{"product_id":"performance-based-earned-value-paperback-softback-9780471721888","title":"Performance-Based Earned Value (Paperback \/ softback) 9780471721888","description":"\u003cfont face=\"Georgia\"\u003e\r\n\u003cp\u003e\u003cfont size=\"6\"\u003ePerformance-Based Earned Value\u003c\/font\u003e\u003cbr\u003e\r\n\r\n\r\n\r\n\r\n\r\n\u003c\/p\u003e\n\u003cp\u003e\u003cfont size=\"4\"\u003ePaul Solomon (Author), Ralph Young (Author)\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e9780471721888, Wiley\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003ePaperback \/ softback, published 5 January 2007\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e320 pages\u003cbr\u003e23.4 x 15.8 x 1.8 cm, 0.467 kg\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\r\n\r\n\r\n\u003cp align=\"justify\"\u003e\u003cstrong\u003e\u003cfont size=\"3\"\u003e\u003cb\u003eA complete toolkit for implementation of Earned Value Management\u003c\/b\u003e \u003cp\u003e\u003ci\u003ePerformance-Based Earned Value\u003c\/i\u003e uniquely shows project managers how to effectively integrate technical, schedule, and cost objectives by improving earned value management (EVM) practices. Providing innovative guidelines, methods, examples, and templates consistent with capability models and standards, this book approaches EVM from a practical level with understandable techniques that are applicable to the management of any project.\u003c\/p\u003e \u003cp\u003eClear and unambiguous instructions explain how to incorporate EVM with key systems engineering, software engineering, and project management processes such as establishing the technical or quality baseline, requirements management, using product metrics, and meeting success criteria for technical reviews. Detailed information is included on linking product requirements, project work products, the project plan, and the Performance Measurement Baseline (PMB), as well as correlating technical performance measures (TPM) with EVM. With straightforward instructions on how to use EVM on a simple project, such as building a house, and on complex projects, such as high-risk IT and engineering development projects, it is the only book that includes excerpts from the PMI®'s Project Management Body of Knowledge (PMBOK®), CMMI, the EVM System standard, systems engineering standards, federal acquisition regulations, and Department of Defense guides.\u003c\/p\u003e \u003cp\u003e\u003ci\u003ePerformance-Based Earned Value\u003c\/i\u003e allows both novices and experienced project managers, including project manager of suppliers and customers in the commercial and government sectors; software and systems engineering process improvement leaders; CMMI appraisers; PMI members; and IEEE Computer Society members to:\u003c\/p\u003e \u003cul\u003e \u003cli\u003eIncorporate product requirements and planned quality into the PMB\u003c\/li\u003e \u003cli\u003eConduct an Integrated Baseline Review\u003c\/li\u003e \u003cli\u003eAnalyze performance reports\u003c\/li\u003e \u003cli\u003ePerform independent assessments and predictive analysis\u003c\/li\u003e \u003cli\u003eEnsure that key TPMs are selected, monitored, and reported\u003c\/li\u003e \u003cli\u003eIdentify the right success criteria for technical reviews\u003c\/li\u003e \u003cli\u003eDevelop techniques for monitoring and controlling supplier performance\u003c\/li\u003e \u003cli\u003eIntegrate risk management with EVM\u003c\/li\u003e \u003cli\u003eComply with