Relevant bibliographies by topics / Earned value management

Academic literature on the topic 'Earned value management'

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Published: 4 June 2021
Last updated: 14 March 2023

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Journal articles on the topic "Earned value management"

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Kováčiková, Martina. "Earned value management." Pošta, Telekomunikácie a Elektronický obchod 1, no. 4 (September 30, 2006): 41–44. http://dx.doi.org/10.26552/pte.c.2006.4.9.

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Curling, David H. "Earned value project management." International Journal of Project Management 16, no. 1 (February 1998): 66. http://dx.doi.org/10.1016/s0263-7863(97)82251-x.

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Khan, Khalid Mohiuddin, and Mr Masoom Reza. "Earned Value Management for Design and Construction Project." International Journal of Trend in Scientific Research and Development Volume-2, Issue-5 (August 31, 2018): 1482–502. http://dx.doi.org/10.31142/ijtsrd17029.

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Raby, Michael. "Project management via earned value." Work Study 49, no. 1 (February 2000): 6–10. http://dx.doi.org/10.1108/00438020010305392.

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Diamantas, Viktor K., Konstantinos A. Kirytopoulos, and Vrassidas N. Leopoulos. "Earned value management under risk." International Journal of Project Organisation and Management 3, no. 3/4 (2011): 335. http://dx.doi.org/10.1504/ijpom.2011.042037.

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Fontaine, Dan. "Earned Value Management Symposium a Success." INSIGHT 2, no. 4 (December 2000): 31. http://dx.doi.org/10.1002/inst.20002431.

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Wang, Wen Xiu, En Jian He, and Yan Fei Zhao. "Earned Value Analysis Application in Project Management." Advanced Materials Research 971-973 (June 2014): 2494–97. http://dx.doi.org/10.4028/www.scientific.net/amr.971-973.2494.

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The focus of earned value management is the deviation ( schedule variance and cost deviation ) to determine the project, by determining the deviation monitor project status . Discussion earned value analysis methods use a combination of project management . Earned Value Analysis method as an effective project monitoring tools, you can maximize avoid state ( time and cost ) project-specific business and technical implementation of the project 's content and confused together, intuitively given project status information.
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Anbari, Frank T. "Earned Value Project Management Method and Extensions." Project Management Journal 34, no. 4 (December 2003): 12–23. http://dx.doi.org/10.1177/875697280303400403.

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., Silvianita, Fadel Muhammad, Daniel M. Rosyid, and Wimala Dhanista. "Earned Value Management for Ship Repair Project." Journal of Engineering and Applied Sciences 14, no. 20 (October 31, 2019): 7442–47. http://dx.doi.org/10.36478/jeasci.2019.7442.7447.

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Marshall, Robert A., Philippe Ruiz, and Christophe N. Bredillet. "Earned value management insights using inferential statistics." International Journal of Managing Projects in Business 1, no. 2 (April 4, 2008): 288–94. http://dx.doi.org/10.1108/17538370810866386.

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Dissertations / Theses on the topic "Earned value management"

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Liljegren, Emma, and Anna Rydlund. "Byggprojektstyrning med Earned Value Management." Thesis, Högskolan i Halmstad, Sektionen för ekonomi och teknik (SET), 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-15536.

