handbook Page G-1
APPENDIX G. EVMS ACCEPTANCE PROCESS
1.1 Overview
The EVMS acceptance process applies to those NASA suppliers that require EVMS compliance
and acceptance when the supplier does not have a current EVMS validation. The OMB and
NASA recognize the DCMA acceptance of contractor EVMS compliance. NASA employs
DCMA for the contractor EVMS acceptance process. NASA has a Memorandum of
Understanding (MOU) with DCMA (located at http://evm.nasa.gov/mou.html) that assigns
responsibility for the validation and surveillance of a contractor’s EVMS to DCMA. An
overview of NASA’s approach for validating a contractor’s EVMS is shown in Figure G.1-1. A
more detailed description of this process is provided in the NASA Acceptance and Surveillance
Implementation Instructions and Job Aids, the Department of Defense Earned Value
Management Implementation Guide (EVMIG) and the NDIA PMSC Earned Value Management
System Acceptance Guide located at
http://www.ndia.org/Divisions/Divisions/Procurement/Pages/Program_Management_Systems_C
ommittee.aspx.
For those suppliers that DCMA is not delegated acceptance authority such as civilian agencies,
universities, not for profits, etc. NASA will serve as the acceptance authority. The OCE will
assign the Compliance Evaluation Team Lead with support of the program/project managers
and/or Mission Directorate. The acceptance process will follow the same steps as the DCMA led
compliance reviews.
Figure G.1-1 Contractor EVMS Acceptance Process Overview
Process
Steps
Planning
Design &
Implementation
Review Assessment Acceptance
Acceptance
Authority
(DCMA)
Compliance
Evaluation
Review
(CER)
Team
NASA
Project
Office/CO
EVM
System
Owner/User
(Contractor)
Develop
Surveillance &
System Revision
Procedure
Submit
CER
Report
Implement
Surveillance &
System Revision
Procedure
Conduct
Progress
Assessment
Review
(PAR)/
Conduct
CER
Establish
EVMS Policy/
System
Accept
NASA
EVMS
Delegation
Issue
Compliance
Recognition
Document
Issue
DCMA
EVMS
Delegation
Execute
approved EVMS
Plan/Project
Prepare
EVMS
CER Plan
Monitor
EVMS
Progress/
CER
Readiness
Comments on
CER Report
Prepare
CER
Report
Demonstrate
Knowledge and Use
of EVMS during
PAR and CER
Conduct Self
Assessment
Review
No Yes
Accept

2.1 Roles and Responsibilities
The roles and responsibilities are summarized below.
 Defense Contract Management Agency (DCMA) serves as the ―Acceptance Authority‖
DCMA is the DOD Executive Agent for EVM and Contractor EVMS Compliance with
ANSI/EIA-748
o Assigns the Review Director for the Compliance Evaluation Review (CER)
o Issues Compliance Recognition Document (e.g. Advance Agreement or other
document) with contractor once EVMS is accepted
 The CER Team is led by the DCMA Review Director who
o Establishes team comprised of DCMA EVMS support and Defense Contract Audit
Agency (DCAA) if applicable; applicable NASA Center EVMFP and/or Mission
Directorate EVMFP; NASA Project Office; NASA EVMFP; and NASA support
contractor EVM/Schedule Subject Matter Experts
o Plans review approach/requirements with Contractor and NASA Project Office
o Conducts the review and documents compliance
 The NASA Project Office and Contracting Officer (CO) serve as the ―customer‖ for the
contractor
o Ensures EVMS requirement (NFS EVMS, reporting, etc.) is incorporated into the
solicitation/contract
o Delegates EVMS system acceptance and surveillance to DCMA
o Participates in the CER
o Documents approved EVMS in the contract per the NFS EVMS clause
 EVM System Owner is the contractor with the EVMS requirement
o Develops and maintains EVMS Implementation Plan
o Establishes and implements the EVMS (policies, processes, resources, tools, training)
o Supports the CER team during the system acceptance process
o Demonstrates EVMS compliance with the ANSI/EIA-748
3.1 Contractor EVMS Acceptance Approach
3.1.1 Planning
Prior to contract award, the NASA CO with assistance from the Source Evaluation Board, the
EVMFP and DCMA (if required), reviews the contractor proposed EVMS Implementation Plan
required to be submitted with the proposal. Once the contract is awarded, the contractor
executes the EVMS Implementation Plan. The CO for the NASA Project Office delegates
EVMS system acceptance and surveillance to DCMA. The DCMA will assign the Review
Director who will prepare the CER plan jointly with the contractor and the NASA Project Office.
This plan will address the applicable interim reviews such as the contractor Self-Assessment
Review, Progress Assessment Review (s) and the CER.
The primary products from this step include the contractor EVMS Implementation Plan, the CO
delegation letter to DCMA and the initial CER Plan.

If the NASA Project Office and CO do not delegate system acceptance and surveillance to
DCMA (may not be appropriate for universities, government agencies, etc.) or DCMA is unable
to accept the delegation, then the Project Manager is responsible for conducting the review and
requesting the assistance of the Center EVMFP.
3.1.2 Design and Implementation
The contractor executes the EVMS Implementation Plan which includes the schedule with
resources assigned to ensure proper and effective design, documentation, implementation, and
maintenance of the management system that complies with ANSI/EIA-748. The contractor
establishes EVM policy followed by the development and implementation of an EVMS. There
are several approaches to documenting the processes involved in the structure of an EVMS. A
typical approach is a single document referred to as a ―system description‖ that describes how
the program management processes and procedures meet the intent of ANSI/EIA-748.
Implementation of the EVMS occurs during the system design and documentation process. As
the processes are implemented, feedback on the effectiveness and accuracy of system
documentation and procedures is important to ensure that needed improvements are incorporated
in a timely manner. Keep in mind that the contractor is obligated to implement the planning and
control processes to ensure establishment of a reliable preliminary PMB and support the IBR
required within 180 calendar days after contract award.
The contractor should also conduct internal training in both the basic concepts of EVM and
specific process elements of the EVMS that includes unique project management aspects of the
system, forms designed for implementation, and process oriented interfaces with other internal
systems. This training should occur early in the implementation phase.
During this phase, the CER team will monitor the contractor’s progress toward implementing the
EVMS, assess the contractor’s readiness to demonstrate a fully integrated EVMS based on the
results of the contractor’s internal Self-Assessment Review and will also finalize the CER Plan.
3.1.3 Review
The purpose of the CER (Validation Review) is to conduct a formal assessment of the
contractor’s proposed management system to verify that the system being reviewed meets the
intent of ANSIEIA-748. It is typically conducted onsite within 90 days after implementation of
the EVMS. The primary objectives are:
 Evaluate the management system capabilities against the ANSIEIA-748 guidelines
 Assess the description of the management system to determine if it adequately describes the
management processes demonstrated during the review, and
 Evaluate the application of the EVMS on the contract being reviewed.
The review consists of system documentation reviews, data traces and discussions with
contractor personnel (Control Account Managers, Functional Managers, Business Manager,

Project Manager, etc.). During this process step, the contractor demonstrates to the team how the
EVMS is structured and used in actual operation. Major activities include:
 Findings are documented in a corrective action request (CAR). The CAR is a systemic or
limited occurrence of an ANSI/EIA-748 non-compliance or a significant impact to reporting
and requires a corrective action plan (CAP)
 Other issues may be documented in the form of a continuous improvement opportunity.
During this step the team prepares a written report documenting the activities of the review and
the results. The team’s findings will include actions that are required prior to obtaining
certification of compliance. The report will reflect how the team verified compliance with the
guidelines, and that the described system was properly and effectively implemented on the
contract(s) under review. The CER Report should be finalized within 60 days of the exit
briefing.
3.1.4 Acceptance
Before a final decision on acceptance is made, the contractor should provide documentation that
all corrective actions for CARs have been completed. The Acceptance Authority reviews the
CER Report and determines that the contractor’s EVMS complies with ANSI/EIA-748 and the
contract, project or program is using the compliant EVMS. The EVMS compliance recognition
is a letter or Advance Agreement or other compliance recognition document that clearly
indicates the system reviewed complies with ANSI/EIA-748.
Once the acceptance document is issued, the contractor is required to maintain the system and
implement EVM on contracts requiring EVMS. The contractor should notify the Acceptance
Authority issuing system compliance recognition when revisions are made to the EVMS (policy,
process, procedures, or practices). Continued EVMS compliance is determined through
surveillance.
After acceptance the DCMA will perform system surveillance as delegated to verify the system
is being maintained and used by the contractor. The NASA Project Office and applicable Center
EVMFP should participate in the surveillance process. See Appendix H for an overview of the
surveillance process.

