In Expert Judgment: How to Incorporate the Latest Developments in Using this Common PM Tool, Paul S. Szwed provides research that will help project managers become more adept at using expert judgment effectively.
The webinar is the second of two lessons and describes how to setup the WBS, schedule, budget, cost breakdown structure and organization breakdown structure to support the EVMS.
The webinar is the first of two lessons and will provide an overview of an Earned Value Management System (EVMS).
How do you transform your organization into a better version of itself? This session will share the journey of transformation and highlight some effective techniques that helped accelerate the rate of learning and improvement across the enterprise.
The Dynamic Progress Method: A New Alternative to the Critical Path Method
This presentation will place EVM within the context of a maturing enterprise looking to understand what EVM is and is not, what it can do, and how to discuss a ‘tailored’ implementation. Attendees will learn how Earned Value is incorporated within the PMBOK®, within the project management methodology and how to ‘speak’ about the values delivered by EVM in terms of objective Technical Performance Measures (TPMs).
EVM has proven to be an effective method to measure project performance. However, the variables used to calculate EVM performance don't always clearly portray reality. One of those factors are the costs related to risk mitigation.
Gartner Group predicts that the bulk of new IT spending by 2016 will be for cloud computing platforms and applications with nearly half of large enterprises having cloud deployments by the end of 2017
All future events come with some degree of uncertainty. When the uncertainty affects the outcome of the event in a negative manner, it is considered a risk. The ability to quantify the likelihood of the risk’s occurrence with the monetary value of its impact is a major goal of Risk Management (RM).
The concept of schedule monitoring and control as one of the most important functions of project management has not been fully exploited. That could stem from the dominance of Earned Value Management Systems which use cost indicators to measure schedule preformance. This can be misleading. In contrast to Earned Value and Earned Schedule, the authors have developed the Earned Duration Management (EDM) which uses certain indices to measure progress and performance of schedule and cost.
|
"Few people think more than two or three times a year; I have made an international reputation for myself by thinking once or twice a week." - George Bernard Shaw |
