Monitoring the cost of a project is crucial in order to ensure that it stays within budget and is completed on time. One way to track this is by analyzing the cost variance, or the difference between the actual cost of the project and the budgeted cost. In this video, we will examine a specific example of a cost variance trend that has raised red flags and is causing concern. As the project nears its estimated completion date, the cost variance has dipped into negative territory and appears to be worsening. The chart in this video also provides a visual comparison of variances at completion to the current cost variance.
The cost variance in this video is a significant trend that has crossed into negative territory and appears to be decreasing even further past year 4, which is the estimated completion date. With so little time remaining, the negative cost variance trend is obviously a cause for concern. The chart in the video also shows visually the comparison of variances at completion to the current cost variance that we mentioned in the previous chart in the vidoe.
More EVMS Training
Take your EVMS training to the next level with our online course that is based on Humphreys & Associates’ highly regarded three-day EVMS workshop. We also offer a version of this same EVM training course customized for Department Of Defense (DOD) specific EVM requirements, as well as one designed specifically toward NASA’s EVM requirements!
Not sure what the different requirements are between the DOE and NASA? Can’t remember if Cost and Software Data Reporting (CSDR) is required for an NSA contract? Check out our easy to read Earned Value Management Systems Document Matrix
All Online Courses
EVMS is a comprehensive approach to project management that encompasses all aspects of a project, from inception to completion. EVMS courses from Humphreys and Associates will give you the skills and knowledge you need to successfully manage EVM projects of all sizes.
Our EVMS courses are designed for both professionals who are new to EVM and those who are looking to brush up on their skills. We offer a variety of course types, from online self-paced courses to live virtual instructor-led courses. No matter what your schedule or learning style, we have a course that will fit your needs.
Plus, our instructors are experienced EVM professionals who will guide you through every step of the process, from setting up your EVMS system to closing out your project. With Humphreys and Associates, you can be confident that you’re getting the best EVMS training available.
Our online EVMS courses are affordable and convenient, so you can get the education you need without any hassle. Plus, our courses are designed to help you learn everything you need to know about EVMS in a short amount of time.
Get started today and find the perfect online EVMS course for you.
EVM training sessions are offered throughout the year by H&A. EVMS, advanced Earned Value Management techniques, and project scheduling are all covered during these frequent public EVM workshops. These earned value education courses are ideal for anybody wanting to increase their understanding of or application of EVMS or scheduling. Our training programs are suited for individuals with various degrees.
Public EVMS Workshops are offered either in person or online. View our Upcoming EVM Workshop Schedule to find one that best suits your schedule and location.
Creating a scalable Earned Value Management System (EVMS) is a topic H&A earned value consultants frequently encounter while assisting clients implementing an EVMS. These clients are often responding to a contractual EVMS requirement and are using it as the impetus to improve their project control system. A common theme is they would like to leverage the EVMS to win more contracts as well as increase project visibility and control to prevent cost growth surprises that impact their profit margins. They consider having an EVMS in place to be a competitive advantage.
Depending on the company size and their line of business, they typically have some project controls in place. They also realize they have gaps and processes are ad-hoc. They lack a standard repeatable process project personnel can follow. And that’s where H&A earned value consultants play a role – to help the client focus on the basics and simplify the process of implementing an EVMS that can be scaled for all types of projects.
What is a scalable EVMS?
A scalable EVMS is a flexible project control system that incorporates earned value management (EVM) practices for all projects. The level of data detail, range, and rigor reflect the type or scope of work, size, duration, complexity, risk, or contractual requirements. This is illustrated in Figure 1.
Figure 1 – The type of project determines the level of data detail, range, and rigor of EVM practices.
Establishing a Common Base for All Projects
The foundation for a scalable EVMS is to establish a common project control system that incorporates EVM practices. Identify which practices apply to all projects and which practices apply based on the scope of work and risk as well as the level of data detail needed for management visibility and control. Identify and quantify project attributes so it is clear what is expected.
Use this information to create guidance for project personnel so they know what is required for their project. Include this guidance in the EVM System Description.
What are the steps to create a scalable EVMS?
Step 1 – Determine the project categories.
These will be specific to your business environment. The goal is to establish a small set of clearly defined project categories as illustrated in Figure 1. Identify measurable project attributes so a project manager can easily determine their project category. An example is illustrated below.