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Abstract Today, too many construction projects are delayed and deviates from the budget. A good project management is the basis for successful construction project. The most common planning methods in the construction industry is currently Gantt chart and CPM. The problem with these is that focus is only at the time of the project and doesn’t handle the budget. A project management method which connects the time and cost is Earned Value Management. Earned Value Management enables calculations of different metrics for cost and time that can be used early to see trends in project implementation. The aim of our study is to describe the project managenment in the construction industry and to explain the criteria needed to implement project management methodology Earned Value Management in a construction company. The EVM is unproved at the construction company we chose to do a case study about. We have in a completed building projects in ByggSjögren in Halmstad, Sweden, examined the criteria that exist, and are required to apply Earned Value Management. Through interviews with Annarell Malmberg and Martin Bengtsson, responsible for calculations and purchase of ByggSjögren, and Insa Ostendorf, project manager at Ramböll, we were using the information they gave us to do our study. Based on empirical evidence and data we collected, we have made estimates and proposals for ByggSjögren could proceed at an implementation of Earned Value Management. We have from a completed project studied the criteria that exist today, and what is missing to be able to use Earned Value Management. Finally, we concluded that the criteria that are important to implement Earned Value Management in construction industry is particularly close monitoring. Much of what is included in the Earned Value Management is already being done today in many construction companies, but they have no name for it.
Idag blir alltför många byggprojekt försenade och håller inte budget. Därför är en bra projektstyrning grunden för lyckade byggprojekt. De vanligaste planeringsmetoderna inom byggbranschen är idag Gantt-schema och Critical Path Method. Problemet med dessa är att fokus endast ligger på tiden för projektet och hanterar inte budgeten. En projektstyrningsmetod som kopplar samman tid och kostnad är Earned Value Management. Earned Value Management möjliggör beräkningar av olika nyckeltal för kostnad och tid som kan användas för att i ett tidigt skede kunna se trender i projektgenomförandet. Syftet med vår studie är att beskriva projektstyrning inom byggbranschen samt att förklara vilka kriterier som krävs för att implementera projektstyrningsmetoden Earned Value Management på ett byggföretag. I och med att Earned Value är oprövad på byggföretag valde vi att göra en fallstudie. Vi har utifrån ett avslutat byggprojekt på ByggSjögren i Halmstad undersökt vilka kriterier som finns, och krävs för att tillämpa Earned Value Management. Genom intervjuer med Annarell Malmberg och Martin Bengtsson, ansvariga för kalkyler och inköp på ByggSjögren, och Insa Ostendorf, projektledare på Ramböll kunde vi med hjälp av den information de gav oss utföra vår studie. Utifrån den empiri och data vi samlat har vi gjort beräkningar och förslag på hur ByggSjögren skulle kunna gå till väga vid en implementering av Earned Value Management. Vi har utifrån ett avslutat projekt studerat vilka kriterier som idag finns, och vilka som saknas för att kunna använda sig av Earned Value Management. Slutligen kom vi fram till att de kriterier som är viktiga för att kunna implementera Earned Value Management i byggbranschen är framförallt en noggrann uppföljning. Metoden består av tio viktiga steg, vilka utgör de kriterier som krävs för en implementering. Mycket av det som ingår i Earned Value Management görs redan idag på många byggföretag fast de har inget namn på det.
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Gustafsson, Alma, and Johannes Hillström. "Earned value management : En fallstudie om applicering och implementering av earned value management i byggbranschen." Thesis, Jönköping University, JTH, Logistik och verksamhetsledning, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-54479.

