Goals for EVMS Training
Earned value management has a bit of a reputation in the project management world for being difficult to implement and tricky to run. In our experience, the exact opposite is true: when you have a mandatory contract requirement to use earned value principles for project controls, and the willingness to make it happen, the system set up and process implementation can be a smooth experience for everyone involved.
Something we’ve noticed in our (many) earned value management implementations over the years is the power of training. Those organizations that have embraced the change management aspects that come with using a new tool have found adoption much easier. Training helps team members understand that EVMS is a tool for project control: something to forecast performance problems and help prevent them.
Adequate, role-appropriate training supports everyone on the team, from contractors to in-house staff, with processes and behaviors that will minimize variances throughout the project life cycle.
It’s not just us who believe in the power of training. Guidance from the U.S. Department of Energy (DOE) recommends that EVMS training covers four objectives:
- Formal training
- Mentoring
- Skills application
- Surveillance interviews.
Even if you aren’t working on government contracts, it is worth bearing in mind these facets of EVMS training and how they can influence project controls and ultimately project performance. Let’s take a look at each of these goals for EVMS training.
Formal training
The first line of defense for being able to implement and use earned value management practices on your program is training. Appropriate team members should go through formal EVMS training that covers usage of the system, processes and policies and everything an individual needs to know in order to adequately complete their role in an earned value environment. This knowledge provides the foundation for being able to manage project performance.
Different classes are available for different team members so formal training can be matched to need. For example, we offer a 3-hour executive EVMS overview course that covers variances, benefits and implementation. Planning and cost control personnel would be better served attending an in-depth 4-day advanced EVMS workshop. Control account managers and other team members may also need training if they haven’t had any before.
Match the training to the role so you adequately skill up the team – the key here is to offer formal training in some format to everyone involved on the program to put EVMS into context for their job.
Mentoring
The next fundamental trait recommended for integrated EVMS training is mentoring. Experienced EVMS colleagues can work alongside less experienced control account managers. This is a way to both pass along technical knowledge and also the tips that come from experience. Given the duration of large programs of work, control account managers may not have much experience from outside their organization, which is where contract resource or newer members of the team have something to offer as well.
Mentoring programs can be informal or formal. They can be peer-led or set up through your HR department in a structured way. Some organizations may benefit from dedicated post-contract support and knowledge transfer from external experts.
Skills application
Don’t underestimate the power of simply doing the job. Applying new skills, whether from a course or from work shadowing a more experienced colleague, will help embed those skills. We talk about 10,000 hours of practice to gain mastery of a subject for a reason: it takes practice and exposure to the work to build confidence and skill.
Make it possible for team members to quickly use their new skills when they finish their training. Have the tools set up ready for them to use and the processes in place, even if that is in a sandbox environment while you wait for the full implementation to be available.
Surveillance interviews
A surveillance interview might sound daunting, but it’s a common part of EVMS certification and validation and really nothing to be worried about. Interviews for control account managers are designed to uncover any issues with the application of training or to spot areas where more training might be required.
The goal of surveillance overall on the project is to make sure the earned value data is timely and accurate, review whether it is used to support decision-making and reassure the executive that processes and guidelines are followed in a compliant way. These conversations with control account managers help ensure they are competent in the processes and reinforce best practice. If any requirements for continuous development are uncovered during the interviews, these can easily be addressed.
Make sure there is a plan in place to act on the output of surveillance. In particular, you may have to allow team members time away from their day jobs to review their skills, attend training or help coach others. That can impact on project timescales, which is another reason why companies commonly bring in third party support. Additional hands on the project can either help with knowledge transfer and embedding good practice or pick up tasks like project scheduling while your in-house team get up to speed.
Does your EVMS training program meet all of these goals for EVMS training? If not, it’s time to look again at the provision you offer the team. Good training – and the time to embed and use what is learned – is key to making sure earned value management is implemented effectively to drive project success.