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Earned Value Management System Acceptance Process

by Vicky Cook
November 14, 2012 | 45:07 | Views: 183 | PDUs: 1.00 | Rating: 5.69 / 7

Earned Value Management (EVM) is the systematic integration and measurement of technical (scope), schedule, and cost accomplishments in a project or task. EVM provides both the public and private industries the ability to examine detailed schedule information, critical program data, technical milestones, and costs. The EVM System is an integrated set of documented processes, procedures, and applications that describe how the system owner is using EVM for managing projects. An EVMS Validation Review verifies that the EVMS processes and disciplines are being used by the project team as well as producing accurate and valid EVM performance data for informed management decisions

ANSI/EIA Standard Earned Value Management System.

by Chuck Budd
September 12, 2012 | 45:03 | Views: 94 | PDUs: 1.00 | Rating: 5.53 / 7

The webinar will present the parameters of the ANSI/EIA Standard Earned Value Management System. This will include reasons to conform to the Standard and descriptions of the primary metrics and the 32 criteria. The requirements for a complete Implementation is a huge topic and cannot be covered in this short webinar, but there will be some information provided for further investigation.

Logical Framework and Earned Value Management

by Afif Tabsh, Efrain Pacheco
September 20, 2013 | 45:28 | Views: 470 | PDUs: 1.00 | Rating: 4.80 / 7

This webinar will shed light on how the Logical Framework Approach can blend with Earned Value Management to provide progress reporting for development projects. The Logical Framework Matrix is a planning tool that is mostly used for development projects.

USING EARNED VALUE MANAGEMENT INDEXES AS A TEAM DEVELOPMENT

by José Ângelo da Costa Pinto Ricardo Vargas Cynthia C. Mercer
March 05, 2014 | 74:07 | Views: 224 | PDUs: 1.00 | Rating: 5.55 / 7

The objective of this presentation is to present the main components of the development of a project team, the motivational characteristics inherent to the team work and an interrelation proposal between the earned value analysis and team development through the SPI and CPI indexes obtained by the tool and team development models and the compensation and reward in the project, allowing to reduce the evaluation subjectiveness of the human resource in the project.

BEYOND EARNED VALUE: The Project Performance Index (PPI) & TriColor Traffic Light System

by Dr. Kenneth F. Smith, PMP
July 11, 2013 | 45:55 | Views: 321 | PDUs: 1.00 | Rating: 5.50 / 7

“Earned Value” (EV) has been around since the 1960’s as an effective Method for monitoring and managing project performance during implementation, and because of its ability to assess Time, Cost and Quality in an integrated manner, EV is undoubtedly significantly superior to antecedent approaches. EVM adoption and utilization was slow at first but following endorsement by the international Project Management Institute (PMI) as a “Best Practice” and inclusion in PMI’s Project Management Body of Knowledge “PMBOK,” demands to use EVM have escalated dramatically in recent years. Nevertheless many project managers and their stakeholders are still not using the Earned Value Method (EVM), and are reluctant to adopt it; or if using it are failing to obtain full benefit from EV analysis. Ken will explain the use of EVM in the Project performance Index (PPI) and in use of the TriColor Traffic Light System

Result-Based and Earned Value - A New Integrated PM Approach

by Williams Chirinos
May 02, 2013 | 42:08 | Views: 180 | PDUs: 1.00 | Rating: 5.19 / 7

Statistic shows that around 2 out of 3 projects have difficulties meeting the three successful criteria: Delivered on time, with a final actual cost on or below budget, and in full compliance with the requirements. This webinar presents a new Integrated Project Management Approach to encourage organizations and project people to introduce changes in the way that projects are handled nowadays.

Project Manager Estimate at Completion (PMEAC)

by Rob Seiler Jerry B. Insall Lynn W. Heenan

Project Manager Estimate at Completion (PMEAC) is the official version — it incorporates the project manager’s professional judgment. Readers will be able to use PMEAC to reduce errors in estimates at completion, save time in communicating completion estimate variances, and reduce the confusion around multiple ways to calculate EAC.

Convincing Project Managers to Use EVM (and Making no Excuses)

by Jose Barato

In his practice, the author has encountered project managers who, resistant to change and primarily concerned with successful delivery of their project, have resisted the adoption of Earned Value Management (EVM) practices. He explains the importance of EVM for cost control and demystifies EVM tools, with examples using Microsoft Project® and the open source tool, OpenPPM.

Implementing Earned Value Side by Side With Critical Chain

by Gershon Ben-Israel

This article focuses on an easy-to-use implementation of earned value management (EVM) and, specifically, cost performance index and estimation at completion - Cost side by side with the Critical Chain Method. The EVM implementation gives a comprehensive answer for budget management and budget report requested by the project sponsor.

EVM: Garbage In, Garbage Out

by Andy Jordan

Earned Value Management can only help if you understand the limitations of the data you're using to calculate the numbers. Here we look at the specific planning and tracking requirements for EVM--and the aspects that a project manager has to consider in preparing and managing their project for it.

Outsourcing IT Development: Monitoring the Six Dimensions

by Kishor Chandra Das

Making outsourcing decisions work is one of the major challenges facing outsourcing managers. In order to monitor the progress and success of an outsourcing relationship, managers need a higher level of visibility of the work performed by the outsourced teams. This paper discusses the six dimensions needed to measure, monitor, and report, which can greatly improve the visibility and success of outsourcing projects.

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