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Table Of Contents

About This Book
Icons Used in This Book
Understanding Projects and Project Management
Understanding EVM
Why Use EVM in the First Place?
Looking at the great things about EVM
Making a Great Start
Measuring Earned Value from an Initial Baseline
Collecting status information
Calculating earned value
Analyzing Variance
Understanding and calculating variances
Setting thresholds
Analyzing out-of-tolerance variances
Using EVM for Project Monitoring and Control
Identifying risks
Managing the critical path
Forecasting final project costs
Applying EVM to Specific Types of Projects
Cost-reimbursable projects
Fixed-price projects
Tracking the Project Life Cycle
Proposing the project: Neighborhood barbecue
Planning the event
Executing the plan
Closing out the project
What Is ANSI/EIA-748?
Seeing What Makes up an EVMS
Knowing When EVMS Is Required for a Project
Required reports
Planning and Scheduling Software
Earned Value Software
Analytics/Intelligence Software
Risk Management Software
Integrated Program Management Software
Myth 1: EVM Is Hard
Myth 2: EVM Is Expensive
Myth 3: EVM Looks Backward
Myth 6: Only Aerospace and Defense Firms Use EVM
Go for It!
Get Organizational Buy-In
Define Project Management Processes
Instill the Processes into the Culture
Maintain a Consistent Business Cadence
Practice Rigorous Risk/Reward Management
Facilitating EVM in Your Organization
Identifying a focal point
Establish a center of excellence
Set up a project management office
Train the project management team
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Published by mgirland3397

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Published by: mgirland3397 on Nov 11, 2011
Copyright:Attribution Non-commercial


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