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Policy and Guidance

EVM in the OMB Circular A-11, FAR, and DFARS

  • OMB Circular A-11 - Preparation, Submission and Execution of the Budget (July 2024)
  • Capital Programming Guide - Supplement to Part 7 of Circular A-11; requires risk management on major investments and suggests EVM as a critical component of that management
  • FAR Subpart 34.2 - Requires an EVMS and monthly reporting for “major acquisitions for development,” in accordance with OMB Circular A-11
  • DFARS Subpart 234.201 - Provides specific contract value thresholds for EVMS applicability and procedures for the review/approval of an EVMS

Adaptive Acquisition Framework

In the past few years, OUSD(A&S) has undertaken a massive rewrite of the 5000 series, transforming the traditional one-size-fits-all Acquisition process into six tailorable pathways designed for the unique characteristics of the capability being acquired. The latest in overarching policy for the Adaptive Acquisition Framework (AAF) is shown below; for guidance, see the API website or the interactive DAU guide.

IPMDAR DID & CDRLs

The IPMDAR DID describes reporting requirements for EVM/IPM Contract and Schedule performance reports. Sample CDRLs for the IPMDAR are also now available, including specific language for incremental delivery, major subcontractors, and schedule-only reporting.

Technical documentation for the IPMDAR can be found on the IPMDAR DEI and FFS page. Legacy IPMR DIDs, CDRLs, and Guides are located on the Archive page.


CFSR DID and Sample CDRL

The Contract Funds Status Report (CFSR) is designed to supply funding data about defense contracts to Program Managers. It includes information on funds requirements, planning for funding changes, obligations, and termination costs.

  • CFSR DID - Oct 19, 1995
  • CFSR Sample CDRL - The CFSR CDRL example provides common language a program office may use when placing CFSR on contract.

MIL-STD-881 Standard

The MIL-STD-881 Standard presents direction for effectively preparing, understanding, and presenting a Work Breakdown Structure (WBS). It provides the framework for Department of Defense (DoD) Program Managers to define their program's WBS and to defense contractors in their application and extension of the contract's WBS. Revision E of the MIL-STD-881 was published in October 2020.


EVM-CR Policy Manual

The EVM-CR Policy Manual establishes the specific policy and guidance for the submittal of all EVM/IPM data to the EVM Central Repository (EVM-CR).

IPMDAR – Integrated Program Management Data and Analysis Report DID


DEI – Data Exchange Instructions

These documents provide specific direction for using the File Format Specification for the IPMDAR Contract and Schedule Performance Datasets to exchange performance data.


FFS – File Format Specification

These documents are intended as a technical reference for computer programmers implementing software to support the exchange of data composing the IPMDAR datasets.

EVMSIG: DoD EVMS Interpretation Guide

The DoD Earned Value Management System Interpretation Guide (EVMSIG) will be used as the basis for the DoD to assess EVMS compliance to the industry standard EIA-748's "27 EVMS Guidelines". The EVMSIG was developed in collaboration with DoD EVMS experts from the Office of the Secretary of Defense and the organizations responsible for conducting EVMS compliance reviews.


