Effect of Risk Mitigation Cost on EVM
Over the years, when used properly, EVM has proven to be an effective method to measure project performance and financial performance. However, the variables used to calculate EVM performance don't always clearly portray the reality.
One of those factors are the costs related to risk mitigation. When a risk is realized, everything from task activities, deliverable, resource allocation and critical can change. During our webinar, we will explore some of these factor and learn about managing them properly.
1. Learn to differentiate between project cost and risk mitigation cost
2. Learn when to include risk mitigation cost into EVM
3. Risks and benefits of incorporating risk mitigation cost into EVM calculation
Mr. Hasnat is an Associate at Booz Allen Hamilton. He is an experienced IT project manager with 18+ years of experience managing and delivering commercial, federal and global IT projects. As an Advanced Technical Project Manager, he was responsible for developing processes and procedures to
manage and analyze contract budget performance, perform budget forecasting and analysis of cash flow, and design and lead development for enterprise dashboard for key stakeholders and decision makers. Mr. Hasnat also served as a Contract and Financial Analyst for large federal clients where
he assisted clients, project managers, and project leads in assessing areas of needed improvement in Financial Management, Performance Management, Risk Management and Budget Controls. He also held the position of Project Control Manage and Lead Project Controller at government agencies.
Mr. Hasnat is certified in Project Management Professional (PMP) and Capital Planning and Investment Control (CPIC). He is highly skilled in IT Program Management Office (PMO) implementation and support, Microsoft Project Schedule development and management, and Earned Value Management (EVM) methodologies. He also participated as a significant contributor in writing the GAO Schedule Assessment Guide, which provides guidance and best practices to plan, develop, manage project plans and evaluate capital program cost estimates. Additionally, he is the Global Knowledge Management
Leader for the Project Management Institute's Earned Value Management (EVM) Community of Practice.
Mr. Hasnat holds a B.S. degree in Finance from George Mason University and completed partial course work for Masters of Science degree in Project Management at The George Washington University.
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