In this brief video we review the US Governments dollar thresholds for requiring the implementation of an Earned Value Management System and why Contractors may wish to implement Earned Value for a Firm Fixed Price contract, even if it is not required by the government.
You can use the links below to jump to a specific part of the video. 0:06 – Earned Value Project Dollar Thresholds 0:36 – Earned Value Scrutiny and Cancelations 0:57 – Firm Fixed Price Contracts EVMS
More EVMS Training
If you liked this video you can purchase the entire course below. This video is an excerpt from the Department of Defense (DOD) version of this eLearning module. We also offer the same course customized for the Department of Energy’s (DOE) specific Earned Value Management (EVM) implementation/requirements, as well as a version of the course customized for NASA’s EVM implementation/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
The debate that has continued since the inception of the earned value concepts in the 1960’s has been: “Who should report on and analyze the cost variances attributable to indirect costs?”
This blog is the third in the series of blogs to help answer this question. The first blog covered a few fundamentals about how indirect cost rates are established to set the stage. The second blog discussed how indirect rates are applied and how project personnel display indirect costs for internal or performance reporting. This blog concludes the discussion on the indirect cost variance analysis process. It covers what the EIA-748 Standard for Earned Value Management Systems (EVMS) and related government agency guides have to say on the subject as well as discussing the best option for determining who is responsible for indirect cost variance analysis.
Throughout a project’s execution phase, project managers and control account managers (CAMs) conduct their respective performance analysis at varying levels of detail to identify significant cost and schedule variances as well as variances at completion (VAC). They use variance thresholds to focus on the work elements where challenges or problems are occurring. As needed, they identify the root cause of the variance and determine the best path forward to mitigate or otherwise reduce the impact of an unfavorable variance.
This effort includes performing additional analysis not just by the direct elements of cost (labor, material, subcontract, or other direct costs (ODCs)), but also by the indirect costs applied to those direct cost elements to identify the root cause. For example, the CAMs check for labor variances (rate or efficiency/volume) and material variances (price or usage) to identify any potential issues. As a side note, remember the rates used to calculate earned value are the same rates used for budget values. Likewise, actual costs are collected into the same direct cost elements of cost and indirect cost pools as the budget plan elements of cost. Those actual rates may vary from the budget/earned value rates.
At the total project level, a project manager performs indirect element of cost analysis. They need to assess whether indirect costs are contributing to the project’s cost variances and quantify the impact. Since indirect costs are directly related to the base time phased direct costs, it follows the variances for the element of cost categories are similarly skewed. Figure 1 shows an example (produced from Encore Analytics Empower) of a contract with the variances attributable to the elements of cost (see previous 3-part blog: Planning and Managing EVM by Elements of Cost (EOC)). The indirect cost variances tend to vary with the changes in the direct costs base and/or indirect elements of cost over time at a pool level. While not common, these could be different from month to month (the lightest blue shaded boxes in Figure 1) when annual, semi-annual, or quarterly rate adjustments occur (the project manager would be notified when these occur).
Figure 1: Example Cumulative Variance Analysis by Elements of Cost
The project manager and CAMs are also responsible for completing their variance analysis reports. These include the Integrated Program Management Report (IPMR) Format 5 (Explanation and Problem Analysis) or Integrated Program Management Data and Analysis Report (IPMDAR) Performance Narrative Report. As part of this analysis, they need to discuss whether rate changes are impacting the project’s current and cumulative cost and schedule variances, as well as the calculated EAC (cumulative to date actual costs plus ETC).
Customers often require additional indirect cost detail on the formal performance reports when thresholds are exceeded. The narrative reports are used to address those indirect cost pool base versus rate variances. Project managers and CAMs (when indirect costs are displayed as part of their budgets), need base versus rate variance analysis from finance or accounting. Finance or accounting is responsible for establishing the indirect cost rates to date and forecasting what the indirect rates will be for future fiscal years.
Who is responsible for the indirect cost variance analysis?
Back to our original question: “Who should report on and analyze the cost variances attributable to indirect costs?” Can the EIA-748 Standard for Earned Value Management Systems (EVMS) 32 guidelines provide any guidance? There are also various government agencies that place EVMS requirements on contracts. Do their policies, compliance business practices, or standard operating procedures provide any guidance?
