The Earned Value Management Maturity Model /

The Earned Value Management Maturity Model® gives you the fundamental tools needed to build an effective Earned Value Management System (EVMS). This must-have resource makes earned value management easy by defining a maturity model and describing metrics to measure the health and efficiency of your...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Stratton, Ray (Autor)
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Berrett-Koehler Publishers, 2006.
Edición:1st edition
Temas:
Project management.
Gestion de projet.
BUSINESS & ECONOMICS > Management.
Project management
Acceso en línea:Texto completo (Requiere registro previo con correo institucional)
Tabla de Contenidos:
  • Cover; Half Title; Title; Copyright; Dediction; Table of Contents; Preface; Foreword; Part I: EARNED VALUE MANAGEMENT BASICS; Chapter 1: Introduction to Earned Value Management; Chapter 2: Basic concepts of Earned Value Management; Planned Value: The Planned Value of Work; Earned Value: The Value of Completed Work; Actual Cost: The Cost of Completing Work; The Control Account Concept; Funds, Budgets, Contingency, Profit, Overhead, Management Reserve, and Undistributed Budget; Analytical Products from Earned Value Management; How Earned Value Management Supports Decision-Making
  • Accuracy and Significant DigitsIntegration of Earned Value Management with ® PMBOK Planning and Control Process Groups; Chapter 3: requirements for Earned Value Management; Getting to a Sound Schedule; Planned Value: Creating a Time-Phased Budget; Earned Value: Collecting Progress Information; Actual Cost: Collecting Cost Information; Chapter 4: real and Imagined Impediments to Earned Value Management; ANSI/EIA 748 Standards Must Be Met; EVM Is a Personnel Measurement Scheme; EVM Requires Project Planning Time and Resources; EVM Is Costly and Time-Consuming
  • EVM Requires an Auditable Monetary Cost-Collection MechanismCost Data Must Be Auditable and Accurate; EVM Requires a Cultural Change; Executives Must Have an Interest in EVM; EVM Requires a WBS; Part II: IMPLEMENTING EARNED VALUE MANAGEMENT VIA THE EARNED VALUE MANAGEMENT MATURITY MODEL; Chapter 5: The need for an Earned Value Management Maturity Model; Creating a Scalable Model; Maturity Models; Chapter 6: overview of the EVM 3; EVM3 Level 1: Initial Level; EVM3 Level 2: Localized/Partial Implementation; EVM3 Level 3: ANSI/EIA 748â#x80;#x93;Compliant Implementation
  • EVM3 Level 4: Managed ImplementationEVM3 Level 5: Optimizing Implementation; EVM Key Process Areas and the Framework of the EVM3; Chapter 7: EVM3 level 1: Initial level; Chapter 8: EVM3 level 2: localized/Partial Implementation; Understanding EVM3 Level 2; Key Process Areas; Chapter 9: EVM3 level 3: ANSI/EIA 748â#x80;#x93;compliant Implementation; Understanding EVM3 Level 3; Key Process Areas; Chapter 10: EVM3 level 4: Managed Implementation; Understanding EVM3 Level 4; Key Process Areas; Chapter 11: EVM3 level 5: optimizing Implementation; Understanding EVM3 Level 5; Key Process Areas
  • Closing Remarks on Heather, Blue Zephyr, and Earned Value ManagementAPPENDICES; Appendix A: Common Earned Value Management Work-in-Process Measurement Methods; Appendix B: EVM3 level and U.S. office of Management and Budget scoring rules; Appendix C: ANSI/EIA 748 guidelines (unabridged); Appendix D: Concepts of Earned Value Management system Metrics; Index; A; B; C; D; E; F; G; H; I; K; L; M; O; P; R; S; T; V; W

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