EVM Assessment Student Name: Instructions: 1. Answer all 52 questions. 2. Questions 1-50 are multiple choice. There is only 1 correct answer for each question. Pick the most correct from the four choices. 3. Questions 51 and 52 require you to populate data on a diagram in order to develop the correct response. 4. You do not have to re-type the questions. You can mark directly on the test and submit it. 5. Attach a standard CTU cover sheet and submit your responses on the Unit 5 IP drop box. Other Hints 1. You will have to do some calculations for several of the problems. Do not submit your calculations. EVM Assessment Student Name: 1. The program level Integrated Baseline Review (IBR) is conducted for which performing organization _____ a) The Prime Contractor _____ b) The client Program/Product Manager _____ c) The sub-contractor ___ d) All of the above 2. The purpose for conducting an Integrated Baseline Review (IBR) is to _____ a) lay a solid foundation for mutual understanding of risk _____ b) define the tools, processes and procedures for Earned Value Management (EVM) ______c) integrate traditional program management processes with technical measures _____ d) establish a management control point for cost, schedule and technical performance 3. The Organizational Breakdown Structure (OBS) is a key process artifact used to organize the program because: _____ a) The OBS must be exactly the same as the Organization Structure _____ b) The OBS defines the organization that will manage and oversee the work done under contract _____ c) The OBS defines specific resources down to individual work assignments _____ d) The OBS is a functionally organized grouping of participating organizations 4. Earned Value Management practices for the U.S government are defined by: _____ a) OMB Circular A-11 _____ b) The Federal Acquisition Regulation (FAR) _____ c) The NDIA Intent Guide, based on the EIA-748 standard _____ d) All of the above 5. The Schedule Performance Index (SPI) measures _____ a) The value of work accomplished (EV) against the planned value of work (PV) _____ b) The value of the actual cost (AC) against the planned value of work (PV) _____ c) The cumulative value of work accomplished (EV) against the cumulative actual cost (AC) _____ d) None of the above 6. The Earned Value methodology uses these core metrics to calculate program performance: _____ a) Planned value (PV), earned value (EV), and actual costs (AC) ...

1. EVM Assessment
Student Name:
Instructions:
1. Answer all 52 questions.
2. Questions 1-50 are multiple choice. There is only 1 correct
answer for each question. Pick
the most correct from the four choices.
3. Questions 51 and 52 require you to populate data on a
diagram in order to develop the correct
response.
4. You do not have to re-type the questions. You can mark
directly on the test and submit it.
5. Attach a standard CTU cover sheet and submit your responses
on the Unit 5 IP drop box.
Other Hints

2. 1. You will have to do some calculations for several of the
problems. Do not submit your
calculations.
EVM Assessment
Student Name:
1. The program level Integrated Baseline Review (IBR) is
conducted for which performing
organization
_____ a) The Prime Contractor
_____ b) The client Program/Product Manager
_____ c) The sub-contractor
___ d) All of the above
2. The purpose for conducting an Integrated Baseline Review
(IBR) is to

3. _____ a) lay a solid foundation for mutual understanding of
risk
_____ b) define the tools, processes and procedures for Earned
Value Management (EVM)
______c) integrate traditional program management processes
with technical measures
_____ d) establish a management control point for cost,
schedule and technical performance
3. The Organizational Breakdown Structure (OBS) is a key
process artifact used to organize the
program because:
_____ a) The OBS must be exactly the same as the
Organization Structure
_____ b) The OBS defines the organization that will manage
and oversee the work done under
contract
_____ c) The OBS defines specific resources down to
individual work assignments
_____ d) The OBS is a functionally organized grouping of
participating organizations
4. Earned Value Management practices for the U.S government

4. are defined by:
_____ a) OMB Circular A-11
_____ b) The Federal Acquisition Regulation (FAR)
_____ c) The NDIA Intent Guide, based on the EIA-748
standard
_____ d) All of the above
5. The Schedule Performance Index (SPI) measures
_____ a) The value of work accomplished (EV) against the
planned value of work (PV)
_____ b) The value of the actual cost (AC) against the planned
value of work (PV)
_____ c) The cumulative value of work accomplished (EV)
against the cumulative actual cost (AC)
_____ d) None of the above
6. The Earned Value methodology uses these core metrics to
calculate program performance:
_____ a) Planned value (PV), earned value (EV), and actual
costs (AC)
_____ b) Cost variance (CV), schedule variance (SV), and
variance at completion (VAC)