The fact is, the EIA-748 Guidelines, dating back to the Cost/Schedule Control Systems Criteria (C/SCSC) in the 1960s, have never specified the level where the management and analysis of indirect costs must occur. The founders of the earned value concept realized there are several levels of management where indirect rates are applied versus the level at which they are displayed for management.
The EIA-748 Standard for EVMS (Rev D) Guidelines say the following:
4. Identify the organization or function responsible for controlling overhead (indirect costs).
13. Establish overhead budgets for each significant organizational component of the company for expenses, which will become indirect costs. Reflect in the program budgets, at the appropriate level, the amounts in overhead pools that are planned to be allocated to the program as indirect costs.
19. Record all indirect costs which will be allocated to the program consistent with the overhead budgets.
24. Identify budgeted and applied (or actual) indirect costs at the level and frequency needed by management for effective control, along with the reasons for any significant variances.
The Defense Contract Management Agency (DCMA) Cross Reference Checklist (CRC) sub-questions for these guidelines do not specify any particular level where these actions must occur, and do not even mention the control account level. For example, for the Guideline 4 sub-questions, they reference “the management position” assigned the responsibility and authority for controlling indirect costs. For one of the Guideline 24 sub-questions, they ask: “Are the variances between budgeted and actual indirect costs identified and analyzed at the level of assigned responsibility for their control (indirect pool, department, etc.)?”
Indirect procedures must clearly identify managers who are assigned responsibility and authority for establishing budgets and controlling indirect costs and who have the authority to approve expenditure of resources.
E.1.3
The management process for establishing and controlling indirect cost rates should be documented to ensure responsibility is clear.
E.2
E.2 – Indirect Budget Management
E.2.2
The contractor must establish indirect (i.e., overhead, burden, cost of money, and G&A expense) budgets at the appropriate organizational level for each pool and cost sub‐ element.
E.2.3
Contractor recurring DOE rate performance reviews should be conducted on a regular basis (i.e. monthly, quarterly, etc.) to ensure effective control and management of the indirect expenses and indirect budgets.
E.3
E.3 – Record/Allocate Indirect Costs
E.3.2
Periodically, reviews must be made to assure that indirect costs are being charged to the appropriate indirect pools and by the appropriate incurring organization.
E.3.3
If incurred indirect costs vary significantly from budgets, periodic adjustments must be made to prevent the need for a significant year‐end adjustment.
E.4
E.4 – Indirect Variance Analysis
E.4.1
This guideline requires a monthly documented indirect cost analysis to be performed by those assigned responsibility, comparing indirect budgets to indirect actual costs and explaining the cause of resultant variance(s).
E.4.4
The contractor should define thresholds for each budget category and a process for management by exception for indirect performance and analysis.
It is not by accident the Guidelines and supporting questions/attributes do not specify any one way all contractors have to manage, analyze, and report on indirect cost variances. Indirect costs can be handled in a number of different ways. The Guidelines have always been designed to give contractors the flexibility to manage their projects within the bounds of those Guidelines.
So, what is a best answer?
While contractors may choose other viable options, a best practice is for the corporate entity responsible for controlling those indirect costs to do the indirect cost variance analysis at the pool levels. They control the rates, know the reason for variances, and can forecast what the rates will be over time. As the first blog in this series pointed out, finance or accounting is responsible for establishing and maintaining the direct and indirect rates based on the contractor’s firm and potential direct business base (or volume).
The designated higher level management entity should also be responsible for providing the necessary indirect cost variance analysis, rate impacts and narrative details to the project managers. The project managers need to be aware of corporate actions and potential indirect rate revisions that impact the range of EACs they need to prepare for the IPMR or IMPDAR submittals. This communication is essential so they have the data and narrative text necessary for managing their project, as well as for producing their performance reports explaining the source and impact of indirect cost variances on the project’s EAC to their customer.
While not a hard requirement, many contractors elect to include both direct and indirect costs in the CAM control account work authorizations. This does not make the CAMs responsible for these indirect costs since they have little to no control over the indirect rates – they simply apply the current or forecast rates that accounting provides. But this format does provide for the necessary visibility CAMs must have regardless in order to conduct the expected variance analysis, inclusive of an assessment of all cost elements (direct and indirect) and price/usage analysis, in order to explain impacts on performance and on their EACs. (See previous blog: EVMS Variance Analysis — EVMS Analysis and Management Reports.) They then forward these to higher level management to incorporate and to provide the rationale for the variances and to determine any corrective action to mitigate the problems.