Project Attribute
Small, low risk projects
In-between projects
Large, high-risk projects
Scope of work
Routine, repeatable tasks. Well defined.
Mix of known and unknowns. Some requirements are well defined, others likely to evolve.
High percentage of unknowns. Near term requirements are defined. TBD requirements are progressively defined.
Size (contract value is a typical measure)
< $20M
= or > $20M and < $50M
= or > $50M
Duration
< 18 months
> 18 months
> 18 months
Overall risk assessment, threat of schedule slip, cost growth or lower profit margin
Low
Moderate
High
Resource availability, skill set requirements
In-house resources are available, able to match demand
In-house resources are available, manageable number of specialized resources that may require out-sourcing.
Some in-house resources available. Must hire additional resources with specialized skill sets or out-source.
Percentage (or value range) of subcontract work effort
< 30%
= or > 30% and < 50%
= or > 50%
EVMS FAR or DFARS clause on contract, reporting DID
Included in contract, IPMR or IPMDAR DID deliverable
Some contractors rank or apply a weight to the attributes useful for determining the level of data detail, range, and rigor of EVMS practices required. For example, the overall risk assessment and the scope of work may rank higher than other attributes. Step 2 builds on the project categories identified in Step 1.
Step 2 – Identify the level of data detail and EVM practices that apply.
This will be specific to your EVMS, EVM System Description, and how the content is organized. Include use notes to identify practices that may not apply or what can be scaled for the project category. A simple example is illustrated below. This example assumes core EVM practices are followed for all projects such as using a work breakdown structure (WBS) to decompose the scope of work.
EVMS Components
Small, low risk projects
In-between projects
Large, high-risk projects
WBS, WBS Dictionary, project organization, control account level
High level. Control accounts are larger and longer duration.
Scale to match scope of work and risk
Lower level of detail. Depth dependent on scope of work and risk.
Work authorization
Simple workflow form and process with one or two approval levels.
Detailed element of cost workflow form, additional process steps, approval levels.
Summary level planning packages
Usually not applicable.
Used when appropriate for scope of work.
Work packages
Larger and longer duration. Fewer milestones, more percent complete earned value techniques (EVTs).
Shorter duration. Majority of discrete EVTs use milestones and quantifiable backup data (QBDs) to objectively measure work completed.
Reflect contract or project manager requirements, scope of work, or risk level.
Baseline change requests (BCRs)
High level, simple log.
Formal workflow process, forms, and logs to document changes and rationale. Approval levels depend on scope of the change.
Change control board (CCB)
Not used. Project manager approves all changes.
Required.
Risk and opportunity (R&O) management
High level assessment. May use simple R&O log.
Formal process to assess, R&O register maintained.
Annual EVMS self-surveillance
Not applicable.
Required when EVMS on contract.
Step 3 – Establish scalable templates or artifacts.
To complement the EVM System Description, provide a set of scaled templates or artifacts for project personnel. For example, a project manager for a small low risk project would select a simple work authorization or BCR form and workflow process, report templates, and logs to implement on their project. Provide a separate set of templates and artifacts for large high-risk projects that require additional procedures, data detail, workflow approval levels, forms, reports, and change tracking that can support an EVMS compliance or surveillance review.
Provide training on how to use the templates and artifacts. This helps to establish a standard repeatable process with a base set of artifacts. It also promotes a more disciplined process regardless of the type of project as personnel have a better understanding of what is required.
Another best practice is to use project directives to document the level of data detail, range, and rigor of the EVM practices implemented on a project. These provide clear direction for all project personnel on how to implement the EVMS. Project managers are often responsible for producing these. Create a template for each project category so they can easily document and communicate their management approach.
What are the benefits of establishing a scalable EVMS?
Establishing a common repeatable process along with a standard framework for organizing project scope of work, schedule, budget, and performance data enables project portfolio analysis to assess profitability. It also provides the basis to capture historical data a proposal team can use to substantiate their cost estimates. A common process eliminates the need to maintain different project control systems. It also makes it easier to move personnel between projects and increase the project control maturity level as everyone is following the same core processes – just the level of data detail or rigor of EVM practices may be different.
H&A earned value consultants have worked with numerous clients to design, implement, and maintain an EVMS. Scalability is a feature that can be designed into an EVMS and EVM System Description whether new or existing. Call us today at (714) 685-1730 to get started.
