• Benefits Realization


  • Quality Management


  • Earned Value Management


  • Technical Skills


  • Cost Management


  • Strategy


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  • Revisiting the definition of project success member content open

    By Cavarec, Yves 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…

  • How to make earned value work on your project member content open

    By Lukas, Joseph A. 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…

  • Achieve project success by delivering business value member content open

    By James, Vicki M. 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…

  • TCPI member content open

    By Scott, William J. 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…

  • Earned value management member content open

    By Heinlein, J. W. | Craig, Christopher | Perotti, John | Pearson, Megan | Wooten, Teressa | Balderson, Lucas 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…

  • The truth about preparedness for any EVMS assessment by others member content open

    By Brodkorb, Richard 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…

  • Management of value as PPM driver member content open

    By Abdollahyan, Farhad 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…

  • Project management for non project managers, building again il Duomo member content open

    By Houllier, Jean-Roch | Saupin, Jean 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…

  • Reengineering the triple constraint for global competitiveness member content open

    By Baratta, Angelo 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…