Earned Value Management is a project management technique for measuring project performance and progress in an objective manner. This objective manner starts with defining the planned Physical Percent Complete for a product or service, at a planned time, with the planned measures of technical, cost, or schedule performance. Then assessing this cost, schedule, and technical performance at a planned time and comparing it with the planned performance measures. That difference is used to assess the performance is the project.
Earned value is actually Earned Budget - did we earn our budget at the planned time for the value we planned to produce?
- Control Account Manager Short Course, what does it mean to be a Control Account Manager on an EVM program?
- Six ½ Day Sessions on the Road to Becoming a CAM, Control Account Manager course in three days.
- Increasing the Probability of Program Success, using the Principles of Earned Value Management, Earned Value is a fundamental measurement of a program’s performance but far from sufficient for the program’s success. Integration of risk, technical performance measures, and systems engineering processes are needed to increase the probability of program success.
- A Study on Informing Earned Value by Objectively Assessing Accomplishment at Work Performance Level, College of Performance Management, Integrated Performance Management, 2014.
- Control Account Manager Short Course, a short course on being a Control Account Manager on a program subject to Earned Value Management
- Earned Value Management Essentials, EVM is more than people, processes, and tools. It's an integrated service that provides actionable information to decision-makers. Webinar, EcoSys, October 22, 2014.
- Earned Value Management FAR 34.2 and DFARS 252.234-7001, Building, Deploying, and operating a DCMA Compliant Earned Value Management System.
- Earned Value Management Essentials, Earned Value Management is more than people, processes, and tools. It is an integrated service that provides actionable information to the decision-makers
- Control Account Management Notional Interview Questions, here's a set of questions Control Account Managers need to answer when they are being interviewed by DCMA, PM-30, or the CFA when the program or the firm is seeking EVMS Validation or Certification. These were developed from successful actual EVMS Certification Reviews.
- Your Role as a Control Account Manager in the Integrated Baseline Review,
- Control Account Manager Training Courgeneralgenral course for Control Account Managers
- Is Earned Value + Agile a Match Made in Heaven? The Nexus of Agile Software Development and Earned Value Management, OSD-PARCA, February 19-20, 2015, Institute for Defense Analysis
- Earned Value + Agile = Success, National Defense Industry Association (NDIA) Conference, 4-6 April 2011, Baltimore, MD
- Increasing the Probability of Program Success, using the Principles of Earned Value Management, Earned Value is a fundamental measurement of the program's performance, but far from sufficient for the program's success. Integration of risk, technical performance measures, and systems engineering process are needed to increase the probability of program success. 11/15/2011
- Earned Value in Five Easy Pieces, Not that Earned Value can be made that easy, but this is the start of getting our mind around the concepts of project performance measurement.
- A Gentle Introduction to Earned Value Management Systems, Good metrics let us see if we are doing the right things and doing them well.
- Some Have Said Schedule Variance (SV) can Equal 0 and We've Overrun the Schedule, this can only be true if we were not paying attention when that planned completion date went whooshing by.
- Agile Software Development and Earned Value Management, Earned Value Management can add value to Agile development but assessing Physical Percent Complete in terms of time and money. DELTEK Insight, 2015
- The Intersection of Earned Value Management and Agile Software Development, Agile software development is a group of methodologies based on iterative development, where requirements and solutions evolve through collaborative self-organizing cross-functional teams. Deltek Webinar - Today's Shifting Landscape in Project and Portfolio Management.
- Setting Up the Agile Program for EVM Compliant Validation, College of Performance Management, EVM World, 2016
- ANSI-748-C Earned Value Management: Using Technical Performance Measures to Improve Program Planning and Controls Credibility, assessing the general health of the program to establish an early warning system for unexpected problems starts by integrating Earned Value metrics and Technical Performance Measures for key program deliverables.
- Earned Value for Commercial Projects, Measuring Physical Percent Complete is the Foundation for Success of Commercial IT Projects, Assessing the general health of a project and establishing an early warning system for unexpected problems, starts with measuring Physical Percent Complete of the project's deliverables, Submitted to The Measurable News.
- Earned Value + Agile = Success, Increasing the probability of Program Success requires connecting the dots between EV and Agile Development, Northrop Grumman C4ISR Systems, McLean, VA
- Calculating Physical Percent Complete for the PMB Using an Agile Tool, measuring the physical percent complete for produced software is THE critical success factor for integrating Earned Value Management with Agile software development.
- Successfully Integrating Agile with Earned Value Management, Increasing the Probability of Program, Success by connecting the dots between Agile development methods and Earned Value Management, NDIA, PMSC Quarterly Meeting, Feb 1-2, 2011.
- Integration of Earned Value Management with Agile Software Development, a workshop for a Federal Government client where I installed SAFe in an EVMS (748-C) compliant environment on a $650M Enterprise IT program
- Assessing Project Performance Beyond CPI/SPI, EAI-748-C asks us to objectively assess accomplishments at the work performance level. As well §3.8 of 748-C tells us Earned Value is a direct measurement of the quantity of work accomplished. The quality and technical content of work is controlled by other processes. To provide visibility to integrated cost, schedule, and technical performance, we need more than CPI and SPI. We need measures of increasing technical performance.
- Earned Value Management Meets Big Data, ICEAA, June 2014