5. _____ c) Cost performance index (CPI) and schedule
performance index (SPI)
_____ d) Estimate to complete (ETC) and to complete
performance index (TCPI)
EVM Assessment
Student Name:
7. You have been hired to plant trees for 10 days. You are
supposed to plant 10 trees per day and you
are paid $10 for each tree planted. After 4 days, you planted 50
trees and you were paid $500. What
are the SPI and CPI for the project?
_____ a) SPI=0.8, CPI=1.0
_____ b) SPI=1.25, CPI=1.0
_____ c) SPI=1.0, CPI=0.8
_____ d) SPI=1.0, CPI=1.25

6. 8. Which IPMR format is a narrative report used to explain
significant cost and schedule variances
and other identified contract problems and topics?
_____ a) Format 1
_____ b) Format 3
_____ c) Format 4
_____ d) Format 5
9. Which of the following is one of the Integrated Program
Management Report (IPMR) formats?
_____ a) Format 8 – Responsibility Assignment Matrix (RAM)
_____ b) Format 9 – Contract Budget Base (CBB)
_____ c) Format 5 – Explanations and Problem Analysis
_____ d) All of the above
10. When budget value earned with elapsed time and is always
equal to the monthly planned value
describes which earned value technique?
_____ a) Weighted Milestone

7. _____ b) Level of Effort
_____ c) Percent Complete
_____ d) Apportioned Effort
11. Work that “cannot be measured” or is characterized as
indirect, supporting or sustaining work is
measured by which earned value technique?
_____ a) Weighted Milestone
_____ b) Level of Effort
_____ c) Percent Complete
_____ d) Apportioned Effort
12. A program manager who is concerned about how efficiently
the program is meeting cost and
schedule objectives should look principally at
_____ a) Percent Spent and Percent Complete
_____ b) Cost Variance, Schedule Variance and Variance At
Complete
_____ c) Cost Performance Index and Schedule Performance
Index

8. _____ d) Variance Analysis
EVM Assessment
Student Name:
13. A cost performance index (CPI) greater than 1.0 indicates:
_____ a) Favorable cost performa nce
_____ b) Unfavorable cost performance
_____ c) Neutral cost performance
_____ d) None of the above
14. Which of the following process artifacts s considered to be
the foundation for defining project
scope, developing plans and reporting program status?
_____ a) Responsibility Assignment Matrix (RAM)
_____ b) Organization Breakdown Structure (OBS)

9. _____ c) Work Breakdown Structure (WBS)
_____ d) Business Case Analysis Report (BCAR)
15. A Work Breakdown Structure (WBS):
_____ a) Ensures all work is identified and defines “what” the
program is doing
_____ b) Provides the project sponsor with a time-phased task
summary
_____ c) Allocates cost to work packages
_____ d) Assigns responsibility and instills accountability
16. The Responsibility Assignment Matrix (RAM) integrates
the:
_____ a) the project OBS and WBS
_____ b) the budget and Control Accounts
_____ c) the project scope and schedule.
_____ d) Control Accounts and the manager.
17. Which is NOT an example of earned value management
(EVM) graphical trend analysis?

10. _____ a) Estimates at complete (EAC)
_____ b) Cost performance Index (CPI)
_____ c) Risk cost performance index trend
_____ d) Cost and schedules variances
18. Your project has entered the detail design phase. The
engineering manager tells you that your
senior engineer will be leaving the program in 1 month to work
on a troubled project for several
months. You should:
_____ a) Anticipate that will have to report both a cost and
schedule variance for the time that your
senior engineer is not available.
_____ b) Ask the senior engineer if she can work overtime on
your project without charging her time
because she can charge her normal time to the other
project.
_____ c) Revise your ETC downward since you will not have to
pay the engineer’s salary
_____ d) Revise your ETC upward since you need to replace
the senior engineer and train the new
person