Another important advantage of providing CAMs fully burdened budgets, earned value, and actual cost data broken out by the direct and indirect cost elements includes but is not limited to facilitating “make to buy” and “buy to make” decisions because a CAM has an apples-to-apples cost comparison as noted in the second blog.
Need help sorting out the best levels for reporting and managing your direct and indirect costs? Call us today at (714) 685-1730.
This chapter looks at how risk is evaluated when developing an Earned Value Management System.
Video Contents
You can use the links below to jump to a specific part of the video. 0:00 – A Closer Look at Risk 0:25 – Risk Drives Other Concerns 0:59 – Types of Risk 1:19 – Risk Opportunities 1:38 – Risk Analysis and Selective Controls 1:54 – Balance Cost with Benefit
More EVMS Training
If you liked this video you can purchase the entire course below. This video is an excerpt from the Department of Defense (DOD) version of this eLearning module. We also offer the same course customized for the Department of Energy’s (DOE) specific Earned Value Management (EVM) implementation/requirements, as well as a version of the course customized for NASA’s EVM implementation/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
The debate that has continued since the inception of the earned value concepts in the 1960s has been: “Who should report on and analyze the cost variances attributable to indirect costs?”
This blog is the second in the series of blogs to help answer this question. The first blogcovered a few fundamentals about how indirect cost rates are established to set the stage. This blog discusses how indirect rates are applied and how project personnel display indirect costs for internal or performance reporting. Part 3 concludes the discussion on the indirect cost variance analysis process. It covers what the EIA-748 Standard for Earned Value Management Systems (EVMS) and related government agency guides have to say on the subject as well as discussing the best option for determining who is responsible for indirect cost variance analysis.
There are a number of variables at the project or detail work element level related to indirect costs we often encounter when working with our clients. These variables can influence the level of visibility into how the indirect costs are impacting the project’s total cost. For example:
Accounting may only provide a summary or “wrap” set of direct or indirect rates to the project offices to apply to the project’s base budget or estimate to complete (ETC) values. The rate details may be unknown to project personnel since they are provided a “composite” rate for planning a performance measurement baseline (PMB), actual cost accumulation, and later for estimating ETCs.
The control account level work authorizations may or may not include indirect costs. The control account managers (CAMs) may or may not have visibility into the total cost for the work effort they are responsible for.
The level of detail the customer is requesting the contractor to display the indirect costs for performance reporting.
Applying the Indirect Rates at the Detail Level
The current approved direct and indirect rates are applied at the lowest level where the CAMs are planning their work resource requirements. This is usually at the work package level where the CAMs plan their time phased budget labor hours, material quantities or direct cost, subcontract, or other direct costs (ODCs) that match when the work package activity is scheduled to occur. This helps the CAMs to determine what direct and indirect cost factors make up their total cost for their control account.
Example Control Account Analysis of Time Phased Direct and Indirect Costs
An example output a CAM could use to analyze their budget time phased element of cost details is illustrated in Figure 1 (produced from ProjStream MaxTeam ). Assuming the CAM has indirect costs in their control accounts, a similar approach is used for their time phased ETC.
Figure 1: Example Control Account Analysis of Time Phased Direct and Indirect Costs
Why is this level of detail useful to the CAMs and project managers? When they are planning to process a baseline change request (BCR) for future work budget, or if they modify their ETC, they can quickly see the impact of changing an element of cost. Examples include switching from make to buy or buy to make, increasing or decreasing hours, changing the duration of an activity, or swapping out labor resources (a different skill mix) on the associated indirect costs.
How Direct and Indirect Costs are Displayed for Use on a Project
While it may seem obvious, it is worthwhile to point out that project personnel:
Do not control how indirect costs are applied. The corporate Cost Accounting Standards Board (CASB) Disclosure Statement or similar accounting procedure controls this. Finance or accounting provides the current set of approved direct and indirect rates the project offices are directed to use.
Do control their base direct costs (labor hours, material quantities or direct cost, subcontract, or ODCs). The approved direct labor rates and indirect rates are applied to these base direct cost values.
