What Government Contractors Need to Know About the DoD’s Integrated Program Management Data and Analysis Report

May 09, 2023
Update on DOD IPMDAR Reporting Requirements

By Dave Scott, Principal at C&S Consulting

Government contractors that do business with the Department of Defense (DoD) should be aware of the department’s Integrated Program Management Data Analysis Report (IPMDAR) requirements, some significant changes in earned value management (EVM) reporting that went into effect a few years ago. IPMDAR requires government contractors to change their processes and systems to ensure compliance.

The IPMDAR DID 81861B was implemented in March of 2020, (81861C updated on August 30, 2021) to replace the legacy Integrated Program Management Reporting (IPMR) and has been applied to new contracts since that time.

The IPMDAR DID is required for contracts which include the Defense Federal Acquisition Regulations Supplement (DFARS) clauses requiring project performance reporting using EVM (DFARS 252.234-7001, 7002) and which include CDRL A027. The DFARS clauses require EVM reporting on non-firm fixed-price, development, modernization, and enhancement contracts over $20 million.


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What is the DoD IPMDAR requirement?

Previously IPMR reporting was fixed format reports 1 through 7 delivered as a PDF to the government program office. Only DoD ACAT1 programs were required to upload xml data to the DoD EVM Central Repository (EVM-CR). Reporting was typically summarized to a level above the control account. IPMR reporting did not enable additional government analysis and in many cases did not provide actionable information.

Today, the IPMDAR requires more detailed project performance information, tighter integration between the project schedule and costs, and must be delivered electronically by the contractor. The IPMDAR data files enable the government to better measure and analyze project performance—with the primary purpose to provide timely and accurate information regarding the current project status in terms of cost performance, schedule performance and forecasts. Here is a summary:

IPMDAR Requirements

  • Electronic data interchange (JSON – Java Script Object Notation) file submitted monthly by uploading to the EVM-CR.
  • Project performance data required at the control account level and may be required at a lower work package level.
  • Time phased (monthly) forecasts provided at the level at which data is reported.
  • All DoD contracts regardless of ACAT level must upload their program data to the DoD EVM Central Repository.
  • IPMDAR reporting may be tailored to require the IMS within a few days after the close of the current period with Schedule Performance Dataset (SPD), Contract Performance Dataset (CPD), and the Performance Narrative Report (variance analysis) to follow, but no later than the 16th working day.
  • Encourages early delivery of relevant information and collaboration with government program office regarding project performance results and root cause of variances.

What potential challenges should my organization be prepared to address?

Two years after the release of the new IPMDAR DID we have confirmed some previously assumed challenges and have learned a few lessons. The challenges are comprised of the following:

  • Delivery of an electronic data file which enables government analysis and reporting exposes lower-level data which needs to be thoroughly scrubbed and validated.
  • Uploading an electronic data file to the DoD EVM Central Repository (EVM-CR) in the prescribed table structure and Java Script Object Notation (JSON) file format. Previously electronic delivery was only required for DoD ACAT1 programs but is now required for all programs.
  • Upgrading EVM data integration and data quality due to the linkages between the data tables which require an improvement in program cost and schedule integration.
  • Subcontractor’s must now provide lower-level data then previously reported and it needs to be in a format which can be easily integrated with the Prime’s IPMDAR data. It must also be delivered to the Prime much earlier if they hope to meet their IPMDAR due date.
  • Providing an early delivery of the program integrated master schedule before the cost performance, and variance datasets.
  • Adopting a collaborative approach with the government program office regarding the staged delivery of project performance information and interactions regarding variances.

What can my organization do to improve compliance with the IPMDAR requirements?

Your organization should conduct a comprehensive assessment of your earned value management system (EVMS) and processes to identify the impacts of the DoD IPMDAR DID.

Steps to take include:

  • Identify any potential data issues which may be problematic due to cost and schedule integration for presenting lower-level data.
  • Identify any changes in processes which are required to address data issues, as well as the production and validation of the electronic file format.
  • Identify any changes required in your organization’s EVM System Description Document due to process or system changes.
  • Train program personnel regarding new EVMS processes and how to collaborate with the government program office in tailoring deliveries by date.
  • Conduct an evaluation of your EVMS as compared to the EIA-748 standard 32 guidelines.

IPMDAR Benefits

Addressing IPMDAR requirement challenges will provide an opportunity for your organization to streamline internal processes to access real-time project performance information. It will also improve project management reviews and identification of potential project issues while there is still time to mitigate risks.

  • Deltek Cobra is the leading solution for government contractors who have a contractual EVM reporting requirement and compliance with the EIA-748 EVMS standard. Deltek Cobra version 8.3 and beyond automatically produce the IPMDAR data interchange file for submission to the DoD.
  • C&S Consulting is a trusted Deltek partner providing implementation and consulting services for Cobra and Deltek’s Project Portfolio Management solutions.

A better understanding of project schedule and costs will allow for more meaningful decision making, as well as foster improved data collaboration between your organization and the government program office.


About the Author

Dave Scott is a Principal and co-founder of C&S Consulting. He has more than 25 years of experience with both government and commercial customers in the implementation of systems and methodologies to improve management processes. He has extensive experience designing, implementing, and supporting compliant Earned Value Management Systems (EVMS) for both the U.S. Government and government contractors. In addition, he has provided EVMS assurance services supporting government contractors.