EARNED VALUE MANAGEMENT FOR PROJECT MANAGEMENT: USING MICROSOFT OFFICE PROJECT
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EARNED VALUE MANAGEMENT FOR PROJECT MANAGEMENT: USING MICROSOFT OFFICE PROJECT PDF
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Published on: 1853 Binding: Paperback
Most helpful customer reviews 0 of 1 people found the following review helpful. A good book to read By Obaid Lots of good material related to project mgmt. Although some of the topics in the book have been implemented part of project 16, still it's a good book 4 of 5 people found the following review helpful. A Very Poor EVMS Book By J. Baber My quest for an Earned Value Management Systems College text book continues with this review. Students approaching this book must use extreme caution. This book is a veritable minefield of project management terms and concepts that if stepped upon (intellectually digested by the student) will lead to problems. Simply stated, this book is poorly constructed from the perspective of its organization/layout and secondly its subject matter content is severely lacking. A poorly constructed book which is also lacking in its content is not a book I can recommend. Examples follow: POORLY WRITTEN AND CONSTRUCTED This book is difficult to read due to its confusing construction and a large amount of poorly written and constructed sentences. Students require and expect books constructed in a clear logical manner and this volume is lacking. For example, pages 3-5 are the readers' first view of the individual chapters, all of which are un-numbered. Then on pages 17-20 the individual chapters are summarized and the chapters now appear individually numbered. Adding to the confusion is that some chapters in the text clearly display the actual chapter title from the table of contents (p.3-5) and others do not. For example, the chapter 2 title (Schedule Management) does not appear in the text at the beginning of chapter 2 and neither does the chapter number. This makes it difficult for the reader to clearly relate the text to the table of contents and easy for the reader not to realize they have begun reading an entirely new chapter. Another example of poor writing can be found on pages 189 to 206. This section explains the 24 entries of the EVM tool where each numerical value is explained. The text below appears 21 times on 17 pages which made reading this section a work of exhausting labor. Try reading this 21 times on 17 pages:
"Percentage is supposed to be entered in whole format and not in the decimal format. Suppose you wish you (sic.) enter 10 percent as the cost increase, then you need to enter 10.0000 and not 0.1000 in the Impact column." Not as numerous as the previous example, but yet another case of repeating text within these pages is the text: "We can talk about numerous examples for scope increase in a project, as we all know that while executing projects, the paradoxical adage "change is the only constant" rules the project. This condition enables the project manager to better manage the change that is evident in the project and be able to provide almost-accurate responses to the clients' and the senior-management questions about impact to cost and time due to the increase in the scope of the project." Imagine reading the above two examples over and over and over and then you can understand why reading this book was a laborious task. NOT PMI ALIGNED The author states that his book "is aligned with the practice standard for EVM published by PMI (Project Management Institute)" (p.7) and further states this book will not align "to the ANSI-EVMS standards that talk about control accounts, planning packages, and so forth." (p.7). The author is obviously misinformed as to the content of the PMI EVMS Practice Standard. The 2nd edition of the PMI EVMS Practice Standard discusses and explains control accounts on page 32 and Planning Packages on pages 9 and seventy-eight. If this book truly aligned to the PMI EVMS Practice Standard, then it would include discussions on control accounts, planning packages, etc. The misalignment continues when the author cites Estimates-at-Completion (EAC) on pages 67-69 that are different from the PMI EVMS Practice Standard EACs. The author fails to cite the CPI*SPI EAC as shown in table 9-1 (p. 62) in the PMI EVMS Practice Standard. Lastly, recall again that this author states this book is written following the PMI EVM book (p.7). The last chapter (EVM for Project Financials) includes terms and concepts which stretch the bounds and intent of EVMS and which are not included in the PMI EVMS Practice Standard. The author states that this chapter: "will show how one can manage the project financials with respect to the revenue, cost, and profitability of the project." This chapter introduces terms and concepts such as: Planned Value Revenue (PVR), Earned Value Revenue (EVR), Revenue Variance (DRV), etc. Beware! It is not wise placing project managers in the position of calculating and reporting on revenue, cost, and