NASA EVM Implementation Handbook Page H-1
APPENDIX H. EVMS SURVEILLANCE PROCESS
1.1 Purpose
Surveillance is the process of reviewing the health of the accepted EVMS process applied to
projects. The purpose is to focus on using the Agency EVMS effectively to manage cost,
schedule, and technical performance. An effective surveillance process ensures the key elements
are maintained over time and on subsequent applications. This appendix describes the
surveillance process for NASA projects with EVM requirements and assigns roles and
responsibilities to assess the system’s operation. The objectives of surveillance are to:
 Verify compliance with NASA policies related to EVM.
 Verify compliance with the EVM Systems Description and project EVM Implementation
Plan.
 Verify project performance data reliability and consistency.
 Encourage continuous improvement and innovation of the EVMS to include people,
processes, tools and training.
 Maintain a disciplined process using EVM, including effective teamwork between the project
and customer.
 Effectively communicate surveillance findings and results including areas where the project
demonstrates ineffective use of the EVMS.
 Follow-up on the Project’s corrective action to assure the current and any foreseeable
problems are eliminated.
 Maintain metrics to determine the effectiveness of the EVMS and to distinguish between
systemic and non-systemic problems.
 Reduce the cost of surveillance by combining resources to achieve common goals.
1.2 Scope
Surveillance is performed on projects with EVM requirements. It includes in-house efforts as
well as major contracts with EVM requirements.
1.3 Applicable Definitions
NASA project EVMS surveillance leverages the NDIA PMSC Surveillance Guide to the extent
practical. Relevant definitions from the Guide are as follows:
Joint Surveillance: Project surveillance conducted jointly by the supplier and customer (e.g., for
contractor’s this is typically performed by the contractor’s EVMS organization, the cognizant
DCMA, and the customer).
Organization: A customer or supplier entity, including agencies responsible for management of
internal projects using EVMS, prime contractors, subcontractors and inter-organizational
transfers (IOT), with EVMS ownership and oversight responsibility for one or more sites.
Project Surveillance: The process of reviewing an individual project’s implementation of the
organization’s accepted EVMS process.
Surveillance Plan: An annual plan that identifies the projects to be included in surveillance
reviews, as well as the frequency and scope of the individual surveillance visits planned for each
project included in the annual plan.

Surveillance Program: A surveillance program comprises an organization’s people, processes,
tools, and training necessary to execute internal and contractor surveillance, independent of
customer surveillance activities or requirements, for the purpose of ensuring that its projects are
effectively managed to meet their cost, schedule, and technical objectives.
System Surveillance: Cross-project EVMS surveillance is used to assess an organization’s
capability to consistently implement and use its accepted EVMS on all projects with EVMS
requirements. Cross-project EVMS surveillance is also known as system surveillance, because it
can identify findings common to multiple projects, which are indicative of systemic problems.
System surveillance therefore comprises a summarization of multi-project surveillance results
rather than a separate system level surveillance review.
2.1 EVMS Surveillance Process
2.1.1 Surveillance Overview
Figure H.2-1 shows the key elements of the NASA EVMS assessment strategy. It begins with
the Agency EVM Capability that was developed by the OCE and tested on pilot projects.
Surveillance is also performed on projects that were approved prior to availability of the NASA
EVM capability. For these projects, surveillance will focus on compliance with the NASA
requirements in place at that time and the latest Project Plan. The scope and requirements of
each review will be described in the Surveillance Review Plan prepared by the IST.
Figure H.2-1. NASA EVMS Assessment Framework
Project EVMS implementation and compliance is assessed through the surveillance process.
Project EVMS surveillance begins during Formulation with the establishment of the preliminary
Performance Measurement Baseline (PMB) for Phase C and conduct of the pre-approval
integrated baseline review in preparation for KDP C. Figure H.2-2 is an overview of this process.
NASA EVMS
EVM CMMSurveillance
ANSI/EIA-748 Compliant
EVMS Description, EVMS Training, Tools
Process Improvements
Defines EVM Maturity Levels
EVM CM Assessment Tool
Roadmap for Process Improvements
Program/Project EVMS
implementation/compliance/use
Process Metrics/Lessons Learned

Figure H.2-2. NASA Project Pre Implementation EVMS Surveillance Overview
During Formulation, projects conduct EVM planning which includes obtaining EVMS
implementation assistance from the Center and OCE EVMFP. Projects should use the Agency
EVMS to meet their EVM requirements. The focus of project surveillance during Formulation is
to ensure that the capabilities and processes required for effective project control are in place, or
will be in place by the start of project Implementation (Phase C) and meet the intent of NPR
7120.5. The NPR requires Mission Directorates to conduct a pre-approval integrated baseline
review as part of their preparations for KDP C to ensure the project’s work is properly linked
with its cost, schedule and risk and that the management processes are in place to conduct project
level EVM. This review will be conducted in conjunction with the project SRB and PDR
activities and include an EVM Capability Maturity Assessment by the assigned IST.
Project specific EVM application and tailoring should be documented in their EVM
Implementation Plan which is included in their Project Plan (see Appendix J for more detailed
instruction). This includes identification and management of suppliers with EVM requirements
(contractors and Intra-Agency); tools used to facilitate EVM implementation and reporting; and
establishing an EVM Training Plan for applicable project personnel.
Project surveillance continues at Phase C (Implementation) with EVM reporting (see Figure H.2-
3). For contracts with EVM requirements, EVMS surveillance begins at contract award
regardless of the system acquisition phase. It continues through the compliance or validation
process if required, and extends throughout the duration of each contract. The Project Manager
and Contracting Officer (CO) delegate contract EVMS surveillance to DCMA. See paragraph 2.2
below for further guidance.
Process
Steps
Organization Planning Execution Assessment
Process
Improvements
EVM System
Owner (OCE)
Mission
Directorate/
Program
Office
Applicable
NASA Center
NASA Project
Office
Document
Findings/
Process
Improvements
(Pre-approval
IBR Input)
Mentor
Project
EVMS
Actions
Attend EVMS Training; Establish EVMS
Architecture/Tools; Establish Preliminary
PMB; Conduct contractor IBRs as required;
Support Pre-approval IBR
Conduct
EVM
Capability
Maturity
Assessment
Develop EVM
Implementation
Plan
(Project Plan)
Identify EVMS
IST Lead
(EVMFP)
Disposition EVMS
Process
Improvements/
Revisions
Assign Program,
Planning and
Control (PP&C)
Resources for
EVM
Implementation
Develop
EVMS
Surveillance
Plan/Team
Comments/
Corrective
Actions
Update EVM
Implementation
Plan (Project
Plan) for KDP C
Provide EVMS Oversight/Guidance /Assistance

Figure H.2-3. NASA Project Post Implementation EVMS Surveillance
2.1.2 Surveillance Approach
The NASA surveillance process is designed to promote a common understanding of the
expectations for compliance with the requirements of the 32 ANSI/EIA-748 EVMS guidelines.
Surveillance is structured to facilitate the exchange of information about the EVM process
implementation and the project’s approach to it. It should be approached as a mentoring or
problem-solving session rather than an audit since it not only identifies inconsistencies but also
solutions to resolve the problems.
The OCE as the EVM System Owner will establish the annual surveillance plan with assistance
of the Mission Directorate, Center EVMFP and other support and assign the Integrated ISTs to
perform project surveillance reviews. The IST lead is appointed by the OCE. Qualifications of
the IST members include:
 Multiple-disciplinary knowledge and experience
 Practical experience using EVMS
 Good working relationships (non-adversarial)
 Strong support of EVMS compliance to ensure a logical, practical implementation within the
EVMS guidelines
 Independent of the project being surveilled
Responsibilities of the IST include:
 Provide input to the annual surveillance plan.
 Develop surveillance plan/requirements for assigned reviews (EVM Capability Maturity
Assessment (CMA) prior to KDP C, OCE Requirements Compliance Surveys, other KDP
reviews, etc.)
Process
Steps
Organization Planning Execution Assessment
Process
Improvements
EVM System
Owner (OCE)
EVMS IST
Lead
Mission
Directorate/
Program
Office
Applicable
NASA Center
NASA Project
Office
Data
Gathering/
EVMS
Process/
Performance
Metrics as
Required
Execute Project; Support Project IBR; Maintain PMB; Provide Monthly EVM Reporting;
Conduct Supplier IBRs (as required); Perform Internal EVMS Surveillance; Support OCE EVMS
Surveillance Reviews (Demonstrate Compliance, Knowledge and Use of EVMS)
Conduct
EVMS
Surveillance
Review
Assign EVMS
IST Lead
Disposition EVMS
Process
Improvements/
Revisions
Input to
Annual
Surveillance
Planning
Develop/Implement Corrective
Actions
Document
Findings/
Process
Improvements/
Prepare
Surveillance
Review Report
Provide EVMS Oversight/Guidance /Assistance/Compile
EVMS Process Metrics
Develop
Annual
Surveillance
Plan
Develop
Surveillance
Review
Plan/Team
Track
Closure of
Corrective
Actions

 Conduct, document and communicate results of surveillance to the project, customer, Center,
OCE EVMFP
 Track corrective action plans for surveillance findings to closure.
 Develop and maintain surveillance databases and metrics to assess the systemic health of the
EVMS processes as assessed across multiple reviews.
 Recommend EVMS process implementation and training changes to correct systemic
findings.
The IST is responsible for documenting findings relevant to the key management processes and
guidelines. Through data review/traces and manager discussions, the IST will assess the use of
EVM data and documentation in the operation of the project.
2.1.3 Surveillance Methodology
Surveillance execution is similar to the IBR. The activities are comparable (planning to include
scope, schedule, and documentation requirements, establishing the team, training, reviewing
documentation, conducting discussions with the P-CAMs and other relevant project personnel,
documenting findings and corrective actions, and tracking until closure). The major difference
between the IBR and surveillance is the focus. The IBR is focused on assessing whether the
PMB is executable and understood by the project personnel and customer. Surveillance is
focused on ensuring that the underlying processes that support the PMB are in place, compliant
with the EVMS guidelines, are routinely being used and providing reliable data. Key
surveillance activities are discussed below. See the NASA Acceptance and Surveillance
Instruction and Job Aids located at the NEN Program/Project Management/EVM Sub-
Committee https://nen.nasa.gov/web/pm/evm for detailed instructions.
Develop Annual Surveillance Plan. This plan, prepared by the Agency EVM Program Executive
with support of the IST(s) and project inputs, defines an approach for reviewing all major EVM
processes over the year on multiple projects, allowing flexibility for incorporating changes based
on project dynamics.
Surveillance Reviews. For NASA projects, surveillance is basically a two-step process: (1) New
projects with EVM requirements will be reviewed to ensure the Agency EVMS processes and
procedures are properly tailored to the project and are implemented prior to entering KDP C. The
IST will review the project EVM Implementation Plan and preliminary PMB planning in
performing this assessment; and (2) Routine surveillance commences when the project enters
Implementation (Phase C). This consists of monitoring the Project’s process/performance
metrics and conducting reviews no more than annually. The project surveillance review should
be combined with other reviews such as the OCE Requirements Compliance Surveys and IBRs
to minimize disruption to the project.
Discussions. Project Managers, Business Managers, P-CAMs and other key personnel are
typically interviewed as part of the surveillance review activities to ensure that they conform to
an acceptable level of comprehension and application of the EVMS. An exception may be the
EVM Capability Maturity Assessment performed prior to KDP C as part of the pre-approval
IBR. Example questionnaires are included as part of the NASA Acceptance and Surveillance
Instructions and Job Aids to facilitate effective surveillance. Results from these discussions may
reveal weaknesses in understanding of the process and actual practice. If so, additional training
may be recommended to improve his/her understanding.

