Earned Value Project Management, Fourth Edition
- 4h 29m
- Joel M. Koppelman, Quentin W. Fleming
- Project Management Institute
- 2010
Organizations that follow the principles of good Earned Value Management (EVM) create an environment that allows teams to successfully operate and thrive — even in the face of challenges that could negatively impact their projects.
Earned Value Project Management (EVPM) is a methodology used to measure and communicate the real physical progress of a project taking into account the work completed, the time taken and the costs incurred to complete that work. As a result, EVPM allows more educated and effective management decision-making, which helps evaluate and control project risk by measuring project progress in monetary terms.
In the first two editions of Earned Value Project Management, Quentin W. Fleming and Joel M. Koppelman provided guidance for project management practitioners already familiar with EVPM, was well as those who were new to the use of this technique. The third edition expanded the information available on of EVPM for medium and smaller projects while still being relevant for larger projects. An important addition to Earned Value Project Management – Fourth Edition is the discussion of the two perceptions of the EVM concept. Both are valid, but one is better suited to the management of major projects while the other appropriate for use on all projects. The authors cover both perceptions in this book, with a bias in favor of simple, broad-based EVM for use on all projects.
In this Book
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Earned Value Project Management, Fourth Edition
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Introduction
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If Earned Value is So Hot . . . Why isn’t it Used on All Projects?
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Earned Value Project Management — An Introduction
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Earned Value Project Management — An Overview
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The Genesis and Evolution of Earned Value
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The Earned Value Body of Knowledge
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Scope the Project
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Plan and Schedule the Project
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Estimate the Resources and Authorize Budgets to Form Control Account Plans (CAPs)
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Establish the Earned Value Project Baseline
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Employ Earned Value Measurement on Project Procurements
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Monitor Performance Against the Earned Value Baseline
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Forecasting the Final Cost and Schedule Results
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Using Earned Value Metrics to Manage a Portfolio of Projects
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Implement “Simple” Earned Value on All Projects
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Fulfill Your Fiduciary Duty and Comply with Sarbanes-Oxley
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Appendix: The (32) Earned Value Management (EVM) System Criteria