profitability of their projects using these "newly minted" terms. As a side note, page 15 lists the sole reference which in this case is the PMI Practice Standard, but the author fails to inform the reader which edition is referenced in this book. MISUNDERSTANDING OF EARNED VALUE MANAGEMENT The author makes unsubstantiated grandiose claims regarding EVMS such as it is: "the most commonly used technique for cost management is earned value management or EVMS." (p.7 ) and "Presently EVM is becoming the most preferred technique in managing projects across the world. Increasingly customers are asking for projects to be tracked using the EVM technique." (p.37). I only wish the two previous statements were true, but they simply are not. Projects and whole industries would be revolutionized if EVMS principles were appropriately deployed, but that is simply not the case. Not only is there a general misunderstanding of EVMS, but books such as
this one only add to the confusion of the subject; not clarity. The author fails to understand the variety and diversity of earned value methods used to measure work tasks or work packages. Work tasks/work packages require measurement techniques and this author only mentions two (p. 40-41: Percent complete and 50/50) and explains that Percent Complete produces highly subjective results and the 50/50 technique is not recommended since it does not provide "a heads-up on the variances of the individual tasks." (p. 41). First, if the author actually followed the PMI EVMS Practice Standard (p. 36-40) he would have presented these techniques in a much more accurate fashion and presented the whole range of available measurement techniques. But let's take the author at his word. The author states that "EVM is becoming the most preferred technique in managing projects across the world. Increasingly customers are asking for projects to be tracked using the EVM technique." (p.37) So, customers are clamoring to use EVMS so they can manage their projects with these two highly subjective and inadequate work package measurement techniques! THE EVMS TOOL This book comes with the opportunity to use the author's EVM template and as explained on page 7, it will come embedded with advertising unless the student purchases a fully licensed version. This tool is not worth your time and effort. It is my opinion that the author has purposely burdened the trial version with the advertisements only to annoy the user so that they purchase the licensed copy. There is no compelling reason to burden this tool with these low class advertisements and the existence of the advertisements means the tool will not function unless you are connected to the Internet. Additionally, the trial version will not accept any project longer than 6 months making this trial tool of little to no value. The tool is cumbersome and not compliant to EVMS standards such as statusing in-progress work packages. SUMMARY This review only highlighted a few of the problems with this book; there are many more problems that are not part of this review. Needless to say, if you have read this far you will realize this book is not a recommended buy. I have written other book reviews on EVMS books which you can also read. 3 of 4 people found the following review helpful. EVM for MS Project - Thorough! By Steve P If you are a novice project manager, this is a valuable book and helpful tool. If you are an experienced PM, you will find much information quite basic, but a new way to look at using EVM and a useful tool (his Excel template) as well. Sham Dayal's latest book, Earned Value Managemet for Project Management, using Microsoft Office Project is an updated, and more thorough version of his previous book on the subject. As a project manager, I'm always interested in useful tools to make my job easier and quicker. This is one tool that does both. The book starts out with an overview of PM (project mgmt), EVM and then goes into how to use EVM to help with not only project performance, but team management and "what if" scenarios as well. The book covers both earlier versions and the 2010 version of MS Project.
Although basic at times, the book provides an excellent overview of the how and why to schedule development and using EVM to its fullest. I have found it to be a thorough, but simple explaination of EVM along with methods to use the data to manage a project more easily. It comes with an Excel tool that uses the data from MS Project to process all the EVM data as well as perform "what if" analysis. Although the tool offered with the book is a trial version, the full version is offered at a modest price, $12/year! Mr. Dayal also follows a philosophy of using the Priority feature in MS Project to assist in project execution and schedule management. He advocates it is easier to resequence your project plan using a priority scheme. While I've not used this feature much, I find it intriging and plan to explore it more. See all 11 customer reviews...
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