DAY 1

Introduction to Earned Value Management (EVM)

• Evolution of the Earned Value Management (EVM) Concept
• The EVM Process
• The Cost/Schedule Control System Criteria (C/SCSC)
• The EVM System Criteria
• Performance Measurement - An Effective EVM Technique
• The Generic Planning and Control Cycle in Project Management
• The Triple Constraint Concept and EVM/ Project Organization Structure
• EVM in Project Management/ EVM Principles/ EVM Basic Concepts

Scope the Project

• Understanding the Project Objectives
• Understand and Develop the Project Requirements

• Establish the Project Work Scope
• The Work Breakdown Structure (WBS)
• Make-or-Buy Choices/ WBS and Earned Value
• The Organization Breakdown Structure (OBS)/ The WBS and OBS Integration

Plan and Schedule the Project

• Planning the Project
• Major Elements of Project Planning
• Symptoms of Poor Planning
• Scheduling the Project
• Schedule Hierarchy
• Scheduling System Criteria
• Scheduling Requirements
• Basic Scheduling Guidelines
• Elements of Scheduling Process
• Milestone Definition
• Scheduling and Earned Value

DAY 2

Estimate and Budgeting Project Resources to Form Control Account Plans (CAPs)

• Integrating the Project Work Scope with Cost and Schedule
• Earned Value CAPs
• Cost Estimates, Budgets and Management Reserves
• Establish the Earned Value Project Baseline
• Methods Used to Plan and Measure Earned Value
• Control Account Plans (CAPs)

Establish the Earned Value Project Baseline

• Methods to Plan and Measure Earned Value
• Budget Hierarchies and Relationship for EVM Compliant Contracts
• The Performance Measurement Baseline (PMB)
• Maintaining the PMB: Managing Changes in Scope
• Impact to Incorporate Project Changes

Monitoring Performance Against the Baseline

• CAPs Performance Measurement
• EVM Analysis
• CAP Variance Analysis
• Integrated Cost/Schedule Performance Analysis
• Presentations to Project Management
• Earned Value Cost and Schedule Variances
• Cost Performance Index (CPI) and Schedule Performance Index (SPI)
• EVM Data Elements Interpretations
• Materials and Subcontracts in EVM

DAY 3

Final Cost and Schedule Forecasting

• Determining Factors
• Cost and Schedule Results Methodology
• Management Reserve or Contingency Reserve
• Estimate At Completion (EAC)
• Predicting the Project’s Time Duration
• Managing Project Portfolio using EVM

EVM Reporting

• Subcontractors’ Reporting
• Preparing and Interpreting the Integrated Cost/Schedule Report
• The EVM Reporting Formats

Project Portfolio and EVM

• Portfolio and Portfolio Management/ Project Portfolio
• A Template for Portfolio Management

EVM Exercises and Case Studies

Course fee: 5,500,000 VNĐ

     *** Deadline for register: before 17:00PM - 22 April 2016

     *** Hotline for register: 0933.608891

Scheduled Outline:

The Course is scheduled for three (3) days from 06/05/2016 – 08/05/2016; each day starting from 8:00 AM to 4:30 PM with a half hour coffee break during each morning and afternoon session.

*** Deadline for register: before 17:00PM - 22 April 2016

*** Hotline for register: 0933.608891

1. KPS award A "EARNED VALUE MANAGEMENT - PMI Standard" Certiicate.

2. Instructor:  Nghi M. Nguyen, Ph.D., M.Eng, P.E., PMP, M.ASCE is President and CEO of NDV Project Management Services Inc, a PMI’s Registered Consultant Program (RCP) member. He has had almost 30 years of progressive experience in the field of project management on major construction and high-technology projects with leading Canadian and American corporations such as the SNC-Lavalin Group, Lockheed Martin and the Canadian Space Agency (CSA). As a consultant to engineering and construction firms, he has assisted clients with project management approaches to effectively complete projects and attain their objectives. He is a specialist in project management training, definition, development, identification of project objectives, constraints and methodologies, having provided project management trainings to engineers worldwide. He has been working as a project management consultant for the CSA on projects associated with the 16-nation International Space Station (ISS) project, the construction of the largest and most sophisticated engineering facility ever undertaken as well as for SNC-Lavalin International on China’s Three Gorges Dam project, the largest on-going construction project on earth. An internationally recognized project management consultant, trainer, speaker, educator, author, and presenter worldwide, Dr. Nghi Nguyen has written and presented numerous technical papers on project management related topics in international conventions and seminars in Canada, the U.S., Europe, the Middle East, the Caribbean and Asia sponsored by professional associations such as the Project Management Institute (PMI), the American Consulting Engineering Council (ACEC), ASCE, Canadian Society of Civil Engineers (CSCE), the Performance Management Association (PMA), The Pan-Pacific  Management Association, The Caribbean Council of Engineering Association and the Paris-based AFITEP. Educated at Canada’s Concordia and McGill universities, he is a part-time faculty member at Montreal’s Concordia University, teaching Construction & Project Management courses at both undergraduate and graduate levels, taught project management at the McGill Executive Institute and hold B.S., M.S., and Ph.D. degrees in Civil Engineering specializing in Construction & Project Management. Dr. Nguyen is ASCE instructor in project management and currently a member of the Canadian Advisory Council (CAC), set up by the Standards Council of Canada (SCC) to participate in the development of the International Organization (ISO)’s project management standard, recently released in September 2012 as ISO 21500 for project management as well as providing recommendations as Draft Reviewer and Contributor to the PMBOK Guide – Fifth Edition of the Project Management Institute (PMI) which has been released . He was instrumental in securing Lockheed Martin Canada the distinction of becoming the first Canadian company to have a validated EVM system used on a major Canadian high-technology system integration project in the 1980s.