Project Data Reviews. Project EVMS documentation will be reviewed to verify that the required
reports are current and conform to the EVMS process. There are two types of data reviews. The
first review involves the routine review and monitoring of common metrics typically prepared by
the project and submitted to the Center/Program Office/Mission Directorates and OCE as
required. The second type of documentation review involves the review of project EVMS
documentation and supporting data during the specific surveillance review conducted in
conjunction with other project reviews such as the life cycle reviews/KDP reviews and the OCE
Requirements Compliance Survey. The IST will leverage the data, reviews and presentations
required by these reviews. Examples of additional project EVMS documentation required
include:
 Project EVM reports (internal contract performance report (CPR) in native file).
 EVM Variance Analysis and corrective action.
 Project schedules (native file)
 Risk management plan and risk register
 Project EVM Implementation Plan, other Project instructions
 WBS/OBS and the related Dictionary; RAM
 Work Authorization Documents (WAD)
 Control Account Plans (CAPs)
 Project Budget Baseline (PBB), MR and UB logs; baseline change requests
 Staffing plans; Training Plan
 EAC supporting documentation
 IBR Results
 Project Management Review presentations
The NASA Acceptance and Surveillance Instructions and Job Aids also include an EVMS
Compliance Evaluation Template that can be used by the IST to document their review
findings/assessments. These Job Aids are similar to those that DCMA uses for contractor
surveillance but have been updated to reflect NASA’s terminology and processes.
Surveillance Results. The results of the review will be discussed with the project and customer
and documented. The IST will issue Concern Area Reports (CARs) or equivalent document
depending on the specific review requirements to document non-compliance findings and require
corrective action plans. All CARs will be tracked by the project and IST and reported on a
monthly basis to the OCE.
Surveillance Products. Table H.2-1 includes a description of typical surveillance products. See
the NASA Acceptance and Surveillance Instruction and Job Aids for additional information.

Table H. 2-1. NASA EVMS Surveillance Products
2.2 Contractor EVMS Surveillance
NASA employs the DCMA for contractor EVMS acceptance reviews as explained in section
3.3.5 and Appendix G of this handbook. When delegated by the assigned NASA Contracting
Officer (CO) for the Project, the DCMA is responsible for:
 System Acceptance: Reviewing contractor EVMS plans and verifying initial compliance with
ANSI/EIA-748, Industry Guidelines for Earned Value Management Systems.
 System Surveillance: Conducting system surveillance activities that verify the contractor's
EVMS complies with and meets the full intentions of ANSI/EIA-748. System surveillance
includes evaluating changes to the contractor's validated EVMS to ensure continuing
compliance.
When applicable, DCMA will perform system surveillance activities jointly with the contractor.
NASA intends to partner with DCMA to facilitate insightful system surveillance. As a minimum,
the project EVM analyst (or analyst responsible for EVM) should participate in contractor
surveillance reviews. Selected IST members such as the Center EVM FP should also supplement
the DCMA surveillance team.
2.3 The EVM Capability Maturity Model (CMM)
The EVM CMM is a tool developed by the NASA OCE. This tool is derived from features
within the Management Technologies’ five step Earned Value Management Maturity Model®,
or EVM3®, to assess the extent to which NASA projects have implemented EVM in accordance
with NASA policy, EVM Systems Description, other related guidance and best practices.

The EVM CMM provides a framework for standardizing and improving the use of EVM within
NASA. Figure H.2-4 provides an overview of the EVM CMM based on the EVM3®. The levels
are building blocks. The goals of each level must be met before the next level may be achieved.
To facilitate Agency wide EVMS effectiveness, NASA organizations (programs/projects,
Centers, and Mission Directorates) should be aware of the established goals for performance and
what is required to achieve that goal.
Figure H.2-4. NASA EVM CMM (Source: Earned Value Management Maturity Model®, or EVM3®, CPM
Spring Conference 2001, Ray W. Stratton, Management Technologies, May 2001. Reprinted with
Permission.)
Level 3 applies to the ―Agency‖ and should be achieved by all Projects with EVM requirements
(ANSI/EIA-748 compliance). The EVM CMM target level for all NASA projects is level 3.
Each level contains Key Process Areas (KPA), goals and applicable features/measurement.
KPAs for levels 1-3 are similar to the major categories of the ANSI/EIA-748 32 EVMS
Guidelines:
 Organizational (Organization)
 Planning (Planning, Scheduling, and Budgeting)
 Accounting (Accounting Considerations)
 Analysis (Analysis and Management Reports)
 Revisions to the Performance Measurement Baseline (Revisions and Data Maintenance)
Additional KPAs such as EVMS Training, Surveillance and Tools are also included.
The following definitions apply to EVM CMM:
The Earned Value Management Maturity Model ® and abbreviation EMV3® are trademarks of Management Technologies

Goals: A summary of the key practices of a KPA that can be used to determine whether an
organization or project has effectively implemented the KPA. The goals signify the scope,
boundaries, and intent of each KPA.
Key Process Areas (KPAs): A cluster of related activities that, when performed collectively,
achieve a set of goals considered to be important for establishing process ability.
The following describes uses by the various stakeholders:
 Projects
◦ Internal assessment of strengths/weaknesses related to EVM implementation and EVMS
compliance.
◦ Facilitates the development of a roadmap for achieving EVM CMM level 3.
 ISTs/Mission Directors/Programs/Centers
◦ Initial independent assessment completed during Formulation (in conjunction with the
SRB/PDR) prior to Phase C for new projects
◦ Facilitates identification of focus areas for EVM and EVMS improvement
◦ Facilitates development of roadmap for achieving Agency EVM CMM levels (3-5)
 NASA (OCE)
◦ Facilitates assessment of EVMS implementation across the Agency.
◦ Identify/prioritize EVMS process improvements (EVMWG, etc.).
◦ Update EVM policy, EVMS procedures/guidance, and best practices.
◦ Facilitates development of roadmap for achieving EVM CMM Levels (3-5).
The NASA EVM CMM approach emphasizes project management expectations during each of
the phases, gates and major events of NASA’s project life cycle, as shown in the NPR 7120.5
project life cycle overview Figure H.2-5:
Figure H.2-5. NASA Project Life Cycle Phases
The EVM process/product maturity tables in Figure H.2-6 below provide an overview of the
expected project management processes and products by KPA of each project phase, and the
maturity level of those processes and products in each phase. Each phase builds upon the
processes and products generated in the preceding phase with the goal of implementing a
compliant EVM system by Phase C. This tool, or roadmap, serves as an aid for project
managers, their staffs and their customers in implementing best practices for EVM.