11. EVM Assessment
Student Name:
19. The project’s major subassembly has failed its acceptance
test. The next step should be to
_____ a) Compute an EV based EAC to determine the cost of
additional testing
_____ b) Determine the cause of the failure and perform
replanning to address the work required
_____ c) Transfer the BCWP (EV) for conducting the test in
the next month’s report
_____ d) Increase the BCWS (PV) for the test since it was
more difficult than planned
20. After schedule update, the float is computed to be less than
zero (i.e., negative float). This tells
you that
_____ a) The project will complete late unless action is taken

12. to recover the schedule
_____ b) The project team can take some time off
_____ c) The critical path work is ahead of schedule but the
other work is behind schedule
_____ d) The most recently completed task took less time than
planned
21. A control account has a negative cost variance (CV) of 550
staff hours. Which of the following
statements is TRUE?
_____ a) The control account is not using EVM because the CV
is in staff hours and should be
calculated in dollars
_____ b) The staff hours should be converted to dollars using
direct labor rates
_____ c) The control account has too many people assigned
_____ d) The control account CPI will be less than 1.0
22. The Control Account Manager (CAM) is responsible for
maintaining the CAM notebook which
contains the following elements:

13. _____ a) Programmatic records that provide a history of the
Control Account, including EV process
artifacts
_____ b) The IMP, the IMS, the execution level schedule, the
milestone schedule, and the risk
schedule
_____ c) The Quality Management Plan
_____ d) The Program Management Information System
(PMIS)
23. The _________ is the authorizing document that serves as
the agreement between the program
manager and the Control Account Manager (CAM):
_____ a) contract
_____ b) Responsibility Authorization Document (RAD)
_____ c) Baseline Change Document (BCD)
_____ d) Work Authorization Document (WAD)
24. The responsibilities of the Control Account Manager
(CAM) include:
_____ a) Establish and maintain detailed schedules and cost

14. plans
_____ b) Monitor performance and assess earned value
_____ c) Perform day-to-day management of the control
account
_____ d) All of the above
EVM Assessment
Student Name:
25. A control account is a major control point for:
_____ a) cost summation
_____ b) scope description
_____ c) variance analysis and reporting
_____ d) all of the above
26. The benefits derived from using an EVMS to manage major
programs include
_____ a) Facilitates improved planning

15. _____ b) Provides for objective measurement of work
accomplishment
_____ c) Managers are better able to identify appropriate
resources to accomplish the work
_____ d) All of the above
27. A project’s Performance Measurement Baseline (PMB)
includes which of the following?
_____ a) Control Accounts
_____ b) Undistributed Budget
_____ c) Management Reserve
_____ d) A and B
28. The Performance Measurement Baseline can only be
changed:
_____ a) when the Estimate To Complete (ETC) changes
_____ b) by anyone desiring Management Reserve (MR) to
cover a loss
_____ c) through formal change control procedures
_____ d) None of the above

16. 29. Which of the following is NOT a component of the
Performance Measurement Baseline?
_____ a) Control Accounts
_____ b) Undistributed Budget
_____ c) Management Reserves
_____ d) Planning Packages
30. EVM “triple constraints” are:
_____ a) Schedule, cost, and requirements
_____ b) Cost, schedule, and risk
_____ c) Cost, scope/performance, and schedule
_____ d) Schedule, resource, and cost
31. In support of the program management and EVM, the
accounting system must:
_____ a) perform financial accounting according to GAAP
standards
_____ b) obtain information for performance management
purposes

17. _____ c) accumulate costs at the control account or lower of
the WBS
_____ d) both a and c
EVM Assessment
Student Name:
32. Earned Value formulas and indices provide:
_____ a) variance analysis
_____ b) measures of project health with respect to cost,
schedule, and technical performance
_____ c) the fundamental cause of the variance
_____ d) recommended corrective action
33. Which function is not one of the elements of the Earned
Value Management Process?
_____ a) Organization
_____ b) Planning, Scheduling, and Budgeting

18. _____ c) Revisions and Data Maintenance
_____ d) Legal contract reviews
34. Retroactive changes
_____ a) should only be allowed in extraordinary
circumstances.
_____ b) define how much money was charged to the project.
_____ c) are allowed at any time for any reason.
_____ d) control how baseline changes are incorporated
35. Baseline changes may occur as the result of all of the
following except:
_____ a) contractual changes/modifications
_____ b) application of undistributed budget
_____ c) the use of management reserve
_____ d) to eliminate reporting of legitimate overruns
36. The _______________ lays out the total scope of the
project from beginning to end, down to the
control account level, and includes key milestones and decision

