INDEX

A

Actual cost, 59, 68–69

in estimate at completion, 60–61

graphical display of, 10, 12, 70–71

in work performance information, 56–57

of work performed, 7

Allocating indirect costs method, 51–52

Alternatives analysis, 14

Analyze project performance

considerations

communication with earned value data, 67–68

management by exception, 66–67

description

forecasting, 60–63

percentage comparisons, 64

performance analysis, 57–60

trend analysis, 64

inputs

project management plan, 55

work performance information, 56–57

introduction, 55

outputs, 55

corrective and preventive actions, 66

funding forecasts and trends, 65–66

performance measurement methods, 64–65

summary, 76

Analyzing data, 68–69

See also specific types of analysis

ANSI-748 compliance, 8, 46–47, 52

Apportioned effort, 40, 43

Assign responsibility

considerations

level of detail, 23

maintenance, 23

description

create organizational structure, 21

inputs

scope baseline, 21

integrate work breakdown structure and organizational structure, 21–22

introduction, 21

outputs

organizational breakdown structure, 22

responsibility assignment matrix, 22–23

summary, 23

Assumptions, 3

At-complete tracking, 72–73

At completion data and forecasts, 70–71

Authorize work, 31

B

Baseline

See also Performance measurement baseline

earned value management, 5

over-target baseline, 80

project budget baseline, 8, 9

schedule baseline, 29

scope baseline, 18, 21, 25, 35, 45

subcontractor baselines integration, 52–53

Baseline development iterative process, 48

Bicycle project examples

analyzing data, 68–69

change request and budget, 83–84

data and graphical analysis summary, 75

graphical data analysis, 70–74

management by exception and variance analysis, 75–76

performance measurement baseline establishment for, 53–54

project summary, 69

responsibility assignment matrix, 22

threaded example change request, 82–84

WBS and schedule relationships

example, 27

work breakdown structure, 15–16, 68

dictionary, 18

Braking system variance explanation, 76

Budget, 3, 9–11

See also Establish budget; Project

funding versus, 34

schedule relationship with, 26–27

structure of, 30

undistributed budget, 8, 46–49

Budget at completion, 8, 49, 68

graphical display of, 10, 71

in to-complete performance index, 62–63

in work performance information, 56–57

C

Change control board meetings, 79

Change requests, 78

Change request status updates, 81

Communication, earned value data

bar charts, 67

curves, 68

tables, 67

Contingency reserves, 8, 46–47, 52

Contract budget base, 9

Contract decisions, 47, 50–51

Control account, 33

Control account budgets, 49

Control account manager, 9

Control account plans, 32–33, 78

Control account plan updates, 41

Corporate knowledge base, 2–3

Corrective action plan, 76

Corrective and preventive actions, 66

Cost, 30, 51–52, 59–60

See also Actual cost

Cost and schedule

with at-complete variances tracking, 72–73

rebaselining, 80–81

variances and, 57–58, 72–73, 75–76

Cost estimate development, 30

Cost performance index, 57, 64–65, 68–69, 73–74

Cost variance, 57–58, 75–76

Create organizational structure, 21

D

Decomposition, 14–16

Determine measurement methods

considerations

measurement rules, 42

method selection, 42–43

description, 35

apportioned effort, 40, 43

discrete effort, 35–39, 43

level of effort, 40–41, 43

fixed formula, 37–38, 43

inputs

integrated master schedule, 36

project budget, 36

requirements documentation, 35

scope baseline, 35

statement of work, 35

introduction, 35

outputs

control account plan updates, 41

performance measurement methods, 41

percent complete, 38–39

key points on, 43

physical measurement, 39, 43

summary, 43

weighted milestone, 38

key points on, 43

Develop cost estimate, 30

Develop schedule

considerations

schedule evolution, 28

description

schedule and budget relationship, 26–27

schedule structure, 26

schedule tool, 26

inputs

resource breakdown structure, 26

scope baseline, 25

introduction, 25

outputs, 25

integrated master schedule, 27

schedule evolution, 28

summary, 28

Discrete effort

measurement methods determination, 35–36

fixed formula, 37–38, 43

percent complete, 38–39, 43

physical measurement, 39, 43

weighted milestone, 38, 43

Distributed budget, 8

Drill-down of contributing variances, 75

E

Earned value, 8, 12, 39, 67–69

actual cost compared to, 59

in fixed formula, 37

graphical display of, 10, 70–71

level of effort and, 40–41

in work performance information, 56–57

Earned value data, 67–68

Earned value management (EVM), 1

in ANSI-748, 52

assumptions, 3

baseline, 5

basic concepts, 11–12

chart, 10

performance measurement baseline, 11

planning process, 11

practices, 11–12

project changes, 11

project control process, 11

project execution process, 11

basic terminology, 7–9

budget elements, 10

data graphic, 57

definition, 5

PMBOK* Guide and, 6–7

practice standard structure, 3

project management process and, 6–7

in project management situations, 63

project scope, 5–6

scale and, 12

system diagram, 12

work performance information for, 56–60

End deliverables, 14–15

Enterprise environmental factors, 2

Establish budget

budget versus funding, 34

considerations

budget vs. funding, 34

description

authorize work, 31

develop cost estimate, 30

establish budget structure, 30

update project budget log, 30

inputs

project charter, 29

responsibility assignment matrix, 29

schedule baseline, 29

introduction, 29

outputs, 29

control account plans, 32–33

project budget log, 32

project funding requirements, 32

summary, 34

Establish budget structure, 30

Establish performance measurement baseline

considerations