Pre-Phase A Phase A Phase B Phase C Phase D
Work Definition
Extend the Work
Breakdown Structure
(WBS) to Level 2 for
planning, scheduling
budgeting and analysis.
Identify organization
responsibilities for all
effort contained in the
lowest levels of the
WBS.
Extend the WBS to Level
3/4 for planning,
scheduling, budgeting
and analysis. Preliminary
WBS Dictionary required
to Level 3/4. Identify
organization
responsibilities for all
effort contained in the
lowest levels of the WBS.
Extend the WBS and WBS
Dictionary to reflect
Control Accounts.
Determine the WBS
reporting levels for Phase
B. Finalize Phase B
Responsibility Assignment
Matrix (RAM).
Extend the WBS and WBS
Dictionary to reflect Phase
C Control Accounts and
Work Packages. Identify
major contracted effort in
the WBS and describe it in
the WBS Dictionary.
Determine WBS reporting
levels for Phase C and
finalize the Phase C RAM.
Continue to extend the
WBS and WBS Dictionary
to reflect Phase D Control
Accounts and Work
Packages. Continue to
identify major contracted
effort in the WBS and
describe it in the WBS
Dictionary. Determine
WBS reporting levels for
Phase D. Finalize the
Phase D RAM.
Project
Organization
Develop the top Level
project organization
chart.
Expand the project
organization chart.
Expand the project
organization chart to
include identification of
Project Control Account
Managers (P-CAMs), major
contractors and supporting
Centers.
Continue to
expand/update the
project organization chart
to include identification of
P-CAMs, major contractors
and supporting Centers.
Continue to
expand/update the
project organization chart
to include identification of
P-CAMs, major contractors
and supporting Centers.
Project
Integration
N/A
Develop preliminary
WBS/OBS/Control
Account/Charge Code
Structure to facilitate
linkage between the
planning, scheduling,
budgeting, work
authorization, cost
accumulation and
perfromance
measurement processes.
Maintain
WBS/OBS/Control
Account/Charge Code
linkage between the
budgeting, work
authorization, cost
accumulation and
perfromance
Maintain
WBS/OBS/Control
Account/Charge Code
linkage between the
budgeting, work
authorization, cost
accumulation and
perfromance
Maintain
WBS/OBS/Control
Account/Charge Code
linkage between the
budgeting, work
authorization, cost
accumulation and
perfromance
Organization
Process/Product Maturity
Risk
Develop and refine the
initial risk assessments
at a top level.
Baseline the Risk
Mitigation Plan
Update and maintain the
Risk Mitigation Plan.
Risk Mitigation Plan.
Continue to update and
maintain the Risk
Mitigation Plan.
Schedule
Establish a project-level
Master Schedule with
key development,
integration, test and
delivery milestones.
Establish high-level
summary tasks
reflecting estimates for
requirements
development,
hardware design,
fabrication, integration
and test, and
operational capability
development. At least
quarterly progress
should be reflected in
the schedule.
Establish a systems-level
logic-driven Master
Schedule with key
development,
integration, test and
delivery milestones and
products. Include:
requirements
development,
preliminary/critical
design, long lead items,
fabrication, software
development,
integration & testing.
Progress schedule
monthly. Develop the
preliminary Integrated
Master Schedule (IMS).
Refine the logic-driven
IMS to reflect all
authorized effort, all
Control Accounts & lower-
level detail tasks. Tasks
should be
discrete/measurable for
near-term effort. The IMS
should contain major
contracted effort, critical
interface milestones, high-
dollar or critical material
items, forecast dates for
all activities & critical path.
Monthly progress should
be measured based on
physical accomplishments.
Maintain IMS reflecting all
authorized effort, all
Control Accounts, and
lower-level detail tasks.
Task durations of two
months or less are
preferred for near-term
effort. The IMS should
contain major contracted
effort, critical interface
milestones, high-dollar or
critical material items,
forecast dates for all
activities, and the critical
path. Monthly progress
should be measured based
on physical
accomplishments.
Continue to maintain IMS
that reflects all authorized
effort and contains all
Control Accounts, and
lower-level detail tasks as
appropriate. The IMS
should also contain major
contracted effort, critical
interface milestones, high-
dollar or critical material
items, forecast dates for
all activities, and the
critical path. Monthly
progress should be
measured based on
physical accomplishments.
Budget
Establish a time phased
budget for each Level 2
element of the WBS.
Establish a time-phased
budget for each Level 3/4
element of the WBS.
Establish a Performance
Measurement Baseline
(PMB) for all Control
Accounts. Establish
Management Reserve
(MR) based on risk
assessments. Use
Undistributed Budget (UB)
in the change
management process.
Maintain time-phased
PMB at Work
Package/Planning Package
level. Use Planning
Packages as place holders
for far term work.
Establish MR based on risk
assessments. Use UB in
the change management
process.
Continue to maintain time-
phased PMB at Work
Package/Planning Package
level. Establish MR based
on risk assessments. Use
Undistributed Budget UB
in the change
management process.
Work
Authorization
Authorize work using
the "Draft" Formulation
Authorization
Document (FAD) or
equivalent.
Authorize work using the
FAD, the Formulation
Agreement (FA) and the
Management Agreement
(MA).
Authorize work at the
Control Account level
using the Work
Authorization Document
(WAD).
Authorize work at the
Control Account level
using the WAD, and at the
work package level using a
Control Account Plan
(CAP).
Continue to authorize
work at the Control
Account level using the
WAD, and at the work
package level using the
CAP.
Planning

Cost Collection
Develop a cost
collection method that
will support future
expansion and
reporting for the entire
project life cycle.
Refine the cost collection
methodology to support
future expansion and
reporting needs.
Revise and expand the
cost collection
reporting needs.
Revise and expand the
cost collection
reporting needs.
Continue to revise and
expand the cost collection
reporting needs.
Material and
Contracts
Develop an acquisition
strategy that includes a
make/buy list, an initial
master equipment list,
and potential
contracted efforts
(including those
requiring EVM
flowdown.)
Update acquisition
strategy/plan, finalize
make/buy decisions,
identify high
value/critical need
material list, identify
long-lead requirements,
maintain current
material/contract
estimates. Include NFS
EVM clauses and
reporting in contracts
and conduct Integrated
Baseline Review (IBRs)
on contracts with EVM.
Update acquisition
strategy/plan and
make/buy decisions, high
value/critical need
material list and long-lead
requirements, maintain
current material/contract
estimates. Include
appropriate NFS EVM
clauses and reporting in
contracts and conduct IBRs
on contracts with EVM.
Plan all material in Control
Accounts and manage and
account for all material.
acquisition strategy/plan,
the make/buy and high
value/critical need
material list, and major
contractor estimates.
Ensure NFS EVM clauses
are included in new
contracts. Conduct IBRs as
appropriate to assess
significant changes to
contractors' PMB. Plan all
material in Control
Continue to update and
maintain the acquisition
strategy, the make/buy
and high value/critical
need material list, and
major contractor
estimates. Ensure NFS
EVM clauses are included
in new contracts. Conduct
IBRs as appropriate to
assess significant changes
to contractors' PMB. Plan
all material in Control
Accounting
Performance
Measurement
Update the master
schedule quarterly to
reflect project-level
status.
Report progress monthly
for each level 4 WBS
element in the master
schedule.
for each Control Account
in the IMS, including
contractor performance.
Include contractor
performance reporting.
Assign earned value
techniques at the work
package level for Phase C
PMB.
for each work package.
Assign earned value
techniques at the work
package level when
converting planning
packages to work packages
to use in reporting
accomplishment in the
IMS. Include contractor
performance reporting.
Continue to use earned
value techniques at the
work package level in
reporting accomplishment
in the IMS, including
contractor performance.
Variance Analysis
On a quarterly basis,
compare level 3 WBS
budgets to actuals and
analyze significant
variances. Incorporate
analysis into quarterly
activity/status reports.
On a monthly basis,
compare level 4 WBS
budgets to actuals,
analyze significant
variances, and correlate
to the IMS status.
Incorporate analysis into
monthly activity/status
reports.
For the preliminary PMB,
establish variance
thresholds for reporting
on the Contract
Performance Report (CPR).
On a monthly basis,
analyze all variances that
exceed thresholds and
evaluate impact to EAC.
Propose and document
corrective actions as
appropriate. Perform
critical path analysis on
the IMS. Integrate earned
value performance and
variance analysis into the
monthly project review.
Continue to establish
variance thresholds for
reporting on the CPR. On a
monthly basis, analyze all
variances that exceed
thresholds and evaluate
impact to EAC. Propose,
document and track to
closure the corrective
actions as appropriate.
Perform critical path
analysis on the IMS.
Integrate earned value
performance and variance
analysis into the monthly
project review.
Continue to establish
variance thresholds for
reporting on the CPR. On a
monthly basis, analyze all
variances that exceed
thresholds and evaluate
impact to EAC. Propose,
document and track to
closure the corrective
actions as appropriate.
Perform critical path
analysis on the IMS.
Integrate earned value
performance and variance
analysis into the monthly
project review.
Estimate to
Complete (ETC)
and
Estimate at
Completion
(EAC)
N/A
Update the Basis of
Estimate (BOE) forms
which were developed
during the time-phased
budgeting process.
Monthly, as part of the
variance analysis process,
evaluate the adequacy of
the ETC/EAC at the Control
Account level. Use EAC
data to support the
Planning, Programming,
Budgeting and Execution
(PPBE) process.
the EAC. Annually,
conduct a comprehensive
EAC. This comprehensive
EAC should support the
PPBE process. Use
Schedule and Cost
Performance Indices (SPI
and CPI) as sanity checks
against forecasted
estimates. Document
approved EACs.
the EAC. Annually,
conduct a comprehensive
EAC. This comprehensive
EAC should support the
PPBE process. Use SPI and
CPI calculations as sanity
checks against forecasted
estimates. Document
approved EACs.
Analysis

Figure H.2-6. NASA EVM CMM Process/Product Maturity by KPA and Project Phase
2.4 EVMS Improvement and Coordination
Initiation of system improvements will result primarily from continued project surveillance and
stakeholder comments. Improvements may be indicated by repeated non-compliance with the
EVMS procedural disciplines that are surfaced during surveillance reviews or other reviews such
as IBRs, OCE Requirements Compliance Surveys, GAO audits, etc.
Once a proposed change has been defined and justified, the EVM System Owner (OCE) should
test its validity. If the assessment indicates that the proposed change will significantly improve
the EVMS operation, the change will be formally documented and processed according to the
system revision process described in the NASA EVM Systems Description.
Change
Management
N/A
Record Phase A changes
in funding, budget and
schedule.
Document and record
changes in budget and
schedule amounts.
Maintain traceability
between the FAD/FA/MA
and the PMB. Establish
project level logs for
tracking authorized
changes to PMB (for
Implementation/Phase C).
Maintain project level logs
for tracking authorized
changes to the PMB at the
Control Account level.
Authorize changes using a
baseline change request.
between the Management
Agereement (MA) and the
PMB.
Maintain project level logs
for tracking authorized
changes to the PMB at the
Control Account level.
Authorize changes using a
baseline change request.
between the Management
Agereement (MA) and the
PMB.
Revisions
Pre-Phase A Phase A Phase B Phase C/D
Software Tools
Basic MS Office Tools
(Excel; MS Project, etc.)
or other Center
specified scheduling
tool
Define EVMS
Architecture and tools;
implement tools, e.g.
scheduling, wInsight, etc.
Finalize EVMS
Architecture and
implement all tools
(EVMS engine such as
Cobra or MPM, wInsight,
scheduling, etc.)
Maintain EVMS
Architecture and
software tools (EVMS
engine such as Cobra or
MPM, wInsight,
scheduling, etc.)
Training
Attend basic training
(Introduction to Project
Management, EVM,
WBS)
Define Project Training
and Plan (Basic Project
Management, EVM,
Planning/Scheduling,
WBS) and Center specific
software tool training
Implement Project
Training and Plan; include
EVM System Description
Training, Project CAM
Training, Advanced EVM
and Scheduling, Software
tools training.
Continue to implement
Project Training Plan;
conduct refresher
training as needed.
Surveillance N/A
Develop initial Project
Surveillance Plan (EVM
Implementation Plan);
Perform surveillance on
contracts with EVM as
required.
Support customer
surveillance reviews
(EVM Capability Maturity
Assessments, etc.);
Develop Corrective
Action Plans for
findings/Ensure closure.
required/monitor
corrective actions to
closure.
Support customer
surveillance reviews
(OCE Compliance
Requirements Surveys,
etc.); Develop Corrective
Action Plans for
findings/Ensure closure.
required/monitor
corrective actions to
closure. Implement
process improvements.
Other

