BS ISO 21512:2024
$215.11
Project, programme and portfolio management. Earned value management implementation guidance
| Published By | Publication Date | Number of Pages |
| BSI | 2024 | 150 |
PDF Catalog
| PDF Pages | PDF Title |
|---|---|
| 2 | undefined |
| 8 | Foreword |
| 9 | Introduction |
| 11 | 1 Scope 2 Normative references 3 Terms, definitions and abbreviated terms 3.1 Terms and definitions |
| 20 | 3.2 Abbreviated terms |
| 22 | 4 Overview of earned value management 4.1 Overview 4.2 Earned value management 4.3 Purpose and benefits of earned value management |
| 23 | 4.4 Initiation considerations for an earned value management system |
| 24 | 4.5 Earned value management planning |
| 25 | 4.6 Using earned value measurements and performance metrics |
| 26 | 5 Implementation of the earned value management process steps 5.1 Overview |
| 27 | 5.2 Step 1: Decompose the project or programme scope 5.2.1 Introduction 5.2.2 Context 5.2.3 Work breakdown structure creation |
| 28 | 5.2.4 Decomposition 5.2.5 100 % rule 5.2.6 Description of the project or programme work breakdown structure elements |
| 29 | 5.2.7 Hierarchical decomposition 5.2.8 Project and programme relationship |
| 30 | 5.2.9 Progressive elaboration 5.2.10 Characteristics of a work breakdown structure 5.3 Step 2: Assign responsibility 5.3.1 General |
| 31 | 5.3.2 Work assignment |
| 32 | 5.3.3 Assigning responsibility during work breakdown structure decomposition 5.3.4 Description of the project or programme assignment of responsibility 5.3.5 Work packages 5.4 Step 3: Schedule the work 5.4.1 General |
| 33 | 5.4.2 Planning the work 5.4.3 Identification activities 5.4.4 Durations |
| 34 | 5.4.5 Milestones 5.4.6 Interdependencies 5.4.7 Schedule validity |
| 35 | 5.5 Step 4: Develop a time-phased budget 5.5.1 Overview 5.5.2 Concepts and considerations |
| 39 | 5.6 Step 5: Assign objective measures of performance 5.6.1 General |
| 40 | 5.6.2 Earned value techniques — Description, advantages and disadvantages |
| 45 | 5.7 Step 6: Set the performance measurement baseline 5.7.1 Overview 5.7.2 Management responsibility |
| 46 | 5.7.3 Control period 5.8 Step 7: Authorize and perform the work |
| 47 | 5.9 Step 8: Accumulate and report performance data 5.9.1 Overview 5.9.2 Control periods 5.9.3 Scope performance indices |
| 48 | 5.9.4 Schedule performance indices 5.9.5 Cost performance indices 5.9.6 Performance analysis data points 5.10 Step 9: Analyse performance data 5.10.1 Overview |
| 49 | 5.10.2 Key questions 5.10.3 Timeliness of information 5.10.4 Data analysis steps 5.10.5 Data validity checks |
| 50 | 5.10.6 Review variances and analyse trend data |
| 51 | 5.10.7 Review comparative data |
| 52 | 5.11 Step 10: Take management action 5.11.1 General 5.11.2 Types of management actions |
| 53 | 5.11.3 Decision-making 5.11.4 Lessons learned |
| 54 | 5.12 Step 11: Maintain the baseline 5.12.1 General 5.12.2 Context 5.12.3 Baseline plan |
| 55 | 5.12.4 Change order process for maintenance of baseline |
| 56 | 6 Implementation of earned value management system reviews 6.1 Overview |
| 57 | 6.2 Demonstration review 6.3 Surveillance review |
| 58 | 7 Cost and schedule performance measurement analysis using earned value management data 7.1 Overview |
| 59 | 7.2 Performance measurement indicators and predictors |
| 60 | 7.3 Cost and schedule performance measurement scenarios |
| 63 | 7.4 Benefits of performance measurement analysis 7.4.1 General |
| 64 | 7.4.2 Variance analysis 7.4.3 Estimate at completion |
| 65 | 7.4.4 Using the to complete cost performance index to assess the feasibility of the project or programme plan |
| 66 | 7.4.5 Evaluation of trends |
| 69 | 8 Earned schedule implementation 8.1 Overview 8.2 Performance measurement metrics, indicators and predictors |
| 70 | 8.3 Earned schedule performance measurement scenarios 8.3.1 General |
| 71 | 8.3.2 Earned schedule burndown with on time start, late finish |
| 72 | 8.3.3 Schedule variance (time) with on time start, early finish |
| 73 | 8.3.4 Schedule performance index (time) with late start, late finish |
| 75 | 8.3.5 Independent estimate at completion (time) and variances with late start, on time finish |
| 77 | 8.3.6 To complete schedule performance index with on time start, late finish |
| 79 | 8.4 Benefits of schedule performance measurement analysis 8.4.1 General 8.4.2 Variance analysis |
| 80 | 8.4.3 Organizational design |
| 81 | 8.4.4 Data quality assurance 8.4.5 Variance analysis, and project or programme manager’s estimate at completion (time) |
| 82 | 8.4.6 Assessment of the indicators and predictors against thresholds |
| 83 | 8.5 Trend analysis 8.5.1 General |
| 84 | 8.5.2 Magnitude of trend and threshold |
| 85 | 8.5.3 Direction of the trend and threshold with the to complete schedule performance index |
| 87 | 9 Integrating other project or programme management practices 9.1 Integration of risk management 9.1.1 Overview 9.1.2 Project or programme risk context |
| 88 | 9.1.3 Intersections between risk management and earned value management processes 9.1.4 Risk management during project or programme planning |
| 93 | 9.2 Integrating earned schedule with the critical path 9.2.1 General |
| 94 | 9.2.2 Process steps |
| 95 | 9.2.3 Cyclical process |
| 96 | 9.2.4 Collect periodic performance data |
| 100 | 9.2.5 Proposed recovery action for the critical path |
| 101 | 9.3 Integrating critical chain scheduling 9.3.1 General 9.3.2 Benefits of adopting and integrated critical chain project management and earned value management approach |
| 102 | 9.3.3 Critical chain scheduling process |
| 104 | 9.3.4 Critical chain and earned value management control |
| 106 | 9.4 Integrating earned schedule |
| 107 | 9.5 Integrating agile development |
| 111 | 9.6 Integrating project or programme management office 9.6.1 General 9.6.2 Activities of a project or programme management office 9.6.3 Benefits of a project or programme management office 9.7 Integrating continuous improvement 9.7.1 General |
| 112 | 9.7.2 Continuous improvement 9.7.3 Types of continuous improvement processes and methodologies |
| 113 | 9.7.4 Core continuous improvement functions aligned with earned value 9.8 Integrating governance |
| 115 | Annex A (informative) Worked example |
| 135 | Annex B (informative) Integrated baseline review |
| 149 | Bibliography |
