Earned Value Method as a tool for project control However, if to be implemented, the method should be used according to its purpose: it is not a tool for forecasting; instead, it facilitates progress monitoring, determination of project status (on time? to budget?), identification of potentially negative occurrences and a rough estimate of their combined effect on the project’s outcome. If the project is to be managed consciously, these occurrences should be then investigated into by means of more accurate methods.
But not all projects are created equal, for a few EVM/ES might be the only available tool. Just keep in mind it is not a tool for forecasting; instead, it facilitates progress monitoring.
For a smaller subset: The only schedule input required to create the EVM Performance Management Baseline (PMB) is an assessment of when each work package is planned to start and finish, this information sets the time element of the PMB. There is no need for a complex CPM schedule to develop this data, simple heuristics will work most of the time. But a carefully thought through bar chart (Gantt chart) is better, and there is no reason not to use a CPM schedule if it is appropriate for the type of project. https://mosaicprojects.com.au/PDF_Papers/P214_pmwj130-Jun2023-Weaver-.pdf can be a compromise.
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24 years 8 months
Member for24 years9 months
Submitted by Vladimir Liberzon on Sat, 2023-06-17 10:22
We manage "distributed" projects using resource constrained scheduling and applying independent subproject priorities (that can be easily changed if necessary). Distributed projects are not rare and are managed the same way as other projects. All projects have some constraints and so pure CPM is rarely applicable for detailed planning.
And of course work quantites are real initial data for activity duration calculation that also depends on quantity and productivity of assigned resources.
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21 years 8 monthsThe Church Of Scrum. Why does
Member for
24 years 8 monthsWe manage "distributed"
We manage "distributed" projects using resource constrained scheduling and applying independent subproject priorities (that can be easily changed if necessary). Distributed projects are not rare and are managed the same way as other projects. All projects have some constraints and so pure CPM is rarely applicable for detailed planning.
And of course work quantites are real initial data for activity duration calculation that also depends on quantity and productivity of assigned resources.