19. points:
_____ a) Detail schedule
_____ b) Supplementary schedule
_____ c) Integrated Master Schedule
_____ d) Master Plan
37. You can find key information about industry and
government best practices for EVM in the
following documents
_____ a) GAO Cost Estimating Guide
_____ b) NDIA EVM Implementation Guide
_____ c) Mil Std 881
_____ d) All of the above
EVM Assessment

20. Student Name:
38. The programmatic management processes of Risk and
Earned Value are integrated in what
practical ways?
_____ a). EV metrics related to Variance and Performance
Indices indicate potential risks.
_____ b). IPMR reporting requirements include explicitly
addressing risk in Format 5
_____ c). The “Risk Register” is a deliverable artifact in both
risk and earned value management
_____ d). All of the above
39. The programmatic management processes of Change Control
and Earned Value are integrated in
what practical ways?
_____ a). Any re-baseline of the PMB must follow established
change control rules.
_____ b). IPMR reporting requirements include explicitly
including corrective actions in Format 5
_____ c). Change control documents are deliverable artifacts in
both change and earned value

21. management
_____ d). All of the above
40. Key indicators for the health and executability of schedule
performance include:
_____ a). Baseline Execution Index (BEI) and Critical Path
Length Index (CPLI).
_____ b). Schedule Performance Index (SPI) and Schedule
Variance
_____ c). Schedule Risk Assessment
_____ d). All of the above
41. Predictive Earned Value Management Metrics include:
_____ a). To Complete Performance Index, TCPIEAC and
TCPIBAC
_____ b). Estimate to Complete (ETC) and Estimate at
Complete (EAC)
_____ c). Root Cause Analysis using the “5 Whys” technique
_____ d). A and B only
42. Which of the following conditions is not correct.

22. _____ a). The acronym EV, or Earned Value, is functionally
the same as BCWP, or Budgeted Cost
of Work Performed
_____ b). Estimate to Complete (ETC) is the same as Estimate
at Complete (EAC)
_____ c). The acronym PV, or Planned Value, is functionally
the same as BCWS, or Budgeted Cost
of Work Scheduled
_____ d). The acronym AC, or Actual Costs, is functionally the
same as ACWP, or Actual Cost of
Work Performed
43. Earned value measurement techniques allow for discrete
measurement of work. The 0/100
technique of measurement is a preferred method because
_____ a). The measurement of the work can be spread over
longer time periods, ideally at least 6
Months.
_____ b). Largely irrelevant because it is too granular with
respect to measurement.
_____ c). The work is either done or not, ideally within the
current reporting month.

23. _____ d). A and C above.
EVM Assessment
Student Name:
44. The Critical Path in a schedule can be defined as
_____ a). The determinant of the overall duration of the project
as planned (i.e., the shortest time to
complete the project as planned)
_____ b). Where the calculation for Total Float is less than or
equal to a specified value, usually zero.
_____ c). The only activities that need to be intensively
managed to complete the project/program
_____ d). A and B above.
45. The concept of Float (aka, Slack) includes the following
characteristic(s):
_____ a). Total float is the amount of time by which a task on
the Critical Path can be delayed

24. without delaying the finish of the project
_____ b). Free slack is the amount of time (usually calculated
in days) by which a task can be
delayed without delaying the schedule for any
subsequent task
_____ c). Conceptually, gives an idea for the degree of
flexibility in the schedule’s task dependencies
_____ d). All of the above
46. Well-constructed Control Accounts typically have the
following attributes.
_____ a). clearly define the measurement technique for each
work package
_____ b). are comprised of at least 1 or more work packages,
plus planning packages as necessary
_____ c). the intersection of the lowest level of controlling
organization where a manager can be
assigned, to the lowest level of WBS element where
formal reporting is required.
_____ d). All of the above

25. EVM Assessment
Student Name:
Scenario#1 for Questions 47-50
You are the newly appointed Program Manager of a
government software development program.

