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Comments on The New PMI EVA/ EVM Standard

Today I received the response to my comments on the EVA/ EVM draft.
22 “Rejected”, which is disappointing 14 Accepted, 1 deemed ‘editorial’ etc out of 41 comments

Its now mixed the concept of value as we’d use it every day with the un-intuitive use of it that is the root of Earned Value (in EV value means ‘what part of the contract’s pre-agreed cost that would be fair to pay in recognition of the % of the total work and thus result achieved’).

It accentuates the idea EV is hard, fails to accommodate from the very start the identical concept but different vocabulary of BurnCharts etc etc that seem ideas that should be adjusted.

Whats really ironic is a rejected comment doesn’t get a thanks for being thoughtful but a partially accepted one does. Seems the message is “we’re grateful if you tell us what we agree about but not if you say something we disagree about – imho that is backwards

Browse if your interested – some comments have managed to nudge the standard in a direction that hopefully is an improvement

 


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19  This standard was developed with the project manager, project team, and stakeholders as
Your Recommendation
add the customer to the list, perhaps as teh first and maybe even teh only entry! “This standard was developed to support the important interests of the project’s investor, buyer or customer to receive reliable information of contractor or team progress. The standard will be of relevance to all those roles with a duty to report status such as project managers….”
Your Justification
The phrase “Earned Value” is profoundly buyer-oriented as in “If my subcontractor presents an invoice to me today how much would it be fair that i paid for the earned value deliverable” so they really should be the first entry in the list
Our vote on your recommendation: Rejected
Our justification: No substantive improvement in content.

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27  performance measurement baseline (PMB).
Your Recommendation
“The use of earned value is relevant to all service delivery and product development endeavours whether planned and managed on predictive or iterative adaptive approaches. Vocabulary and graphical conventions vary but principles and meaning are consistant independantly of development life-cycle choices
Your Justification
Its important on page one to be inclusive of ‘agile/ burn charts’ and ‘waterfall/ s-curves’ and remove the false “but its different when…”
Our vote on your recommendation: Accepted With Modification
Our justification: Thank you for your thoughtful input to the PMI Standard for Earned Value Management. We appreciate your efforts, and they have been considered in the final work product.

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45  Earned value management (EVM) is a project management methodology used to objectively
46  measure project performance based on a time-phased, integrated baseline that incorporates
47  project scope, schedule, resources (including cost), and risk. EVM helps to identify the
48  causes of deviations from the baseline that need corrective actions. Moreover, EVM allows
Your Recommendation
Yikes no. “EV is a project staus reporting convention used to transparently report progress as measured through quality control activities and relate status to intention for detection of variance from agreed commitments (baselines) across cost and resorce use, time, scope and quality and provisions within the baselines for threat and opportunity. EV help alerts practitioners to when causes of deviation maybe significant enough to warrant activity to identify them as assignable and…
Your Justification
EV isn’t a management method its a reporting procedure, It is 100% reliant on quality control to assess degree of “done” and it doesn’t help to identify causes of deviation only their presence
Our vote on your recommendation: Rejected
Our justification: Recommendation conflicts with other accepted material in the standard.

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49  for estimating project outcomes based on past performance. The application of earned value
Your Recommendation
“…performance. When considering project performance it is possible to represent status and projections in each of the cost, schedule and scope axis of the project. Traditionally Earned ‘Value’ has translated all expressions of status versus baseline to a financial value, including schedule impacts. Representation in the time dimension of the baseline is typically called Earned Schedule. Representation in terms of scope is the subject of Burn-charts typically used in ‘agile’ environments. The application of earned ….”
Your Justification
It would be criminally short-sighted to create a description here of the whole topic and not be inclusive of ES and Burn-Charts
Our vote on your recommendation: Accepted With Modification
Our justification: Thank you for your thoughtful input to the PMI Standard for Earned Value Management. We appreciate your efforts, and they have been considered in the final work product.

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65  Practitioners are often involved with change initiatives and project-based work in a
Your Recommendation
Should have ticked several lines its not just 65 Remove all the “oh boy is this stuff right when stuff gets complex” and instead focus on “EV is the only way to get a true status picture in any project of any degree of simplicity and it maintains that capability as the environment get more complicated”
Your Justification
This document should not be trying to sell EV, it should not be perpetuating the idea of EV as something difficult or exotic or rare. It should position EV as simple, powerful, indispensable, unavoidable in concept even if entirely unnecessary as un-intuitive abbreviations and name and formula, hype and abbreviations. At some point there needs to be a discussion of how EV works in emergent – ie properly complex – situations.
Our vote on your recommendation: Rejected
Our justification: Insufficient recommendation – cannot determine what is being recommended.