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Abstract Purpose – The purpose of this study is to increase the knowledge about how Earned Value Management can be used and be implemented for project management in the construction industry. In order to achieve the study’s purpose, two research questions has been formulated: [1] How can Earned Value Management be used for management of construction projects? [2] What is required to implement Earned Value Management in the construction industry? Method – The questions were answered with the help a case study where qualitative data was collected through interviews and a document study. 42 of the case company’s internal documents were studied in parallel with five interviews. The theoretical framework of the study was formulated through a literature study where relevant theories were studied. The study has adopted an inductive approach since a construction company is studied to create an explanatory model for how earned value management can be used and implemented in the construction industry. Empirical data were analyzed in relation to the study’s theoretical framework to answer the study’s purpose and research questions. Findings – Earned value management can to some extent be adapted to the complexity of the project. However, there are steps in the method which must always be carried out thoroughly for the control tool to be useful in the construction industry. The results of the study show that earned value management can be used for project management in two dimensions, partly as a problem-solving function and partly as a prognostic function. For earned value management to be used and implemented in the construction industry, a detailed design is required where the organization must allocate sufficient resources. The study also shows that the main implementation requirement for earned value management in the construction industry is education as the industry lacks knowledge of the control tool and its benefits. Implications – In essence, the study supports several existing theories. The study'sunique contribution is a knowledge that some adaptation of earned value management is possible with some regulation. The results of the study can be a support for companies in the construction industry in project management because it shows the impact of the steps on the next step and how it then affects the forecast calculations in the final step. It also shows effective ways of dealing with common problems in the industry. Limitations – There is a certain limitation regarding the generalizability of the result as the study only covers one case. The study is completed over a limited period, which is significantly shorter than the completion time for the study case. The result could have been more reliable if the study had been expanded with a completed project
Sammanfattning Syfte – Studien syftar till att öka kunskapen om hur earned value management kananvändas och implementeras för projektstyrning i byggbranschen. För att besvara syftet har två frågeställningar formulerats: [1] Hur kan earned value management användas för styrning av byggprojekt? [2] Vad krävs för att implementera earned value management i byggbranschen? Metod – Frågeställningarna har besvarats med hjälp av en fallstudie där kvalitativa data samlades in genom intervjuer och en dokumentstudie. 42 av fallföretagets interna dokument studerades parallellt med att fem intervjuer genomfördes. Studiens teoretiska ramverk formulerades genom en litteraturstudie där relevanta teorier studerades. Studien har antagit en induktiv ansats då ett byggföretag studeras för att skapa en förklaringsmodell till hur earned value management kan användas och implementeras i byggbranschen. Empiriska data analyserades i relation till studiens teoretiska ramverk för att besvara studiens syfte och frågeställningar. Resultat – Earned value management kan till vis del anpassas till projektets komplexitet. Däremot visar studien att det finns steg i metoden vilka alltid måste genomföras grundligt för att styrverktyget ska vara användbart i byggbranschen. Studiens resultat visar att earned value management kan användas för projektstyrning i två dimensioner, dels problemlösande, dels prognostiserande. För att earned value management ska kunna användas och implementeras i byggbranschen krävs en utförlig projektering där organisationen måste tillsätta tillräckliga resurser för att möjliggöra detta. Studien visar också att det främsta implementeringskravet för earned value management i byggbranschen är utbildning då branschen saknar kunskap om styrverktyget och dess fördelar. Implikationer – I huvudsak stödjer studien flera befintliga teorier. Studiens unika bidrag är en kunskap om att viss anpassning av earned value management är möjlig med viss reglering. Studiens resultat kan vara ett stöd för företag inom byggbranschen vid projektstyrning eftersom det visar stegens påverkan på nästkommande steg och hur det sedan påverkar prognosberäkningarna i slutsteget. Det visar också effektiva arbetssätt för hantering av vanligt förekommande problem inom branschen. Begränsningar – Det finns en viss begränsning gällande generaliserbarheten av resultatet då studien endast omfattar ett fall. Studien är genomförd under en begränsad tidsperiod, vilken är betydligt kortare än genomförandetiden för studiens fall. Resultatet kan ha blivit mer tillförlitligt om studien utökats med ytterligare ett fall i form av ett avslutat projekt.
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Apostolidou, Ilektra-Georgia, and Georgios Karmiris. "Risk-adjusted Earned Value and Earned Duration Management models for project performance forecasting." Thesis, Blekinge Tekniska Högskola, Institutionen för industriell ekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-18965.

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Project control is essential to ensure that the investment on a project is providing the intended benefits and is valuable to the customers. Previous methods offer project performance monitoring and forecasting tools, but they lack accuracy and the associated techniques omit the project financial risk (any unplanned event that has an impact on schedule and budget); the main factor of project failure. Poor project execution, and particularly failure to control and accurately forecast the project performance, may lead to increased costs, upset customers and eventually loss of market share. These gaps have been filled in this study by the development of novel models that use statistical analysis of the previous project performance, including risk evaluation techniques. The proposed models succeeded in providing remarkably improved forecasts in three project dimensions: duration, cost and resources. The robustness of the models has been verified by testing them on real projects. The results show superiority in terms of accuracy and easy application compared to any existing method, proving that the risk inclusion provides improvement compared to previous studies. The most important features of the models are: risk-based adjustment of the forecasted values, periodic and completion forecasts, statistical processing and holistic approach. The greatest advancements have been made in the cost forecast, for which the risk adjustment inclusion is examined for the first time. The resources (man-hours) forecast is another pioneer element of the proposed models. All the above provide a complete image of the project status and paint the picture of future performance. The models results are fed in a Decision Support System, which highlights the overperforming and underperforming areas of the project. This confirms the proposition that the model results can be used to initiate restorative action. The contribution of this study to the project management field is easy-to-use and accurate models, which include the financial risk and facilitate the project manager’s decisions and actions. Anticipation of the project performance, by considering the risk, can result to significant time and cost savings, crucial for project success.
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Savklint, Oliver F., and André Danielsson. "Extensions of Earned Value Management : A Systematic Review." Thesis, Linnéuniversitetet, Institutionen för ekonomistyrning och logistik (ELO), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-106950.

