In Microsoft Project, there is a function located under the Windows menu called "Arrange All". An important part of a project manager's job is to manage the dates for milestones and other key tasks in a project. The Earned Value Widgets Widgets provide powerful insight into project cost and schedule performance. With Earned Value Widgets, web pages update dynamically based on the selected element of the Work Breakdown Structure (WBS). When a user selects a WBS element, the SharePoint page updates to show time-phased graphical data. Earned Value Widgets integrates tightly with Microsoft Project Server Data Analysis and other OLAP enabled applications like Microsoft Excel. In today’s business environment, it can be nearly impossible to build annual budgets that consider forecasted project and program work plans along with detailed data. Oracle’s Primavera Earned Value Management is a comprehensive solution that integrates detailed cost information with the program schedule by aligning and combining project performance data from cost systems, adding complex burdening rates, and tracking committed costs. Receive 1 hour of free installation provided by CPM experts to get your Oracle Primavera products up and running in no time!
Looking to purchase multiple software licenses, training for two or more, or support and services? Introduction to EVMEarned Value Management (EVM) was developed in the 60s as a Financial Analysis Technique. EVM mainly covers the three most important knowledge areas of Project Management: Scope Management, Cost Management and Time Management. IIBA®, BABOK® and Business Analysis Book of Knowledge® are registered trademarks owned by International Institute of Business Analysis. If you have two projects open, the standard "Arrange All" function will display one project stacked on top of the other project. The dates for these key tasks are monitored very closely by executives in an organization, and Project Web Access is an excellent tool to keep the management team informed about these tasks in your project. Even more challenging is attempting to reconcile actual program costs with actual schedule performance. These features help companies accurately measure both cost and schedule performance to effectively increase program visibility and streamline communication with all stakeholders. We can do that too! After you request a quote, our sales team will contact you to find the best solution to meet your needs! EVM unifies those three areas in a common framework that allows mathematically representing the relationship between them. Planned Cost If the accumulated actual cost has been greater than the accumulated planned cost, is the project going bad?


CBAP® and CCBA® are registered certification marks owned by International Institute of Business Analysis. Space to share knowledge, definitions, opinions and experiences related with Project Management and Earned Value Management.
Even though EVM is weak in other areas of Project Management like the Stakeholders Management, it can be used to dramatically improve the success rate in projects when it is complemented with other techniques of Project Management. Certified Business Analysis Professional™ and Certification of Competency in Business Analysis™, Endorsed Education Provider™ and EEP are trademarks owned by International Institute of Business Analysis.
EVM was adopted by the National Aeronautics and Space Administration of USA (NASA), the United States Department of Energy and the Department of Defense (DoD). In the last three decades has been widely adopted by managers and executives internationally. In this paper we argue that successful implementation of EVM is closely linked to a development of an organisations project management maturity.Barriers to Wider Use of EVABased on research with PMI and APM seminars we can identify the barriers to adoption of EVM as being focus around the three elements of process, people and systems and the implementation of the fundamental principles of basic project management. If the progress has been very high, an actual cost higher than the planned cost would be clearly justified.
In summary these barriers are:Embedded processes to establish project scope, define realistic but challenging norms based plans, rules assessing progress and effective control of project change are all vital processes that must be in place to support the implementation of EVM. A high speed of project execution could have as a consequence a high cost, because the project would ends earlier, with a final cost lower than the planned budget.
Without these fundamental processes then the earned value data will soon lose consistency and soon become discredited.People within the organisation need the aptitude, training and discipline to implement effective EVM. In ongoing operations, comparisons between actual cost and planned cost are more successful. They need the ability and training required to understand and use the data produced, they need to be familiar with the jargon used and trust it to make decisions. In schedule based projects, the comparison between actual cost and planned cost would frequently be a mistake, if the progress variable is not included in the analysis.
Some project managers see the increased visibility provided by EVM as a threat to there ability to manage the clients and their own senior managers expectations. Data needs to be provided within an understood context.The systems which support EVM need to be fed with high quality baseline data with integrate cost and time information within the plan and accurate and timely cost information in a structure consistent with the project Cost Breakdown Structure (CBS).
The latter of these often requires an interface to the organisations finance systems and possible modification to coding structures.During the workshop we identified many potential barriers and aids to the implantations of earned value in organisations. In particular the following key elements need to be in place for each stage of the project control cyclePlan the WorkThe plans used for EVM need to implement key elements of good practice.
They must integrate cost and time information through a resource and cost loaded Gantt chart. The work packages within this plan must be integrated with the CBS against which we are going to track costs.


Finally it is useful if a rolling wave approach is used to development the detail within the plan a stage by stage.Work the PlanIt is a basic tenet of project management that we work in accordance with the plan, but in many organisations this can be a real challenge, either because the plan lacks credibility, buy-in or commitment from the project team.
For these reason many individuals or teams execute tasks in different sequences from the planned activities, complete work not included within the plan or ignore it all together. Detailed integrated baseline review of the project plan before baseline can ensure that the team has a detailed understanding of the project plan and iron out difficulties before implementation starts.Measure ProgressProgress can be measured or estimated in several ways, from measurement of physically completed work to estimating the work left to complete.
To effectively implement EVM we need defined rules for assessment of progress on work types and these need to be understood and adhered to across the organisation. For example for a design or software project we might make a rule that activities only earn value once they are complete and which point they earn all the value associated with that task.Take corrective action and manage changeUncontrolled or sluggish control of change can cause major problems for the implementation of EVM.
Completing activities not shown on the plan, changes in scope or changes to the sequence of activities need to be captured and incorporated into the baseline through an efficient change control system. So the question remains as to what level of maturity is required to successfully implement EVM?The Project Management Maturity ModelA Project Management Maturity meets these needs, drawing on established concepts from existing models such as the Capability Maturity Model (CMM) from Carnegie-Mellon Software Engineering Institute and the Business Excellence Model from the European Foundation for Quality Management (EFQM). Project Mangement Maturity describes four levels of increasing project management capability, termed NaA?ve, Novice, Normalised, and Natural. Management processes are repetitive and reactive, with little or no attempt to learn from the past or to prepare for future threats or uncertainties.At Level 2, the Novice project management organisation has begun to experiment with project management, usually through a small number of nominated individuals, but has no formal or structured generic processes in place. Although aware of the potential benefits of managing projects, the Novice organisation has not effectively implemented project management processes and is not gaining the full benefits.The level to which most organisations aspire when setting targets for management of projects is captured in Level 3, the Normalised project management organisation. At this level, management of projects is built into routine business processes and project management is implemented across all aspects of the business.
Generic project management processes are formalised and widespread, and the benefits are understood at all levels of the organisation, although they may not be fully achieved in all cases.Many organisations would probably be happy to remain at Level 3, but we can define a further level of maturity in project management processes, termed the Natural project management organisation (Level 4). Here the organisation has a fully project-based culture, with a proactive approach to project management in all aspects of the business.
With a mature organisation then the changes required to implement EVM should be relatively painless giving increased levels of confidence in the project delivery capability.ConclusionsEVM offers project management the promises of significant benefits, however very few project managers have adopted it because of significant barriers within their organisations. In addition, to enable really effective decision making EVM needs a maturity of understanding and support by Senior Managers. Learn More About Parallel Training CoursesCourses including: APM, PMI, PRINCE2, distance learning or face to face courses.



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