Performance Reporting and Earned Value Analysis

Performance Reporting and Earned Value Analysis

Daniel M. Brandon (Christian Brothers University, USA)
Copyright: © 2006 |Pages: 29
DOI: 10.4018/978-1-59140-693-8.ch014
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Abstract

A PM must report on the project’s performance to the upper management of the performing organization and perhaps also to the benefiting organization. Upper management usually realizes the complexity and rapid dynamics of IT projects, however, it still needs accurate projections of project completion time and cost so that interdependent business activities, including product release/migration can be planned. Traditional methods of progress-performance reporting are often inaccurate and misleading. Earned value analysis (EVA) has proven to be an extremely effective tool for project time and cost management providing good estimates of actual project completion cost and date. EVA is also is a good early indicator of project problem areas, so that appropriate corrective action can be initiated. The effective use of earned value in IT projects, however, is still low, particularly outside of the U.S. government and its contractors. The application of EVA in IT projects is neither trivial nor straightforward because earned value requires careful planning and reporting in regard to work-packet specification, progress measurements, and actual cost determination. In addition, mechanisms to obtain all this information must be integrated into the organization’s project management, software engineering methodology, and financial reporting systems. This chapter discusses and illustrates effective ways to integrate EVA into an organization’s methodology and financial systems, and also presents specific techniques to deal with associated EVA complexities.

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Dedication
Table of Contents
Acknowledgment
Chapter 1
Daniel M. Brandon
In the last few years, information technology (IT) has significantly impacted the operation of most businesses, and even though most corporations... Sample PDF
Today's IT Environment
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Chapter 2
Daniel M. Brandon
A key factor leading to the continued failure in IT projects is the lack of identification and appreciation for all the major components of project... Sample PDF
Critical Success Factors for IT Projects
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Chapter 3
Daniel M. Brandon
Careful selection of which projects to initiate is vital to the success of an organization. Project initiation represents a future commitment of... Sample PDF
Project Selection and Initiation
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Chapter 4
Daniel M. Brandon
Professional organizations that have developed around the world to foster the project management discipline (Morris, 2001) have recognized that a... Sample PDF
The Project Management Discipline
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Chapter 5
Daniel M. Brandon
Software engineering is vital for the proper planning of IT projects, although it is not a formal part of project management. The software... Sample PDF
The Software Engineering Discipline
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Chapter 6
Daniel M. Brandon
Getting off to a fast start in the right direction is important in any endeavor. This chapter discusses overall project planning and requirement... Sample PDF
Project Overall Planning
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Chapter 7
Daniel M. Brandon
The Project Management Institute (PMI) project management process groups include initiation, planning, execution, control, and closing. In practice... Sample PDF
Developing the Schedule and Cost Plan
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Chapter 8
Daniel M. Brandon
Success today in the business world (whether as an employee, manager, executive, or self-employed businessperson) involves taking some risks. The... Sample PDF
Risk Planning and Management
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Chapter 9
Daniel M. Brandon
In fairy tales and traditional romance movies, the story ended when the prince found his soul mate, married her, and rode off with her into the... Sample PDF
Project Execution and Control
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Chapter 10
Managing Quality  (pages 202-233)
Daniel M. Brandon
Quality is defined by PMI as conformance to requirements, specifications, standards and fitness for use (PMI, 2000). Part of this definition is... Sample PDF
Managing Quality
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Chapter 11
Daniel M. Brandon
Change is a fact of life for most projects, particularly IT projects. The biggest single cause of project overruns is changes in scope (Hallows... Sample PDF
Change and Closeout Management
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Chapter 12
Daniel M. Brandon
Many IT projects involve the purchasing of goods and/or services, and some IT projects are mostly procurement activities, at least from a cost... Sample PDF
Procurement and Outsourcing
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Chapter 13
Stakeholder Management  (pages 274-308)
Daniel M. Brandon
The identification and management of a project’s stakeholders is vital to the complete success of a project. Well-planned and properly-executed... Sample PDF
Stakeholder Management
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Chapter 14
Daniel M. Brandon
A PM must report on the project’s performance to the upper management of the performing organization and perhaps also to the benefiting... Sample PDF
Performance Reporting and Earned Value Analysis
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Chapter 15
Daniel M. Brandon
A vast amount of project management software is available today in a wide variety of capabilities, applicability, platform requirements, and prices.... Sample PDF
Software Systems for Project Management
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Chapter 16
Daniel M. Brandon
Managing IT projects and being on an IT project team used to be simpler. PMs typically had one project to manage, and team members were on only one... Sample PDF
Managing Multiple Projects
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Glossary and Acronyms
About the Author