government acquisition policies and regulations\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eWritten by Paul Solomon and Ralph Young, internationally recognized industry experts, \u003ci\u003ePerformance-Based Earned Value\u003c\/i\u003e is constructed from guidance in standards and capability models for EVM, systems engineering, software engineering, and project management. It is the complete guide to EVM, invaluable in helping students prepare for the PMI®-PMP® exam with practical examples and templates to facilitate understanding, and in guiding project professionals in the private and public sectors to use EVM on complex projects.\u003c\/p\u003e \u003cp\u003e(PMI, PMBOK, PMP, and Project Management Professional are registered marks of the Project Management Institute, Inc.)\u003c\/p\u003e\u003c\/font\u003e\u003c\/strong\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e\u003cp\u003eTable of Contents v\u003c\/p\u003e \u003cp\u003eForeword xv\u003c\/p\u003e \u003cp\u003ePreface xvii\u003c\/p\u003e \u003cp\u003eAcknowledgments xix\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 Overview of PBEV 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 1\u003c\/p\u003e \u003cp\u003eWhat is PBEV? 1\u003c\/p\u003e \u003cp\u003ePBEV Characteristics 2\u003c\/p\u003e \u003cp\u003eReputation of Earned Value Management 3\u003c\/p\u003e \u003cp\u003eLessons Learned 3\u003c\/p\u003e \u003cp\u003eInadequate Early Warning 4\u003c\/p\u003e \u003cp\u003ePoor Implementation of EVMS 4\u003c\/p\u003e \u003cp\u003eReliable, Valid Information 4\u003c\/p\u003e \u003cp\u003eProduct Requirements and Quality 4\u003c\/p\u003e \u003cp\u003eProcesses 5\u003c\/p\u003e \u003cp\u003eMeasures 5\u003c\/p\u003e \u003cp\u003eSnapshot of EVM 5\u003c\/p\u003e \u003cp\u003eEVMS History and Limitations 6\u003c\/p\u003e \u003cp\u003eEVMS History 6\u003c\/p\u003e \u003cp\u003eEVMS Limitations 6\u003c\/p\u003e \u003cp\u003eCustomer Expectations for Performance-Based Management Systems 8\u003c\/p\u003e \u003cp\u003eU.S. Federal Policy 8\u003c\/p\u003e \u003cp\u003eU.S. Department of Defense Policies 8\u003c\/p\u003e \u003cp\u003eIntegrating Systems Engineering with Earned Value Management 9\u003c\/p\u003e \u003cp\u003eNational Defense Industrial Association 9\u003c\/p\u003e \u003cp\u003eStandards and Capability Models 10\u003c\/p\u003e \u003cp\u003eCustomer Demand for Excellent Processes 11\u003c\/p\u003e \u003cp\u003eCMMI as a Framework for Process Improvement 11\u003c\/p\u003e \u003cp\u003eCustomer Needs for Reduced Cycle Time and Evolutionary Acquisition 11\u003c\/p\u003e \u003cp\u003eIncreasing Utilization of EVM 12\u003c\/p\u003e \u003cp\u003ePBEV and Agile Methods 13\u003c\/p\u003e \u003cp\u003eEnterprise Demand for Cost-Effective Processes 13\u003c\/p\u003e \u003cp\u003eEvolution of PBEV 13\u003c\/p\u003e \u003cp\u003eComparison of PBEV with EVMS 15\u003c\/p\u003e \u003cp\u003ePBEV Process Flow 16\u003c\/p\u003e \u003cp\u003eAbout this Book 16\u003c\/p\u003e \u003cp\u003eSummary 18\u003c\/p\u003e \u003cp\u003eReferences 18\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Principles and Guidelines of PBEV 21\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 21\u003c\/p\u003e \u003cp\u003eEVMS Guidelines 21\u003c\/p\u003e \u003cp\u003ePBEV Principles and Guidelines 21\u003c\/p\u003e \u003cp\u003ePBEV Principles 21\u003c\/p\u003e \u003cp\u003ePBEV Guidelines 22\u003c\/p\u003e \u003cp\u003eFirst Principle 22\u003c\/p\u003e \u003cp\u003eProduct Scope 22\u003c\/p\u003e \u003cp\u003eProduct Requirements 22\u003c\/p\u003e \u003cp\u003eDevelopment of Product Requirements 26\u003c\/p\u003e \u003cp\u003eGuideline 1.1 26\u003c\/p\u003e \u003cp\u003eGuideline 1.2 26\u003c\/p\u003e \u003cp\u003eGuideline 1.3 27\u003c\/p\u003e \u003cp\u003eSecond Principle 27\u003c\/p\u003e \u003cp\u003ePerformance 28\u003c\/p\u003e \u003cp\u003eBase Measure 28\u003c\/p\u003e \u003cp\u003eGuideline 2.1 29\u003c\/p\u003e \u003cp\u003eGuideline 2.2 30\u003c\/p\u003e \u003cp\u003eGuideline 2.3 31\u003c\/p\u003e \u003cp\u003eGuideline 2.4 32\u003c\/p\u003e \u003cp\u003eGuideline 2.5 33\u003c\/p\u003e \u003cp\u003eGuideline 2.6 33\u003c\/p\u003e \u003cp\u003eGuideline 2.7 33\u003c\/p\u003e \u003cp\u003eGuideline 2.8 34\u003c\/p\u003e \u003cp\u003eGuideline 2.9 34\u003c\/p\u003e \u003cp\u003eThird Principle 35\u003c\/p\u003e \u003cp\u003eGuideline 3.1 36\u003c\/p\u003e \u003cp\u003eGuideline 3.2 36\u003c\/p\u003e \u003cp\u003eFourth Principle 37\u003c\/p\u003e \u003cp\u003eGuideline 4.1 37\u003c\/p\u003e \u003cp\u003eGuideline 4.2 37\u003c\/p\u003e \u003cp\u003eSummary 38\u003c\/p\u003e \u003cp\u003eReferences 38\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Product Requirements Baseline 39\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 39\u003c\/p\u003e \u003cp\u003eWhat are the Requirements Baseline and the Technical Baseline? 40\u003c\/p\u003e \u003cp\u003eWhat are Allocated Requirements? 41\u003c\/p\u003e \u003cp\u003eHigh-level Requirements to Lower-Level Requirements 41\u003c\/p\u003e \u003cp\u003eEngineering Approach 42\u003c\/p\u003e \u003cp\u003ePerformance Requirements 45\u003c\/p\u003e \u003cp\u003eEarly Validation 46\u003c\/p\u003e \u003cp\u003eRequirements Validation Process 47\u003c\/p\u003e \u003cp\u003eRequirements Traceability 49\u003c\/p\u003e \u003cp\u003eA Case Study 52\u003c\/p\u003e \u003cp\u003eConversion of Customer Needs, Problems, and Requirements to Product Requirements 54\u003c\/p\u003e \u003cp\u003eAllocation of Product Requirements to Product\u003c\/p\u003e \u003cp\u003eComponent Requirements 55\u003c\/p\u003e \u003cp\u003eDevelopment of the Product Component\u003c\/p\u003e \u003cp\u003eRequirements 56\u003c\/p\u003e \u003cp\u003eDefining the Technical Performance Measures 63\u003c\/p\u003e \u003cp\u003eSummary 65\u003c\/p\u003e \u003cp\u003eReferences 66\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Maintain Bidirectional Traceability 69\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 69\u003c\/p\u003e \u003cp\u003eProject Plans and the Performance Measurement Baseline 69\u003c\/p\u003e \u003cp\u003eIntegration of Product Scope and Project Scope 70\u003c\/p\u003e \u003cp\u003eWork Products 70\u003c\/p\u003e \u003cp\u003eSystem Definition Stage 72\u003c\/p\u003e \u003cp\u003eEIA 632 Engineering Life Cycle Phase Work Products 72\u003c\/p\u003e \u003cp\u003eDesign Stage 72\u003c\/p\u003e \u003cp\u003eWork Products and Work Packages 72\u003c\/p\u003e \u003cp\u003eSynthesis 75\u003c\/p\u003e \u003cp\u003eDesign Verification 76\u003c\/p\u003e \u003cp\u003eTest Stage 77\u003c\/p\u003e \u003cp\u003eSummary 77\u003c\/p\u003e \u003cp\u003eReferences 78\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Progress Toward Meeting Product Requirements 79\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 79\u003c\/p\u003e \u003cp\u003eGuideline 2.1 80\u003c\/p\u003e \u003cp\u003eWhen Product Requirements are Not Measurable 82\u003c\/p\u003e \u003cp\u003eWhat If Measurement is Not Needed? 