NASA EVM Implementation Handbook Page I-1
APPENDIX I. MINIMUM WAIVER REQUIREMENTS FOR NASA IN-HOUSE PROGRAMS AND
PROJECTS
Requirements: Any waiver request submitted to NASA headquarters OCE must include the
following information:
1. A description of the management system that will be used in the performance of the program
or project. This could be captured in documentation such as a program or project plan,
Center management practices, an EVM Implementation Plan, EVM System Description or
other program/project documentation.
2. A matrix that correlates each guideline in ANSI/EIA-748 to the corresponding process in the
program or project written management procedures. This is referred to as a Compliance
Review Checklist (CRC) and can be found in Figure J-1 below.
a. For each of the 32 guidelines, state whether or not the program or project’s
documented management procedures meet the intent of the guideline.
b. Provide a corresponding reference to the program or project’s written
management procedures for each guideline.
c. For each guideline that is not met, describe a plan for compliance or rationale
describing why the guideline will not be met.
3. The proposed procedures for application of the EVMS requirements to suppliers. This could
take several forms including an EVM Implementation Plan, EVM clause(s), DRDs for the
CPR, IMS, WBS, and other EVM-type reporting, intra-Agency work agreements, Program or
Project plan, Acquisition Plan or other.
4. A point of contact should additional information or assistance be required to support review
of the request.
Figure I-1: EVMS Guideline Compliance Review Checklist
Guideline - ANSI/EIA-748-B
(Note: Check with EVMFP for latest version
of ANSI/EIA-748 and CRC)
Intent
Met?
Yes/No
Management
Procedure
Reference & Notes
Plan for
Compliance or
Rationale for
Non-Compliance
Organization
1. Define the authorized work elements for the
program. A work breakdown structure (WBS),
tailored for effective internal management
control, is commonly used in this process.
2. Identify the program organizational structure
including the major subcontractors responsible
for accomplishing the authorized work, and
define the organizational elements in which
work will be planned and controlled.

3. Provide for the integration of the planning,
budgeting, work authorization and cost
accumulation processes with each other, and as
appropriate, the program work breakdown
structure and the program organizational
structure.
4. Identify the organization or function
responsible for controlling overhead (indirect
costs).
5. Provide for integration of the program work
breakdown structure and the program
organizational structure in a manner that permits
cost and schedule performance measurement
by elements of either or both structures as
needed.
Planning, Scheduling and Budgeting
6. Schedule the authorized work in a manner
which describes the sequence of work and
identifies significant task interdependencies
required to meet the requirements of the
program.
7. Identify physical products, milestones,
technical performance goals, or other indicators
that will be used to measure progress.
8. Establish and maintain a time-phased budget
baseline, at the control account level, against
which program performance can be measured.
Initial budgets established for performance
measurement will be based on either internal
management goals or the external customer
negotiated target cost including estimates for
authorized but undefinitized work. Budget for
far-term efforts may be held in higher level
accounts until an appropriate time for allocation
at the control account level. If an over target
baseline is used for performance measurement
reporting purposes, prior notification must be
provided to the customer.
9. Establish budgets for authorized work with
identification of significant cost elements (labor,
material, etc.) as needed for internal
management and for control of contractors.
10. To the extent it is practical to identify the
authorized work in discrete work packages,
establish budgets for this work in terms of
dollars, hours, or other measurable units. Where
the entire control account is not subdivided into
work packages, identify the far term effort in
larger planning packages for budget and
scheduling purposes.

11. Provide that the sum of all work package
budgets plus planning package budgets within a
control account equals the control account
budget.
12. Identify and control level of effort activity by
time-phased budgets established for this
purpose. Only that effort which is not
measurable or for which measurement is
impractical may be classified as level of effort.
13. Establish overhead budgets for each
significant organizational component for
expenses which will become indirect costs.
Reflect in the program budgets, at the
appropriate level, the amounts in overhead
pools that are planned as indirect costs.
14. Identify management reserves and
undistributed budget.
15. Provide that the program target cost goal is
reconciled with the sum of all internal program
budgets and management reserves.
Accounting Considerations
16. Record direct costs in a manner consistent
with the budgets in a formal system controlled
by the general books of account.
17. When a work breakdown structure is used,
summarize direct costs from control accounts
into the work breakdown structure without
allocation of a single control account to two or
more work breakdown structure elements.
18. Summarize direct costs from the control
accounts into the organizational elements
without allocation of a single control account to
two or more organizational elements.
19. Record all indirect costs which will be
allocated to the program consistent with the
overhead budgets.
20. Identify unit costs, equivalent unit costs, or
lot costs when needed.
21. For EVMS, the material accounting system
will provide for: (1) Accurate cost accumulation
and assignment of costs to control accounts in a
manner consistent with the budgets using
recognized, acceptable, costing techniques. (2)
Cost recorded for accomplishing work
performed in the same period that earned value
is measured and at the point in time most
suitable for the category of material involved,
but no earlier than the time of actual receipt of
material. (3) Full accountability of all material

purchased for the program including the residual
inventory.
Analysis and Management Reports
22. At least on a monthly basis, generate the
following information at the control account and
other levels as necessary for management
control using actual cost data from, or
reconcilable with, the accounting system: (1)
Comparison of the amount of planned budget
and the amount of budget earned for work
accomplished. This comparison provides the
schedule variance. (2) Comparison of the
amount of the budget earned and the actual
(applied where appropriate) direct costs for the
same work. This comparison provides the cost
variance.
23. Identify, at least monthly, the significant
differences between both planned and actual
schedule performance and planned and actual
cost performance, and provide the reasons for
the variances in the detail needed by program
management.
24. Identify budgeted and applied (or actual)
indirect costs at the level and frequency needed
by management for effective control, along with
the reasons for any significant variances.
25. Summarize the data elements and
associated variances through the program
organization and/or work breakdown structure to
support management needs and any customer
reporting specified in the contract.
26. Implement managerial actions taken as the
result of earned value information.
27. Develop revised estimates of cost at
completion based on performance to date,
commitment values for material, and estimates
of future conditions. Compare this information
with the performance measurement baseline to
identify variances at completion important to
company management and any applicable
customer reporting requirements including
statements of funding requirements.
Revisions and Data Maintenance
28. Incorporate authorized changes in a timely
manner, recording the effects of such changes
in budgets and schedules. In the directed effort
prior to negotiation of a change, base such
revisions on the amount estimated and
budgeted to the program organizations.

29. Reconcile current budgets to prior budgets
in terms of changes to the authorized work and
internal replanning in the detail needed by
management for effective control.
30. Control retroactive changes to records
pertaining to work performed that would change
previously reported amounts for actual costs,
earned value, or budgets. Adjustments should
be made only for correction of errors, routine
accounting adjustments, effects of customer or
management directed changes, or to improve
the baseline integrity and accuracy of
performance measurement data.
31. Prevent revisions to the program budget
except for authorized changes.
32. Document changes to the performance
measurement baseline.

NASA EVM Implementation Handbook Page J-1
APPENDIX J. EVM IMPLEMENTATION DESCRIPTION IN PROJECT PLANS
1. Purpose: The purpose of this template is to provide guidance and instruction on a suggested
format and information to be included in the Project Plan when EVM is required.
2. Background: In accordance with NPR 7120.5, NASA Space Flight Program and Project
Management Requirements, NPR 7120.7, NASA Information Technology and Institutional
Infrastructure Program and Project Management Requirements, and NPR 7120.8, NASA
Research and Technology Program and Project Management Requirements, major projects
prepare a Project Plan that provides an agreement between the Project Manager, Program
Manager, and Center Director, etc., on the scope, implementation approach, project
operational environment, and the baseline commitments of the project. The Project Plan is
updated over the project life cycle in response to changes in program requirements on the
project or the baseline commitments. Execution of the Project Plan is the responsibility of
the Project Manager. The Plan includes accompanying stand-alone plans such as Safety and
Mission Assurance, Risk Management, System Engineering Management, Software
Management, Security Plans, Technical/Cost/Schedule and Control Plan, etc., summarized in
section 3, which collectively provide the guidance and control for the project.
3. Project Plan Requirements: The Project Plan Template is included as an appendix in each of
the NPRs cited above. For example, in NPR 7120.5, Appendix H, Project Plan Template,
section 3.1, Technical, Schedule, and Cost Control Plan, projects are required to describe
how it plans to control project requirements, technical design, schedule, and cost to achieve
the program requirements on the project to include EVM. The EVM implementation
approach can be included in this section or described in a separate control plan and
referenced in this section. This control plan describes the project’s implementation of EVM
including:
a. How the PMB will be developed and maintained for the project and how UFE will be
established and controlled;
b. The methods the project will use to authorize the work (e.g. work agreements) and to
communicate changes for the scope, schedule, and budget of all suppliers; how the
plan is updated as make-buy decisions and agreements are made;
c. The process to be used by the project to communicate the time-phased levels of
funding that have been forecasted to be made available to each supplier;
d. For the class of suppliers not required to use EVM, the schedule and resource
information required of the suppliers to establish and maintain a baseline and to
quantify schedule and cost variances; how contractor performance reports will be
required; and
e. How the cost and schedule data from all partners/suppliers will be integrated to form
a total project-level assessment of cost and schedule performance.
f. How the project plans to report technical, schedule, and cost status to the program
manager, including the frequency
g. A description of any additional tools necessary to implement the project’s control
processes (e.g., the requirements management system, project scheduling system,

