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14 items found

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The Dynamic Progress Method: A New Alternative to the Critical Path Method (Japanese Translation)

by J. Chris White

クリティカル・パス・メソッド(CPM)が1950年代に導入されたので、プロジェクト見積もりと計画における最新のイノベーションについて学びましょう。その当時CPMは大幅に改善されましたが、しかし今では現在の単純化されたCPMのアプローチではとても不十分です。今日のプロジェクトはより大規模で複雑化しており、より厳密なアプローチが求められています。CPMを使うことにより、リソースはタスク期間と切り離され、現実的なプロジェクト計画を立案することを困難または不可能にします。CPMでは「期間」はインプットです。

The Earned Value Budget Square

by Vladimir Malinovskiy

The article is devoted to the underlying mathematical concepts of earned value: linear function, Cartesian coordinates and tangent. The EV visualization named “budget square” is derived from these concepts—and helps us master the earned value concept for both certification and practical needs.

The EV Meal

by Mike Donoghue

Need some help digesting earned value management? An EVM project that is “broken” before its completion is easier to reconstruct and make useful...so open wide and get ready to chew.

The EVM Crystal Ball

by Andy Jordan

How can Earned Value Management help you predict the future? Here we look at how EVM can help you forecast where your project will be at completion, as well as assisting in decisions around extra resources that may be required.

The Integration of Agile and EVM

by Mario Coquillat

When agile practices are implemented for the first time in a waterfall environment, more predictive techniques like earned value management (EVM) will need to be integrated. Here, a practitioner looks at two sprint examples to explain how this approach works.

The Limits of the Linear Approach to Schedule Variance

by Vladimir Malinovskiy

In this article, schedule variance is modeled to show the comparison and relationship of actual project progress and the schedule baseline. The underlying linear model of the schedule performance index (SPI) is explained and visualized with the budget square chart. The limits of the linear SPI approach are shown, and then an improved non-linear visualization is explored.

The Path to the PMP (Part 7)

by Bruce Garrod

The best part about Project Cost Management is that there are only three processes. And while the first two processes are light dumbbell lifting, the third throws some heavy barbell exercises your way. Are you prepared?

The Three Deadly Sins of EVM

by Mark Mullaly, Ph.D., PMP

Former British prime minister Benjamin Disraeli is credited as saying, “There are three kinds of lies: lies, damned lies and statistics.” To this we clearly might also arguably add a fourth: earned value. Here we explain its three deadly sins--those of omission, commission and deception.

The Use of Task Rates in Monitoring and Evaluating Projects

by Francisco J. Toro

The author presents an approach for using a rate to monitor projects, based on the re-evaluation of two key concepts, work total, and the rate per unit of work. By periodically recalculating and updating rate values, considering the comparison of the actual work vs. the planned work, the project manager may develop reliable databases for use in future evaluations and follow-up projects.

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A mind once stretched by a new idea never regains its original dimensions.

- Anonymous