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(EV) the Measurable News PMI Earned Value Management Community of Practice The Measurable News 2011, Issue 1 Lawrence of Arabia and Non-Compliant Earned Value (EV) IN THIS ISSUE Lawrence of Arabia and Non-Compliant Earned Value (EV) 1 How to Make the Perfect EVM-tini 6 Our EVM Professional Organization — An Evolving Process 7 Schedule Adherence and Rework 9 The Challenge for Earned Value in Commercial Industry 18 Is Something Missing from Project Management? 23 Steve Wake In constructing my presentation, I used Some people would argue that if you This article won’t tell you much about stories and pictures to illustrate the are not fully compliant then you are not earned value, but it will show you how thought process needed to achieve compliant at all, the 0 – 100 method. to make ideas stick. These thoughts this condition, including Lawrence of In the UK, people would come up to emanate from a query by Chris Bell Arabia, peanut butter, and dogs of as- me and say they used EV. Sometimes asking, “Can you speak about non- sorted shapes and sizes. that, too, would mean fully compliant. compliant earned value?” Each story or picture was wrapped More often than not, it meant a very I concluded my presentation on around the idea I wanted the audience subjective percent complete and a con- this subject at the 2009 EVM World to understand and remember, and, stantly revised baseline. There were Conference in Naples, FL, with the fol- if you were present for the presenta- also the people in between, with a wide lowing words: tion, I’m sure you do remember. That’s range of more or less compliant. how memory works best. my use of We took the view that any progress to- “The way forward is a combination Lawrence of Arabia and peanut but- of MINDSET and TOOLSET. ward measured performance was a ter, however, were arrived at through a good thing and that it should not be Currently the benefits to be more circuitous route. discouraged; however, we didn’t have achieved by effort expended on The words “non-compliant earned anything to capture and measure how technical improvement of what is value” don’t make me want to hit the much or how little EV was being done. already a great toolset are far out- “buy” button very quickly, but what do If we did, then we would have a start- weighed by the benefits returned by they mean? There are varied answers ing point coordinate. We could then efforts that focus on the mindset. to that question. ask if that was enough. If it wasn’t, We need to build a better project If you do all the 32 EV criteria, then then we now had a map that could manager, not a better project man- you might be said to be fully compliant. show us where we needed to go. We agement method. We must have more thinkers and doers.” Continued on p. 4. Comprehensive Project Controls for Complex Projects The Deltek Enterprise Project Management (EPM) suite is a comprehensive solution set for cost management, earned value management, planning and scheduling, risk management, and project collaboration. Deltek EPM solutions deliver capabilities to monitor and control projects, avoid surprises and demonstrate real-time project health to all stakeholders. • Improve visibility of project performance • Support executive-level strategic decision-making • Access relevant and detailed project information • Achieve greater control over forecasting and project execution • Identify team responsibilities and collaborate Find out more at www.deltek.com/epm The Measurable News The PMI - Earned Value Community of Practice Newsletter is an official publication of PMI. Editorial Staff Publisher: PMI - Earned Value Community of Practice Managing Director: Gaile Argiro Story Editor: Peter Schwarz Designer: Amanda Mitchell Vice President of Communications: Robert Horrigan Editorial Copy Editorial contributions, photos, and miscella- neous inquiries should be addressed and sent to the editor at the Earned Value Management Community of Practice headquarters. Please follow the author guidelines posted on the PMI-Earned Value Management Community of 2008–2011 Community Council Practice web site. Letters submitted to the edi- tor will be considered for publication unless the Leaders & Staff writer requests otherwise. Letters are subject to editing for style, accuracy, space, and propri- ety. All letters must be signed, and initials will be Community Manager used on request only if you include your name. Susan Wood The Earned Value Management Community of 850-892-3747 • [email protected] Practice reserves the right to refuse publication of any letter for any reason. We welcome articles relevant to project management. The Measur- Deputy Community Manager able News does not pay for submissions. Articles Ray Stratton published in The Measurable News remain the 714-318-2231• [email protected] property of the authors. Finance