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80  Earned value is the value of completed work in terms of the original project budget. In
Your Recommendation
Earned Value is the budgeted COST of the completed work…Literally EV = PC or ‘PV’ * %complete
Your Justification
value is a CUSTOMER centric word and EV as described here is a supplier representation of achievement – the word value is a dangerous one to use, probably wrong and easily avoided for increased clarity
Our vote on your recommendation: Rejected
Our justification: Recommendation rejected due to content already included elsewhere in the document.

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82  is planned to be accomplished as a function of the performance baseline. The term
Your Recommendation
“..accomplished by this point in the schedule and at this point in the schedule”
Your Justification
the PV line on th eEV graph links %complete in any unit you like to date of intended achievement – and line 82 should say it clearly and not over complicate the description People are already shy of EV without this document over egging the descriptions – apply KISS Keep it Simple
Our vote on your recommendation: Accepted With Modification
Our justification: Thank you for your thoughtful input to the PMI Standard for Earned Value Management. We appreciate your efforts, and they have been considered in the final work product.

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86  reflects the sponsor’s view of value accretion. In this way, the earned-value concept
Your Recommendation
swictch accretion to achieved or gained or…
Your Justification
as written the vocabulary choice is unnecessary, devalues the document and limits the non english speakers likelihood of easy understanding
Our vote on your recommendation: Accepted With Modification
Our justification: Thank you for your thoughtful input to the PMI Standard for Earned Value Management. We appreciate your efforts, and they have been considered in the final work product.

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91  enables practitioners to identify problems early and make adjustments that can keep a
92  project on time and on budget. EVM is one of the most effective performance measurement
Your Recommendation
“keep a project targeted on the balance of cost time and performance that represents the acquiring organisation’s investment evolving objectives”
Your Justification
If “on budget on time” is representative of the whole document we maybe have a problem The “On time and budget” view is a Scope as independent variable view. Even the DOD with DOD 5000 has been promoting a Cost as independent variable view-point for several decades and even someone based in the UK like me knows it and the whole agile movement would disown the fix the scope now keep on time and budget while still happily using EV even if renamed BurnCharts and Velocity. Is US oriented PMI really so far off the pace! and happy to continue to lose kudos as obviously unaware of the state of the art as really practiced across our profession!?
Our vote on your recommendation: Accepted With Modification
Our justification: Thank you for your thoughtful input to the PMI Standard for Earned Value Management. We appreciate your efforts, and they have been considered in the final work product.

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95  Without reliable inputs of planned value, actual cost, and earned value, EVM is unlikely
96  to succeed. To gather these inputs, a project should be carefully scoped, budgeted,
97  scheduled, and monitored along the project timeline, as described in detail in both the
98  PMBOK® Guide and the Agile Practice Guide [2]. In brief, projects using EVM first identify
Your Recommendation
replace – how about “EV can be applied in any environment where a projection of achievement has been modelled and a reliable measure of achievement has been made. In some context a predefined and fixed scope is fully costed in money. In others a count of tasks or staff hours available and consumed versus product scope successfully passing through quality control procedures to assess the definition of done or the defined acceptance criteria is wholly adequate to reliable status determination and forecasting”
Your Justification
these 4 lines clearly show either you don’t understand or you didn’t think how to explain with both a pmbok-guide and agile practices guide perspective
Our vote on your recommendation: Rejected
Our justification: No substantive improvement in content.

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98  PMBOK® Guide and the Agile Practice Guide [2]. In brief, projects using EVM first identify
99  the work content and requirements using a work breakdown structure. Next, the project is
Your Recommendation
replace In brief a project using EV or ES determines which of cost time and scope are fixed and maps the current best estimate (guess?) of the relationship between the three into a planned value aka planned cost curve which depicts the expected projection of 100% of the two fixed quantities. Typically the vertical axis is Cost and % of scope and the horizontal axis is time. The curve may start at 0% completed or start at 100% outstanding and track to 100% complete or 0% outstanding. Starting at 0% complete has advantages for change control procedures thaht allow for scope varations to be admitted to the baseline during execution.
Your Justification
YIKES – In the same sentence you say “Agile practices guide” and “first work… in a WBS” Either your deliberately writing from the 1980 or your not interested in addressing what is now the majority in the real world or….maybe your sabotaging creating good guidance or I dunnae ken what!
Our vote on your recommendation: Rejected
Our justification: Recommendation rejected due to content already included elsewhere in the document.