Do control how the indirect costs are displayed for internal use or performance reports.
Project direct and indirect cost information can be summarized and displayed at various levels of detail that project personnel can use as needed. The purpose of the following simplified “dollarized” responsibility assignment matrices (RAMs) is to illustrate different ways internal budget data could be displayed to provide some level of visibility into the project’s indirect costs.
Indirect Costs Displayed at WBS and Organizational Structure Elements
In Figure 2, the total indirect cost amounts are shown at the WBS reporting elements (1.1.1, 1.1.2, etc.), and also by the organizational elements (Org A1, Org A2, etc.). This provides a project manager visibility into the indirect budgets at these levels. What this RAM does not provide visibility into is the different types of indirect costs that make up the total amounts planned. This could include the various categories of the indirect costs so a project manager could compare the amount of labor indirect, material indirect, general and administrative (G&A) indirect, and cost of money (COM) that are contributing to the total amounts planned. When that level of visibility is desired, Figure 3 illustrates an alternate approach.
Figure 2: Indirect Costs Displayed at WBS and Organizational Structure Elements
Indirect Costs Displayed at the Total Project Level
Figure 3 does not separate out the indirect costs by WBS elements or organizational elements. Instead, it displays the total amounts for each indirect cost pool (summary lines for other overheads, G&A, and COM). The amounts shown at the control account level are only the direct cost budgets assigned to the CAMs in their work authorization documents, which total $58.0M (shown in the lower right corner). Based on how this data is displayed, the expectation would be the CAMs are managing just their direct cost budgets. This approach (total project level) does not provide visibility into the indirect costs at the various WBS or organizational structure element levels.
Figure 3: Indirect Costs Displayed at the Total Project Level
Fully Burdened RAM
In Figure 4, the entire $85M budget assigned to the CAMs is fully burdened (includes direct and indirect costs). This would be reflected in their work authorization documents. Based on how the data are displayed, the expectation would be the CAMs are managing, analyzing, and reporting on not only the direct costs, but also on the indirect costs for their scope of work. This method, however, gives no visibility into how much of each control account is direct cost versus indirect cost in the RAM. It would be necessary to drill down into the detail work package and resource assignment source data to determine the breakout of direct and indirect costs (see Figure 1).
Figure 4: Fully Burdened RAM
Fully Burdened RAM with Indirect Cost Summaries for WBS and Organizational Elements
What if the project manager takes a different approach to provide some visibility into the indirect costs? In Figure 5, the body of the RAM reflects the fully burdened (direct and indirect budgets) similar to Figure 4. Additionally, it also provides the total indirect cost summary for each major WBS element and organizational element, in what are called “Non-Add” entries.
Figure 5: Fully Burdened RAM with Indirect Cost Summaries for WBS and Organizational Elements
Indirect Cost Details in Project Performance Reports
How the project indirect cost information is summarized and displayed also applies to the formal contract performance reports. Customers often tailor the reporting requirements by specifying how they expect indirect costs to be separated out on the Integrated Program Management Report (IPMR) Formats 1, 2, and 7 or provided in the Integrated Program Management Data and Analysis Report (IPMDAR) Contract Performance Dataset (CPD) for visibility into the project’s direct and indirect costs.
Example Partial IPMR Format 1
For illustration purposes, a partial example IPMR Format 1 is shown in Figure 6. This example illustrates the typical “default” detail in the body of the report (Block 8. Performance Data, a. Work Breakdown Structure Element). The columns include the direct costs plus other overheads (anything other than COM or G&A) for the WBS element rows. Rows 8. b. and 8. c. separate out the COM and G&A indirect costs at the project level.
Figure 6: Example Partial IPMR Format 1
This default layout provides limited visibility into the indirect costs of the project. Should the customer want more visibility into the contribution of the indirect costs on the project, tailoring options we often see specified in a contract include:
The body of the report displays the direct costs for the WBS elements and a summary line is added to provide visibility into indirect costs other than the COM and G&A, which are displayed at the total project level.
Similar to option 1, the body of the report displays the direct costs for the WBS elements. Instead of one summary line for the other indirect costs, there is a summary line for each indirect pool, as defined in the contractor’s CASB Disclosure Statement. For example, an Engineering indirect cost row, Manufacturing indirect cost row, Material indirect cost row, and Service indirect cost row.