26. You are attending your first, quarterly Program Management
Review (PMR) with your prime
commercial contractor who is performing a major portion of the
effort associated with your total
program. During the PMR, the contractor flashes the slide
below which displays information about
the program.
The contractor then asserts, “These are our Earned Value
metrics which indicate a highly positive
“Green” status, so there is no need to waste any time on this,”
and proceeds to advance to the next
slide. Your Program EV Analyst leans over and whispers to
you, “Boss, there are some issues here. I
recommend you go back to the last slide and question the
contractor in more detail.”
47. Which one of the following conditions is most likely to
apply?
_____ a. The project is ahead of schedule and over-running.
_____ b. The cumulative cost is under-running
_____ c. The EAC is calculated from the cumulative SPI and
CPI

27. _____ d. None of the above
48. Which one of the following conditions is most likely to
apply?
_____ a. If the cost performance trend continues, the project
will finish ahead of schedule
and under-run budget
_____ b. The EAC is statistically not probable based on the
variance between CPI and TCPIEAC.
_____ c. Based on the cumulative actuals, the EAC should be
adjusted to $10,612
_____ d. None of the above
49. Which one of the following conditions is most likely to
apply?
_____ a. Because the project is ahead of schedule, the EAC
will be less than the BAC
_____ b. The earned value metrics are mostly positive and the
small variance is easily recoverable by
the next reporting period
_____ c. There is a labor shortage
_____ d. None of the above. The project is over-running.

28. EVM Assessment
Student Name:
50. The calculated EAC using a formula that is based on the
cumulative cost and schedule
performance indexes is?
_____ a. $10,612
_____ b. $10,429
_____ c. $9,467
_____ d. $9,803
Scenario#2 for Question 51
Given: The sum of all Work Packages is $3,143.500. All of the
work has been planned in detail so
there are no planning packages at any level. There is $65,000
set aside for Management Reserve.
Also, $200,000 is currently being held as Undistributed Budget

29. within the existing Performance
Measurement Baseline. The fixed price contract has a profit/fee
of $300,000.
Task: Calculate the Program Budget Elements for the program
budget that is diagrammed below (i.e.,
populate the Yellow/shaded boxes where the budget dollar
amount $______ is missing).
EVM Assessment
Student Name:
Scenario#3 for Question 52
Given:

30. 1. The Network Diagram below with dependency relationships
as indicated
2. The Duration for each task
Task: Identify the tasks that are on the Critical Path.
Note 1: You will need to calculate: Early Start, Late Start,
Early Finish, Late Finish, and
Float for each task.
Note 2: Populate the empty boxes of standard portrayal of a
network diagram.
Case Problem- R.C. Coleman
R.C. Coleman distributes a variety of food products that are
sold through grocery store and
supermarket outlets. The company receives orders directly from
the individual outlets, with a
typical order requesting the delivery of several cases of
anywhere from 20 to 50 different products.
Under the company’s current warehouse operation, warehouse

31. clerks dispatch order-picking
personnel to fill each order and have the goods moved to the
warehouse shipping area. Because of
the high labor costs and relatively low productivity of hand
order-picking, management has
decided to automate the warehouse operation by installing a
computer-controlled order-picking
system, along with a conveyor system for moving goods from
storage to the warehouse shipping
area.
R.C Coleman’s director of material management has been
named the project manager in charge of
the automated warehouse system. After consulting with
members of the engineering staff and
warehouse management personnel, the director compiled a list
of activities associated with the
project. The optimistic, most probable, and pessimistic times (in
weeks) have also been provided
for each activity.
1. Develop a report that presents the activity schedule

32. (Earliest/Latest Start and Earliest/Latest
Finish) and expected project completion time for the warehouse
expansion project. Include a
project network in the report.
In addition, take into consideration the following issues:
2. R.C. Coleman’s top management established a required 40-
week completion time for the
project. Can this completion time be achieved? Include
probability information in your discussion.
What recommendation do you have if the 40-week completion
time is required?
3. Suppose that management requests that activity times be
shortened to provide an 80% chance
of meeting the 40-week completion time. If the variance in the
project completion time is the same
as you found in question (1), how much should the expected
project completion time be shortened
to achieve the goal of an 80% chance of completion within 40
weeks?