82\u003c\/p\u003e \u003cp\u003eGuideline 2.2 83\u003c\/p\u003e \u003cp\u003eWork Products 83\u003c\/p\u003e \u003cp\u003eSE Process Work Products 83\u003c\/p\u003e \u003cp\u003eMeasures of Progress 84\u003c\/p\u003e \u003cp\u003eGuideline 2.3 85\u003c\/p\u003e \u003cp\u003eGuideline 2.4 86\u003c\/p\u003e \u003cp\u003eSuccess Criteria 86\u003c\/p\u003e \u003cp\u003eSummary 87\u003c\/p\u003e \u003cp\u003eReferences 87\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Establish Planned Values and Allocate Budget 89\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 89\u003c\/p\u003e \u003cp\u003eGuidelines 2.5 and 2.6 90\u003c\/p\u003e \u003cp\u003eTrade Studies 90\u003c\/p\u003e \u003cp\u003eAllocated Requirements 90\u003c\/p\u003e \u003cp\u003eAllocated Requirements with Rework Examples 91\u003c\/p\u003e \u003cp\u003eTechnical Performance Measurement 92\u003c\/p\u003e \u003cp\u003eTPM Flowdown Procedure 93\u003c\/p\u003e \u003cp\u003eEvidence of Achieving Planned TPM Values 95\u003c\/p\u003e \u003cp\u003ePlanning for Rework 95\u003c\/p\u003e \u003cp\u003eSummary 95\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Variance Analysis 97\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 97\u003c\/p\u003e \u003cp\u003eVariance Analysis 98\u003c\/p\u003e \u003cp\u003eScenarios 98\u003c\/p\u003e \u003cp\u003eScenario 1: TPM Schedule Variance 99\u003c\/p\u003e \u003cp\u003eScenario 2: Software Behind Schedule in Meeting Requirements 100\u003c\/p\u003e \u003cp\u003eScenario 3: Systems Engineering Behind Schedule in Requirements Management 101\u003c\/p\u003e \u003cp\u003eScenario 4: Trade Study Behind Schedule 102\u003c\/p\u003e \u003cp\u003eVariance from Critical-To-Quality Parameters 102\u003c\/p\u003e \u003cp\u003eSummary 103\u003c\/p\u003e \u003cp\u003eReferences 103\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Level of Effort 105\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 105\u003c\/p\u003e \u003cp\u003eGuideline 2.8 105\u003c\/p\u003e \u003cp\u003eMeasurable But Not Practical to Measure 105\u003c\/p\u003e \u003cp\u003eException to Guideline 2.8: Planned Process Improvements 106\u003c\/p\u003e \u003cp\u003eArbitrary Limits to LOE 107\u003c\/p\u003e \u003cp\u003eGuideline 2.9 107\u003c\/p\u003e \u003cp\u003eCommingling LOE with Discrete Work Packages 107\u003c\/p\u003e \u003cp\u003eSolution: Quarantine LOE Performance 109\u003c\/p\u003e \u003cp\u003eSummary 109\u003c\/p\u003e \u003cp\u003eReferences 109\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 Integrate Risk Management with EVM 111\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 111\u003c\/p\u003e \u003cp\u003eGuideline 3.1 112\u003c\/p\u003e \u003cp\u003eGuideline 3.2 113\u003c\/p\u003e \u003cp\u003eSummary 114\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 Changes to the Performance Measurement Baseline 115\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 115\u003c\/p\u003e \u003cp\u003eCauses of Change to Product Requirements 116\u003c\/p\u003e \u003cp\u003eQuality Factors 116\u003c\/p\u003e \u003cp\u003eExample 10.1: Trade-off of Product Requirements, Project X 117\u003c\/p\u003e \u003cp\u003eExample 10.2: House Project Revised Product Requirement 118\u003c\/p\u003e \u003cp\u003eSummary 119\u003c\/p\u003e \u003cp\u003eReferences 119\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11 Agile Methods 121\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 