An IBR is a formal review of a contractor’s performance measurement baseline (PMB) a customer conducts shortly after contract award or other project events to gain confidence in the contractor’s ability to deliver and meet contract objectives. Conducting an IBR helps to assure there is mutual agreement on the scope of work, schedule, resource requirements, and budget to meet the customer’s needs. It also assures there is a mutual understanding of the project’s risks and opportunities as well as how they will be managed.
Conducting an IBR is often a contractual requirement along with the requirement to implement an earned value management system (EVMS). Contractual documents specify the time frame for when the IBR must occur after contract award. This is typically within 90 to 180 calendar days. A customer may also conduct an IBR at critical milestones, funding gates, when transitioning to another project phase, or when significant changes are incorporated into a PMB.
What an IBR is Not
An IBR is not an EVMS compliance review. The intent of an IBR is not to devolve into a review of the contractor’s EVMS and whether it complies with the EIA-748 Standard for EVMS guidelines. That said, the contractor must be able to demonstrate they have a disciplined project control system in place. The contractor should be able to demonstrate to the customer that the project’s scope of work is properly planned, scheduled, resourced, budgeted, authorized, and managed using their project control system.
What are the benefits of conducting an IBR?
Conducting an IBR contributes to successful project execution because it helps to ensure a realistic PMB has been established.
IBRs provide the opportunity for the contractor and customer to verify:
There is shared understanding of the scope of work, technical requirements, and accomplishment criteria. As the work breakdown structure (WBS) is decomposed into manageable product-orientated work elements, it provides a common frame of reference for communication between the contractor and customer. The WBS dictionary should capture the technical requirements that must be met as well as expected deliverables and outcomes. The contractor must have a clear understanding of customer’s needs, assumptions, and expectations to be able to create a realistic schedule and budget plan. The IBR provides the opportunity for the contractor to verify the scope of work details with the customer before the project execution phase begins. In instances where the technical requirements evolve over time as work progresses, rolling wave planning is often used to detail plan the current work effort with more macro planning for future work effort to ensure the entire scope of work is included.
An executable PMB has been established for the entire contractual scope of work. The PMB should accurately reflect how the contractor plans to accomplish the work within the contractual period of performance and negotiated contract cost. The customer’s funding profile may also determine the timing of activities and when resources are required. The schedule and budget should be in alignment. The budget time phasing should reflect the schedule activities and resource requirements. It is also useful to verify appropriate earned value methods and techniques have been selected for the work packages to assure objective and meaningful project performance can be measured and reported as work progresses.
The required resources have been identified and assigned to the project. This contributes to producing an executable schedule and budget plan. The staffing plan should accurately reflect the sequence of work and skill mix as well as resource availability and demand to accomplish the project’s objectives. Flat loading labor hours may not accurately reflect common challenges of ramping up resources after contract award or the availability of critical resources for specific tasks. Other resource factors include the timing or availability of critical or high value materials as well as subcontractors responsible for performing work or providing services.
Project technical, schedule, and cost risks/opportunities have been identified and assessed. This also contributes to producing an executable schedule and budget plan. Where possible, risk mitigation actions have been incorporated into the PMB to reduce known risks to an acceptable level. For example, the timing or duration of activities as well as resource requirements may need to be adjusted. Schedule margin activities may be incorporated into the integrated master schedule (IMS). It also provides fact-based information to determine the amount of management reserve set aside to handle realized risks. This is often the most valuable component of the IBR. It is essential all parties have an understanding of the identified risks or opportunities, potential impact if they are realized, and risk mitigation or opportunity capture plans.
Why it is important to verify these details during an IBR?
A realistic schedule and budget plan helps to prevent cost growth surprises because of technical, schedule, or budget challenges. The better the up-front planning, the less the likelihood of cost growth during project execution. It also increases credibility with the customer. The contractor can demonstrate their ability to deliver to the customer needs and manage the work effectively.
Benefits of Preparing for an IBR
Establishing a project’s PMB is a significant and often formal event as it signals the transition from the planning to execution phase. It represents the culmination of the integrated planning, scheduling, budgeting, work authorization, and risk/opportunity management processes.
A common best practice is to conduct an internal baseline review regardless of whether a formal IBR with the customer is required prior to setting the PMB. Implementing a standard process to conduct an internal review of the complete set of project data and artifacts with the project personnel assures an executable schedule and budget plan has been established to accomplish the contractual scope of work within the contractual period of performance and negotiated contract cost in alignment with the contract’s funding profile.