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Earned Value Management is a project methodology that has powerful features, still, it is underutilized in practice. This paper presents a systematic literature review examining the extensions made by researchers to the Earned Value methodology and further compares this to the project environments where the extensions have been utilized in. The classification system used in this paper is based on the Project Process and the Project Knowledge Areas and enables in-depth examination of the different extensions. The contribution of this paper is mainly based on the collection of all peer-reviewed articles presenting extensions to Earned Value Management, as well as incorporating the Earned Value methodology into larger frameworks. It also reveals that the Earned Value methodology has been extended to include nine of the ten Projects Knowledge Areas, and three out of the five Project Processes, this means that Earned Value Management has the capability to include comprehensive features.
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Dias-Johnson, Georgy, and Frantzis Dionysios. "10-Step Earned Value Management: Implementation to Insurance Projects." Thesis, KTH, Tillämpad maskinteknik (KTH Södertälje), 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-152216.

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GODOY, Henrique Andrade. "Incorporação da incerteza no cálculo do Earned Value Management." reponame:Repositório Institucional da UNIFEI, 2012. http://repositorio.unifei.edu.br/xmlui/handle/123456789/1312.

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Submitted by repositorio repositorio (repositorio@unifei.edu.br) on 2018-06-05T18:59:14Z No. of bitstreams: 1 dissertacao_0038255.pdf: 3118938 bytes, checksum: 121a45026436f7dbd1e593fd8efd2776 (MD5)
Made available in DSpace on 2018-06-05T18:59:14Z (GMT). No. of bitstreams: 1 dissertacao_0038255.pdf: 3118938 bytes, checksum: 121a45026436f7dbd1e593fd8efd2776 (MD5) Previous issue date: 2012
O Gerenciamento de Projetos tem sido adotado por companhias do mundo todo como forma de organização do trabalho, através de suas metodologias e técnicas. Não chega a ser difícil, assim, encontrar citações entusiastas sobre este tema. Ao mesmo tempo, porém, não são raros projetos que fracassam ao tentar cumprir as metas pré-estabelecidas. O papel que os riscos desempenham nessas situações indesejadas é de considerável consenso. Para minimizar este tipo de problema, aumentando a controlabilidade sobre essas variáveis, a adoção do Earned Value Management tem sido crescente nos últimos anos e sua utilidade cada vez mais reconhecida. Ocorre, porém, que, como o Earned Value e seus indicadores resultam de operações envolvendo variáveis passíveis de oscilações, a precisão dessa ferramenta torna-se, em alguns casos, limitada. Partindo dessa constatação, o presente trabalho tem como objetivo propor a incorporação da incerteza no cálculo do Earned Value, possibilitando análises sobre dados que indicam suas variâncias e contribuindo, assim, para o processo de tomada de decisão. Para isso, adotou-se o método de pesquisa-ação. Inicialmente, custos e prazos foram estimados para cada atividade do projeto objeto de análise, o qual necessitava ser monitorado devido a metas de custo e prazo impostas por um órgão governamental. Outra necessidade encontrada pela empresa onde o mesmo se desenvolveu foi concluí-lo o quanto antes para que suas atividades de comercialização pudessem ser iniciadas. Para que se pudesse calcular o orçamento, Earned Value e demais indicadores desejados, utilizou-se a simulação pelo método de Monte Carlo. O efeito da consideração ou supressão das relações de dependência estatística entre as variáveis também foi investigado, através de criação de cenários onde os coeficientes de correlação foram desconsiderados ou estimados e simulados. Os resultados e análises feitas pelo gerente do projeto indicaram que a sistemática proposta se mostrou adequada e útil para o monitoramento e controle dos custos e dos prazos, apontando sucesso no atendimento dos objetivos iniciais.
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Whitaker, Ryan Brent. "Value stream mapping and earned value management : two perspectives on value in product development." Thesis, Massachusetts Institute of Technology, 2005. http://hdl.handle.net/1721.1/33731.

