We help you measure cost, schedule, and performance with precision. Get the accurate, real-time data you need to manage cost, schedule, and scope.
Intra Management Solutions delivers customized solutions to help you fulfill your EVM requirements — empowering data-based decision making and contract compliance. In fact, the government often requires the use of EVM for large contracts or major capital investment projects to ensure foolproof standards compliance. Our seasoned team of EVM experts will provide the roadmaps to organizational readiness that your project needs.
Planned Value (PV), Earned Value (EV), and Actual Cost (AC) are the three foundational data elements used to measure and analyze cost and schedule performance in Earned Value Management (EVM).
What it means:
The authorized, time-phased budget for work scheduled to be accomplished as of a specified date. PV may also be referred to as Budgeted Cost for Work Scheduled (BCWS).
Value:
When established at the detail planning level, PV identifies the budgeted resource requirements associated with planned work and its time-phasing. These values sum through the integrated baseline to support performance measurement across the project’s baseline plan, known as the Performance Measurement Baseline.
What it means:
EV is the budgeted value of the work actually accomplished as of a specified date. EV may also be referred to as the Budgeted Cost for Work Performed (BCWP).
Value:
EV provides an objective measure of accomplishment for evaluating progress against the baseline plan and the resources consumed.
What it means:
The costs actually incurred for the work performed. This includes employee compensation, equipment, supplies, contractor fees, travel and related expenses, indirect costs, etc.
Value:
AC identifies what it actually costs to accomplish the completed work and, when compared with EV, provides the basis for evaluating project cost performance.
The three fundamental EVM data elements – Planned Value (PV), Earned Value (EV), and Actual Cost (AC) – are complemented by two-completion level EVM values: Budget at Completion (BAC) and Estimate at Completion (EAC). BAC is the total authorized budget for the defined work scope, while EAC is management’s current estimate of the total cost at completion. Together, these values support most fundamental EVM calculations for evaluating cost and schedule performance, efficiency, and projected final cost.
Strategic Planning
Insightful Analytics
Real-Time Tracking
End-to-End Monitoring
We equip your team with the platforms and processes to identify, track, and mitigate risk in real time.
Objective project measurements of percent complete
Accurate forecasting for completion costs, resource planning, etc.
Profitable project management practices
Cost effective project management approach
Better timely, effective data-driven decisions
Strategic Alignment & Governance
Integrated Planning & Baseline Development
Performance Management & Forecasting
INTEGRATED PROGRAM EXECUTION
Beyond implementation, Intra Management Solutions offers EVM training to help your team build the skills needed to manage projects with confidence. We tailor each session to your organization's needs, covering the core principles and practical application of earned value management so your team can put it to work right away.
Intra Management Solutions also helps your team pursue EVMS certification, building credibility and ensuring your organization meets industry standards. We guide you through the certification process from start to finish, so your team is fully equipped to manage compliant, high-performing projects.
Ready to talk about your architecture, integration, or data strategy?
Earned Value Management (EVM) is a program management approach that integrates scope, schedule, cost, and actual performance to provide an objective view of program health. Rather than simply comparing budget to actual costs, EVM helps determine how much work was planned, how much was actually accomplished, what it cost, and where the program is likely headed.
For government contractors, EVM may be a contractual requirement, but its value extends well beyond compliance. When implemented effectively, EVM provides an early-warning system that helps program managers identify cost and schedule problems, evaluate performance trends, and take corrective action before issues become more difficult and expensive to resolve.
IMS helps organizations implement and improve EVM processes, systems, and program controls so EVM becomes a management capability—not simply a reporting requirement.
An effective Earned Value Management System (EVMS) requires more than producing monthly reports. The underlying processes must consistently integrate program scope, organizational responsibilities, schedule, budgets, actual costs, performance measurement, forecasting, and change control.
IMS helps contractors assess their EVMS environment, identify process or system gaps, establish compliant program-control practices, and prepare teams for activities such as Integrated Baseline Reviews (IBRs) and ongoing customer or government surveillance.
Our focus is not only on demonstrating compliance, but on building an EVMS that program teams can operate effectively and sustain throughout the program lifecycle.
EVM becomes valuable when program managers can use the information to understand why performance is changing and what is likely to happen next.
IMS helps organizations integrate cost, schedule, technical performance, risk, and forecasting so EVM metrics provide meaningful management insight. This can include analyzing cost and schedule variances, evaluating performance trends, reviewing Estimates at Completion (EACs), identifying root causes, and determining where corrective action may be required.
The objective is to move the conversation from “What numbers do we need to report?” to “What are the numbers telling us about the program?”
The Integrated Master Schedule (IMS) is a critical foundation of effective EVM. The schedule establishes when work is planned to occur, while the EVMS measures the value of that work against actual performance and cost.
If the schedule, work breakdown structure, budgets, control accounts, and actual performance are not properly aligned, EVM metrics may provide an incomplete or misleading picture of program health.
IMS brings scheduling and earned value expertise together to help organizations align scope, schedule, budget, resources, and performance measurement into an integrated program-management environment. This provides greater confidence that EVM results reflect how the program is actually being executed.
Yes. Organizations do not always need to replace their existing tools or completely redesign their EVMS to achieve meaningful improvement.
IMS can assess existing processes and systems, identify gaps, improve integrations, strengthen scheduling and program controls, support EVMS implementation, and provide experienced EVM and scheduling professionals to augment internal teams.
Our experience includes environments using tools such as Deltek Cobra, Open Plan, PM Compass, Primavera P6, and Microsoft Project, as well as integrations with financial and enterprise systems.
Whether an organization is establishing an EVMS for a new contract, preparing for an IBR, improving an existing environment, or looking for specialized program-controls expertise, IMS helps create an EVM capability designed to support compliance, predictability, and better management decisions.
