Performance-Based Earned Value

Paul Solomon, is the co-author of the book, Performance-Based Earned Value® and is an advocate of acquisition reform in the Federal Government with regard to Earned Value Management System (EVMS). He is internationally recognized as a leader and teacher of EVM. He published many articles on EVM, systems engineering, software metrics, and risk management. His recommendations were included in two American National Standards Institute (ANSI) standards, in DoD policy and guides, and in federal legislation. 

He retired from Northrop Grumman Corporation where he supported the use of EVM on the B-2 Stealth Bomber, Global Hawk, and F-35 Joint Strike Fighter programs. He was certified by the Project Management Institute (PMI) to be a Project Management Professional (PMP).

Paul was on the team that wrote the ANSI/EIA-748, the EVMS Standard, and received the DoD David Packard Excellence in Acquisition Award for that achievement. He was a visiting scientist at the Carnegie Mellon University Software Engineering Institute where he authored the paper, "Using CMMI to Improve EVM." His recommendations have been included in the following PMI standards and DoD policies and guides:
1. "PMI Project Management Body of Knowledge" (PMBOK® Guide) and the "PMI Practice Standard for EVM": product scope, risk management, management reserve, acceptance criteria (in WBS dictionary), and Estimate at Completion
​ 2. "DoD Instruction 5000.02, Acquisition of the Defense Acquisition System": technical performance
​ 3. "Defense Acquisition Guidebook" (DAG): CH 3–2.7 Systems Engineering Role in Contracting
​ 4. "NAVAIR Software EVM Toolkit," 2004: technical performance, requirements, and rework
​ 5. "DoD EVMS Interpretation Guide" (EVMSIG): Guideline 7,
Objective completion criteria aligned with the accomplishment of the program’s technical requirements and goals are determined in advance, documented, and used to plan and measure the progress of program milestones and events. Objective technical performance goals and measures are incorporated throughout the schedule hierarchy based on the completion criteria developed for each increment of work, in order to limit subjective measurement of work accomplished.  Objectively measured performance data that accurately reflects technical accomplishment of the work provides program management visibility into program progress and credible early indications of program problems and the need to take corrective action.
6. "Section 809 Panel Report, Vol. 1, Sec. 4, Jan. 2018": Another substantial shortcoming of EVM is that it does not measure product quality. A program could perform ahead of schedule and under cost according to EVM metrics but deliver a capability that is unusable by the customer."

He served on the National Defense Industrial Association Program Management Systems Committee and was Vice President. His recommendations on EVM Acquisition reform were included in the Ike Skelton National Defense Authorization Act (NDAA) for FY 2011 and the 2009 DoD EVM: Performance, Oversight, and Governance- Report to Congress on EVM (in response to WSARA).

​In his 2010 article, "EVM Acquisition Reform," he first recommended that ANSI/EIA 748 be replaced with the Project Management Institute (PMI) Guide to the Project Management Body of Knowledge (PMBOK® Guide). That recommendation was incorporated in the following legislation:
"Program Management Improvement Accountability Act of 2015"
"National Defense Authorization Act (NDAA) for FY 2017"
Excerpt from article: "EVM is still recognized as an international, commercial best practice, but 
ANSI/EIA-748 has been largely ignored by commercial companies. When there is no government mandate to use EVM,  PMBOK® Guide is a widely used standard for project management. One way to implement reform is to replace ANSI/EIA-748 with pertinent components of the PMBOK® Guide.Nov 2010 atlpublished.pdf

​He filed a False Claims Act (whistleblower) complaint against Lockheed Martin and Northrop Grumman, alleging fraud on the F-35 Joint Strike Fighter program, in 2012.

Education and Certifications:
B.A. degree from Dartmouth College. M.B.A. degree from Tuck School of Business Administration at Dartmouth. Honors graduate of the Air Force Institute of Technology Cost/Schedule Control Systems Criteria course, 1990.

Military Service: Vietnam War Veteran, U.S. Army Finance Officer.