Library
1-10 of 21 results
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Beyond on-time and under-budget
This paper encourages moving beyond assessing project execution toward additionally examining whether or not a project has delivered its intended outcome. It offers considerations for assessing the…
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Revisiting the definition of project success
The triple constraint should be used when monitoring and controlling to check whether the project is deviating from its baseline. It is common to use scope, time, and costs in statistics to separate…
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How to make earned value work on your project
Earned value analysis (EVA) appears to be a compelling technique to use on projects to better understand and manage performance. Companies embracing earned value prepare procedures and may provide…
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Achieve project success by delivering business value
There is a change in the understanding of project success in the air these days. Conduct an Internet search and you will find that focus is shifting from projects that deliver on time, budget, and…
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TCPI
This paper examines the to-complete performance index (TCPI) as one of the forecasting tools of earned value management (EVM). It explores why project personnel should care about earned value…
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Earned value management
Growing pressure on federal budgets creates the strategic imperative to increase the transparency of the performance of agencies' mission-critical investments, as well as heighten their realized…
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Management of value as PPM driver
There is a general consensus in the field of organizational project management (OPM) that programs and projects, whether organized and managed in portfolios or not, are means rather than ends to…
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The truth about preparedness for any EVMS assessment by others
The paper focuses on lessons learned and best practices to reach a high state of readiness for a serious audit of your earned value management systems (EVMS) design and use. Excellent preparedness…
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Project management for non project managers, building again il Duomo
Every working day, project managers worldwide are faced with demonstrating to non-project managers the actual value that project investments are generating. This paper examines a one-day…
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Reengineering the triple constraint for global competitiveness
The triple constraint (time, cost, scope) is the long-established paradigm for measuring project success. Today, however, project professionals and executives are increasingly ignoring a project's…
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