Project management using the Earned Value method

PROJECT MANAGEMENT USING THE EARNED VALUE METHOD

Attendees: Program/Project Managers, Cost Managers

Duration3 days (18 hours)

INTRODUCTION TO THE EARNED VALUE METHOD

  • What is the Earned Value Method?
  • Why use the Earned Value Method?
  • Cost Management vs. Earned Value Management
  • Basic assumptions for managing the Earned Value Method

EVM AND SCOPE MANAGEMENT

  • Project Scope Management
  • What is WBS
  • WBS dictionary
  • OBS – Organizational structure for project implementation

EVM AND SCHEDULE MANAGEMENT

  • Schedule management
  • Planning vs Time Scheduling
  • Establishing a time schedule
  • Project Schedule Baseline
  • Critical Path Method (CPM)

PROJECT COST BASELINE

  • Determining the project budget
  • Project cash flow management
  • Establishing Project Cost Baseline

EVM REPORTING

  • Planned Value
  • Actual Cost
  • Earned Value
  • Schedule Variance
  • Cost Variance
  • Cost Performance Index
  • Schedule Performance Index
  • Estimate at completion

EVM METRICS, MEASURING ACHIEVEMENT AND FORECASTING

  • Metrics, measuring achievements and predictions
  • Determination of the method of measurement
  • Performance indicators
  • Overview of differences and indicators of project achievements
  • Gap Reporting and Achievement Indicators – Cross-sectional

COMMUNICATION OF EARNED VALUE DATA

  • Tables
  • Graphs
  • Ѕ curves

PROJECT COST ACHIEVEMENT REPORT

  • Form 1: Scope of work – WBS
  • Form 2: Organizational structure of the project – OBЅ
  • Form 3: Project Baseline
  • Form 4: Resource Engagement – RBS
  • Form 5: Cost/Time Schedule Summary Report

Application for Training