This book is not intended for those who want to learn the basics of Earned Value Management (EVM) and it is not the intent of this book to teach this topic. This volume presents interesting EVM information collected from a research study. The author conducted a one year study (p. 3) with the intent to provide an understanding of current EVM practice and usage (ix). The author explained the goal of this study is to provide an "understanding of the current practice of EVM usage, practice standards and related professional services." (p.69) and to discover the barriers to EVM implementation (p. 2). Lastly and important to this book review, the author discloses that this research "Study was funded by a research grant from the Project Management Institute (PMI) and PMI's College of Performance management (CPM)." (p. xi).
This book review will be composed of two separate sections. The first section below cites critical observations which resulted in the reduced star rating. The second section discusses the positive and beneficial aspects of this book namely the research results.
EVM literature in the market place is a toxic stew of contradictory and erroneous guidance and that this research study did not consider the quality of EVM literature nor consultant knowledge is it principal failing. This book fails in its consistent citation of at least two books previously reviewed and found wanting. The citation of these books lends a credence which they do not deserve.
The author frequently cites the Project Management Institutes (PMI) Earned Value Management Practice Standard (2nd edition). You can read my review for a more detailed explanation why this book should not be a source for accurate knowledge on Earned Value Management. Some of the errors in this book include: A failing in the fundamentals with a deficient definition of the Budget-At-Completions (p.8, 18) where they failed to include planning packages in the definition and a completely incorrect definition and proposed usage of the WBS Dictionary (p. 18). The PMI practice standard is poorly written and illustrated; the obvious result of a book written by a committee and a deficient standard for Earned Value Management implementation.
The author also cites another book (The Earned Value Management Maturity Model by Ray Stratton). I reviewed this book which failed in its stated purpose. You can read my review for a more detailed explanation why this book should not be a source for knowledge on Earned Value Management and why the proposed maturity model is deficient. For example, this book states that at maturity model level III (highest level) an EVM system meets the ANSI/EIA-748 standard, but this is bad advice for those seeking ANSI/EIA-748 standard compliance. The maturity model (p. 119) cites what the author believes from the analysis process area requirements in the ANSI/EIA-748 EVM standard area for level III maturity, but the author forgot to include that calculations of Estimates-at-Completion must occur at the control account level (See NDIA ANSI/EIA-748-C Intent Guide - April 2014; page 47). This is just one example why the maturity model will not lead to ANSI EVMS compliance.
Because this author includes favorable citations from books which provide deficient EVM guidance and it appears the author did not assess the quality of the EVM literature he cites; this serves as the primary justification for the lower rating. It is exasperating that the large volume of ill-advised EVM literature and large body of poorly equipped consultants litter the Earned Value Management field. However, there are a precious few quality Earned Value Management books. My past book reviews highlight those books which deserve your attention and those books which you should eschew. One last thought on this research which was funded by the PMI (p. xi). I am sure the PMI would not have looked favorably on research paid for by them which was critical of the literature they sell and champion.
Where this book excels is in the results of the research presented and interpreted. It is exceedingly difficult to find clear explanations of Earned Value Management. Section 2.1.1 (p. 13-14) of this book provides the reader with a clear, but short earned value management discussion that is missing from most other books. About two pages beyond the earned value explanation, the author accurately states "EVM relies heavily on careful scope management" (p. 15). Which is a true statement and as an additional observation, the author's definition has swerved into and collided with the disaster that is Agile Project management which does not require or mandate conscientious project scope management throughout execution.
The author did a superb job explaining and accurately citing the various U.S. Federal Government policies which mandates Earned Value Management (p. 22). The author cited a sampling of U.S. Federal government agencies and accurately cited how those agencies implement Earned Value. This book also correctly cited their thresholds and policy documents (p. 23-24) these U.S. Federal agencies use while executing EVM. This author has achieved what another author of a previous book I reviewed failed to do.
The results of the research survey and how the results are presented are the most useful aspect of this book. The EVM survey showed that 92.5% of the survey respondents self-classified as having a role in EVM (p. 29). It was interesting to read that the survey respondents stated the cost of implementing EVM is as low as 1% to as high as 5% (p. 60). The book presents in a table format the barriers to EVM adoption and usage (Tables 6-3 and 6-4). The chief barrier to EVM adoption is cited as a lack of EVM knowledge and expertise and the chief barrier to EVM usage is that EVM is not required by clients, but the second barrier to EVM adoption was lack of top management support. Given the extremely poor results of previous books reviewed, it is no surprise to me that EVM knowledge is cited as a barrier.
In summary, the research in this book failed to consider the large volume of poorly written, erroneous and misguided EVM literature covering this field. The mistaken suggestions that can be drawn from this book are that all EVM literature is equally good and acceptable. The book presents a series of interesting results from the EVM survey which may be of use to those considering the adoption of EVM which would allow them to create a plan to address these common barriers.
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Earned Value Management: A Global and Cross-Industry Perspective on Current EVM Practice (English Edition) Kindle电子书
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Funded by a research grant from Project Management Institute (PMI) and PMI's College of Performance Management (CPM), this study's aim is to help project managers better comprehend and gauge the current level of EVM practice and its user base. A key element of the research is a survey of more than 600 project management practitioners, providing a cross-sectional view of the most current EVM practices. To provide practical and meaningful comparison of EVM practice, respondents are classified by industry sector, motivation for EVM usage, organization role, and geographic location.
- ASIN : B01E4BW472
- 出版社 : Project Management Institute; 第 1st 版 (2010年4月1日)
- 出版日期 : 2010年4月1日
- 语言 : 英语
- 文件大小 : 4745 KB
- 标准语音朗读 : 已启用
- X-Ray : 未启用
- 生词提示功能 : 已启用
- 纸书页数 : 92页