Managing Projects as Investments Earned Value to Business Value 1st Edition by Stephen Devaux 1482212709 9781482212709

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Product details:

ISBN 10: 1482212709 

ISBN 13: 9781482212709

Author: Stephen A. Devaux 

Due to a lack of appreciation of the true economic identity of projects, techniques and metrics that could hugely improve project selection and performance are not being used. This book provides insights and innovative techniques drawn from more than a quarter century of experience. These techniques have the potential to transform program and project management from the current haphazard application of various techniques and metrics to an incisive and integrated approach where programs and projects are managed for the crucial economic and financial implications that are at the essence of every project investment.

Managing Projects as Investments Earned Value to Business Value 1st table of contents: 

Chapter 1 Redefining projects
Value drivers
Planning and tracking projects as investments
Traditional project tracking
Project success and failure
Of deadlines and budgets
Procrustean bed of deadlines
Quantifying the triple constraint model
COST side of the project investment triangle
Finance departments and overhead burdens
SCOPE side of the project investment triangle
Product scope: Main generator of project value
Project scope: A secondary generator of the project value
Customer value and internal value
Implications of various contract types
Project investment metrics
Expected project profit planning formula
Expected project profit at completion formula
Examples of expected project profit calculation
Summary points
Endnotes
Chapter 2 Of time and timing
Simple example of the complexities of managing time
Examples of impact of time on projects
Impact of time on emergency response projects
Impact of time on enabler projects
Impact of time on contractual enabler projects
Ignoring the cost of time
Time as an externality
Summary points
Endnotes
Chapter 3 Tracking projects by investment value
Expected value versus actual value
DIPP: A formula to analyze termination of a project investment
Simple DIPP: Setting the baseline for expected project profitability
DIPP Progress Index (DPI): Tracking project value against baseline DIPP
Case for this new approach to planning projects
Summary points
Endnotes
Chapter 4 Managing project time
Critical path is—uh—critical!
Activity identification and duration estimating
Hard and soft dependencies
Basics of the CPM algorithm
Critical path drag
Managing change
Riding a changing schedule
Answers and explanations
A tragic example from history
Summary points
Endnotes
Chapter 5 Optimizing the schedule with drag and drag cost
Drag cost
True cost of project activities
Resource elasticity and the DRED
Using the DRED with true cost
Cautionary note on using the DRED
Assessing optimization of the CPM schedule
Three-point estimating
Monte Carlo systems
Summary points
Endnotes
Chapter 6 Combining project investment tools
Step 1: Determine expected monetary value of the project
Step 2: Develop a value breakdown structure (VBS)
Estimating the value-added of the training project to the immunization program
Estimating the value-added of activities in the training project
Step 3: Determine value/cost of time on the project
Step 4: Computing drag cost of optional activities
Step 5: Calculating net value-added of optional activities
Uncertainty principle in schedule optimization
Final word on the schedule optimization process
Using critical path drag to recover a schedule
Computing critical path drag on a schedule subset
Summary points
Endnotes
Chapter 7 Of resources and rightsizing
How we got to this point
Resource availability and project CPM schedule
Resource unavailability and activity duration estimates
Role of the functional manager
Utilization rate metric
Maintaining the resource library
Working around lack of a resource library
Resource leveling
Time-limited resource leveling
Resource-limited resource leveling
The cost of leveling with unresolved bottlenecks (the CLUB)
Elusive goal: Stable staffing levels for a project-driven organization
Rightsizing staffing levels for a project-driven organization
Summary points
Chapter 8 Fundamentals of earned value
What earned value is and isn’t
Just what is earned value?
Fundamental basis of earned value tracking
Basic earned value cost tracking formulas
Basic earned value schedule tracking
Flaws in earned value schedule tracking
Gaming the SPI
Fixing the SPI
Earned schedule tracking
Tracking the DIPP through earned value
How to use the DIPP to redeem projects
Summary points
Chapter 9 Advanced earned value
Earned value based on milestones
Tracking CPI based on labor
To complete performance index (TCPI)
Critical ratio cost index
Earned value based on milestones
Combining earned value metrics with the DIPP
Summary points
Chapter 10 Conclusion
Appendix
Glossary

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Tags: Managing Projects, Investments, Earned Value, Business Value, Stephen Devaux