Comments on: EVM Myth #1: Only Government Agencies and Contractors Need to Implement Earned Value Management http://www.pmhut.com/evm-myth-1-only-government-agencies-and-contractors-need-to-implement-earned-value-management Tue, 22 May 2012 19:18:44 +0000 http://wordpress.org/?v=abc hourly 1 By: Mark infanti http://www.pmhut.com/evm-myth-1-only-government-agencies-and-contractors-need-to-implement-earned-value-management/comment-page-1#comment-10924 Mark infanti Sun, 01 Nov 2009 14:53:45 +0000 http://www.pmhut.com/evm-myth-1-only-government-agencies-and-contractors-need-to-implement-earned-value-management#comment-10924 I finally got a chance to visit this site and found several blogs I would like to comment on and this is a great place to start. First, government agencies are the slowest in use or adoption of EVM on their own work, so I would take exception to you statement from that point of view. Next, I have worked as a consultant and computer system vendor in support of commercial companies that use EVM. I have to admit that it is not widely used and most of the time is in IT or construction. In my experience, it requires a EVM zealot to evangelize EVM. Most commercial companies seem to think that it adds little to what they are already doing and of course, everyone resists change. Any project that is longer than 6 months can utilize EVM but the greatest benefit comes from large projects that span several years. I will follow that statement with one that says, it is very ineffecient to have two different project management systems. As a believer in EVM, I think it should be the way we handle all projects. Mark I finally got a chance to visit this site and found several blogs I would like to comment on and this is a great place to start.

First, government agencies are the slowest in use or adoption of EVM on their own work, so I would take exception to you statement from that point of view.

Next, I have worked as a consultant and computer system vendor in support of commercial companies that use EVM. I have to admit that it is not widely used and most of the time is in IT or construction.

In my experience, it requires a EVM zealot to evangelize EVM. Most commercial companies seem to think that it adds little to what they are already doing and of course, everyone resists change.

Any project that is longer than 6 months can utilize EVM but the greatest benefit comes from large projects that span several years. I will follow that statement with one that says, it is very ineffecient to have two different project management systems. As a believer in EVM, I think it should be the way we handle all projects.

Mark

]]> By: Dr. Paul D Giammalvo http://www.pmhut.com/evm-myth-1-only-government-agencies-and-contractors-need-to-implement-earned-value-management/comment-page-1#comment-1051 Dr. Paul D Giammalvo Thu, 22 Jan 2009 03:31:54 +0000 http://www.pmhut.com/evm-myth-1-only-government-agencies-and-contractors-need-to-implement-earned-value-management#comment-1051 I fully and totally agree with Keith. For 45 years I have been in construction management, mostly as a contractor. EVM (then called C/SCSC) was just being implemented as I graduated from University. Having "grown up" with EVM, I will state that project management CANNOT be successful without using Earned Value. I believe one of the reasons projects fail with such alarming regularity derives in part from a failure to use EVM properly and appropriately. "Properly and appropriately" means that an organization not only links payment to performance, but has an activity based cost accounting system in place to enable actual costs to be captured at a level where problems can be isolated and decisions made to fix those problems. BR, Dr. PDG, Jakarta www.getpmcertified.com Dr. Paul D. Giammalvo, CDT, CCE, MScPM, Senior Technical Advisor, PT Mitratata Citragraha, Jakarta/Singapore/Anchorage/Amsterdam/Johannesburg www.getpmcertified.com Adjunct Professor, Project/Program Management, Lille Graduate School of Management, Paris, FRANCE www.esc-lille.com Curriculum Development Consultant/Adjunct Professor, Asset and Project Management, University of Western Australia, Perth, www.blendedlearning.ecm.uwa.edu.au Board of Directors, Global Alliance for Project Performance Standards (GAPPS) Sydney, AUSTRALIA www.globalpmstandards.org I fully and totally agree with Keith. For 45 years I have been in construction management, mostly as a contractor. EVM (then called C/SCSC) was just being implemented as I graduated from University.

Having “grown up” with EVM, I will state that project management CANNOT be successful without using Earned Value. I believe one of the reasons projects fail with such alarming regularity derives in part from a failure to use EVM properly and appropriately.

“Properly and appropriately” means that an organization not only links payment to performance, but has an activity based cost accounting system in place to enable actual costs to be captured at a level where problems can be isolated and decisions made to fix those problems.

BR,
Dr. PDG, Jakarta
http://www.getpmcertified.com

Dr. Paul D. Giammalvo, CDT, CCE, MScPM,
Senior Technical Advisor, PT Mitratata Citragraha, Jakarta/Singapore/Anchorage/Amsterdam/Johannesburg http://www.getpmcertified.com

Adjunct Professor, Project/Program Management, Lille Graduate School of Management, Paris, FRANCE http://www.esc-lille.com

Curriculum Development Consultant/Adjunct Professor, Asset and Project Management, University of Western Australia, Perth, http://www.blendedlearning.ecm.uwa.edu.au

Board of Directors, Global Alliance for Project Performance Standards (GAPPS) Sydney, AUSTRALIA http://www.globalpmstandards.org

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