One of the inputs earned value management (EVM) uses to obtain an indicator about the cost performance of projects is the cost incurred by the project until a certain date. Typically, such information is provided by finance departments. This paper reviews the different methods used by finance departments to calculate and measure the incurred costs in projects, and how these methods may impact the way the project manager applies the EVM to measure, control, and track the status of his or her project.
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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.
The challenge addressed in this article is that of using earned value in an IT project of less than US$20 million with multiple solution partners, fixed cost contracts, no labor cost data, and an 18-month deadline. The discussion presents an example of an innovative use of a research and development (R&D)–based earned value technique. The software project overview is presented, traditional earned value reviewed, the derivation of the R&D approach is discussed, and the article closes with a look at the organizational benefit of the technique.
모든 미래의 사건들은 어느 정도의 불확실성을 안겨줍니다. 불확도가 부정적인 방식으로 사건의 결과에 영향을 미칠 경우 위험으로 간주됩니다. 리스크 발생의 금전적 가치와 함께 리스크 발생 가능성을 수치화하는 능력은 리스크 관리 (RM)의 주요 목표입니다.
Earned value management is widely valued as a key project management technique. Despite this, it’s not a universally accepted tool for use by project managers. This article questions whether or not EVM is correctly defined as a PM technique. Is there an alternative way of looking at EVM and EVMS, one that may bring better understanding of how they interact--and under what circumstances they can be used in to support project managers?