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23/30472681 DC BS ISO 21512. Project, programme and portfolio management. Earned value management implementation guidance, 2023
- 30472681-NC.pdf
- ISO_DIS 21512 ed.1 - id.63584 Enquiry PDF (en).pdf [Go to Page]
- Foreword
- Introduction
- 1 Scope
- 2 Normative references
- 3 Terms, definitions, and abbreviated terms [Go to Page]
- 3.1 Terms and definitions
- 3.2 Abbreviated terms
- 4 Overview of earned value management [Go to Page]
- 4.1 Overview
- 4.2 Earned value management
- 4.3 Purpose and benefits of earned value management
- 4.4 Initiation considerations for an earned value management system
- 4.5 Earned value management planning
- 4.6 Using earned value measurements and performance metrics
- 5 Implementing the earned value management process steps [Go to Page]
- 5.1 Overview
- 5.2 Step 1: decomposition of the project or programme scope [Go to Page]
- 5.2.1 Context
- 5.2.2 Work breakdown structure creation
- 5.2.3 Decomposition
- 5.2.4 100€% Rule
- 5.2.5 Description of the project or programme work breakdown structure elements
- 5.2.6 Hierarchical decomposition
- 5.2.7 Project and programme relationship
- 5.2.8 Progressive elaboration
- 5.2.9 Characteristics of a work breakdown structure
- 5.3 Step 2: assign responsibility [Go to Page]
- 5.3.1 Work assignment
- 5.3.2 Assigning responsibility during work breakdown structure decomposition
- 5.3.3 Description of project/programme assignment of responsibility
- 5.3.4 Work Packages
- 5.4 Step 3: schedule the work [Go to Page]
- 5.4.1 Planning the work
- 5.4.2 Identification activities
- 5.4.3 Durations
- 5.4.4 Milestones
- 5.4.5 Interdependencies
- 5.4.6 Schedule validity
- 5.5 Step 4: develop time-phased budget [Go to Page]
- 5.5.1 Overview
- 5.5.2 Concepts and considerations
- 5.6 Step 5: assign objective measures of performance [Go to Page]
- 5.6.1 Earned value techniques—description, advantages and disadvantages
- 5.7 Step 6: set the performance measurement baseline [Go to Page]
- 5.7.1 Overview
- 5.7.2 Management responsibility
- 5.7.3 Control period
- 5.8 Step 7: authorize and perform the work
- 5.9 Step 8: accumulate and report performance indices [Go to Page]
- 5.9.1 Overview
- 5.9.2 Control periods
- 5.9.3 Scope performance indices
- 5.9.4 Schedule performance indices
- 5.9.5 Cost performance indices
- 5.9.6 Performance analysis data points
- 5.10 Step 9: analyse performance indices [Go to Page]
- 5.10.1 Overview
- 5.10.2 Key questions
- 5.10.3 Timeliness of information
- 5.10.4 Data analysis steps
- 5.10.5 Data validity checks
- 5.10.6 Review variances and analyse trend data
- 5.10.7 Review comparative data
- 5.11 Step 10: take management action [Go to Page]
- 5.11.1 Management action
- 5.11.2 Types of management actions
- 5.11.3 Decision-making
- 5.11.4 Lessons learned
- 5.12 Step 11: maintain the baseline and management reserve [Go to Page]
- 5.12.1 Context
- 5.12.2 Baseline plan
- 5.12.3 Change order process for maintenance of baseline
- 6 Implementing earned value management system reviews [Go to Page]
- 6.1 Overview
- 6.2 Demonstration review
- 6.3 Surveillance review
- 7 Cost and schedule performance measurement analysis using earned value management data [Go to Page]
- 7.1 Overview
- 7.2 Performance measurement indicators and predictors
- 7.3 Cost and schedule performance measurement scenarios.
- 7.4 Benefits of performance measurement analysis [Go to Page]
- 7.4.1 Variance Analysis
- 7.4.2 Estimate at Complete
- 7.4.3 Using to-complete cost performance index to assess the feasibility of the project or programme plan
- 7.4.4 Evaluation of Trends
- 8 Earned schedule implementation [Go to Page]
- 8.1 Overview
- 8.2 Performance measurement metrics, indicators, and predictors
- 8.3 Earned schedule performance measurement scenarios [Go to Page]
- 8.3.1 Earned schedule burndown with on time start, late finish
- 8.3.2 Schedule variance (time) with on time start, early finish
- 8.3.3 Schedule performance index (time) with late start, late finish
- 8.3.4 Independent estimate at complete (time) and variances with late start, on time finish
- 8.3.5 To complete schedule performance index with on time start, late finish
- 8.4 Benefits of schedule performance measurement analysis [Go to Page]
- 8.4.1 Variance analysis
- 8.4.2 Organizational design
- 8.4.3 Data quality assurance
- 8.4.4 Variance analysis and the project or programme managers estimate at complete (time)
- 8.4.5 Assessing indicators and predictors against thresholds
- 8.5 Trend analysis [Go to Page]
- 8.5.1 Magnitude of trend and threshold
- 8.5.2 Direction of trend and threshold with to complete schedule performance index
- 9 Integrating other project or programme management practices [Go to Page]
- 9.1 Integration of risk management [Go to Page]
- 9.1.1 Overview
- 9.1.2 The project or programme risk context
- 9.1.3 Intersections between risk management and earned value management processes
- 9.1.4 Risk management during project or programme planning
- 9.2 Integrating earned schedule with the critical path [Go to Page]
- 9.2.1 Process steps
- 9.2.2 Cyclical process
- 9.2.3 Collect periodic performance data
- 9.2.4 Proposed recovery action for the critical path
- 9.3 Integrating critical chain scheduling [Go to Page]
- 9.3.1 Benefits of adopting and integrated critical chain project management and earned value management approach
- 9.3.2 The critical chain scheduling process
- 9.3.3 Critical chain and earned value management control
- 9.4 Integrating earned schedule
- 9.5 Integrating agile development e
- 9.6 Integrating project or programme management office [Go to Page]
- 9.6.1 Activities of a project or programme management office
- 9.6.2 Benefits of a project or programme management office
- 9.7 Integrating continuous improvement [Go to Page]
- 9.7.1 Continuous improvement
- 9.7.2 Benefits
- 9.7.3 Types of continuous improvement processes and methodologies
- 9.7.4 Core continuous improvement functions aligned with earned value
- 9.8 Integrating governance
- Annex€A (informative) Worked example
- Annex€B (informative) Integrated baseline review
- Bibliography [Go to Page]