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116     •  Are we delivering more or less work than planned?
117     •  Will the project complete on time?
118     •  When is the project likely to be completed?
119     •  Are we currently over or under budget?
120     •  What is the remaining work likely to cost?
121     •  What is the entire project likely to cost?
122     •  How much will we be over or under budget at the end of the project?
123     •  How much effort is required to complete the project?
Your Recommendation
rewrite with an agnostic view-point about which of cost-time-performance is the dependant or independant variable – then you’ll be aligned to DOD 5000 and agile – whats written here is ‘traditional’ misconception suited to textbooks not th ereal world even in the ’80.
Your Justification
as above
Our vote on your recommendation: Rejected
Our justification: Insufficient recommendation – cannot determine what is being recommended.

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181  included in the glossary. Definitions of the three most important terms used in EVM are:
Your Recommendation
Add ES – Earned Schedule into this list
Your Justification
As of now it should be of documented as of equal significance to EV We’ve all always looked at both axis of our PV-EV variances – Haven’t we?
Our vote on your recommendation: Rejected
Our justification: The three most important terms to EV are the ones mentioned. ES is not of equal significance.

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203  extension to the theory and practice of EVM. Earned schedule theory replaces the schedule
Your Recommendation
reword ES doesn’t replace it adds
Your Justification
the use of ES doesn’t remove the ability to calculate nor the usefulness of SV – we just need a subscript as in SV£ or SV and TV
Our vote on your recommendation: Accepted
Our justification:

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208  Effective planning requires a firm understanding of requirements, scope, and deliverables.
Your Recommendation
broaden to include agile perspectives of burncharts and velocity
Your Justification
the majority of ev/es use probably doesn’t now follow this description You want to be seen as understanding agie then write stuff like this – agile is still a bolt-on for you not an integral part of selecting the right way to organisae a work-package
Our vote on your recommendation: Accepted With Modification
Our justification: Thank you for your thoughtful input to the PMI Standard for Earned Value Management. We appreciate your efforts, and they have been considered in the final work product.

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240  assessment of earned value (using the selected earned value measurement methods). With
Your Recommendation
reword – its wrong as stated How about “using a combination of domain and product specific measures, quality control procedures and EV assessment heuristics”
Your Justification
There is no such thing as an earned value measurement method – EV cant measure the achievement, that is by definition domain or product specific. There are various QUALITY control measurement methods whose use in combination with domain skills allows measurement which can then be interpreted by EV Assessment methods that lead to ‘recognition’ of allowable claims of value
Our vote on your recommendation: Accepted With Modification
Our justification: Thank you for your thoughtful input to the PMI Standard for Earned Value Management. We appreciate your efforts, and they have been considered in the final work product.

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246  forecast of expected project costs.
Your Recommendation
reword – expected project values at completion in any axis of choice
Your Justification
its not just cost we can forecast. indeed cost may be fixed and so scope is the variable – not that this document has embraced that fact
Our vote on your recommendation: Accepted With Modification
Our justification: Thank you for your thoughtful input to the PMI Standard for Earned Value Management. We appreciate your efforts, and they have been considered in the final work product.

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255  A portfolio is a collection of projects, programs, subsidiary portfolios, and operations
256  managed as a group to achieve strategic objectives. For value to be recognized, metrics
257  are required. Portfolio practitioners need to clearly define units of measurement, a
258  baseline to measure portfolio performance from, and proven methods of making the
259  performance measurements. Metrics related to value may attach to tangible and intangible
260  business outcomes. One of the most important metrics is the performance achieved by the
261  outputs and the resulting benefits generated by the components in the portfolio.
Your Recommendation
Clarify what your talking about because i think we just saw l259 use ‘value’ in the everyday and intuitive way that is 100% NOT what value means in the whole of the rest of its use in Earned ‘Value’
Your Justification
in EV “Value” is used as the agreed budget in ‘Value’ elsewhere we mean the surplus of benefit over cost – not the same at all Portfolio Value = Sum of (All Portfolio Benefits – All Portfolio costs)
Our vote on your recommendation: Accepted With Modification
Our justification: Thank you for your thoughtful input to the PMI Standard for Earned Value Management. We appreciate your efforts, and they have been considered in the final work product.

