Hi Chelsea,
Thank you for your response and for highlighting several critical issues. I appreciate you getting the discussion going and also sharing your thoughts on this community board.
Thank you for pointing out the importance of an organization's culture, which is indeed a significant barrier. Changing an existing culture, especially when senior managers have a phobia of new changes and concerns about costs, can be a daunting task. In my experience, the cost of not implementing EVM is often higher than the cost of doing so. The long-term benefits far outweigh the initial investments and effort required.
In my experience, a useful EVMS is one based on trust. If an organization sets up a truly integrated cost/schedule/technical performance process methodology, deploys the correct tools to manage the effort, trains the workforce adequately, and takes the whole effort seriously from top to bottom, it will have what is necessary to be successful. If an organization does not follow these recommendations, setting up an EVMS will be an exercise in futility, and there will be limitations in trusting the data. Most folks build schedules on Mars, manage costs on Venus, and then marry them up at the end of the reporting period and call it an EVMS. That is not true cost/schedule/technical performance integration.
Regarding your point on pressures for CPI and SPI always to be greater than or equal to 1.0, I am certain we have all experienced moments where the CPI and SPI are manipulated to mask the whole truth.
I am looking forward to hearing more responses before I compile my list of items for the two questions I have raised.
Thank you again for your valuable input!
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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------------------------------
Original Message:
Sent: 05-23-2024 12:06 PM
From: Chelsea Calhoun Gerald
Subject: EV Stoppers!
Hi Moj,
Thank you for your question. Here are a few of my thoughts to get the discussion going.
1. What issues can stop organizations from practicing EVM at all?
- Lack of knowledge of basic project management skills
- Lack of knowledge of EVM / how to properly integrate scope, cost, and schedule
- Fear it will be costly, time consuming, and not add value
- An organization's culture
2. What issues can stop organizations from practicing EVM in a correct manner?
- Not having a WBS and/or performance measurement baseline that is valued and respected
- Stove piped organizations - inability to fully integrate scope, cost, and schedule
- Lack of skilled professionals
- Pressures for CPI and SPI always to be greater than or equal to 1.0
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Chelsea Calhoun Gerald, PMP, EVP
P&S Subcommittee
Communications Director
chelscalhoun@gmail.com
(301) 775-5674
Original Message:
Sent: 05-19-2024 03:51 PM
From: Mojtaba Zarei Kesheh
Subject: EV Stoppers!
Hi all,
As Earned Value Management (EVM) is one of the most prestigious methods in project management, I am excited to start a discussion and hope that you will participate.
Before we dive into the question, let's establish some ground rules for responding:
- Please respond only if you have been involved with the implementation of EVM or have experience with EVM reporting.
- Keep your responses concise and specific, avoiding general comments and minimizing jargon.
Now, the question:
The discussion focuses on the obstacles to Earned Value Management. Please provide your insights on the following:
- What issues can stop organizations from practicing EVM at all?
- What issues can stop organizations from practicing EVM in a correct manner?
I am looking forward to your responses and the engaging discussion that will follow.
Thank you!
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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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