27 EVMS Guidelines

  • GL 1. Define the Work Breakdown Structure (WBS). Define the authorized work elements for the program. A product-oriented work breakdown structure, tailored for effective internal management control, is commonly used in this process.
  • GL 2. Define Program Organizational Breakdown Structure (OBS). Identify the program organizational structure, including the major subcontractors, responsible for accomplishing the authorized work and define the organizational elements where work will be planned and controlled.
  • GL 3. Integrate WBS and OBS to Create Control Accounts. Integrate the program work breakdown structure and organizational structure to identify management control points where responsibility is assigned to specific work scope.
  • GL 4. Integrate Subsidiary Management Processes. Provide for the integration of the scheduling, budgeting, work authorization, and cost accumulation processes with each other and, as appropriate, the program work breakdown structure and organizational structure to enable cost and performance measurement by elements of either or both structures.
  • GL 5. Identify Indicators to Measure Progress. Identify, in the schedule, the physical products, milestones, technical performance goals, or other objective indicators that will be used to measure progress.
  • GL 6. Scheduling Authorized Work. Schedule the authorized work in a manner that describes the sequence of work and identifies task interdependencies required to meet the requirements of the program.
  • GL 7. Establish and Maintain the Performance Measurement Baseline. Establish and maintain a time-phased budget baseline comprised of scope, schedule, and budget at the control account level. Budget for far-term efforts may be held in higher-level accounts until an appropriate time for allocation at the control account level. Initial budgets established for performance measurement are based on either internal management goals or the external customer-negotiated target cost, including estimates for authorized but undefinitized work.
  • GL 8. Authorize Scope, Schedule, and Budget by Cost Elements. Authorize control account scope, schedule, and budget comprised of elements of cost (labor, material, subcontractors, etc.) required to complete the effort.
  • GL 9. Plan Work Packages and/or Planning Packages. Plan the authorized scope, schedule, and budget into work packages and/or planning packages. Determine budgets in terms of dollars, hours, or other measurable units such that the sum of all work package and planning package budgets equal the control account budget.
  • GL 10. Establish Performance Measurement Criteria. Establish objective performance measurement criteria for each work package consistent with the way work is expected to be accomplished. Only that effort which is not measurable is identified as level of effort.
  • GL 11. Establish Indirect Budgets. Apply indirect rates, developed by the responsible organizations, to the program’s direct resource budgets, at the applicable level, to determine the indirect budgets that support the establishment of the performance measurement baseline.
  • GL 12. Identify Undistributed Budget and Management Reserve. Identify any undistributed budget or management reserve.
  • GL 13. Reconcile to Target Costs. Provide that the program target cost goal is reconciled with the sum of all internal program budgets and management reserve.
  • GL 14. Assess Progress. Using predefined performance measurement criteria, status the schedule and assess physical progress to determine budget earned. Earned value for material items may not be credited earlier than the actual receipt of the material nor later than the consumption of the item.
  • GL 15. Record Costs by EOC. Collect actual costs (direct and indirect), by elements of cost, from a formal system controlled by the general books of account for comparison to corresponding budgets in the EVMS. Where actual costs are not available for comparison, estimated costs will be entered into the EVMS.
  • GL 16. Account for Purchased Material. Account for all purchased material for which earned value has been calculated, including material residual to the program.
  • GL 17. Calculate Schedule Variance and Cost Variance. At least on a monthly basis, generate the following information for the control account and higher 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.
  • GL 18. Analyze Significant Variances. Identify and evaluate, at least monthly for each control account, the significant differences between both planned and actual schedule performance and planned and actual cost performance; and analyze and provide the reasons for the variances in the detail needed by program management.
  • GL 19. Evaluate Indirect Cost Variances. Evaluate indirect cost variances and the impact of indirect cost performance on individual program performance.
  • GL 20. Update Estimates at Completion for Control Accounts and Summary Level Planning Packages. Using the results of control account variance analysis and indirect performance evaluations, update the control account estimates at completion to reflect future resource requirements to complete the remaining authorized work and, by comparing to budgets, calculate the variance at completion.
  • GL 21. Summarize, Review, and Evaluate Performance and Variances. Summarize, review, and evaluate the data elements and associated variances through the program work breakdown structure and/or organizational structure to support management needs and any customer reporting specified in the contract.
  • GL 22. Implement Corrective Actions. Implement managerial actions taken as the result of earned value information.
  • GL 23. Develop Program Manager Estimate(s) at Completion. Develop a revised estimate of cost at completion for all authorized work based on performance to date, estimates of future resource requirements, and an evaluation of program risks and opportunities. Compare this estimate with the contract budget base to identify variances at completion to support internal management needs, applicable customer reporting, and funding requirements.
  • GL 24. Incorporate Customer Directed Changes in a Timely Manner. Incorporate customer directed changes in a timely manner, documenting and reconciling the effects of such changes in scope, schedule, and budget. When incorporating a customer directed change prior to negotiation, plan the work based on the estimated value of the scope.
  • GL 25. Document and Reconcile Internal Replanning Changes. Document and reconcile changes to current scope, schedule, and budgets as a result of internal replanning.
  • GL 26. Control Retroactive Changes. Control retroactive changes to records pertaining to work performed that would change previously reported amounts for actual costs, earned value, or budgets. Adjustments are made only for correction of errors, routine accounting adjustments, or effects of customer or management directed changes, including implementation of a single point adjustment.
  • GL 27. Propose Over Target Baseline or Over Target Schedule. When necessary, propose, document, and establish a total program budget greater than the contract budget base (over-target baseline) and/or a total program schedule exceeding the contractual period of performance (over-target schedule) to support management of the remaining authorized work. Advance notification must be provided to the customer prior to implementation.

