Project Management Institute

Client/server, imaging and earned value

a success story - Part II: the consultant's perspective

This-the second of a two-part article on Texas Instruments' 1994 client/server imaging technology project-looks at earned value tracking and scope change management from the perspective of the consultant, ViewStar Corporation. The project's major events and deliverables were mapped onto the project's Work Breakdown Structure (WBS), and budget-to-actual comparisons were made. Earned value is defined as the amount budgeted for the activity, rather than the money actually spent, and enables suppliers, consultants, and internal people to be held accountable for their estimates. The ability to shift dollars between deliverables was important in this project to avoid unfair treatment of suppliers.
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