Earned Value Project Management

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  • Edition: 4th
  • Format: Hardcover
  • Copyright: 2010-10-01
  • Publisher: Project Management Inst
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  • The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any access cards, study guides, lab manuals, CDs, etc.
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Everyone wants projects to be completed within budget and on schedule. With this aim in mind, Earned Value Project Management - Fourth Edition provides guidance useful to project management practitioners who are familiar with EVPM, as well as thsoe who are new to the use of this technique in the management of projects.

Author Biography

Quentin W. Fleming Is a project management consultant with emphasis on earned value and procurement management. He created two new courses for the University of California at Irvine as required components of their project management certificate program. In 2008 he served on the core team which created the PMBOK Guide-Fourth Edition. He was the lead for two of the nine PMBOK Guide knowledge area chapters: Chapter 7-Project Cost Management (includes earned value), and Chapter 12-Project Procurement Management. Joel M. Koppelman In 1983, he was the cofounder of Primavera Systems, Inc., and served as CEO for twenty-five years. Currently he is Senior Vice Present and General Manager of Oracle Primavera Global Business Unit (GBU). He received the prestigious "Award of Merit" from AACE. In 2008, he was selected as "Entrepreneur of the Year" by Ernst Young. He is also a member of the Board of Trustees at Drexel University.

Table of Contents

List of Figuresp. v
Introductionp. vii
If Earned Value is so hot ... why isn't it used on all projects?p. 1
Earned Value Project Management: An Introductionp. 5
Earned Value Project Management: An Overviewp. 15
The Genesis and Evolution of Earned Valuep. 27
The Earned Value Body of Knowledgep. 35
Scope the Projectp. 47
Plan & Schedule the Projectp. 63
Estimate the Resources and Authorize Budgets to Form Control Account Plans (CAPs)p. 75
Establish the Earned Value Project Baselinep. 85
Employ Earned Value Measurement on Project Procurementsp. 109
Monitor Performance Against the Earned Value Baselinep. 125
Forecasting the Final Cost and Schedule Resultsp. 137
Using Earned Value Metrics to Manage A Portfolio of Projectsp. 151
Implement "Simple" Earned Value on All Projectsp. 159
Fulfill Your Fiduciary Duty and Comply with Sarbanes-Oxleyp. 169
Appendix: The (32) Earned Value Management (EVM) System Criteriap. 177
Glossary of Earned Value Project Management Termsp. 205
Subject Indexp. 229
Table of Contents provided by Ingram. All Rights Reserved.

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