121\u003c\/p\u003e \u003cp\u003eBusiness Environment 121\u003c\/p\u003e \u003cp\u003eAgile Methods 122\u003c\/p\u003e \u003cp\u003eGuidance for Tailoring Contract Performance Reports 123\u003c\/p\u003e \u003cp\u003eTailoring the Implementation of EVM 124\u003c\/p\u003e \u003cp\u003eTailor by WBS Element 124\u003c\/p\u003e \u003cp\u003eTailor by Project Phase 124\u003c\/p\u003e \u003cp\u003eExtreme Tailoring of EVM 124\u003c\/p\u003e \u003cp\u003eSummary 125\u003c\/p\u003e \u003cp\u003eReferences 125\u003c\/p\u003e \u003cp\u003e\u003cb\u003e12 Requirements and Earned Value 127\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 127\u003c\/p\u003e \u003cp\u003eRequirements Status 127\u003c\/p\u003e \u003cp\u003eEarly Validation 128\u003c\/p\u003e \u003cp\u003eWays to Accomplish Validation 128\u003c\/p\u003e \u003cp\u003eSelect a Verification Method for Each Requirement 129\u003c\/p\u003e \u003cp\u003eTrace the Requirements to the Verification Document 130\u003c\/p\u003e \u003cp\u003eRevised\/Recommended Requirements Statuses 130\u003c\/p\u003e \u003cp\u003eDiscrete Measurement of Requirements Management and Tracing 130\u003c\/p\u003e \u003cp\u003eUse the RTM to Develop the Plan 131\u003c\/p\u003e \u003cp\u003eHow to Measure Progress 132\u003c\/p\u003e \u003cp\u003eHow to Determine EV 132\u003c\/p\u003e \u003cp\u003eRTM Example 132\u003c\/p\u003e \u003cp\u003eTotal Requirements Management EV 134\u003c\/p\u003e \u003cp\u003eReasonableness Check 135\u003c\/p\u003e \u003cp\u003eSummary 135\u003c\/p\u003e \u003cp\u003eReferences 135\u003c\/p\u003e \u003cp\u003e\u003cb\u003e13 Using PBEV to Manage Software-Intensive Development 137\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 137\u003c\/p\u003e \u003cp\u003eCharacteristics of Software Project Management 137\u003c\/p\u003e \u003cp\u003eFunctionality and Requirements 138\u003c\/p\u003e \u003cp\u003eFunctional Requirements 138\u003c\/p\u003e \u003cp\u003eGrouping and Traceability of Requirements 139\u003c\/p\u003e \u003cp\u003eRecommended Base Measures by Phase 140\u003c\/p\u003e \u003cp\u003eSoftware Requirements and Analysis Phase 140\u003c\/p\u003e \u003cp\u003eCode and Unit Test Phase 141\u003c\/p\u003e \u003cp\u003eTest Phase 141\u003c\/p\u003e \u003cp\u003eSoftware Rework 142\u003c\/p\u003e \u003cp\u003eDeferred Functionality: Deviation from Plan 145\u003c\/p\u003e \u003cp\u003eTechnical Performance Measurement 148\u003c\/p\u003e \u003cp\u003eCapacity and Response Time Requirements Issues 148\u003c\/p\u003e \u003cp\u003eCapacity or Performance Requirements 149\u003c\/p\u003e \u003cp\u003eCOTS Considerations 150\u003c\/p\u003e \u003cp\u003eSummary 151\u003c\/p\u003e \u003cp\u003eReferences 151\u003c\/p\u003e \u003cp\u003e\u003cb\u003e14 Supplier Acquisition Management 153\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 153\u003c\/p\u003e \u003cp\u003eContractual Considerations 153\u003c\/p\u003e \u003cp\u003eIndustry Standards 154\u003c\/p\u003e \u003cp\u003eContractual Technical and Management Deliverables 155\u003c\/p\u003e \u003cp\u003eIntegrated Baseline Review 155\u003c\/p\u003e \u003cp\u003eMonitor Supplier’s Adherence with Periodic Reviews 156\u003c\/p\u003e \u003cp\u003eUtilize and Analyze Supplier’s Performance Reports 157\u003c\/p\u003e \u003cp\u003eCMMI Acquisition Module 158\u003c\/p\u003e \u003cp\u003eProject Monitoring and Control 159\u003c\/p\u003e \u003cp\u003eSolicitation and Contract Monitoring 159\u003c\/p\u003e \u003cp\u003eRequirements Management 159\u003c\/p\u003e \u003cp\u003eSummary 160\u003c\/p\u003e \u003cp\u003eReferences 160\u003c\/p\u003e \u003cp\u003e\u003cb\u003e15 Moving Forward 161\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 161\u003c\/p\u003e \u003cp\u003eWhy Implement Process Improvement? 