1)Which of the following describes a typical Earned Value Management (EVM) analyst duty?

Preparing budget requests

Developing a life cycle cost estimate for the entire program

Performing technical risk analysis

Assisting the Integrated Product Team (IPT) in coordinating and integrating analysis

2)Which of the following describes the purpose of data validation checks?

To ensure the contractor is providing data in accordance with the Acquisition Plan

To validate pricing data against market research

To ensure contract technical performance measures (TPMs) accurately describe desired capabilities

To make sure the Integrated Program Management Report (IPMR) data do not contain anomalies that would make them invalid and negatively impact management decision making.

3)What useful information does this Integrated Program Management Report (IPMR) extract provide an analyst about estimates at completion (EACs)?

(IMAGE DESCRIPTION: An excerpt from Integrated Program Management Report (IPMR) Format 1 displays performance data for the following WBS elements: 1.1 Prime Vehicle; 1.1.1 Frame; 1.1.2 Suspension/Steering; 1.1.3 Power Package; and 1.1.3.1 Engine. Format. Data includes: current and cumulative to date BCWS, BCWP, ACWP, and cost and schedule variances. Format 1 also displays budgeted and estimated at completion values for each element, and the variance between the two values.)

This portion of the IPMR shows the contractor managements best case, worst case, and most likely case EACs.

This portion of the IPMR shows the contractors EAC, updated to reflect the latest information, by Work Breakdown Structure (WBS) element.

This portion of the IPMR shows the contractors original EAC by Work Breakdown Structure (WBS) element, but these estimates are not required to be updated to reflect the latest available information.

This portion of the IPMR shows the worst case management EACs for the authorized contractual scope.

4)How do you determine which Work Breakdown Structure (WBS) elements are at risk of causing the project schedule to slip?

Sort on major cost variances in the Integrated Program Management Report (IPMR) Format 1

Use technical performance measure (TPM) analysis to identify technical drivers

Analyze the Integrated Master Schedule (IMS) critical path and review the remaining float on slipping tasks

Conduct various Integrated Master Schedule (IMS) schedule health checks and Integrated Program Management Report (IPMR) Format 1 data validation checks

5)Review the graph showing the contractor's estimate at completion (EAC), and the Governments optimistic (uses CPI)) and pessimistic (uses CPI*SPI) EACs. What can you conclude from this about the contractors EAC?

(IMAGE DESCRIPTION: EAC chart, with dollars in hundred thousands. Pessimistic EAC is $4536.6, Contractor's EAC is $4435.9, and Optimistic EAC is $4359.4.)

It is not possible to tell anything about the EAC from this data.

The contractors EAC falls within a range of EACs historical studies document as reasonable.

The contractors EAC is pessimistic because it is lower than the Governments pessimistic EAC.

The contractors EAC is very optimistic because it is above the Governments optimistic EAC.

6)What is the meaning of a Schedule Performance Index (SPI) of 0.85?

Schedule performance is unfavorable, indicating less work is being accomplished than planned.

Schedule performance is favorable, indicating more work is being accomplished than planned.

There is no way to interpret the SPI without also looking at the Cost Performance Index (CPI).

Schedule performance is as efficient as planned.

7)Choose the correct statement regarding the typical steps in an integrated analysis using Earned Value Management (EVM) data.

This analysis uses EVM data to address cost and schedule performance, but should not consider technical performance.

This analysis provides good information to document performance trends and clarify reasons for variances, but is not intended to help determine what management action might be needed.

This analysis focuses on past performance EVM data, documenting trends without attempting to look to the future.

This analysis involves reviewing past performance data, and predicting future performance thereby providing necessary information for management to make an action plan.

8)What are common cost variance metrics that are used to determine cost drivers?

Management reserve (MR) usage and estimate at completion (EAC) metrics

Schedule variance (SV), cost variance (CV) %, and schedule performance index (SPI)

Technical performance measures (TPMs), to complete performance index (TCPI)

Cost variance (CV), CV %, and cost performance index (CPI)

9)What information does this trend chart provide?

(IMAGE DESCRIPTION: Sample chart showing monthly management reserve (MR) usage, cost variance (CV), and schedule variance (SV) from May 14 through September 14. Approximate MR values are: May 2.2, June 2.1, July 1.5, August 1.3, September 1.2. Approximate CV values are: May -0.4, June -1.0, July -0.7, August -0.8, September -0.7. Approximate SV values are: May -0.7, June -0.8, July -0.9, August -1.1, September -0.9.)

