(EVM-2409) Applying Earned Value Management to Agile Software Development Programs
Authors: Robert P. Hunt; Michael Thompson; Daniel D. Galorath; Gordon Krantz
Abstract: Often, traditional earned value approaches do not deal sufficiently with the idiosyncrasies of software intensive programs. This can be especially true when Agile Software Development processes are employed. However, successful management of agile software development programs can be achieved by focusing on establishing the requirements, developing a reliable baseline estimate for cost and schedule, selecting effective software metrics (that include both quantity and quality measures), and using analytic processes to project cost and schedule based on actual performance.
(EVM-2471) Misuse of Earned Value Management Results in Erroneous Conclusions
Authors: Charles F. Lappenbusch, Jr. CCP EVP PSP
Abstract: Earned Value Management (EVM), if used correctly, greatly enhances project control responsiveness and the credibility of other project control tools, and vice versa. The question becomes: When does EVM best provide useful Key Performance Indicators (KPIs)? The reasonableness and timeliness of these EVM KPIs are critical to quickly identify and implement corrective actions. When EVM is misused, it provides erroneous information, degrades the usefulness of the other tools and provides misrepresentative KPIs; thus, resulting in the implementation of misguided actions.
The purpose of this paper is to facilitate a better understanding of how and when EVM can best provide accurate and timely KPIs. “What If” scenarios will demonstrate how the proper and improper use of EVM may lead to either meaningful or misleading conclusions, respectively. It will also discuss the positive and negative impacts of misleading EVM KPIs.
(EVM-2552) Case Study: Using ISO 20000 to Supplement Earned Value Management
Authors: Sheryl Erez; Justin Sloan
Abstract: This paper demonstrates the effectiveness of using the ISO/IEC 20000:2011 Standard for Information Technology Service Management alongside a contractually-required EVMS to provide a more meaningful measure of performance in the service-oriented realm of Data Center Management.
Data center performance is difficult to quantify in an EVM environment due to a majority of the work being level of effort. The ISO 20000 standard requires an organization set and adhere to specific, measurable, service-oriented objectives that align with the overall strategy of the organization. These objectives fill the gap in EVM by providing quantifiable performance measurement of service-oriented work.
The case study presented is from the Centers for Disease Control and Prevention (CDC) Data Centers in Atlanta, GA. As a result of implementing ISO 20000 in parallel with Hewlett Packard Enterprise’s (HPE) EVMS, management visibility into performance improved. That, in turn, measurably improved service quality as evidenced by improvements in system uptime and responsiveness to customer requests.
(EVM-2581) Improving EVMS Compliance through Data Integration
Authors: Edward M. McNamee; Chistopher E. Hanner; Charles W. Immonen
Abstract: Both the Department of Energy (DOE) and the Defense Contract Management Agency (DCMA) are moving towards a data-driven Earned Value Management System (EVMS) compliance model. Recently both agencies have published guidance on how to evaluate an EVMS based on a data-driven approach. An analysis of this guidance was done to determine how the system and artifact integration points impact compliance. The result was that 18 of the 32 EIA 748 criteria are reliant on data integration. Based on an analysis of the integration points the one that have the most impact on the artifacts used for management decisions are related to the Integrated Master Schedule and the Cost Processor. Savannah River Nuclear Solutions (SRNS) has implemented a low-cost automated tool that compares the data from the cost processor to data from the IMS to identify integration issues. This approach allows rapid identification of integration issues, focused correction actions, and provided a basis for long-term continuous improvement efforts. The overall result is that the system provides more meaningful data and has achieved enhanced compliance.
(EVM-2590) Adopting a Flexible EVM Strategy to Optimize Project Performance
Authors: Christen Bergerud
Abstract: Earned Value Management (EVM) is often misinterpreted as a time-consuming, complicated bureaucratic requirement, when in reality it offers numerous advantages to organizations seeking more accurate cost forecasting and improved project and program performance. This paper will discuss effective strategies to adopt a simple but effective approach to EVM useful for all industries. We’ll show you how to apply the principles of EVM in a manner that best fits your internal objectives, when not obligated to comply with specific requirements such as the EIA-748 standard: What are the necessary building blocks for EVM?; How can you get from raw program data to maximum visibility and actionable information?; What happens when you combine objective progress measurement with cost and schedule?; How can EVM help drive margins and profitability?