allocating indirect costs method, 51–52

contingency reserves and PMB incorporation, 52

resources and costs impact, 52

scheduling level of effort work method, 51

subcontractor baselines integration, 52–53

contingency reserves incorporation into, 52

description

management reserve, 48

performance measurement baseline, 48–49

project budget base, 47

project management plan integration, 47, 48

rolling wave planning, 49

inputs

integrated master schedule, 46

project budget, 46

risk register, 46–47

scope baseline, 45

introduction, 45

outputs, 45

contract decisions (revised), 50–51

formal acceptance, 51

performance measurement baseline, 49–50

project document updates, 50

project funding requirements updates, 50

summary, 54

Estimate at completion, 8, 65–66, 68, 71, 76

in forecasting, 60–63

Estimate to complete, 8, 10, 58, 68–69

F

Fixed formula, 37–38, 43

Forecasting

at completion data and, 70–71

estimate at completion in, 60–63

funding forecasts and trends, 65–66

to-complete performance index, 62–63

variance at completion in, 61–62

Formal acceptance, 51

Funding, 32, 34, 50, 65–66

G

Graphical analysis, 70–75

Graphical display, 10, 12, 57, 70–71

A Guide to the Project Management Body of Knowledge (PMBOK^® Guide), 1–3, 6–7

Chapter 6, 25

I

Independent estimates at completion, 70–71

Indirect costs, 51–52

Integrate WBS and organizational structure, 21

Integrated change control system, 79

Integrated master schedule, 27, 36, 46

L

Level of detail, 23

Level of effort, 40–41, 43, 51

M

Maintain performance measurement baseline

bicycle construction threaded example, 82–84

considerations, 82

description

change control board meetings, 79

cost and schedule rebaselining, 80–81

scope change analysis, 79–80

inputs

change requests, 78

integrated change control system, 79

performance measurement baseline, 77–78

project management plan, 77

introduction, 77

outputs, 77

change request status updates, 81

performance measurement baseline updates, 81

project management plan updates, 81

summary, 84

Maintenance, 23

See also Performance measurement baseline maintenance

Management by exception, 66–67, 75–76

Management reserve, 8, 48, 78

Measurement rules, 42

Method selection, 42–43

N

Not to exceed amount, 80

O

Organizational process assets, 2–3

Organizational breakdown structure, 21–22

Organize project

considerations

constructed with technical expertise, 19

description

alternatives analysis, 14

decomposition, 14–16

product analysis, 14

inputs

project charter, 13

requirements documentation, 14

stakeholder management strategy, 14

introduction, 13

outputs, 13

project scope statement, 17

scope baseline, 18

scope management plan, 16

work breakdown structure, 17–18

work breakdown structure dictionary, 18

summary, 19

Overheads. See Indirect costs

Over-target baseline, 80

Over-target schedule, 80–81

P

Percentage comparisons, 64

Percent complete, 38, 39, 43

Performance analysis, 57–60

Performance measurement baseline (PMB), 8–11, 36, 55, 78

contingency reserves in, 46–47

in performance measurement baseline establishment, 49–50

undistributed budget in, 48–49

Performance measurement baseline updates, 81

Physical measurement, 39, 43

Planned value, 9–10, 12, 70–71

in schedule analysis, 58–59

in work performance information, 56–57

Planning package, 9, 78

Problem analysis, 76

Processes and procedures, 2–3, 6–7, 11, 48

Procurements measurement, 42

Product analysis, 14

Project

budget, 3, 32, 36, 46

budget base, 47

budget baseline, 8, 9

budget log, 30, 31, 32

charter, 13, 29

complex, 78

control, 7, 11

documents updates, 50

funding requirements, 32, 50

indices graphical analysis, 73–74

management plan, 47–48, 55, 77, 81

scope, 5–6, 15, 17

summary, 69

Project budget log, 32

Project charter, 13

Project funding requirements, 32

Project management plan, 79

Project management plan updates, 81

Project scope statement, 17

R

Requirements, 14–15, 32, 35, 50

requirements documentation, 14, 35

Resource breakdown structure, 26

Resources and costs impact, 52

Responsibility assignment matrix, 22–23, 29

Risk register, 46–47

Rolling wave planning, 49

S

Schedule, 12, 28, 65

analysis, 58–59

baseline, 29

bicycle construction change request and, 83

budget relationship and, 26–27

cost and, 72–73, 80–81

integrated master schedule, 27, 36, 46

over-target schedule, 80–81

variance, 57–58, 72–73, 75–76

Schedule and budget relationship, 26

Schedule performance index, 57, 64, 68–69, 73–74

Schedule structure, 26

Schedule tool, 26

Scheduling level of effort work method, 51

Scope, 5–6, 15–17

baseline, 18, 21, 25, 35, 45

change analysis, 79–80

Scope baseline, 18, 21, 25

Scope management plan, 16

Stakeholder management strategy, 14

Statement of work, 35

Subcontractor baselines integration, 52–53

Subsidiary management plans, 55

Summary level planning budget, 9, 49

Summary level planning package, 9

T

To-complete performance index, 57–58, 68–69, 73–74

forecasting, 62–63

Trend analysis, 64

U

Undistributed budget, 8, 46–49

Update project budget log, 30

V

Variances, 55

analysis report, 75–76

at completion, 58, 61–62, 68–69, 75

cost and schedule, 57–58, 75–76

at-complete tracking and, 72–73

history, 72–73

W

Weighted milestone, 38, 43

Work activities, 15

Work authorization, 31

Work breakdown structure, 8, 9, 17, 21–22, 27

bicycle construction, 15, 68

decomposition, 15–16

outputs, 17–18

parent/child relationship in, 15–16

Work breakdown structure dictionary, 9, 12, 18

Work package, 9, 33, 37, 78

Work performance information

actual cost in, 56–57

budget at completion, 56–57

earned value, 56–57

for earned value management, 56–60

planned value, 56–57