Hard Earned Value | ||||||||||||
 |
|
|
|
|
|
|
|
|
|
|
|
|
 |
||||||||||||
 |
[ Login/Subscribe ] | |||||||||||
 |
||||||||||||
 |
 |
 |
 |
 |
 |
 |
|
 |
||||
 |
||||||||||||
Features
Departments
Executive
Resources
|
Home > Resources > Latest Research
In the first of a three-part series on earned value management, a survey of government IT shops shows the performance-tracking methodology is much-admired, but scarcely applied. Lack of knowledge, training and, perplexingly, senior management interest are the foremost challenges.
In government IT circles, earned value management (EVM) is the latest hot project management methodology. Yet the application of EVM is tepid at best.
A study shows there is a significant disconnect between the value the federal IT community places on EVM and the action being taken to implement it. The study, “Earned Value Management in the Federal Government,” was conducted by O’Keeffe & Co. for Primavera Systems and released in November 2005.*
EVM is a methodology that tracks the cost, schedule and performance of a project throughout its lifecycle, monitoring and enabling control of resources by comparing a project’s status to its original plan and end goal.
Sixty percent of survey participants believe that EVM leads to improved project outcomes. Further, 61 percent say EVM is very or somewhat important to achieving their capital investment goals.
Please login/register to read the entire article.
| |||||||||||||||||
|
Privacy Policy Contact Us User Agreement