Earned Value Project Management (Fourth Edition)

by Quentin W. Fleming, Joel M. Koppelman

Overview

Earned Value Project Management (EVPM) is a methodology used to measure and communicate the real physical progress of a project taking into account the work completed, the time taken and the costs incurred to complete that work. As a result, EVPM allows more educated and effective management decision-making, which helps evaluate and control project risk by measuring project progress in monetary terms. In the first two editions of Earned Value Project Management, Quentin W. Fleming and Joel M. Koppelman provided guidance for project management practitioners already familiar with EVPM, was well as those who were new to the use of this technique. The third edition expanded the information available on of EVPM for medium and smaller projects while still being relevant for larger projects. An important addition to Earned Value Project Management – Fourth Edition is the discussion of the two perceptions of the EVM concept. Both are valid, but one is better suited to the management of major projects while the other appropriate for use on all projects. The authors cover both perceptions in this book, with a bias in favor of simple, broad-based EVM for use on all projects.

Product Details

ISBN-13:	9781935589419
Publisher:	Project Management Institute
Publication date:	12/20/2016
Sold by:	Barnes & Noble
Format:	eBook
Pages:	231
File size:	4 MB

About the Author

Quentin Fleming is an author and a management consultant. He developed two new courses in the project management series for the University of California at Irvine: project procurement management and earned value project management.During 1999-2000 he served on the eight person "core team" which updated the Project Management Institute's A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Year 2000 Edition.Quentin was reponsible for all earned value content, and also the chapter covering project procurement management. Mr. Joel M. Koppelman served as the Senior Vice President and General Manager for Primavera Global Business Unit at Oracle Corp. Mr. Koppelman was a Co-Owner of Primavera Systems, Inc. and also co-founded it in 1983. He served as the Chief Executive Officer of Primavera Systems Inc. Prior to Primavera, he served as a Vice President at Day & Zimmermann, where he was responsible for financial consulting. He started his business career at Booz, Allen & Hamilton as a Senior Consultant responsible for project management. He has successfully operated his own consulting firm and has written and published several articles on project management. He served as the Chairman of Primavera Systems Inc. He serves as a Member of Advisory Board at Vesta Partners, LLC. He has served as a Board Member of the University City Science Center's Applications Development Center in Philadelphia. He serves as a Member of Drexel University's Engineering College Advisory Council. Mr. Koppelman is an active Member of several professional and educational organizations and has delivered technical papers at PMI, AACE, PMA, CMAA, CFMA, APTA and ASCE. He is a co-author of Earned Value Project Management, printed by the Project Management Institute. He has also been published in the Harvard Business Review among other professional journals. In May 1997, he received the 1997 Distinguished Alumni Award for Service to Your Profession from Drexel University. He is also a Recipient of PMI's Distinguished Contribution Award. He received the 2002 "Award of Merit" from AACE (Association for the Advancement of Cost Engineering), the 1994 "Distinguished Contributor Award" from PMI (Project Management Institute) and was named to the Drexel University 100 in 2000. Mr. Koppelman is a Registered Professional Engineer and holds a BS degree in Civil Engineering from Drexel University in Philadelphia in 1970 and an M.B.A in Finance from the Wharton School of Business at the University of Pennsylvania in 1976.

Editorial Reviews

An old management tool in a new guise provides managers with an "early warning" signal of impending cost problems. The authors, both businessmen, trace the technique of earned value cost management from its formal introduction as part of PERT/Cost through its most prominent application within the Cost/Schedule Control Systems Criteria (C/SCSC) over the past 25 years. They discuss both positive and negative aspects of earned value and argue for a more user- friendly approach that avoids mind-boggling terminology. Annotation c. by Book News, Inc., Portland, Or.

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