GPCCaR M09 Managing Project Progress - Too Much Reliance Upon Earned Value?

• http://www.goaztech.com/media/documents/evmigoct06.pdf
• 2.2.3.7 Exclusions for Firm Fixed Price (FFP) Contract Type. The application of EVM on FFP
  
  contracts and agreements is discouraged, regardless of dollar value. 

GPC Admin  (Jason),

What is wrong with my approach under this specific thread? 

He who asserts must prove. In order to establish an assertion, he must support it with enough evidence and logic to convince an intelligent but previously uninformed person that it is more reasonable to believe the assertion than to disbelieve it. Facts must be accurate. 

Sorry if you do not like the confrontational nature of any debate but I see absolute lack of supporting evidence and logic on the GUILD assertions I am contesting as mistaken or wrong..

Best Regards,

Rafael

GPC Admin,

I cannot see why the authors do not take the challenge and respond to my claims the source of the GUILD postulates I am challenging is poor, nonexistent and wrong. 

• If the GUILD makes some postulates and there is sustaining evidence why not present it?
• If the GUILD makes some postulates and are questioned with some reasoning behind why not the courtesy to answer with some good reasoning?
• What is being said at the GUILD can be adopted by some contract authors that do not understand how wrong some statements are and therefore dangerous. 

I tried long ago to get some real answers on my initial postings and all I got were poor answers or none. I find in such abominable error some of what is being said at the GUILD that I find it dangerous and therefore my strong response. 

Because you have split original thread into many, following your approach I have no other option than to ask what is wrong with my approach under this specific thread? 

I do not kow of a better term than "force feeding" when at almost every other pharagraph I see reference to EVM an approach that is far from perfect and that ironically many consider of not much value. 

Best Regards,

Rafael

It looks like the authors of the GUILD have no interest on debating when questioned or challenged.

• http://www.spiderproject.com/images/img/pdf/Project%20Control%20Methodo…
• EVA shall be applied carefully for the following reasons:
  
  • EVA is widely used but shall be applied very carefully and together with other methods because it may provide wrong motivation of project teams and does not consider activity network dependencies.
  • It does not distinguish between the works done on critical activities and activities with sufficient floats. A project could be late but EVA will not notice this problem if Earned Value exceeds Planned Value.
    
  • It motivates project managers to do expensive tasks first delaying cheaper activities that could have higher priorities,
    
  • It suggests to forecast future performance basing on past experience that may be wrong if resources that planned to be used in the future are not the same as in the past,
    
  • It does not allow for risks and uncertainties
  • In the projects with expensive materials and equipment it is reasonable to apply EVA to the cost of work only.
    
  • So EVA is usually applied to cost components and cost centers, man-hours, and other parameters that may be used for measuring work scheduled and work done.
     
• Trends shall be used for timely management decisions because they show problems ASAP.
  
• Success Probability Trend Analysis [SPTA] is the best performance analysis method integrating scope, cost, schedule and risk information.