Paul Solomon, Ralph Young

Performance-Based Earned Value

• Broschiertes Buch

Produktbeschreibung

A complete toolkit for implementation of Earned Value Management

Performance-Based Earned Value(r) uniquely shows project managers how to effectively integrate technical, schedule, and cost objectives by improving earned value management (EVM) practices. Providing innovative guidelines, methods, examples, and templates consistent with capability models and standards, this book approaches EVM from a practical level with understandable techniques that are applicable to the management of any project.

Clear and unambiguous instructions explain how to incorporate EVM with key systems engineering, software engineering, and project management processes such as establishing the technical or quality baseline, requirements management, using product metrics, and meeting success criteria for technical reviews. Detailed information is included on linking product requirements, project work products, the project plan, and the Performance Measurement Baseline (PMB), as well as correlating technical performance measures (TPM) with EVM. With straightforward instructions on how to use EVM on a simple project, such as building a house, and on complex projects, such as high-risk IT and engineering development projects, it is the only book that includes excerpts from the PMI's Project Management Body of Knowledge (PMBOK(r) ), CMMI(r) , the EVM System standard, systems engineering standards, federal acquisition regulations, and Department of Defense guides.??

Performance-Based Earned Value(r) allows both novices and experienced project managers-including project managers of suppliers and customers in the commercial and government sectors; software and systems engineering process improvement leaders; CMMI(r) appraisers; PMI members; and IEEE Computer Society members-to:
_ Incorporate product requirements and planned quality into the PMB
_ Conduct an Integrated Baseline Review
_ Analyze performance reports
_ Perform independent assessments and predictive analysis
_ Ensure that key TPMs are selected, monitored, and reported
_ Identify the right success criteria for technical reviews
_ Develop techniques for monitoring and controlling supplier performance
_ Integrate risk management with EVM
_ Comply with government acquisition policies and regulations

Written by Paul Solomon and Ralph Young, internationally recognized industry experts, Performance-Based Earned Value(r) is constructed from guidance in standards and capability models for EVM, systems engineering, software engineering, and project management. It is the complete guide to EVM, invaluable in helping students prepare for the PMI-PMP(r)exam with practical examples and templates to facilitate understanding, and in guiding project professionals in the private and public sectors to use EVM on complex projects.

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Produktdetails

• Software Engineering Best Practices
• Verlag: Wiley & Sons
• 1. Auflage
• Seitenzahl: 320
• Erscheinungstermin: 1. Oktober 2006
• Englisch
• Abmessung: 240mm x 155mm x 18mm
• Gewicht: 545g
• ISBN-13: 9780471721888
• ISBN-10: 0471721883
• Artikelnr.: 15156292

Autorenporträt

PAUL J. SOLOMON, PMP, is an internationally known consultant and author on Earned Value Management (EVM), and founder of his firm, Performance-Based Earned Value®. Mr. Solomon led the use of EVM on programs at Northrop Grumman Corporation, including the B-2 Stealth Bomber and the F-35 Joint Strike Fighter. He is a coauthor of EVM standards, including the national standard, ANSI/EIA-748 (for which he received the U.S. Department of Defense David Packard Excellence in Acquisition Award) and the PMI Practice Standard for EVM. He was a visiting scientist at the Software Engineering Institute (SEI) and wrote an SEI report on CMMI® and EVM. Mr. Solomon frequently speaks at industry and government conferences and is a tutor concerning EVM, systems engineering, and software engineering in the U.S. and India. RALPH R. YOUNG, DBA, is Director of Engineering Process Improvement, Systems and Process Engineering, Defense Group at Northrop Grumman Information Technology. Dr. Young helped lead his former business unit (Litton PRC) to CMM Level 5 and his current business unit to CMMI® Level 5. Northrop Grumman Corporation's Defense Group was the first organization in the world to be evaluated a second time at CMMI® Level 5. Dr. Young supports continuous improvement for both internal and external projects, to make process improvements, implement effective requirements practices, and develop innovations to facilitate project management.

