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Tables of Contents for Earned Value Project Management
Chapter/Section Title
Page #
Page Count
List of Figures
vii
Introduction
1
2
Earned Value Project Management...An Introduction
3
10
Planning for Earned Value Project Management
5
1
Management's Approval
6
1
Welcome to the World of Project Management
7
1
The First Quarterly Project Status Review
8
4
The Value of Earned Value
12
1
Earned Value Project Management...An Overview
13
12
The Earned Value Concept in a Nutshell
15
9
In Summary
24
1
The Genesis and Evolution of Earned Value
25
10
Origin of Earned Value
25
2
Evolution of the Earned Value Concept
27
6
In Summary
33
2
The Earned Value Body of Knowledge
35
12
The Legacy of Earned Value As a Part of the C/SCSC
36
11
Scope the Project
47
16
Understanding the Job (What's In... What's Out)
47
2
A Work Breakdown Structure to Scope the Project
49
3
Some Specific Examples of WBSs
52
4
Make-or-Buy Choices... A Critical Part of Scope Definition
56
3
The WBS and Earned Value
59
1
Projects Should Use WBSs
60
2
In Summary
62
1
Plan and Schedule the Project
63
12
Understanding the Project
63
1
Planning the Project
64
2
Scheduling the Project
66
4
Recent Government Initiatives Requiring CPM
70
1
Earned Value Requires a Scheduling System
70
3
In Summary
73
2
Estimate and Budget Project Resources to Form Control Account Plans (CAPs)
75
12
Integrating the Project Scope of Work with Costs and Schedule
77
1
Earned Value CAPs
78
2
Multifunctional Team CAPs
80
3
Estimates versus Budgets... and Management Reserves
83
1
In Summary
84
3
Establish the Earned Value Project Baseline
87
24
Introduction
87
1
Methods Used to Plan and Measure Earned Value
88
8
Control Account Plans (CAPs)
96
3
CAPs in the Private Sector
99
5
The Performance Measurement Baseline (PMB)
104
4
Maintaining the Baseline: Managing Changes in Scope
108
2
In Summary
110
1
Monitoring Performance against the Baseline
111
16
Earned Value Focuses on ``Exceptions'' to the Plan
112
3
Performance Takes Place within CAPs
115
2
Displays for Management
117
2
Special Issue: The Meaning of Earned Value Schedule Variances
119
1
Special Issue: Accounting for Materials and Subcontracts
120
7
Forecasting Final Cost and Schedule Results
127
14
Three Factors Will Determine the Final Project Results
128
2
Methodology to Statistically Forecast Final Cost and Schedule Results
130
2
Special Issue: Management Reserve or Contingency Reserve
132
1
The ``Mathematical'' or ``Overrun to Data'' EAC
132
2
The ``Cumulative CPI'' EAC
134
2
The ``Cumulative CPI times SPI'' EAC
136
1
The To Complete (the Remaining Work) Performance Index
137
1
Predicting the Project's Time Duration
138
2
In Summary
140
1
Reengineering the Earned Value Process for the Private Sector
141
10
Conversion of Earned Value for Broad Use in the Private Sector
143
6
In Summary
149
2
Earned Value Project Management: A Fiduciary Duty
151
6
Management of Organizations by Projects
153
1
Federal Requirements for EVM
154
1
In Summary
155
2
Appendix I: The Earned Value Management System Criteria
157
26
Group 1---Organization Criteria (five)
158
4
Group 2---Planning, Scheduling, and Budgeting Criteria (ten)
162
8
Group 3---Accounting Criteria (six)
170
4
Group 4---Analysis Criteria (six)
174
5
Group 5---Revisions Criteria (five)
179
4
Appendix II: A Comparison of the Original Thirty-Five C/SCSC with the Industry Thirty-Two EVMS Criteria
183
6
References
189
4
Glossary of Earned Value Project Management Terms
193
16
Index
209