Mr. Evans was the Project Control Lead/Master Scheduler for the U.S. Transportation Command (TRANSCOM) Defense Personal Property System (DPS) program. He established an ANSI-748 compliant Earned Value Management System (EVMS) for the program and guided the program through a successful Integrated Baseline Review. The EVMS used Microsoft Project 2003, Deltek Cobra 5, and Deltek wInsight 6.4. The DPS program Integrated Master Schedule (IMS) incorporates approved cost/schedule changes; enters performance status; enters actual costs; generates CPR Format 1, Format 2, Format 3, Format 5; and generates EVMS data for the monthly data deliverables. Per a contract requirement, the initial Performance Measurement Baseline (PMB) was established within the first month after contract award and Contract Performance Reports (CPRs) were submitted within 40 days after contract award. Control Account Managers (CAMs) were trained real time in their responsibilities. At the IBR, Mr. Evans observed the CAMs and other program staff to ensure a successful IBR. Following the IBR, we transitioned the EVMS to the prime contractor in accordance with the contract.

Mr. Evans was the Project Control Lead/Master Scheduler for the U.S. Small Business Administration (SBA) Loan Management Accounting System (LMAS) program. He established an ANSI-748 compliant Earned Value Management System (EVMS) for a $250M+ accounting system and information technology upgrade and maintenance program. The EVMS used Oracle Primavera 6.2 / v7, Deltek Cobra 5, and Deltek wInsight 6.4. The LMAS program Integrated Master Schedule (IMS) incorporates approved cost/schedule changes; enters performance status; enters actual costs; generates CPR Format 1, Format 3, Format 5; and generates EVMS data for the monthly data deliverables. The Primavera IMS incorporates several separate projects. The IMS structure allows IMS data to be reported on a project and a program portfolio level. He also facilitates schedule integration meetings and meets with government and contractor staff on IMS related matters.

Mr. Evans was the schedule subject matter expert for the United States Air Force (USAF) Global Hawk Program Management Office (PMO). Mr. Evans was a member of the Global Hawk Integrated Master Schedule (IMS) Working Group which addressed the information and communication requirements of the Global Hawk IMS. The Global Hawk IMS Working Group was tasked with looking at current/legacy schedule management processes and identify opportunities for improvement. The Global Hawk IMS Working Group assessed the current environment, identified issues and problems, and identified a “way forward plan” in less than a week. The main issues were that the PMO could not create “what-if” scenarios in a efficient and effective manner, and that the volume of data contained in the detailed IMS was overwhelming the PMO’s ability to manage the Program. The Global Hawk IMS Working Group identified easy, efficient, and effective means to develop and implement “what-if” scenarios, and manage the Program effectively. The tools and processes were briefed to the Program Manager for implementation.

Mr. Evans is the Central Service Area (CSA) scheduler and the implementation lead for the for the FAA Terminal Facilities Corporate Work Plan (CWP) Implementation project. As the CSA scheduler, Mr. Evans is responsible for developing and maintaining schedules for all Terminal Facilities projects within the CSA. As the CWP implementation lead, Mr. Evans is developing a product oriented Work Breakdown Structure that is being implemented within the FAA CWP. The implementation requires that a project methodology be developed and implemented in Primavera 6.2, the CWP tool. The CWP implementation will enable Terminal Facilities to report project progress and earned value management information using a product-oriented WBS. The information gained from actual project performance will be fed back into the project estimating tools to improve project cost and schedule estimating for Terminal Facilities projects.

Mr. Evans is assisting the U.S. Air Force Space and Missile Command (SMC) in their earned value management revitalization project. The project will provide SMC with improved processes for implementing and managing earned value on space programs. Mr. Evans is the Control Account Manager (CAM) and project subject matter expert (SME) for all schedule related items. As a part of the project, Mr. Evans provided guidance on improved integrated master schedule (IMS) related deliverables, performed analysis of contractor IMS deliverables, and reviewed schedule risk assessments (SRA) of IMS deliverables. He also teaches Introduction to Applied Earned Value Management (Equivalent to DAU BCF-102), and Project Management Tools Workshop (Equivalent to DAU PMT-250/PMT-256) to SMC personnel.

Mr. Evans was the Program Control Schedule Integrator for the FAA Automatic Dependent Surveillance and Broadcast Services (ADS-B) program. The Program Control organization is responsible for implementing an integrated Government/Contractor ANSI/EIA-748 compliant Earned Value Management System (EVMS) using MS Project, Deltek Cobra, Deltek wInsight, Deltek Risk+, Critical Tools WBS Chart Pro, Critical Tools PERT Chart Expert,and Steelray Project Analyzer. The SBS program Integrated Master Schedule (IMS) incorporates 15 separate project schedules into 1 integrated file for program status and management. The various files are maintained and statused separately by project control analysts and integrated using cross-project dependencies to develop a program critical path. Various “touch-point” schedules have been developed to provide outcome based views of the program IMS. Mr. Evans leads a 7 person team that is the SBS program control team which is responsible for the monthly program control cycle. The monthly program control cycle is: incorporate approved cost/schedule changes; enter performance status; enter actual costs; generate CPR Format 1 and Format 5; and generate EVMS data for the monthly Government/Contractor/Industry program review. He also facilitates schedule integration meetings, meets with government and contractor staff on IMS related matters.

Mr. Evans participated in the ADS-B Prime Contractor Project Assistance Visit (PAV) as part of the Prime Contractor Integrated Baseline Review (IBR) as a reviewer. He participated in the ADS-B IBR and helped prepare CAMs for the IBR. Mr. Evans was responsible for preparing a proof-of-concept demonstration of the advantages of an enterprise scheduling solution and how it can increase the value of the Program Control deliverables. The proof-of-concept involved importing the ADS-B Program IMS from MS Project to Deltek OpenPlan and accessing the data through WelcomHome.

Mr. Evans was the task leader for the FAA Terminal Facilities Earned Value Management (EVM) Implementation project. The project implemented an EVM for the FAA organization that is responsible for construction and sustainment of all Air Traffic Control Towers (ATCTs) and Terminal Radar Approach Control (TRACONs) in the US and its territories. The project has implemented a standard WBS, schedule template, contract guidance, schedule guidance, and other EVM artifacts using Primavera v5, MS Project, Deltek Cobra, and Deltek wInsight as the standard EVM toolset.

Mr. Evans was the task leader for the NASA Jet Propulsion Laboratory (JPL) Mars Science Lander (MSL) Schedule Risk Analysis (SRA) projects. The projects used the Deltek Risk + Monte Carlo analysis tool, to analyze the probability of success in meeting the MSL launch date. A high level project schedule was developed. The control account managers (CAMs) were interviewed; risks/opportunities were reviewed; and most likely, optimistic, and pessimistic durations for each schedule activity were generated. The results were iterated in Risk+ and summary reports were delivered to the JPL MSL program manager. This task has been completed at every major project milestone as an independent schedule validation.

Mr. Evans provides program and project management training through the MCR Training Institute.