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Thesis (S.M.)--Massachusetts Institute of Technology, Engineering Systems Division, 2005.
Includes bibliographical references (p. 151-152).
The concepts of value and value stream are crucial to the philosophy of Lean, and a better understanding of how these concepts relate to product development (PD) is essential for the creation of a Lean PD strategy. This thesis focuses on value by looking at PD processes through two different value perspectives: Product Development Value Stream Mapping and Earned Value Management. Product Development Value Stream Maps (PDVSMs) were created for two different PD projects, and the tasks from the maps were analyzed for how they each create value. The official value measurement for the two projects, Earned Value Management System data, was analyzed and compared to the PDVSMs. This comparison of the two value perspectives proved valuable, as it showed that despite some misalignments, they are congruent. The comparison also highlighted several flaws in EVMS. Finally, a combined EVMS/PDVSM hybrid management tool is proposed and discussed.
by Ryan Brent Whitaker.
S.M.
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Shah, Akhtar H. "Examining the perceived value of integration of earned value management with risk management-based performance measurement baseline." Thesis, Capella University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3612243.

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Many projects fail despite the use of evidence-based project management practices such as Performance Measurement Baseline (PMB), Earned Value Management (EVM) and Risk Management (RM). Although previous researchers have found that integrated project management techniques could be more valuable than the same techniques used by themselves, these findings do not address the benefits of integrated EVM with PMB created from RM-based Work Breakdown Structures (WBS) that could positively influence project results. The success of a project is partly dependent on accurately forecasting the performance of future states of current projects. The focus of this quantitative descriptive study is to improve current project management knowledge by identifying whether the integration of EVM with PMB created from RM-based WBS adds project value in accurately predicting the future performance of current projects. This study was conducted by surveying project leaders who have had some experience in EVM with project management. The results of this research significantly support the belief that integration of EVM with PMB created from RM-based WBS adds value to a project.

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Moy, Mae. "Evaluating Federal Information Technology Program Success Based on Earned Value Management." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2075.

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Despite the use of earned value management (EVM) techniques to track development progress, federal information (IT) software programs continue to fail by not meeting identified business requirements. The purpose of this logistic regression study was to examine, using IT software data from federal agencies from 2011 to 2014, whether a relationship between schedule variance (SV), cost variance (CV), and actual cost (AC) could predict the success of IT software program, as operationalized by meeting the identified business requirements. The population of interest was 132 IT software programs developed between 2011 and 2014 for federal agencies. The sample source was an archival database located at ITdashboard.gov. The theoretical framework for the study was earned value (EV) project management theory. The EV project management theory is a project performance measurement system that involves integrating cost, schedule, and performance elements for planning and control. EVM contributes to project success by providing early warnings when programs deviate from cost and schedule plans. This study found that only SV was significant (SV days, p = .002). The null hypothesis was rejected, suggesting that a relationship exists between IT program success and the SV, CV, and AC. This study may contribute to social change by increasing the program managers' understanding of EV in federal project management and by decreasing federal spending through successful programs and more cost-efficient use of taxpayers' money.
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Rhodes, Kevin Robert. "Strategies for Improved Earned Value Management Use by Defense Business Leaders." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3958.

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Project cost and schedule forecasting accuracy in the defense industry has not significantly changed since the 1960s, making it difficult for defense business leaders to implement successful earned value management (EVM) strategies. The purpose of this multiple case study was to explore EVM strategies that Washington, D.C. area defense contractor business leaders used to improve costs and schedule goal accomplishment. The conceptual framework for this study was the earned time theory. Data were collected from semistructured interviews from 5 defense contractor business leaders with demonstrated use of EVM strategy. The review of company documents focused on EVM use with reporting requirements, and archival EVM study analysis supplemented the data from the semistructured interviews. Data were triangulated and inductively analyzed for themes, and member checking was done to ensure credibility of the interpretations. Four themes emerged from the data: the use of EVM data to improve outcomes, the existence of essential strategies, the role of EVM as but a single tool, and the essential engagement of leadership. Findings may contribute to social change because defense business contractor leaders could help improve business performance and return resources for social improvement. Investment in social and environmental improvements can strengthen employee commitment and ultimately ties to the community at large, furthering social improvement.
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Books on the topic "Earned value management"

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M, Koppelman Joel, ed. Earned value project management. Upper Darby, Pa., USA: Project Management Institute, 1996.