Lead Advertising Catherine Ahye Advertising inquiries, submissions, and pay- ments (check or money order made payable 571-250-2382 •[email protected] to the College of Performance Management) Administrative Lead should be sent to Earned Value Manage- ment Community of Practice headquarters. Marilyn McCauley Advertising rates are $1000 (taken) for inside 937-878-7923• [email protected] front or back cover (full-page ad only), $800 for other full-page ads, $500 for half-page ads, Service Delivery Lead and $300 for quarter-page ads. Issue sponsor- Barry Schuler ships are available at $2500 per issue. Business 703-456-0707 • [email protected] card ads are available for $100 per issues (or free with full-page ad). Rates are good from Knowledge Management Lead January 1, 2011 – December 31, 2011. Earned Value Management Community of Practice Joe Houser reserves the right to refuse publication of any 301-529-6697• [email protected] ad for any reason. Research and Standards Lead Subscriptions Kym Henderson All Earned Value Management Community of 61 414 428 537 • [email protected] Practice publications are produced as a benefit for Earned Value Management Community of Communication Lead Practice members. All change of address or Robert Horrigan membership inquiries should be directed to: PMI Headquarters, Customer Care Department, Four 703-923-6094 • [email protected] Campus Boulevard, Newtown Square, PA 19073- Immediate Past Community Lead 3299 • Phone 610.356.4600 • Fax 610.356.4647 • [email protected]. Neil Albert All articles and letters represent the view of the 703-506-4600 • [email protected] authors and not necessarily those of Earned Value Management Community of Practice. Advertising Executive Administrator content does not signify endorsement by Earned Gaile Argiro Value Management Community of Practice. 703-370-7885 • [email protected] Please notify Earned Value Management Com- munity of Practice for single copy or reproduction Executive Assistant requests. Appropriate charges will apply. Stephanie Bautista © 2011 by the PMI - Earned Value Management Community of Practice. All rights reserved. 703-370-4301 • [email protected] 3 The Measurable News ty leader. Rory had been in Afghanistan fectly. It is their war, and you are to help recently and came up with the amaz- them, not to win it for them. Actually, ing fact (to me) that American officers also, under the very odd conditions of were being taught something written Arabia, your practical work will not be nearly 100 years ago by T.E. Lawrence. as good as, perhaps, you think it is.” In 1917, Lawrence wrote 27 articles Article 3. “Your place is advisory, and or commandments to help understand your advice is due to the commander how to deal with counter-insurgency. alone. Let him see that it is your con- What was counter insurgency? ception of your duty and that his is In brief, Lawrence provided guid- to be the sole executive of your joint ance for a change programme that plans.” challenged the ruling status quo of Article 4. “Win and keep the confi- Turkish occupation by getting the lo- dence of your leader. Strengthen his cal inhabitants on his side and train- prestige at your expense before oth- ing them. History has shown us that ers if you can. Never refuse or quash this story did not have a happy end schemes he may put forward, but en- for Lawrence, but what he wrote was sure that they are put forward in the amazing in its content and directly rel- first instance privately to you.” evant to me in the context of EV. Article 12. “Cling tight to your sense Continued from p. 1. of humour. You will need it every day.” My major problem is that I know that EV would have two bearings and a coor- “The open reason that is a great process. I can convince others Article 23. dinate for a planned journey that we Bedu give you for action or inaction that it is a great process, but if that is all could monitor and measure. We had may be true, but always there will be I do, it will not actually happen. invented the Compass! better reasons left for you to devine. When you introduce EV, you have to Instead of saying, “It’s the 32 guide- You must find these inner reasons make people change the way they lines or nothing,” and then shrugging (they will be denied, but are none the work everywhere. EV is not a plug-in and rolling our eyes, we could say, less in operation) before shaping your gadget. It is a way of life. “Yes. You use earned value like this. arguments for one course or another.” That knowledge will help us make in- So bear with me. The 27 articles that As a preface to his articles, he wrote formed management choices about Lawrence wrote are useful wisdom for the following admonishment concerning our working with you.” me to read and think about when I am the context in which they were written: implementing EV.
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