My name is Michael Marcell, and I am the Chair of the Productivity, Performance, & Earned Value Technical Subcommittee. We combined the Earned Value Management and Project & Cost Control communities to create the Productivity, Performance, & Earned Value community. This is your space to ask questions, share best practices and resources, and learn from your peers.

The Productivity, Performance, and Earned Value Subcommittee focuses on the application of performance management techniques to establish a complete scope, schedule, and cost baseline to measure project progress, provide forecasting and effective reporting, and maintain that baseline with proper change management.  The application of these techniques is appropriate for various industries, forms of contract and compliance requirements, and project complexity and is scalable to meet the management needs of the project.

Let's get the conversation started.

What projects are you working on? Are there any tools or resources you've found valuable recently?

I hope you'll participate. The more voices, the better! Look forward to collaborating with you. 

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Michael Marcell EVP PSP
Vice President
K2 Consulting
Bethesda MD
(240) 876-4833
mmarcell@k2consulting.com
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Very interesting work!

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Vartenie Aramali
PhD Candidate
Arizona State University
(602) 900-2544
varamali@asu.edu
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Hi Michael,

Thank you for your leadership and for starting this important conversation. Bringing together different areas within our field helps us share ideas more easily and can make our work better. However, I'd like to share a thought about the merging of the Earned Value Management (EVM) and Project & Cost Control communities.

I understand why these closely related fields were brought together, aiming to make our work together more effective. However, I believe that EVM deserves its own separate group because of its specific methods and the detailed knowledge needed to manage EVM systems properly.

If the goal of merging groups is to improve skills like forecasting, one could argue that combining Decision & Risk Management with Project Control could follow the same logic. But, we know that blending these areas might weaken the detailed and focused discussions important for each field's success. 

As someone who greatly values the EVM approach and recognises its importance I think keeping a separate EVM group could lead to more targeted improvements and new ideas in this area. This would not only keep but potentially increase the value of EVM practices within our larger project management field. Additionally, I am concerned that by not maintaining a separate EVM community, we might see a decrease in membership in the future as individuals seeking specialised knowledge in EVM may feel underserved.

I hope my thoughts are seen as an effort to help us all do better in our projects.

Many thanks.

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Moj Kesheh, PSP, FCIArb
Senior Director
Forensic & Litigation Consulting – Construction, Projects & Assets
FTI Consulting
London | United Kingdom
Moj.Kesheh@fticonsulting.com
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