project information management systems, budgeting, risk management, and cost
accounting system) and
h. The process for establishing, monitoring and controlling the IMS and the process for
utilizing the project’s technical and schedule margins and Unallocated Future
Expenses (UFE) to meet the Management and Commitment Baselines.
4. Assumptions:
When EVM is required, new projects will implement the NASA EVM Capability to ensure
compliance with the ANSI/EIA-748 standard for EVMS and include this as a reference in
their EVM Implementation Plan. The EVM Capability consists of processes, procedures,
tools and training. Use of NASA’s EVM Capability and processes ensures compliance with
the ANSI/EIA-748 standard and allows tailoring to match the individual needs of the
program or project, while still meeting the ANSI/EIA-748 guidelines. NASA’s EVM
Capability can be found on the Program and Project Management Community of Practice at
https://nen.nasa.gov/web/pm/evm. The project will describe any tailoring of the procedures
for their specific application in their EVM Implementation Plan to include the topics in
section 5.
If the project does not use the NASA EVM Capability, then it must fully describe the EVM
processes, procedures, tools and training that will be implemented on the project and include
a matrix that demonstrates how this approach complies with the 32 guidelines of the
ANSI/EIA-748 Earned Value Management System (EVMS). See the NASA EVM Systems
Description https://nen.nasa.gov/web/pm/evm for an example of the type of processes,
procedures, and tools required to comply with this requirement. Projects should use the
compliance map included in the NDIA PMSC EVMS Intent Guide, as an aid in verifying
their compliance with the ANSI/EIA-748 EVMS guidelines.
5. Specific Topics:
The outline and instruction of this template serves as a guide for projects in developing and
communicating the specific EVM applications for their project. The Project should include
information that is unique to its EVM implementation such as EVMS milestones, process
flows, charts and diagrams to better illustrate specific processes described in the NASA EVM
capability (see the NASA EVM Systems Description), management system architecture,
business process timelines, etc.
Projects should coordinate with their EVM Focal Point (refer to
http://evm.nasa.gov/council.html for the applicable EVM Focal Point) for guidance and
assistance in implementing EVM and preparing their EVM Implementation Plan. In addition
to the requirements listed in paragraph 3, projects should describe the following:
a. Project EVMS implementation milestones through PMB establishment, project and
supplier IBRs, etc.
b. Project team at control account level (include the Responsibility Assignment Matrix
(RAM)), specific roles and responsibilities to include the program, planning and
control (PP&C) roles and responsibilities

c. Structures that will be used for planning including the WBS and WBS Dictionary and
charge code relationships, the Resource Breakdown Structure (RBS), Organizational
Breakdown Structure (OBS), rates, fiscal calendars, planning hours, etc.
d. Work Authorization process (work agreement process) and form that will be used
e. System architecture/tools used in the EVM system
f. Process for planning and accumulating indirect cost
g. Monthly Business Rhythm (input/output timeline to include: down load actual cost;
update/analyze IMS; EV update; supplier IMS/EVM analysis/system update; prepare
VARs; P-CAM reviews; project level reviews; prepare and submit monthly report;
IMS and EVM validity reviews, etc.)
h. Management meetings/reviews (internal/external, frequency, information
requirements such as specific metrics and trend analysis charts, etc.)
i. List of contracts/agreements and flowdown/reporting requirements - contractors
name, scope, value, period of performance, flowdown requirements to include EVM,
date of validated EVMS or plan for validation if applicable, other reporting, etc.),
COTR/Tech lead, etc.
j. Rolling wave approach
k. Process for tying EVM to risk management
l. IBR schedule and plan (both in-house and contractor)
m. Use of estimated actuals and reconciliation process
n. Integrated performance analysis and reporting (IMS, NF533 data reconciliation,
ETC/EAC, funds forecast, Risk Register and schedule margin/MR analysis, EV
metrics, UFE assessment, etc.)
o. ETC/EAC approach and frequency, including routine and comprehensive EAC
p. Thresholds for identifying significant variances and VAR preparation to include
specific form if used
q. Change management process - Baseline Change Requests, Budget Log(s) (process,
forms, approvals, replanning methods, etc.)
r. Identify process for incorporating new rates into the baseline
s. Training requirements/plan (EVM basics, project team training on EVM capability,
tools, etc.)
t. EVMS surveillance approach (In-house and contractor)

NASA EVM Implementation Handbook Page K-1
APPENDIX K. ACRONYMS
AA Advance Agreement
ABC Agency Baseline Commitment
ACO Administrative Contracting Officer
ACWP Actual Cost of Work Performed
ANSI/EIA American National Standards Institute/Electronic Industries Alliance
BAC Budget at Completion
BCWP Budgeted Cost for Work Performed
BCWR Budgeted Cost for Work Remaining
BCWS Budgeted Cost for Work Scheduled
CAP Control Account Plan
CBB Contract Budget Baseline
CCB Change Control Board
CFO Chief Financial Officer
CMA
COTS
Capability Maturity Assessment
Commercial-off-the-Shelf
CPAF Cost Plus Award Fee
CPFF Cost Plus Fixed Fee
CPI Cost Performance Index
CPIF Cost Plus Incentive Fee
CPR Contract Performance Report
CV Cost Variance
CWBS Contract Work Breakdown Structure
DCMA Defense Contract Management Agency
DI-MGMT-
81466
Data Item Description for the Contract Performance Report
DM Data Manager
DRD Data Requirements Description
EAC Estimate at Completion
ETC Estimate to Complete
EVM Earned Value Management
EVMFP Earned Value Management Focal Point
EVMIG Earned Value Management Implementation Guide

EVMS Earned Value Management System
EVMWG Earned Value Management Working Group
EVM3® Earned Value Management Maturity Model®
EVMS Earned Value Management System
FAD Formulation Authorization Document
FFP Firm Fixed-Price
FMR Financial Management Requirements
FPIF Fixed-Price Incentive Fee
FY Fiscal Year
GAO Government Accountability Office
GFP Government Furnished Property
IBR Integrated Baseline Review
IMS Integrated Master Schedule
IPT Integrated Product Team
IST Integrated Surveillance Team
IT Information Technology
JPL Jet Propulsion Laboratory
KDP Key Decision Point
KPA Key Process Area
LOE Level of Effort
M Million
MDAA Mission Directorate Associate Administrator
MOU Memorandum of Understanding
MR Management Reserve
NASA National Aeronautics and Space Administration
NASA FAR NASA Federal Acquisition Regulation
NDIA National Defense Industry Association
NFS NASA FAR Supplement
NPD NASA Policy Directive
NPR NASA Procedural Requirements
OBS Organization Breakdown Structure
OCE Office of Chief Engineer

OMB Office of Management and Budget
OPR Office of Primary Responsibilities
OTS Over Target Schedule
PBB Project Budget Base
P-CAM Project Control Account Manager
PDR Preliminary Design Review
PMB Performance Measurement Baseline
PPBE Program, Planning, Budgeting and Execution
RAM Responsibility Assignment Matrix
RFP Request for Proposal
SASR Summary Assessment Summary Report
SEB Source Evaluation Board
SOW Statement of Work
SP NASA Special Publication
SPI Schedule Performance Index
STAT Schedule, Test and Assessment Tool
SV Schedule Variance
TAB Total Allocated Budget
TCPI To Complete Performance Index
UB Undistributed Budget
UFE Unallocated Future Expense
VAC Variance at Completion
WAD Work Authorization Document
WBS Work Breakdown Structure