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M, Koppelman Joel, ed. Earned value project management. 2nd ed. Newton Square, Pa., USA: Project Mangement Institute, 2000.

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M, Koppelman Joel, ed. Earned value project management. 4th ed. Newtown Square, Pa: Project Management Institute, 2010.

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Management, Association for Project. Earned value management handbook. Princes Risborough, Buckinghamshire: Association for Project Management, 2013.

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M, Koppelman Joel, ed. Earned value project management. 3rd ed. Newtown Square, PA: Project Management Institute, 2005.

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Earned Value Management (EVM) implementation handbook. Washington, D.C: National Aeronautics and Space Administration, NASA headquarters, 2013.

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Institute, Project Management, ed. Practice standard for earned value management. Newtown Square, PA: Project Management Institute, Inc., 2005.

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Project Management Institute. Practice standard for earned value management. 2nd ed. Newtown Square, Pa: Project Management Institute, 2011.

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EARNED VALUE MANAGEMENT: TOOLS, TECHNIQUES, AND BEST PRACTICES. Riverwoods, IL: Wolters Kluwer, 2011.

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Budd, Charles I. A practical guide to earned value project management. 2nd ed. Vienna, VA: Management Concepts, 2009.

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Book chapters on the topic "Earned value management"

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Vanhoucke, Mario. "Earned Value Management." In Integrated Project Management Sourcebook, 199–250. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-27373-0_10.

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Vanhoucke, Mario. "Earned Value Management." In Project Management with Dynamic Scheduling, 217–40. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-40438-2_12.

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Vanhoucke, Mario. "Earned Value Management." In Management for Professionals, 17–31. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-04331-9_2.

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Carstens, Deborah Sater, and Gary L. Richardson. "Earned Value Management." In Project Management Tools and Techniques, 245–82. Second Edition. | Boca Raton : CRC Press, 2019. | Revised edition of Project management tools and techniques, [2013]: CRC Press, 2019. http://dx.doi.org/10.1201/9780429263163-18.

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Vanhoucke, Mario. "Earned Value Management." In Project Management with Dynamic Scheduling, 215–38. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-25175-7_12.

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Richardson, Gary L., and Brad M. Jackson. "Earned Value Management." In Project Management Theory and Practice, 457–77. Third edition. | Boca Raton, FL : CRC Press, [2019]: Auerbach Publications, 2018. http://dx.doi.org/10.1201/9780429464140-37.

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Meyer, Werner. "Earned Value Method." In Data Analytics in Project Management, 91–114. Boca Raton, FL : CRC Press, [2019]: Auerbach Publications, 2018. http://dx.doi.org/10.1201/9780429434891-6.

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Hannay, Jo Erskine. "Earned Business Value Management." In Benefit/Cost-Driven Software Development, 61–74. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-74218-8_5.

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AbstractIt is time to move on to construction time. This is when epics are distributed to releases and scheduled for further detailing. We use benefit estimates and cost estimates to monitor and adjust this scheduling. We will take an existing practice for cost management and use it for benefit management and benefit/cost management: we adapt what is called earned value management to what we call earned business value management.
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Lent, Bogdan. "10:00 Earned Value Management: EVM." In Cybernetic Approach to Project Management, 111–42. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-32504-5_5.

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Ju, Hang, and Shuai Xu. "Research Status of Earned Value Management." In Proceedings of the Fourth International Forum on Decision Sciences, 449–59. Singapore: Springer Singapore, 2017. http://dx.doi.org/10.1007/978-981-10-2920-2_38.

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Conference papers on the topic "Earned value management"

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Hanna, Robert A. "Earned Value Management Software Projects." In 2009 Third IEEE International Conference on Space Mission Challenges for Information Technology (SMC-IT). IEEE, 2009. http://dx.doi.org/10.1109/smc-it.2009.42.

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Popović, Filip, Tatjana Atanasijević, and Srdjan Atanasijević. "EARNED VALUE MANAGEMENT IN AGILE PROJECTS." In Fifth International Scientific-Business Conference LIMEN Leadership, Innovation, Management and Economics: Integrated Politics of Research. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2019. http://dx.doi.org/10.31410/limen.s.p.2019.17.