Inhaltsangabe

Table of Contents v
Foreword xv
Preface xvii
Acknowledgments xix
1 Overview of PBEV 1
Introduction 1
What is PBEV? 1
PBEV Characteristics 2
Reputation of Earned Value Management 3
Lessons Learned 3
Inadequate Early Warning 4
Poor Implementation of EVMS 4
Reliable, Valid Information 4
Product Requirements and Quality 4
Processes 5
Measures 5
Snapshot of EVM 5
EVMS History and Limitations 6
EVMS History 6
EVMS Limitations 6
Customer Expectations for Performance-Based Management Systems 8
U.S. Federal Policy 8
U.S. Department of Defense Policies 8
Integrating Systems Engineering with Earned Value Management 9
National Defense Industrial Association 9
Standards and Capability Models 10
Customer Demand for Excellent Processes 11
CMMI as a Framework for Process Improvement 11
Customer Needs for Reduced Cycle Time and Evolutionary Acquisition 11
Increasing Utilization of EVM 12
PBEV and Agile Methods 13
Enterprise Demand for Cost-Effective Processes 13
Evolution of PBEV 13
Comparison of PBEV with EVMS 15
PBEV Process Flow 16
About this Book 16
Summary 18
References 18
2 Principles and Guidelines of PBEV 21
Introduction 21
EVMS Guidelines 21
PBEV Principles and Guidelines 21
PBEV Principles 21
PBEV Guidelines 22
First Principle 22
Product Scope 22
Product Requirements 22
Development of Product Requirements 26
Guideline 1.1 26
Guideline 1.2 26
Guideline 1.3 27
Second Principle 27
Performance 28
Base Measure 28
Guideline 2.1 29
Guideline 2.2 30
Guideline 2.3 31
Guideline 2.4 32
Guideline 2.5 33
Guideline 2.6 33
Guideline 2.7 33
Guideline 2.8 34
Guideline 2.9 34
Third Principle 35
Guideline 3.1 36
Guideline 3.2 36
Fourth Principle 37
Guideline 4.1 37
Guideline 4.2 37
Summary 38
References 38
3 Product Requirements Baseline 39
Introduction 39
What are the Requirements Baseline and the Technical Baseline? 40
What are Allocated Requirements? 41
High-level Requirements to Lower-Level Requirements 41
Engineering Approach 42
Performance Requirements 45
Early Validation 46
Requirements Validation Process 47
Requirements Traceability 49
A Case Study 52
Conversion of Customer Needs, Problems, and Requirements to Product
Requirements 54
Allocation of Product Requirements to Product
Component Requirements 55
Development of the Product Component
Requirements 56
Defining the Technical Performance Measures 63
Summary 65
References 66
4 Maintain Bidirectional Traceability 69
Introduction 69
Project Plans and the Performance Measurement Baseline 69
Integration of Product Scope and Project Scope 70
Work Products 70
System Definition Stage 72
EIA 632 Engineering Life Cycle Phase Work Products 72
Design Stage 72
Work Products and Work Packages 72
Synthesis 75
Design Verification 76
Test Stage 77
Summary 77
References 78
5 Progress Toward Meeting Product Requirements 79
Introduction 79
Guideline 2.1 80
When Product Requirements are Not Measurable 82
What If Measurement is Not Needed? 82
Guideline 2.2 83
Work Products 83
SE Process Work Products 83
Measures of Progress 84
Guideline 2.3 85
Guideline 2.4 86
Success Criteria 86
Summary 87
References 87
6 Establish Planned Values and Allocate Budget 89
Introduction 89
Guidelines 2.5 and 2.6 90
Trade Studies 90
Allocated Requirements 90
Allocated Requirements with Rework Examples 91
Technical Performance Measurement 92
TPM Flowdown Procedure 93
Evidence of Achieving Planned TPM Values 95
Planning for Rework 95
Summary 95
7 Variance Analysis 97
Introduction 97
Variance Analysis 98
Scenarios 98
Scenario 1: TPM Schedule Variance 99
Scenario 2: Software Behind Schedule in Meeting Requirements 100
Scenario 3: Systems Engineering Behind Schedule in Requirements Management
101
Scenario 4: Trade Study Behind Schedule 102
Variance from Critical-To-Quality Parameters 102
Summary 103
References 103
8 Level of Effort 105
Introduction 105
Guideline 2.8 105
Measurable But Not Practical to Measure 105
Exception to Guideline 2.8: Planned Process Improvements 106
Arbitrary Limits to LOE 107
Guideline 2.9 107
Commingling LOE with Discrete Work Packages 107
Solution: Quarantine LOE Performance 109
Summary 109
References 109
9 Integrate Risk Management with EVM 111
Introduction 111
Guideline 3.1 112
Guideline 3.2 113
Summary 114
10 Changes to the Performance Measurement Baseline 115
Introduction 115
Causes of Change to Product Requirements 116
Quality Factors 116
Example 10.1: Trade-off of Product Requirements, Project X 117
Example 10.2: House Project Revised Product Requirement 118
Summary 119
References 119
11 Agile Methods 121
Introduction 121
Business Environment 121
Agile Methods 122
Guidance for Tailoring Contract Performance Reports 123
Tailoring the Implementation of EVM 124
Tailor by WBS Element 124
Tailor by Project Phase 124
Extreme Tailoring of EVM 124
Summary 125
References 125