These internal reviews help to ensure there is a common understanding of the scope of work, major project events, planned sequence of work, schedule of deliverables, resource requirements, time phased budget, funding profile, and project risks/opportunities. It also provides an opportunity to verify the quality of the integrated schedule and cost data as well as top down and bottom up traceability.
Need help preparing for an IBR?
A common earned value consulting service H&A provides is conducting a mock IBR with project personnel to prepare for the formal customer IBR. The objective is to conduct a thorough assessment of the project’s PMB to verify it reflects the entire contractual scope of work and technical requirements as well as identified technical, schedule, cost, or resource risks that may impact the ability to execute the work as planned. This provides an opportunity to correct any issues with the PMB prior to the IBR event.
Another standard earned value consulting service we offer is conducting IBR training for project team members. H&A earned value consultants can help you to establish a standard internal process to verify an executable PMB is in place for a given project. Once again, the objective is to prevent cost growth surprises and management is aware of the project’s risks and opportunities that may impact profit margins.
Variance Thresholds are an important part of EVMS Variance Analysis. Project managers can use variance thresholds to help identify potential issues with cost and scheduleperformance. By setting these thresholds in advance, project managers can gain visibility into when a cost or schedule variance is trending at a level that needs to be addressed. The goal is to identify issues before they become catastrophic, and while there is still time to correct them before they impact project objectives.
There are a few different ways to set variance thresholds. One common approach is to base them on percentages of expected cost variance over time. This allows project managers to track performance and take corrective action if necessary.
Variance thresholds can be a valuable tool for managing contract performance. By setting these thresholds in advance, project managers can gain visibility into potential issues and take corrective action before they become catastrophic.
Indirect costs can be a tricky topic to navigate, but we’ve got you covered with our in-depth three-part series that breaks down how to determine responsibility for indirect costs.
More EVMS Training
You can now take your EVMS training to the next level with our online course that is based on Humphreys & Associates’ highly regarded three-day workshop. We also offer an extended version of this same program customized for Department Of Defense (DOD) specific requirements, as well one designed specifically toward NASA’s needs!
Not sure what the different requirements are between the DOE and NASA? Can’t remember if Cost and Software Data Reporting (CSDR) is required for an NSA contract? Check out our easy to read Earned Value Management Systems Document Matrix
All Online Courses
EVM course by Humphreys and Associates will give you the skills needed to manage any project, no matter how big or small. The comprehensive approach covers everything from inception all the way through completion so that students can be confident they’re ready for anything when it comes time take on their next endeavor!
Courses are designed with both beginners in mind but also seasoned professionals who want a refresher or new knowledge update on certain aspects of managing these types of endeavors. You can learn anything from the comfort of your own home with our online self-paced courses. Or if you’re looking for an instructor led experience, we have that too! No matter what time zone or learning style we are suited to accommodate all students’ schedules.
Plus, our instructors are experienced EVM professionals who will guide you through every step of the process, from setting up your EVMS system to closing out your project. With Humphreys and Associates, you can be confident that you’re getting the best EVMS training available.
Our online EVMS courses are affordable and convenient, so you can get the education you need without any hassle. Plus, our courses are designed to help you learn everything you need to know about EVMS in a short amount of time.
Get started today and find the perfect online EVMS course for you.
EVM training sessions are offered throughout the year by H&A. EVMS, advanced Earned Value Management techniques, and project scheduling are all covered during these frequent public EVM workshops. These earned value education courses are ideal for anybody wanting to increase their understanding of or application of EVMS or scheduling. Our training programs are suited for individuals with various degrees.
Public EVMS Workshops are offered either in person or online. View our Upcoming EVM Workshop Schedule to find one that best suits your schedule and location.
EVM training is critical for project managers seeking to implement an earned value management system (EVMS) on their projects. One of the most important aspects of EVM is tracking cost and schedule variance trends. Cost variance is the difference between the earned value (the budgeted cost for work performed) and the actual costs of work performed. Schedule variance, on the other hand, is the difference between the earned value (actual progress made on a project) and the budgeted cost for work scheduled in cost terms. By closely monitoring these two metrics, project managers can quickly identify issues that could impact the successful completion of a project. EVM training provides project managers with the tools they need to accurately track cost and schedule variances, and ultimately to deliver successful projects.