For each WBS element in the body of report, there are additional rows that break out the direct cost and the indirect cost categories. Sometimes the direct costs are also broken down into the major element of cost categories such as labor, material, subcontract, and ODC.
When the customer requires additional indirect cost detail in the formal performance reports, note that the applicable narrative report (IPMR Format 5 or the IPMDAR Performance Narrative Report) will need to include a discussion on significant cost variances for those indirect cost categories when applicable. This is discussed further in the next blog.
Part 3 of this series of blogs will discuss the cost and schedule variance analysis process and how to determine who should be responsible for indirect cost variance analysis.
The debate that has continued since the inception of the earned value concepts in the 1960s has been: “Who should report on and analyze the cost variances attributable to indirect costs?”
This blog is the first in the series of blogs to help answer this question. This blog covers a few fundamentals about how indirect cost rates are established to set the stage. Part 2 will discuss how indirect rates are applied and how project personnel display indirect costs for internal or performance reporting. Part 3will conclude the discussion on the indirect cost variance analysis process. It covers what the EIA-748 Standard for Earned Value Management Systems (EVMS) and related government agency guides have to say on the subject as well as discussing options for determining who is responsible for indirect cost variance analysis.
We are frequently asked by our clients who should be responsible for indirect cost variance analysis – and with good reason. When you consider indirect costs (or overheads) are often 100% or more of a project’s direct costs, that means over 50% of in-house work effort is attributable to indirect costs. That’s a major contributor to a project’s total cost, as illustrated in Figure 1.
Figure 1: Example of how indirect costs often contribute over 50% of in-house project’s total cost
It also matters to executive management, the customer, project managers, and control account managers (CAMs) when indirect rate changes impact variances to date and estimates at completion (EACs), potentially causing a significant variance at completion or VAC (the VAC is equal to the budget at completion (BAC) minus EAC). While indirect pool managers plan and control indirect costs, project managers and potentially CAMs are required to monitor and control all project costs, whether direct or indirect. They need to understand the root cause of the cost variances to date so they can develop corrective action plans to minimize impacts caused by indirect rate changes and prevent unpleasant surprises.
Because indirect cost pools are so large, a small percentage increase in an indirect cost pool can result in a significant project cost variance that impacts the project’s EAC. For example, a 1% unfavorable indirect cost variance might seem low – certainly not breaking a variance threshold on a particular project because variance percentages are typically established at a level where all costs (direct and indirect) are added together. On a project with $100M in indirect costs, however, that 1% equates to $1M. An unfavorable variance definitely matters to executive management because it impacts a company’s profit margins. It matters to the customer – they may need to modify the project’s scope of work or funding profile when an increase in indirect costs is significant. It also impacts the project manager and the CAMs. When the to-date and forecasted indirect rate increase is significant, they may need to make adjustments at the detail level to reduce their direct cost estimate to complete (ETC) to stay within the project’s contract target cost (CTC).
Who establishes and maintains the indirect cost rates?
Finance or accounting is usually responsible for establishing and maintaining the contractor’s direct and indirect rates. Indirect rates are established for the different “pools” of shared indirect costs applied to the project direct costs, as Figure 1 illustrates.
Indirect costs typically include labor and material overheads, general and administrative (G&A) overheads, and sometimes cost of money (COM). The accounting structure determines the categories of indirect cost applied to the project direct cost elements such as labor, material, subcontract, and other direct costs (ODCs). The pool structure determines how those indirect costs are summarized or displayed for analysis and reporting. These structures are unique to each contractor and how they have set up their accounting system.
Finance and accounting, with the help of executive or functional managers, typically prepare a budget plan for the pools of indirect costs that reflect the contractor’s firm and potential direct business base. This includes the current fiscal year and a set time frame for upcoming fiscal years such as the next three to five years.
Finance or accounting requests the firm and potential business base forecasts from the project offices and business development personnel as part of this indirect cost budget planning process. Proposals with a high probability of winning the contract are incorporated into this calculation. There is often a vice president or functional manager responsible for establishing the indirect pool budget and managing the resources that incur costs related to the pool.