NASA EVM Implementation Handbook Page L-1
APPENDIX L. GLOSSARY
Actual Cost of Work Performed (ACWP). The costs actually incurred and recorded in
accomplishing the work performed within a given time period. Actual costs include the direct
cost plus the related indirect cost such as overhead, general and administrative, etc. allocated to
the activity. (Also known as Actual Cost).
Administrative Contracting Officer (ACO). The individual within the Defense Contract
Management Agency (DCMA) Contract Management Office (CMO) responsible for ensuring
that the functions described in NFS 1842.302 are completed by the contractor in accordance with
the terms and conditions of the contract.
Advance Agreement (AA). The agreement between the Administrative Contracting Officer
(ACO) and the contractor that documents the contractor’s commitment to use the accepted
EVMS as an integral management process on current and future contracts and maintain the
EVMS compliant system for current and future contracts through an internal surveillance
program.
Agency Baseline Commitment (ABC). An Agency Baseline Commitment is the highest-level
commitment for NASA and is established at the beginning of the Implementation Phase of a
program or project’s life cycle, Key Decision Point C (KDP C). It includes the program’s
approved funding budgetary target. This target is used by OMB and Congress as the total
appropriation target value for the funding request and some additional Unallocated Future
Expense (UFE), and/or schedule or margin/reserve added by the mission directorates with the
concurrence of the Independent Program Assessment Office (IPAO) to ensure a reasonable
amount of funding margin/reserve is available for unforeseen problems beyond the program’s
control.
American National Standards Institute/Electronic Industries Alliance (ANSI/EIA). The Institute
that oversees the creation, promulgation and use of thousands of norms and guidelines that
directly impact businesses in nearly every sector. ANSI is also actively engaged in accrediting
programs that assess conformance to standards—including globally-recognized cross-sector
programs such as the ISO 9000 (quality) and ISO 14000 (environmental) management systems.
The Earned Value Management System guidelines have been published as an ANSI/EIA
standard. The set of 32 guidelines, established by ANSI/EIA-748, define the requirements the
contractor's EVM system should meet.
Authorized Unpriced Work (AUW). Any effort for which contractually definitized costs have not
been agreed upon, but for which written authorization has been received.
Budget at Completion (BAC). The sum of all budgets (BCWS) allocated to the project or a given
Control Account. It is synonymous with the term Performance Measurement Baseline.
Budgeted Cost for Work Performed (BCWP). The sum of budgets for completed work packages
and partially completed work packages, plus the appropriate portion of the budgets for level of
effort and apportioned effort work packages. (Also known as Earned Value)
Budgeted Cost for Work Scheduled (BCWS). The sum of the budgets for all work packages,
planning packages, etc., scheduled to be accomplished (including in-process work packages),
plus the amount of level of effort and apportioned effort scheduled to be accomplished within a
given time period. This is the value of planned work. (Also known as Planned Value)

Change Control Board (CCB). The CCB is a committee that makes decisions on whether
proposed changes to project baselines (technical, schedule or cost) should be accepted.
Contract. A mutually binding legal relationship obligating the seller to furnish the supplies or
services (including construction) and the buyer to pay for them. It includes all types of
commitments that obligate the Government to an expenditure of appropriated funds and that,
except as otherwise authorized, are in writing. In addition to bilateral instruments, contracts
include (but are not limited to) awards and notices of awards; job orders or task letters issued
under basic ordering agreements; letter contracts; orders, such as purchase orders, under which
the contract becomes effective by written acceptance or performance; and bilateral contract
modifications. Contracts do not include grants and cooperative agreements.
Contract Budget Base (CBB). The sum of the negotiated contract cost plus the estimated cost of
authorized unpriced work. It includes the PMB and MR. Customer approval is generally required
to change it. (See also Project Budget Base.)
Contract Performance Report (CPR). A contract data requirement when EVM is required. This
report consists of five formats containing data for measuring contractors' cost and schedule
performance on Government acquisition contracts:
 Format 1 provides data to measure cost and schedule performance by product-oriented WBS
elements, the hardware, software, and services the Government is buying.
 Format 2 provides the same data by the contractor's organization (functional or Integrated
Product Team (IPT) structure).
 Format 3 provides the budget baseline plan against which performance is measured.
 Format 4 provides staffing forecasts for correlation with the budget plan and cost estimates.
 Format 5 is a narrative report used to explain significant cost and schedule variances and
other identified contract problems and topics.
Contract Work Breakdown Structure (CWBS). A work breakdown structure of the products or
services to be furnished under contract. It is comprised of selected Project WBS elements
specified in the contractual document and the contractor's lower level extensions of those
elements.
Control Account. A management control point at which budgets (resource plans) and actual costs
are accumulated and compared to earned value for management control purposes. A control
account is a natural management point for planning and control since it represents the work
assigned to one responsible organizational element (or integrated product team) for a single
WBS element.
Control Account Manager. See Project Control Account Manager (P-CAM).
Control Account Plan (CAP). A format upon which a control account plan is displayed. A CAP
typically displays the control account scope and budget in time-phased work packages and
planning packages, cost element visibility, earned value techniques for each work package,
responsible performing organizations and at least one charge number.
Cost Performance Index (CPI). A measure of cost efficiency. It compares BCWP to the actual
cost to perform that work (CPI = BCWP / ACWP). An index of 1.0 means that we are spending
exactly what we planned to spend to accomplish the work performed. CPI > 1.0 means we are
under running costs. CPI < 1.0 means that we are over running costs.

Cost Variance (CV). A metric for the cost performance derived from earned value data. It is the
algebraic difference between earned value and actual cost (CV = BCWP – ACWP). A positive
value indicates a favorable condition and a negative value indicates an unfavorable condition. It
may be expressed as a value for a specific period of time or cumulative to date.
Critical Path. The Critical Path is the sequence of activities that are tied together with network
logic that have the longest overall duration from time now until project completion.
Data Requirements Description (DRD). The document that describes the specific data required
for supplier/contract management and reporting.
Defense Contract Management Agency (DCMA). The Department of Defense (DoD) component
that works directly with Defense suppliers to help ensure that DoD, Federal, and allied
government supplies and services are delivered on time, at projected cost, and meet all
performance requirements. As the DoD Executive Agent for EVMS, DCMA is responsible for
ensuring the integrity and application effectiveness of contractor EVMS. The NASA
Program/Project contracting officer will normally delegate the responsibility for verifying a
supplier’s initial and continuing compliance with ANSI/EIA -748 guidelines to the designated
DCMA Administrating Contracting Officer (ACO) assigned to a DCMA Contract Management
Office (CMO).
Earned Value Management (EVM). A tool for measuring and assessing project performance
through the integration of technical scope with schedule and cost objectives during the execution
of the project. EVM provides quantification of technical progress, enabling management to gain
insight into project status and project completion costs and schedules. Two essential
characteristics of successful EVM are EVM system data integrity and carefully targeted monthly
EVM data analyses (i.e., risky WBS elements).
Earned Value Management Focal Point (EVMFP). The EVM subject matter expert at each
NASA center/organization that serves as the point of contact for coordination and exchange of
information on EVM. The EVMFP is responsible for effective policy implementation within
their component, ensuring consistency with NASA policy and the provisions of this guide.
Earned Value Management Maturity Model®, or EVM3®. Developed and trademarked by
Management Technologies (http://www.mgmt-technologies.com/evmtech.html), the five step
EVM3® is a maturity model for organizations to use in implementing and improving their EVM
Systems. Organizations with an ANSI/EIA-748 compliant EVMS can use the EVM3® to
establish EVM process metrics and create EVMS improvement plans.
Earned Value Technique (EVT). See Performance Measurement Technique (PMT).
Earned Value Management Working Group (EVMWG). A group consisting of the EVM Subject
Matter Experts from each center other subject matter experts to facilitate Agency-wide
communication, consistency, and lessons learned related to implementing and using EVM.
Earned Value Management System (EVMS). The integrated set of policies, processes, systems
and practices that meet an organization’s implementation of ANSI/EIA-748. An integrated
management system and its related subsystems that allow for planning all work scope to
completion; assignment of authority and responsibility at the work performance level; integration
of the cost, schedule, and technical aspects of the work into a detailed baseline plan; objective
measurement of progress (earned value) at the work performance level; accumulation and
assignment of actual costs; analysis of variances from plans; summarization and reporting of

performance data to higher levels of management for action; forecast of achievement of
milestones and completion of events; forecast of final costs; and disciplined baseline
maintenance and incorporation of baseline revisions in a timely manner.
Estimate at Completion (EAC). A value (expressed in dollars and/or hours) developed to
represent a realistic projection of the final cost of a task (or group of tasks) when completed.
EAC is the sum of direct and indirect costs to date, plus the estimate of costs for all authorized
remaining work. EAC = Inception to date ACWP + ETC
Estimate to Complete (ETC). A value (expressed in dollars and/or hours) developed to represent
a realistic projection of the ―to go‖ cost of the unaccomplished work to complete a task.
Formulation Authorization Document (FAD). The document issued by the MDAA (or MSOD) to
authorize the formulation of a program whose goals will fulfill part of the Agency’s Strategic
Plan, Mission Directorate Strategies, or Mission Support Office Functional Leadership Plans. In
addition, a FAD or equivalent is used to authorize the formulation of a project.
Independent Estimate at Completion (IEAC). The IEAC is a forecast of most likely total project
costs based on assessment of historical project performance.
Integrated Baseline Review (IBR). A risk-based review conducted by Program/Project
Management to ensure mutual understanding between the customer and supplier of the risks
inherent in the supplier’s PMB and to ensure the PMB is realistic for accomplishing all the
authorized work within the authorized schedule and budget.
Integrated Master Schedule (IMS). An integrated schedule developed by logically networking all
detailed program/project activities. The highest level schedule is the Master Schedule supported
by Intermediate Level Schedules and by lowest level detail schedules.
Joint Cost and Schedule Confidence Level (JCL). (1) The probability that cost will be equal to or
less than the targeted cost AND schedule will be equal to or less than the targeted schedule date.
(2) A process and product that helps inform management of the likelihood of a project’s
programmatic success. (3) A process that combines a project's cost, schedule, and risk into a
complete picture. JCL is not a specific methodology (e.g., resource-loaded schedule) or a product
from a specific tool (e.g., @RISK).
Key Decision Point (KDP). The event at which the decision authority determines the readiness of
a program/project to progress to the next phase of the life cycle (or to the next KDP).
Level of Effort (LOE): Effort of a general or supportive nature that does not produce definite end
products. Examples include supervision, program administration and contract administration.
Management Reserve (MR). An amount of the total allocated budget withheld for management
control purposes rather than designated for the accomplishment of a specific task or a set of
tasks. It is not part of the Performance Measurement Baseline.
Memorandum of Understanding (MOU). The MOU is a bilateral or multilateral document
describing the agreements between two parties.
Metadata Manager (MdM). The MdM houses the WBS structure and supplies this information to
the NASA Core Financial System [sometimes nicknamed SAP because the system is based on
SAP (Systems, Applications, Products) business applications]) and other subsystems such as
WebTADS, FedTraveler, and Contract Management.

