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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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