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Miguel, Angelimarie, Wira Madria, and Ronaldo Polancos. "Project Management Model: Integrating Earned Schedule, Quality, and Risk in Earned Value Management." In 2019 IEEE 6th International Conference on Industrial Engineering and Applications (ICIEA). IEEE, 2019. http://dx.doi.org/10.1109/iea.2019.8714979.

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Abercrombie, Kevin. "Using Earned Value Management to Monitor Laboratory Performance." In NCSL International Workshop & Symposium. NCSL International, 2018. http://dx.doi.org/10.51843/wsproceedings.2018.05.

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Earned Value Management (EVM) is a Project Management tool for monitoring performance. EVM provides the Project and Program Managers with a tool for monitoring progress and predicting success. This paper examines the use of EVM to monitor laboratory performance both from a laboratory perspective and a customer perspective.
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Jiyao Xu, Hengquan Zhang, and Feixiang Li. "Project integrated management based on quality earned value." In 2010 2nd International Conference on Information Science and Engineering (ICISE). IEEE, 2010. http://dx.doi.org/10.1109/icise.2010.5690973.

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Putz, Peter, David A. Maluf, David G. Bell, Mohana M. Gurram, Jennifer Hsu, Hemil N. Patel, and Keith J. Swanson. "Earned Value Management at NASA: An Integrated, Lightweight Solution." In 2007 IEEE Aerospace Conference. IEEE, 2007. http://dx.doi.org/10.1109/aero.2007.353025.

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Li, Jin-Hua, Chang-Jiang Wei, Jing Li, and Qiong Li. "Earned Value Project Management of Model-Centric Software Development." In 2008 4th International Conference on Wireless Communications, Networking and Mobile Computing (WiCOM). IEEE, 2008. http://dx.doi.org/10.1109/wicom.2008.2959.

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Xiao Ma and Bin Yang. "Optimization study of Earned Value Method in construction project management." In 2012 International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII). IEEE, 2012. http://dx.doi.org/10.1109/iciii.2012.6339813.

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Attarzadeh, Iman, and Ow Siew Hock. "Implementation and Evaluation of Earned Value Index to Achieve an Accurate Project Time and Cost Estimation and Improve "Earned Value Management System"." In 2009 International Conference on Information Management and Engineering. IEEE, 2009. http://dx.doi.org/10.1109/icime.2009.22.

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Yaping Wang, Sijun Bai, and Yuntao Guo. "Applied research of earned value theory in the engineering project management." In 2011 2nd IEEE International Conference on Emergency Management and Management Sciences (ICEMMS). IEEE, 2011. http://dx.doi.org/10.1109/icemms.2011.6015751.

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Reports on the topic "Earned value management"

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Melamed, Dan, Crystal Williams, Lisa Ramdas, and Rodney Lehman. Earned Value Management Systems for Operations Activities. Office of Scientific and Technical Information (OSTI), January 2021. http://dx.doi.org/10.2172/1878139.

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Brownsword, Lisa, and Jim Smith. Using Earned Value Management (EVM) in Spiral Development. Fort Belvoir, VA: Defense Technical Information Center, June 2005. http://dx.doi.org/10.21236/ada441247.

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Bohls, Robert J., and Sr. Earned Value Management as an Implementation Tool for CAIV. Fort Belvoir, VA: Defense Technical Information Center, March 2001. http://dx.doi.org/10.21236/ada385799.

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Dirige, Desiree S., and Larry H. Yu. Deficient Contractor Business Systems: Applying the Value at Risk (VAR) Model to Earned Value Management Systems. Fort Belvoir, VA: Defense Technical Information Center, June 2013. http://dx.doi.org/10.21236/ada583583.

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Kasunic, Mark, James McCurley, Dennis Goldenson, and David Zubrow. An Investigation of Techniques for Detecting Data Anomalies in Earned Value Management Data. Fort Belvoir, VA: Defense Technical Information Center, December 2011. http://dx.doi.org/10.21236/ada591417.

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Dibert, John C., and John C. Velez. An Analysis of Earned Value Management Implementation Within the F-22 System Program Office's Software Development. Fort Belvoir, VA: Defense Technical Information Center, December 2006. http://dx.doi.org/10.21236/ada460316.

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