It shows a dramatic increase in the amount of Management Reserve (MR) over time due to the fact that cost performance is so favorable.

It shows trends in Management Reserve (MR) usage and cost variances, which can be used to detect the proper use of MR to offset cost variances.

The chart provides information on trend data that is of no use to EVM analysts because Management Reserve (MR) and cost variances should have no relationship.

It shows trends in Management Reserve (MR) usage and cost variances, which can be useful in detecting whether sufficient MR exists given remaining risks and potential misuse of MR to offset cost variances.

10)The Governments current estimate at completion (EAC) including estimated contractor profit is $80.4 million. The program is budgeted for $80.9 million. What can the program manager (PM) conclude based on this information?

The program currently has sufficient funding to achieve cost objectives, but should be closely monitored for any changes.

The program will not achieve cost objectives and will run out of funding.

The program has sufficient funding and will achieve cost objectives.

The program has excess funding that should be returned.

11)What does the chart indicate about the cumulative cost performance index (CPI) over the time period shown?

(IMAGE DESCRIPTION: Graph representing a CPI cum performance trend over time from September through May. Performance has been consistently over 1.0 for this time period, starting at 1.0 in September, leveling at approximately 1.10 in January, and ending at approximately 1.20 in May.)

It indicates work is ahead of schedule and is costing less than planned.

Cost performance has become more favorable over time, meaning work is costing less than planned.

It shows a trend of work costing the same as planned.

Cost performance has become less favorable over time, meaning work is costing more than planned.

12)What should the Integrated Program Management Report (IPMR) Format 5 provide about key cost and schedule variances?

A well written narrative that lists all the Work Breakdown Structure (WBS) elements with cost or schedule variances and includes technical performance measure (TPM) charts for all WBS elements trending out of tolerance.

A well written narrative on the root causes for cost or schedule variances, a description of the impact on affected tasks and the total contract, and corrective actions taken or planned.

A well written narrative that describes the purpose of the contract, estimated completion date, and explanation for any schedule slips.

A well written narrative that describes technical, schedule, and cost risks, and provides a matrix ranking the top ten Work Breakdown Structure (WBS) elements at risk.

13)Using the cumulative data as shown on the Integrated Program Management Report (IPMR), what is the to-complete performance index for the EAC or TCPI(EAC) for the Armament Work Breakdown Structure (WBS) element EAC?

(IMAGE DESCRIPTION: WBS number 1.1.5, Armament, has a BCWS of 3049, a BCWP of 2807, an ACWP of 3262, a BAC of 3818, and an EAC of 4510.)

0.81

0.92

1.18

1.23

14)Using the cumulative data from the Integrated Program Management Report (IPMR) for Work Breakdown Structure (WBS) 1.1.5, calculate a formula-based estimate at completion (EAC), using cost performance index (CPI) as the performance factor. (Note: use 3 decimal places on all interim calculations)

(IMAGE DESCRIPTION: WBS number 1.1.5, Armament, has a BCWS of 3049, a BCWP of 2807, an ACWP of 3262, a BAC of 3818, and an EAC of 4510.)

4436.2

4536.9

4358.8

1174.2

15)What can you conclude from the Fuel Consumption technical performance measure (TPM) shown here?

(IMAGE DESCRIPTION: Operating Power June 14 TPM. The objective for the fuel consumption TPM is 4 and the threshold is 4.5. The plan for this TPM starts at 10 in the first quarter and then decreases by approximately 1 each quarter until the 8th quarter where it flattens out at 4 for the remaining period shown on the chart. For the entire amount of time plotted on this chart, the plan stays within the upper and lower tolerance levels. The actual performance of the fuel consumption is within tolerance the first two quarters. In quarter three, it begins a steady trend outside of the upper tolerance, decreasing from approximately 9.5 to approximately 7.5 in the sixth quarter. This approximate values in quarter sixe are: plan 5, threshold 4.5, and objective 4.)

The Fuel Consumption TPMs out of tolerance performance may be an early warning indicator of future unfavorable cost and schedule performance that merits management attention.

It is too early to make any conclusions or take management action as a result of what this TPM shows.

The Fuel Consumption TPM trend is moving back towards the upper tolerance, so this does not merit management attention.

The trend is disturbing but unlikely to affect cost or schedule for the associated Work Breakdown Structure (WBS) elements.