Finance or accounting then produces a Forward Pricing Rate Proposal (FPRP), and eventually a Forward Pricing Rate Agreement (FPRA) is achieved with the appropriate US Government agent. This process of establishing the indirect rates is described in a Cost Accounting Standards Board (CASB) Disclosure Statement or similar accounting procedure. These rates are applied at a very detailed level to the appropriate direct cost elements per the CASB Disclosure Statement. The detailed resource cost elements are summarized into the usual direct cost element categories of labor, material, subcontract, and ODCs for performance analysis and reporting.
Finance or accounting provides the current approved direct and indirect rates to proposal managers for pricing their cost estimates as well as to project managers for establishing Performance Measurement Baselines (PMBs) for any new projects, and for developing project EACs. These current rates are likely to change over time. The current rate is also applied to actual direct costs incurred so as to reflect current cost conditions. These current rates are recorded in the official books of record in the accounting system.
Maintaining and Forecasting the Indirect Cost Rates
Finance or accounting, with the help of executive or functional managers responsible for the indirect pools, perform routine corporate level indirect cost analysis comparing their indirect cost budget plan to the actual costs. As part of this assessment, they determine whether the current indirect rates are under or over running and require adjustment for the current or upcoming fiscal years. An example of a monthly pool manager’s variance analysis report is illustrated in Figure 2.
Figure 2: Example of a monthly Indirect Cost Variance Analysis Report
The direct and indirect rates are updated on a regular basis, at a minimum annually, sometimes twice a year, or quarterly depending on the contractor. There are a multitude of factors finance and accounting consider when they are assessing whether the rates need to be adjusted. For example:
Is the business base (or volume) increasing or decreasing? This can impact the percentage of carried indirect costs the projects incur. The business base consists of the existing projects and the sales forecast for new contracts or likely follow-on work effort from existing contracts. An increase or decrease in the business base/volume has a direct impact on when the different types of resources are required as well as on the skill mix of labor resources. As a result of their analysis, executive management may direct human resources (HR) to take specific actions to hire or layoff personnel. Similarly, they may direct procurement to issue purchase orders to suppliers or issue stop work orders to subcontractors.
Actual costs being incurred in the various indirect cost pools. For example, the company may be experiencing a spike in shipping costs or raw materials. Perhaps employee health care costs or property insurance premiums have increased. Perhaps new pension regulations mean they need to make a one-time adjustment for that set-aside. Executive management may direct the indirect pool managers to take specific actions to mitigate the indirect cost increases.
Executive and indirect pool management decisions that impact the indirect cost pools. These are in addition to responding to the financial/accounting indirect cost variance analysis. For example, they may decide to sell or purchase a new facility. They may decide to sell off a portion of the business, or acquire another company to pursue additional business. Or, they could direct all employees to cease all nonessential business travel for the current fiscal year.
Any time corporate management adjusts the indirect rates up or down, there is some level of impact to projects. This is conveyed to the project managers in some form, usually with a memorandum of the coming change to the rates that should be used for proposal pricing or project ETCs. The revised rates may also be applied to budget values when the scope of work for future work effort is modified.
This video provides an overview of why Earned Value Management is a benefit to both the company implementing it and their customer.
Video Contents
You can use the links below to jump to a specific part of the video. 0:00 – Introduction 0:12 – EVMS Benefits to Customers 1:01 – EVMS Benefits to Companies 1:54 – Mutual Benefits of Earned Value
More EVMS Training
If you liked this video you can purchase the entire course below. This video is an excerpt from the Department of Defense (DOD) version of this eLearning module. We also offer the same course customized for the Department of Energy’s (DOE) specific Earned Value Management (EVM) implementation/requirements, as well as a version of the course customized for NASA’s EVM implementation/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
Earned Value Consulting
Earned value consulting is a process by which a consultant can help a company to better understand the financial implications of their projects. This understanding can then be used to make more informed decisions about whether or not to undertake a project, and also to ensure that the project is completed as efficiently as possible. The goal of earned value consulting is always to improve the bottom line for the company.
Looking to improve your company’s bottom line? Earned value consulting can help! Our experienced consultants can analyze your project costs and help you make informed decisions about whether or not to undertake a project. We’ll also help you stay on track during the project’s execution, ensuring that it stays within budget and on schedule. Contact us today to request a free consultation.