More EVMS Training
Take your EVMS training to the next level with our online course that is based on Humphreys & Associates’ highly regarded three-day EVMS workshop. We also offer a version of this same EVM training course customized for Department Of Defense (DOD) specific EVM requirements, as well as one designed specifically toward NASA’s EVM requirements!
Not sure what the different requirements are between the DOE and NASA? Can’t remember if Cost and Software Data Reporting (CSDR) is required for an NSA contract? Check out our easy to read Earned Value Management Systems Document Matrix
All Online Courses
EVMS is a comprehensive approach to project management that encompasses all aspects of a project, from inception to completion. EVMS courses from Humphreys and Associates will give you the skills and knowledge you need to successfully manage EVM projects of all sizes.
Our EVMS courses are designed for both professionals who are new to EVM and those who are looking to brush up on their skills. We offer a variety of course types, from online self-paced courses to live virtual instructor-led courses. No matter what your schedule or learning style, we have a course that will fit your needs.
Plus, our instructors are experienced EVM professionals who will guide you through every step of the process, from setting up your EVMS system to closing out your project. With Humphreys and Associates, you can be confident that you’re getting the best EVMS training available.
Our online EVMS courses are affordable and convenient, so you can get the education you need without any hassle. Plus, our courses are designed to help you learn everything you need to know about EVMS in a short amount of time.
Get started today and find the perfect online EVMS course for you.
EVM training sessions are offered throughout the year by H&A. EVMS, advanced Earned Value Management techniques, and project scheduling are all covered during these frequent public EVM workshops. These earned value education courses are ideal for anybody wanting to increase their understanding of or application of EVMS or scheduling. Our training programs are suited for individuals with various degrees.
Public EVMS Workshops are offered either in person or online. View our Upcoming EVM Workshop Schedule to find one that best suits your schedule and location.
As part of our project scheduling workshops, hands-on Oracle Primavera P6 or Microsoft Project (MSP) workshops, or scheduling support assignments, we often assist clients with establishing their scheduling best practices. One of the techniques we cover in our EVM training workshops or help incorporate into our client’s scheduling process and procedures is the use of schedule margin as a means to handle schedule risks on a project. The proper use of schedule margin as well as making it a part of a project’s risk and opportunity management process can help to increase the accuracy of an integrated master schedule (IMS) to forecast milestone or project completion dates.
What is Schedule Margin?
The NDIA Planning and Scheduling Excellence Guide (PASEG) Version 4.0 dated August 2019, defines schedule margin as “an optional technique used for insight and management of schedule risks.” Schedule margin is a period of time that is identified in the project’s plan for risk mitigation where an internal target date is set prior to a commitment date such a major project milestone or deliverable. Schedule margin is a defined task in the integrated master schedule (IMS) with logic ties (the immediate predecessor task) to a project finish milestone or intermediate decision point/milestone.
The placement and duration of the schedule margin task is based on a risk management assessment that may include a probabilistic three-point Schedule Risk Assessment (SRA). It may also be driven by schedule incentives, stakeholders needs, subcontractor interfaces, customer provided inputs, tightening of range estimates to single point estimates, or other influences.
Some have described schedule margin as management reserve for time. A simple example would be scheduling your drive to work. Should you easily get through the traffic lights and there are no issues, you can usually make it in 30 minutes. However, because of the “risks” associated with hitting more red lights and other issues, coupled with the penalty of being late, you might plan for the trip to take 45 minutes. Those additional 15 minutes are your schedule margin.
Note however, schedule margin is not a space filler to hide positive float, a schedule stash to cover slippage, or a method used to hold an event’s date. It is a way to incorporate risk into the schedule and improve the forecast accuracy. Some government customers have refined the definition and usage of schedule margin which can impact how you incorporate schedule margin in a given project’s IMS. We will address a couple of specific government customer requirements below.
Applying the Schedule Margin Technique
The customer and contractor project manager both have a vested interest in establishing and using schedule margin. During the development of the project’s requirements definition and planning, the customer will establish need dates. Based on these need dates, target dates for key decision points/milestones are established based on an assessment of risks and constraints. Depending on the complexity, life cycle phase, and risk, the targets may be stated as a single date or range of dates. These targets are provided in the request for proposal or as guidance to the internal project team. The contractor creates a plan and estimate based on their proposal process that includes a risk management assessment. The risks that impact the ability to achieve the target dates are included in the assessment and schedule margin tasks are identified as needed.