161\u003c\/p\u003e \u003cp\u003eSetting the Stage for Success 162\u003c\/p\u003e \u003cp\u003eHow to Implement a Process Improvement Program 162\u003c\/p\u003e \u003cp\u003ePolicies for Integrating Systems Engineering and Risk Management 163\u003c\/p\u003e \u003cp\u003eExample 15.1: Integrate Organizational Processes with Systems Engineering Standards 164\u003c\/p\u003e \u003cp\u003eExcerpt from NGIS Procedure: Systems Engineering 164\u003c\/p\u003e \u003cp\u003eExample 15.2: Integrate Risk Management with Earned Value Management 164\u003c\/p\u003e \u003cp\u003eExcerpt from NGIS Procedure: Manage Risk 164\u003c\/p\u003e \u003cp\u003eImplementation of PBEV 164\u003c\/p\u003e \u003cp\u003eSummary 165\u003c\/p\u003e \u003cp\u003eReferences 166\u003c\/p\u003e \u003cp\u003eAppendices: 167\u003c\/p\u003e \u003cp\u003e\u003cb\u003eA. Fundamentals of Earned Value Management 167\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 167\u003c\/p\u003e \u003cp\u003eWhy use EVM? 168\u003c\/p\u003e \u003cp\u003eEVM principles 168\u003c\/p\u003e \u003cp\u003ePlanning and control processes 169\u003c\/p\u003e \u003cp\u003eProduct scope and quality 170\u003c\/p\u003e \u003cp\u003eWork Breakdown Structure 170\u003c\/p\u003e \u003cp\u003eOrganizational Breakdown Structure 171\u003c\/p\u003e \u003cp\u003eControl Accounts and Control Account Managers 171\u003c\/p\u003e \u003cp\u003eWork packages and planning packages 171\u003c\/p\u003e \u003cp\u003eBase measures 172\u003c\/p\u003e \u003cp\u003ePerformance Measurement Baseline (PMB) 172\u003c\/p\u003e \u003cp\u003eHouse Project 173\u003c\/p\u003e \u003cp\u003eControlling a Project with EVM 183\u003c\/p\u003e \u003cp\u003eTechnical or Quality Variances 183\u003c\/p\u003e \u003cp\u003eSchedule variances 184\u003c\/p\u003e \u003cp\u003eCost variances 184\u003c\/p\u003e \u003cp\u003eVariance analysis 185\u003c\/p\u003e \u003cp\u003eCost Performance Index 186\u003c\/p\u003e \u003cp\u003eRestatement of earned value 189\u003c\/p\u003e \u003cp\u003eRework 189\u003c\/p\u003e \u003cp\u003eMaintaining the integrity of the PMB 191\u003c\/p\u003e \u003cp\u003eSummary 192\u003c\/p\u003e \u003cp\u003eReferences 192\u003c\/p\u003e \u003cp\u003e\u003cb\u003eB. Detailed Planning Guidance 193\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 193\u003c\/p\u003e \u003cp\u003eDetailed Planning of the Project 193\u003c\/p\u003e \u003cp\u003eDetailed Planning of a Work Package 194\u003c\/p\u003e \u003cp\u003eWork Products 194\u003c\/p\u003e \u003cp\u003eCompletion Criteria 195\u003c\/p\u003e \u003cp\u003eEarned Value Methods 195\u003c\/p\u003e \u003cp\u003eTechnical Performance Matrix Worksheet Templates 195\u003c\/p\u003e \u003cp\u003eReplan for Change in Number of Base Measures 200\u003c\/p\u003e \u003cp\u003eRework 204\u003c\/p\u003e \u003cp\u003eMinimize Number of Work Packages 208\u003c\/p\u003e \u003cp\u003e\u003cb\u003eC. American National Standards Institute (ANSI)\/Electronics Industries Alliance (EIA) Standard-748, Earned Value Management Systems Guidelines 213\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGuidelines by Major Category 213\u003c\/p\u003e \u003cp\u003eReferences 216\u003c\/p\u003e \u003cp\u003eC-1 Excerpts