Earned Value Project Management, Fourth Edition | by Quentin W. Fleming and Joel M. Koppelman | 2010 | ISBN: 9781935589082. The (32) Earned Value Management (EVM) System Criteria. Earned Value Body of Knowledge. Six Steps to Employing Earned Value on Project Procurements
Monday, February 28th, 2011Earned Value Project Management, Fourth Edition
by Quentin W. Fleming and Joel M. Koppelman
2010 (240 pages)
ISBN:9781935589082
Discussing the two different perceptions of the EVM concept, this book focuses on employing the concept based on implementing a few fundamental principles and using project management best practices, which applies to all projects, of any size and duration, in any industry.
Earned Value Project Management, Fourth Edition
Introduction
Chapter 1 – If Earned Value is So Hot . . . Why isn’t it Used on All Projects?
Overview
In Summary
Chapter 2 – Earned Value Project Management — An Introduction
Overview
Welcome to the World of Project Management
The First Quarterly Project Status Review
Chapter 3 – Earned Value Project Management — An Overview
Introduction
The Earned Value Concept in a Nutshell
In Summary
Chapter 4 – The Genesis and Evolution of Earned Value
Origin of Earned Value Management
Evolution of the Earned Value Concept
Earned Value Management as a part of the C/SCSC produced mixed results.
In Summary
Chapter 5 – The Earned Value Body of Knowledge
Overview
The Legacy of Earned Value as a part of the C/SCSC
Chapter 6 – Scope the Project
Understanding the Project (Knowing What’s In . . . and What’s Out)
Using a Work Breakdown Structure (WBS) to Scope the Project
A WBS Can Help Manage Project Scope Creep.
Some Specific Examples of WBS Formats
Issue: Make or Buy Choices: A Critical Part of Scope Definition
The WBS Provides the Framework for Earned Value Management.
Projects Should Use a Work Breakdown Structure (WBS).
In Summary
Chapter 7 – Plan and Schedule the Project
Understanding the Project
Planning the Project
Scheduling an Earned Value Project
Government Mandates Requiring CPM
Earned Value Project Management Requires a Scheduling System.
Chapter 8 – Estimate the Resources and Authorize Budgets to Form Control Account Plans (CAPs)
Overview
Integrating the Project Scope of Work with Costs and Schedule
Control Account Plans (CAPs): The Points of Management Control
Multi-Functional Team Control Account Plans (CAPs)
Estimates Versus Budgets . . . and Management Reserves
In Conclusion
Chapter 9 – Establish the Earned Value Project Baseline
Introduction
Integrated Product Development Teams (IPDTs) Versus CAPs
Methods Used to Plan and Then Measure Earned Value
Control Account Plans (CAP): The Manageable Subprojects of EVPM
Control Account Plans (CAPs) in the Private Sector
The Performance Measurement Baseline (PMB)
Maintaining the Project Baseline: Managing Changes in Scope
In Conclusion
Chapter 10 – Employ Earned Value Measurement on Project Procurements
Project Procurements Are Unique.
Labor Versus Procurements: The Fundamental Differences
Issue: Often Procurement “Cost Actuals” Need to be “Estimated.”
Six Steps to Employing Earned Value on Project Procurements
Lessons Learned: Perform a “Price” and “Usage” Variance Analysis.
Chapter 11 – Monitor Performance Against the Earned Value Baseline
Overview
Before Giving Approval: Verify the Viability of the Project Baseline.
Establish Variance Thresholds to Focus on “Exceptions” to the Plan.
Variance Analysis of Indirect (Overhead) Costs
Displays for Management Oversight
Special Issue: The Meaning of an Earned Value Schedule Variance (SV)
A “War Story”
Chapter 12 – Forecasting the Final Cost and Schedule Results
Overview
Three Factors Determine the Final Project Results.
The Project Managers “Official” Estimate at Completion (EAC)
Earned Value Methods to Independently Forecast a “Range” of Final EACs
Forecasting a “Range” of Estimates at Completion
Time Management: Predicting the Project’s Final Completion Date
In Summary
Chapter 13 – Using Earned Value Metrics to Manage a Portfolio of Projects
Overview
Using Six Earned Value Metrics to Manage a Portfolio of Projects
Chapter 14 – Implement “Simple” Earned Value on All Projects
Overview
In Summary
Chapter 15 – Fulfill Your Fiduciary Duty and Comply with Sarbanes-Oxley
Overview
Earned Value Management (EVM)
Financial Reporting Today
Appendix – The (32) Earned Value Management (EVM) System Criteria
Overview
Group 1-Organization Criteria (five)
EVM Criterion # 1:
EVM Criterion # 2:
EVM Criterion # 3:
EVM Criterion # 4:
EVM Criterion # 5:
Group 2-Planning, Scheduling and Budgeting Criteria (ten)
EVM Criterion # 6:
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Group 3-Accounting Criteria (six)
EVM Criterion # 16:
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EVM Criterion # 19:
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EVM Criterion # 21:
Group 4-Analysis Criteria (six)
EVM Criterion # 22:
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EVM Criterion # 24:
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EVM Criterion # 26:
EVM Criterion # 27:
Group 5-Revisions Criteria (five)
EVM Criterion # 28:
EVM Criterion # 29:
EVM Criterion # 30:
EVM Criterion # 31:
EVM Criterion # 32:
Glossary of Earned Value Project Management Terms
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