Upon award, the contractor creates a baseline IMS with defined schedule margin tasks. These schedule margin tasks are identified as schedule visibility tasks (SVTs) within the IMS. These SVTs are usually placed immediately prior to the decision point/milestone or project finish milestone. The schedule margin SVTs do not have associated resources, they represent a time reserve. Each SVT should be clearly labeled as Schedule Margin and defined. There should be linkage and traceability between the schedule margin SVTs and the risk management plan. The customer may also identify additional schedule margin beyond the contractor’s project target dates to reflect risk to the customer need dates.
As work progresses on the project, the assessment of risks and impact to schedule margin are evaluated. Performance is measured against the baseline targets and forecasts are provided. The risk management plan is also assessed, and mitigations adjusted as needed. These assessments provide input into determining whether the schedule margin requires an updated forecast. Any changes or consumption of the schedule margin should be documented and communicated.
Specific Contracting Requirements
Know your customer’s requirements! Customers may have specific requirements related to the creation, management, and reporting of the IMS. Within the IMS requirements, the customer may have included specific guidance for the use of schedule margin. Be sure you have considered all contract clauses, data item descriptions, and statement of work requirements when planning the project. Views into the Department of Defense (DoD) and Department of Energy (DOE) schedule margin requirements are provided below. Note: we are focusing on schedule margin for this discussion and purposely avoiding other IMS related topics.
Use of Schedule Margin on DoD Contracts
Schedule margin is an optional technique used for insight and management of schedule risks. It is represented by a task or tasks within the IMS with no assigned resources and is established as part of the baseline. In a DoD contractual environment, schedule margin:
Resides in both the baseline and forecast schedules.
Should be under the control of the contractor’s project manager.
Is only placed as the last task before key contractual events, significant logical integration/test milestones, end item deliverables, or contract completion.
Is associated with schedule risk as part of a formal risk management plan.
The duration of the schedule margin task should be based on risk in subsequent events and traceable to the risk management plan. Schedule margin may be directly or indirectly connected to discrete predecessor and successor activities and fall on critical paths. All schedule margin tasks should be clearly and consistently identifiable. Schedule margin tasks should be excluded (zero duration) when performing a Schedule Risk Assessment (SRA).
Figure 1 is a conceptual diagram of applying a schedule margin task before the Preliminary Design Review (PDR) milestone.
Figure 1: Example of a Schedule Margin Task Before a Major Milestone
Use of Schedule Margin on DOE Contracts
The DOE has provided more specific definitions for schedule margin. They have also defined the use of DOE owned schedule contingency to buffer the schedule against unforeseen events that could cause a delay. This is documented in the DOE Guide 413.3-24 for Planning and Scheduling.
The contractor is responsible for managing their schedule margin. It resides as a single task just prior to the contractor’s project completion milestone. The DOE program office is responsible for managing schedule contingency. Schedule contingency resides after the contractor’s project completion milestone and just prior to the Critical Decision (CD) 4 milestone (Approve Start of Operations or Project Completion).
The contractor’s schedule margin and the DOE schedule contingency are both established in conjunction with CD-2 (Approve Performance Baseline), but updates may occur in conjunction with changes. The schedule margin is set commensurate with the schedule risk calculated at a probability level typically between 70 and 90 percent. The SRA accounts for risk events assigned to the contractor and contractor activity duration uncertainty. Activity duration uncertainty is determined either through a three-point duration estimate or by confidence level (high, medium, or low).
Similar to schedule margin, the DOE owned schedule contingency is set commensurate with the schedule risk calculated at a probability level typically between 70 and 90 percent. This SRA accounts for risk events assigned to DOE and DOE activity duration uncertainty.
The IMS may depict these activities as SVTs. Figure 2 is a conceptual diagram that shows the application of the schedule margin task before the contractor’s completion milestone and the DOE schedule contingency before the project finish milestone.
Figure 2: Example of a Schedule Margin Task and DOE Schedule Contingency Task
Interested in incorporating the schedule margin technique into your scheduling best practices? Call us today at (714) 685-1730. We have experienced master schedulers familiar with a variety of scheduling tools that can help you incorporate industry best practices into your scheduling process and procedures. They also well versed in applying schedule risk analysis techniques that complements incorporating schedule margin tasks into an IMS.