Mission Directorate Associate Administrator (MDAA). Responsible for managing programs
within the Mission Directorate; recommends the assignment of programs and Category 1 projects
to centers; assigns Category 2 and 3 projects to centers; serves as the KDP Decision Authority
for Category 2 and 3 projects; and has responsibility for all programmatic requirements.
NASA Procedural Requirements (NPR). Agency mandatory instructions and requirements to
implement NASA policy as delineated in an associated NPD.
NASA Policy Directive (NPD). Agency policy statements that describe what is required by
NASA management to achieve NASA’s vision, mission, and external mandates and describe
who is responsible for carrying out those statements.
NASA Structure Management (NSM). The NSM is the internal coding schema used by the
Agency to define and organize project work content. The WBS with its NSM nomenclature
provides a common management framework for project management decisions and
communication, the definition and authorization of work, the development of project schedules,
and the planning and allocation of resources. This same coding system is also used to account for
all financial activities associated with funds appropriated by Congress to accomplish project
work.
Office of the Chief Engineer (OCE). The Chief Engineer is the principal advisor to the NASA
Administrator on the technical readiness, review, and execution of NASA programs and projects.
The OCE ensures that NASA missions are planned and conducted with sound engineering
practices and proper controls and management. The OCE is responsible for EVM policy and
guidance.
Office of Management and Budget (OMB). A Cabinet-level office which is the largest office
within the Executive Office of the United States President. The OMB oversees and coordinates
the Administration's procurement, financial management, information, and regulatory policies. In
each of these areas, the OMB's role is to help improve administrative management, to develop
better performance measures and coordinating mechanisms, and to reduce any unnecessary
burdens on the public.
Office of Procurement (OP). The Office of Procurement provides functional management,
leadership, and policy direction of procurement and financial assistance activities (excluding
Space Act Agreements) for the entire Agency.
Organizational Breakdown Structure (OBS). The project hierarchy of line and functional
organizations as applied to the specific project.
Over Target Baseline (OTB). Replanning actions involving establishment of cost and/or schedule
objectives that exceed the desired or contractual objectives on the program. An OTB is a new
baseline for management when the original objectives cannot be met and new goals are needed
for management purposes.
Over Target Schedule (OTS). An established schedule that extends beyond the contractual
milestones or delivery dates.
Performance Measurement Baseline (PMB). The time-phased budget plan against which
performance is measured. It is formed by the budgets assigned to scheduled control accounts and
the applicable indirect budgets. For future effort, not planned to the control account level, the

PMB also includes budgets assigned to higher level WBS elements and undistributed budgets. It
equals the total allocated budget less management reserve.
Performance Measurement Technique (PMT). The method or ―algorithm‖ used to calculate
earned value at the work package level.
Planning Package (PP). A logical aggregate of far-term effort within a control account that can
be identified and budgeted, but not yet defined into discrete Work Packages.
Program. A strategic investment by a Mission Directorate or Mission Support Office that has a
defined architecture and/or technical approach, requirements, funding level, and a management
structure that initiates and directs one or more projects. A program defines a strategic direction
that the Agency has identified as critical.
Program Plan. The document that establishes the program’s baseline for implementation and is
signed by the MDAA, Center Director(s), and program manager.
Project. A specific investment having defined goals, objectives, requirements, life-cycle cost, a
beginning, and an end. A project yields new or revised products or services that directly address
NASA’s strategic needs. They may be performed wholly in-house; by Government, industry,
academic partnerships; or through contracts with private industry.
Project Budget Base (PBB). The negotiated value of the project plus the estimated cost of
authorized unpriced work. It is the Government project equivalent to the Contract Budget Base.
It includes the PMB and MR. Customer approval is generally required to change it.
Project Control Account Manager (P-CAM). A NASA manager responsible for task performance
of a Control Account within the PMB and for planning and managing the resources authorized to
accomplish such task.
Project Plan. A detailed plan which, when formally approved, sets forth the agreement between
a program manager and project managers, and defines the guidelines and constraints under which
the project will be executed.
Rebaselining. The process that results in a change to a program’s/project’s Commitment
Agreement. This agreement establishes and documents an integrated set of project requirements,
cost, schedule, technical content, and an agreed-to Joint Confidence Level that forms the basis
for NASA’s commitment with the external entities of OMB and Congress.
Replanning. The process by which a program or project updates or modifies its plans. This
applies to a change in the original authorized PBB or CBB planning for accomplishing formally
authorized requirements, typically involving the redistribution of budget for remaining work. In
accordance with the ANSI/EIA-748, traceability is required to previous baselines, and funding
requirements need to be considered in any replanning effort. There are two types of replanning:
 Internal Replanning. Replanning actions performed by the supplier for remaining effort
within the recognized PBB or CBB. It is caused by a supplier’s need to accommodate cost,
schedule, or technical problems that may have made the original plan unrealistic. Internal
replanning is restricted to remaining effort and if significant, the customer must be advised of
the action.
 Authorized Change (or External) Replanning. A change necessitated by government/
customer direction which may be in the form of either a definitized or a no cost contract
change order for contracts or formal change to the Project Plan for in-house Projects that

calls for a change in the original plan. It most often results from a change in the authorized
requirement affecting cost, schedule, technical parameter or a combination thereof.
Reprogramming (or Formal Reprogramming). A comprehensive replanning of the remaining
PMB that results in an Over-Target Baseline (OTB), an Over-Target Schedule (OTS) or both.
This type of replan is for performance measurement purposes only and requires prior
coordination and approval of the Customer.
Request for Proposal (RFP). A solicitation used in negotiated acquisitions to communicate
government requirements to prospective contractors and solicit proposals.
Responsibility Assignment Matrix (RAM). A chart showing the relationship between the CWBS
elements and the organizations assigned responsibility for ensuring their accomplishment. The
RAM normally depicts the assignment of each control account to a single manager, along with
the assigned budget.
Risk Management Plan (RMP). The document that describes how risks will be identified and
managed for a specific program/project.
Schedule Performance Index (SPI). A measure of schedule efficiency. It compares the BCWP to
the work scheduled (SPI = BCWP / BCWS). An index of 1.0 means the work is being performed
right to the schedule. SPI > 1.0 means that the work is ahead of schedule. SPI < 1.0 means that
the work is behind schedule.
Schedule Variance (SV). A metric for the schedule performance derived from earned value data.
It is the algebraic difference between earned value and the planned value (SV = BCWP –
BCWS). A positive value is a favorable condition while a negative value is unfavorable. It may
be expressed for a specific period of time or cumulative to date.
Statement of Work (SOW). A document that contains a narrative description of the work scope
requirements for a project or contract.
Suppliers. Each project office is a customer having a unique, multi-tiered hierarchy of suppliers
to provide it products and services. A supplier may be a contractor, grantee, another NASA
Center, university, international partner, or other government agency. Each project supplier is
also a customer if it has authorized work to a supplier lower in the hierarchy.
To Complete Performance Index (TCPI). The future cost efficiency needed to accomplish the
remaining work within a financial goal such as the Budget at Completion (BAC) or the Estimate
at Completion (EAC). It compares the budget for remaining work with the remaining cost or the
estimated remaining cost to complete the work. TCPIBAC = (BAC – BCWP cum) / (BAC –
ACWP cum). Or TCPIEAC = (BAC – BCWP cum) / (EAC – ACWP cum). Compare the CPI to
determine if the BAC or the EAC is realistic or not.
Total Allocated Budget (TAB). The sum of all budgets allocated to a project/contract. Total
allocated budget consists of the PMB and all MR. The TAB should reconcile directly to the
PBB/CBB. If the TAB is greater than the CBB/PBB, the difference is attributable to an over
target baseline and must be documented.
Unallocated Future Expense (UFE). The portion of estimated cost required to meet specified
JCL that cannot yet be allocated to the specific project WBS sub-elements because the estimate
includes probabilistic risks and specific needs that are not known until these risks are realized.

Typically not part of PBB unless allocated to the project in conjunction with a formal change to
the PBB.
Undistributed Budget (UB). Budget associated with specific work scope or authorized changes
that have not been assigned to a control account or lower level WBS element.
Work Authorization Document (WAD). A form used to document authorized and budgeted work
from the Project Manager or Sub-project/Element Manager. As a minimum this document must
include the relevant WBS Control Account code, statement of work, scheduled start and
completion dates, budget, and the name of the P-CAM.
Work Breakdown Structure (WBS). The product-oriented hierarchical breakdown or division of
hardware, software, services and other work tasks that organizes, displays, and defines the
products to be developed and/or produced and relates the elements of the work to be
accomplished to each other and the end products.
Work Package (WP). A detail, short duration task or material item identified by the Project
Control Account manager for accomplishing a Control Account task. A work package has the
following characteristics:
 Represents unit of work at the level where work is performed.
 Clearly separate from other Work Packages.
 Assignable to a single organizational element.
 Has scheduled start and completion dates, and interim milestones, if required, all of which
represent physical accomplishment.
 Has budget expressed in terms of dollars or hours/FTEs.
 Its duration is limited to a relatively short span.
 Is integrated with detailed engineering, shop, or other schedules.
 Has a correct Earned Value Technique assigned to it.

National Aeronautics and Space Administration
NASA Headquarters
Washington, D.C. 20546

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