12 Requirements and Earned Value 127
Introduction 127
Requirements Status 127
Early Validation 128
Ways to Accomplish Validation 128
Select a Verification Method for Each Requirement 129
Trace the Requirements to the Verification Document 130
Revised/Recommended Requirements Statuses 130
Discrete Measurement of Requirements Management and Tracing 130
Use the RTM to Develop the Plan 131
How to Measure Progress 132
How to Determine EV 132
RTM Example 132
Total Requirements Management EV 134
Reasonableness Check 135
Summary 135
References 135
13 Using PBEV to Manage Software-Intensive Development 137
Introduction 137
Characteristics of Software Project Management 137
Functionality and Requirements 138
Functional Requirements 138
Grouping and Traceability of Requirements 139
Recommended Base Measures by Phase 140
Software Requirements and Analysis Phase 140
Code and Unit Test Phase 141
Test Phase 141
Software Rework 142
Deferred Functionality: Deviation from Plan 145
Technical Performance Measurement 148
Capacity and Response Time Requirements Issues 148
Capacity or Performance Requirements 149
COTS Considerations 150
Summary 151
References 151
14 Supplier Acquisition Management 153
Introduction 153
Contractual Considerations 153
Industry Standards 154
Contractual Technical and Management Deliverables 155
Integrated Baseline Review 155
Monitor Supplier's Adherence with Periodic Reviews 156
Utilize and Analyze Supplier's Performance Reports 157
CMMI Acquisition Module 158
Project Monitoring and Control 159
Solicitation and Contract Monitoring 159
Requirements Management 159
Summary 160
References 160
15 Moving Forward 161
Introduction 161
Why Implement Process Improvement? 161
Setting the Stage for Success 162
How to Implement a Process Improvement Program 162
Policies for Integrating Systems Engineering and Risk Management 163
Example 15.1: Integrate Organizational Processes with Systems Engineering
Standards 164
Excerpt from NGIS Procedure: Systems Engineering 164
Example 15.2: Integrate Risk Management with Earned Value Management 164
Excerpt from NGIS Procedure: Manage Risk 164
Implementation of PBEV 164
Summary 165
References 166
Appendices: 167
A. Fundamentals of Earned Value Management 167
Introduction 167
Why use EVM? 168
EVM principles 168
Planning and control processes 169
Product scope and quality 170
Work Breakdown Structure 170
Organizational Breakdown Structure 171
Control Accounts and Control Account Managers 171
Work packages and planning packages 171
Base measures 172
Performance Measurement Baseline (PMB) 172
House Project 173
Controlling a Project with EVM 183
Technical or Quality Variances 183
Schedule variances 184
Cost variances 184
Variance analysis 185
Cost Performance Index 186
Restatement of earned value 189
Rework 189
Maintaining the integrity of the PMB 191
Summary 192
References 192
B. Detailed Planning Guidance 193
Introduction 193
Detailed Planning of the Project 193
Detailed Planning of a Work Package 194
Work Products 194
Completion Criteria 195
Earned Value Methods 195
Technical Performance Matrix Worksheet Templates 195
Replan for Change in Number of Base Measures 200
Rework 204
Minimize Number of Work Packages 208
C. American National Standards Institute (ANSI)/Electronics Industries
Alliance (EIA) Standard-748, Earned Value Management Systems Guidelines 213
Guidelines by Major Category 213
References 216
C-1 Excerpts from NDIA PMSC ANSI/EIA 748-A, Standard for Earned Value
Management Systems Intent Guide 219
D. Federal Acquisition Regulations (FAR) Rule on EVMS 227
PART 2-Definitions of Words and Terms 228
PART 7-Acquisition Plans 228
PART 34-Major System Acquisition 229
PART 52-Solicitation Provisions and Contract Clauses 231
E. Enabling Work Products 235
Example E.1: Typical Work Products in CMMI 235
Example E.2: Enabling Work Products from Project X 235
F. Trade Studies 239
Trade Study Progress 242
Example F.1: Evaluate Trade Study Candidates 242
Example F.2: Trade Sudy Evaluate Candidates Activity 243
Example F.3: Trade Study from Project X 243
G. Allocated Requirements 247
Allocated Requirements 247
Requirements Development 248
Design Phase 249
Rework 253
Testing 254
Deferred Requirements 256
Software Development 256
References 256
H. Technical Performance Measures 257
TPM Work Products: Evidence of Achieving Planned TPM Values 257
Concept of Basing EV on TPMS 257
TPM: Planned Value for Physical Qualities 258
TPM: Software Quality 262
I. Success Criteria 265
Event-driven Entry and Exit Criteria for Success 265
Example I.1: Entrance and Exit Criteria for Critical Design Review (CDR)
266
Example I.2: Success Criteria for Completion of Detailed Design, Project X
270
Example I.3: Success Criteria and Technical Baselines from the Defense
Acquisition Guide 271
Glossary 277
About the Authors 287
Index 291