from NDIA PMSC ANSI\/EIA 748-A, Standard for Earned Value Management Systems Intent Guide 219\u003c\/p\u003e \u003cp\u003e\u003cb\u003eD. Federal Acquisition Regulations (FAR) Rule on EVMS 227\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePART 2—Definitions of Words and Terms 228\u003c\/p\u003e \u003cp\u003ePART 7—Acquisition Plans 228\u003c\/p\u003e \u003cp\u003ePART 34—Major System Acquisition 229\u003c\/p\u003e \u003cp\u003ePART 52—Solicitation Provisions and Contract Clauses 231\u003c\/p\u003e \u003cp\u003e\u003cb\u003eE. Enabling Work Products 235\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eExample E.1: Typical Work Products in CMMI 235\u003c\/p\u003e \u003cp\u003eExample E.2: Enabling Work Products from Project X 235\u003c\/p\u003e \u003cp\u003e\u003cb\u003eF. Trade Studies 239\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTrade Study Progress 242\u003c\/p\u003e \u003cp\u003eExample F.1: Evaluate Trade Study Candidates 242\u003c\/p\u003e \u003cp\u003eExample F.2: Trade Sudy Evaluate Candidates Activity 243\u003c\/p\u003e \u003cp\u003eExample F.3: Trade Study from Project X 243\u003c\/p\u003e \u003cp\u003e\u003cb\u003eG. Allocated Requirements 247\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAllocated Requirements 247\u003c\/p\u003e \u003cp\u003eRequirements Development 248\u003c\/p\u003e \u003cp\u003eDesign Phase 249\u003c\/p\u003e \u003cp\u003eRework 253\u003c\/p\u003e \u003cp\u003eTesting 254\u003c\/p\u003e \u003cp\u003eDeferred Requirements 256\u003c\/p\u003e \u003cp\u003eSoftware Development 256\u003c\/p\u003e \u003cp\u003eReferences 256\u003c\/p\u003e \u003cp\u003e\u003cb\u003eH. Technical Performance Measures 257\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTPM Work Products: Evidence of Achieving Planned TPM Values 257\u003c\/p\u003e \u003cp\u003eConcept of Basing EV on TPMS 257\u003c\/p\u003e \u003cp\u003eTPM: Planned Value for Physical Qualities 258\u003c\/p\u003e \u003cp\u003eTPM: Software Quality 262\u003c\/p\u003e \u003cp\u003e\u003cb\u003eI. Success Criteria 265\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eEvent-driven Entry and Exit Criteria for Success 265\u003c\/p\u003e \u003cp\u003eExample I.1: Entrance and Exit Criteria for Critical Design Review (CDR) 266\u003c\/p\u003e \u003cp\u003eExample I.2: Success Criteria for Completion of Detailed Design, Project X 270\u003c\/p\u003e \u003cp\u003eExample I.3: Success Criteria and Technical Baselines from the Defense Acquisition Guide 271\u003c\/p\u003e \u003cp\u003eGlossary 277\u003c\/p\u003e \u003cp\u003eAbout the Authors 287\u003c\/p\u003e \u003cp\u003eIndex 291\u003c\/p\u003e\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eSubject Areas: Mechanical engineering \u0026amp; materials [\u003ca title=\"See our other books on Mechanical engineering \u0026amp; materials\" href=\"https:\/\/freshlyprintedbooks.co.uk\/search?q=%22Mechanical%20engineering%20\u0026amp;%20materials%20%5BTG%5D%22\"\u003eTG\u003c\/a\u003e]\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\u003c\/font\u003e","brand":"Wiley-IEEE Computer Society Pr","offers":[{"title":"Brand New","offer_id":52298043392280,"sku":"9780471721888","price":69.29,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0730\/2037\/5320\/files\/9780471721888.jpg?v=1781732219","url":"https:\/\/freshlyprintedbooks.co.uk\/products\/performance-based-earned-value-paperback-softback-9780471721888","provider":"Freshly Printed Books","version":"1.0","type":"link"}