IPMDAR Implementation & Tailoring Guide

The IPMDAR Implementation & Tailoring Guide provides guidance from API on the application of the IPMDAR DID, tailoring the DID in the CDRL and clarification of the intent of the DID.


EVMIG: DoD EVM Implementation Guide

The DoD Earned Value Management Implementation Guide (EVMIG) describes EVM Concepts and Guidelines and provides guidance for Government use of EVM, including guidance for applying EVM requirements to contracts, an introduction to analyzing performance, and a discussion of baseline review and maintenance and other post award activities.


EVMSIG: DoD EVMS Interpretation Guide

The DoD Earned Value Management System Interpretation Guide (EVMSIG) will be used as the basis for the DoD to assess EVMS compliance to the industry standard EIA-748's "27 EVMS Guidelines". The EVMSIG was developed in collaboration with DoD EVMS experts from the Office of the Secretary of Defense and the organizations responsible for conducting EVMS compliance reviews.


Agile and EVM Guide

In July of 2014, representatives from the Air Force and Army asked API (formerly PARCA) for guidance on the application of EVM to programs using Agile development philosophies. The Desk Guide below is a result of API's study on the Agile/EVM intersection.

IBR Guidance

The Program Managers' Guide to the Integrated Baseline Review (IBR) Process is the principal IBR reference and should be used to implement an integrated baseline discipline on an acquisition program. Program Managers are strongly encouraged to use this guide during IBR training, when preparing for an IBR, and then again during the actual execution and conduct of the IBR.


OTB/OTS Guide

Guide for understanding Formal Reprogramming, Over Target Baselines, and Over Target Schedules.


Acquisition Guidebooks

The Acquisition Guidebooks align with and complement our updated acquisition policies. They reflect modern business practice and supersede related chapter content in the Defense Acquisition Guidebook (DAG).


NDIA IPM Guides

The National Defense Industrial Association (NDIA) has many industry documents that can be used as informational materials.

Training Presentations

Presentation slides from past trainings and events are posted below. Upcoming webinars and events where the API IPM Division is presenting can be found on the IPM Events Calendar.


Conferences

Agile in Government Summit
DAU Acquisition Update
Empower User Group
EVM Practitioners' Forum
NASA EVM User Group
NDIA Systems ENG

NDIA IPMD

General Sessions

In-Person Training

Contact us to request training on EVM policy or the EVM-CR application.


EVM-CR Authorization Memos


Legacy EVM DIDs, Policy and Guidance

DIDs, Guides and Sample CDRLs for legacy formats such as the IPMR and superseded policy, can be found here on the Archive page.


Legacy Desktop Tools

Download these tools to view and validate IPMR files (Download Instructions, password: EVM TOOL).


Legacy IPMR XML Schemas

The UN/CEFACT XML schemas enable the various entities involved in the execution of a project to exchange project management related schedule and cost data throughout the life of a project using a standardized data content framework. To complement the XML schemas, API is working with various constituents in developing and providing a set of guidelines to facilitate the various types of data exchanges including support of the IPMR cost, schedule, and historical data requirements as well as CFSR data requirements.


September 2013 Files

The submissions to the EVM-CR are required to conform to the base XML schemas from the United Nations Center for Trade Facilitation and Eletronic Business (UN/CEFACT) Data Library Edition D09B and the related DoD specific Data Exchange Instructions (DEIs). The DoD DEIs provided here include all of the business rules to support the specific data requirements in the IPMR Data Item Description using the base UN/CEFACT XML schemas. Confirmed errata for the DEIs are maintained in a separate document provided below.