Re: Responsibility

"Glen B. Alleman <[email protected]>" <[email protected]> Mon, 16 Dec 2002 01:20:31 -0000
Newsgroups gmane.comp.programming.extreme-customering
Message-ID <[email protected]>
Andrey Khavryuchenko wrote:

Before you get too far into reengineering the Earned Value 
definitions may I suggest you look at the "offical" materials. The 
definitions may be consider arcane outside governement, large 
constrution, and civil aerospace, but they are entering the 
mainstream at least in the US, UK, Australia, and New Zealand.

One place to start is APM's site http://www.apm.org.uk/apm/evsig.htm.

I have a resouce list but it is likely too confusing on first look, 
http://www.niwotridge.com/Resources/DomainLinks/EarnedValue.htm.

If you look at the bottom of the above page, any link with "guide" is 
probably at starting place.

> 
> Well, why not use usual business planning process?  When I have to 
justify
> financial investment, I project a cash flow and calculate NPV.  
That's what
> I may do for waterflow project.  In Agile project I may apply 
options
> analysis.  

The short answer to the above is that in traditional project 
management that comparisions of planned versus actual (BCWS - ACWP) 
produces an expendature variance, but does not state how much real 
progress was performed.

IN EVMS two variances are measured: Planned versus Value and Actaul 
versus Value. The term "value" (Budgeted Cost for Work Performed) 
actually orginiated in the late 1800's in the shop floor 
manufacturing world. 

Again these appear to be arcane terms for those new to the management 
process, just as "velocity" may be for those new to XP. Bit, XP 
processes are tightly coupled to EVMS and several papers in the 
second list above discuss this connection.

Glen B. Alleman



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