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BSI 23/30472681 DC:2023 Edition

BSI 23/30472681 DC:2023 Edition

$24.66

BS ISO 21512. Project, programme and portfolio management. Earned value management implementation guidance

Published By Publication Date Number of Pages
BSI 2023 150
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PDF Catalog

PDF Pages PDF Title
1 30472681-NC.pdf
3 ISO_DIS 21512 ed.1 – id.63584 Enquiry PDF (en).pdf
8 Foreword
9 Introduction
11 1 Scope
2 Normative references
3 Terms, definitions, and abbreviated terms
3.1 Terms and definitions
20 3.2 Abbreviated terms
22 4 Overview of earned value management
4.1 Overview
4.2 Earned value management
4.3 Purpose and benefits of earned value management
23 4.4 Initiation considerations for an earned value management system
24 4.5 Earned value management planning
25 4.6 Using earned value measurements and performance metrics
26 5 Implementing the earned value management process steps
5.1 Overview
27 5.2 Step 1: decomposition of the project or programme scope
5.2.1 Context
5.2.2 Work breakdown structure creation
28 5.2.3 Decomposition
5.2.4 100€% Rule
29 5.2.5 Description of the project or programme work breakdown structure elements
5.2.6 Hierarchical decomposition
30 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
32 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
33 5.4 Step 3: schedule the work
5.4.1 Planning the work
5.4.2 Identification activities
34 5.4.3 Durations
5.4.4 Milestones
5.4.5 Interdependencies
35 5.4.6 Schedule validity
5.5 Step 4: develop time-phased budget
5.5.1 Overview
36 5.5.2 Concepts and considerations
39 5.6 Step 5: assign objective measures of performance
40 5.6.1 Earned value techniques—description, advantages and disadvantages
45 5.7 Step 6: set the performance measurement baseline
5.7.1 Overview
5.7.2 Management responsibility
46 5.7.3 Control period
5.8 Step 7: authorize and perform the work
47 5.9 Step 8: accumulate and report performance indices
5.9.1 Overview
5.9.2 Control periods
48 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
49 5.10 Step 9: analyse performance indices
5.10.1 Overview
5.10.2 Key questions
5.10.3 Timeliness of information
5.10.4 Data analysis steps
50 5.10.5 Data validity checks
5.10.6 Review variances and analyse trend data
52 5.10.7 Review comparative data
5.11 Step 10: take management action
5.11.1 Management action
53 5.11.2 Types of management actions
5.11.3 Decision-making
54 5.11.4 Lessons learned
5.12 Step 11: maintain the baseline and management reserve
5.12.1 Context
55 5.12.2 Baseline plan
5.12.3 Change order process for maintenance of baseline
56 6 Implementing earned value management system reviews
6.1 Overview
57 6.2 Demonstration review
6.3 Surveillance review
58 7 Cost and schedule performance measurement analysis using earned value management data
7.1 Overview
59 7.2 Performance measurement indicators and predictors
62 7.3 Cost and schedule performance measurement scenarios.
64 7.4 Benefits of performance measurement analysis
7.4.1 Variance Analysis
65 7.4.2 Estimate at Complete
66 7.4.3 Using to-complete cost performance index to assess the feasibility of the project or programme plan
67 7.4.4 Evaluation of Trends
69 8 Earned schedule implementation
8.1 Overview
8.2 Performance measurement metrics, indicators, and predictors
71 8.3 Earned schedule performance measurement scenarios
72 8.3.1 Earned schedule burndown with on time start, late finish
73 8.3.2 Schedule variance (time) with on time start, early finish
74 8.3.3 Schedule performance index (time) with late start, late finish
76 8.3.4 Independent estimate at complete (time) and variances with late start, on time finish
78 8.3.5 To complete schedule performance index with on time start, late finish
80 8.4 Benefits of schedule performance measurement analysis
8.4.1 Variance analysis
81 8.4.2 Organizational design
82 8.4.3 Data quality assurance
8.4.4 Variance analysis and the project or programme managers estimate at complete (time)
83 8.4.5 Assessing indicators and predictors against thresholds
85 8.5 Trend analysis
8.5.1 Magnitude of trend and threshold
86 8.5.2 Direction of trend and threshold with to complete schedule performance index
88 9 Integrating other project or programme management practices
9.1 Integration of risk management
9.1.1 Overview
9.1.2 The project or programme risk context
89 9.1.3 Intersections between risk management and earned value management processes
9.1.4 Risk management during project or programme planning
94 9.2 Integrating earned schedule with the critical path
95 9.2.1 Process steps
9.2.2 Cyclical process
98 9.2.3 Collect periodic performance data
101 9.2.4 Proposed recovery action for the critical path
102 9.3 Integrating critical chain scheduling
9.3.1 Benefits of adopting and integrated critical chain project management and earned value management approach
103 9.3.2 The critical chain scheduling process
105 9.3.3 Critical chain and earned value management control
107 9.4 Integrating earned schedule
108 9.5 Integrating agile development e
112 9.6 Integrating project or programme management office
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
113 9.7.1 Continuous improvement
9.7.2 Benefits
9.7.3 Types of continuous improvement processes and methodologies
114 9.7.4 Core continuous improvement functions aligned with earned value
115 9.8 Integrating governance
116 Annex€A (informative) Worked example
135 Annex€B (informative) Integrated baseline review
150 Bibliography

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