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263  Portfolios provide organizations with the means to execute strategies. Organizational
264  strategies are pursued via programs and projects sponsored within the portfolio. Programs
Your Recommendation
add “Change”
Your Justification
Projects and programs pursue strategies of change. A portfolio can implement strategy without Pg or Pj when 100% stable ongoing operations
Our vote on your recommendation: Accepted
Our justification:

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267  deliver the selected business value opportunities. Performance management transverses the
Your Recommendation
replace transverse – you meant traverses and you should have used simple words eg Spans or cuts across
Your Justification
wrong word attempted and unnecessarily complex language – KISS
Our vote on your recommendation: Accepted With Modification
Our justification: Thank you for your thoughtful input to the PMI Standard for Earned Value Management. We appreciate your efforts, and they have been considered in the final work product.

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254

1.5.1 The Domains of Portfolio and Program Management

Your Recommendation
Replace the section – its seriously at risk of misleading and contains poorly described and quiet possibly incorrect as described ideas
Your Justification
EV in a buyer/seller structured project measures the legitimately reimbursable costs and fees to the contractor for the work performed. EV in a program and portfolio is an aggregation of the lower level project costs to now extrapolate to the use of the same ideas when applied to the speculative ROI that results from investing requires a LOT more thinking than is evident behind this set of text. If the thinking where applied whats here would be seen as at best confused and unclear and I suspect more likely wrong from the ground up. KiK (Crispin) Pinney is the man to talk to and he published an Earned Benefits paper through PMI
Our vote on your recommendation: Rejected
Our justification: No substantive improvement in content.

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127  when compared against a sound baseline, produce reliable forecasts of a project’s future
Your Recommendation
add “for similar work carried out under similar circumstances such as same team”
Your Justification
EV ratios are only transferable to similar circumstances. A Highly capable hole-digger in Indonesia’s data will not apply to a lazy Muscovite will it
Our vote on your recommendation: Rejected
Our justification: No substantive improvement in content.

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135  used to amplify the project management practice.
Your Recommendation
delete or explain
Your Justification
What does “amplify” and PM prctice mean. Its good practice to smile when engaging stakeholders. Does EV help me smile?
Our vote on your recommendation: Rejected
Our justification: No substantive improvement in content.

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3251  management. More broadly, EVM provides a vital OPA at the organizational level for project
Your Recommendation
replace evm with evms – Expand OPA here and everywhere else
Your Justification
evm is a concept, an evms is a thing that can be an OPA – evm cant be an asset but the system can Abbreviations cloud the accessibility and meaning for thr reader which is not good in an explanatory document. Their use is a convenience for the author not the recipient which is the wrong bias
Our vote on your recommendation: Accepted
Our justification:

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3225

5.3 Knowledge Management of Earned Value

Your Recommendation
Shorten to remove the ‘3/4s of chatty, opinion oriented blog post’ so the section says what needs to be and no more. Eg… Rititle to “Knowledge Acquisition” then “Within the Knowledge management cycle EVM may enable the performing organisation’s knowledge acquisition. For example by providing metrics gathered early in the development process that later use of knowledge management’s analysis steps show are indicators of likely later performance.
Your Justification
of 65 lines almost all is waffle. Retrospectives are not ‘of agile’, hybrid makes no difference over one or another approaches to either the data, its gathering or its analysis, EV is no more relevant to knowledge management than any other aspect of project controls. Mostly learning from experience is hugely variable, based on too many factors to make most of this 65lines reliable
Our vote on your recommendation: Rejected
Our justification: Recommendation conflicts with other accepted material in the standard.

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3222  The use of EVM in a project has a positive impact on all activities, enhancing their
3223  quality and effectiveness, and thereby contributing to better project management and
3224  project performance.
Your Recommendation
delete
Your Justification
The document is MORE valuable when shorter – this is repetitious waffle taht IF it was to be included at all should have been on page one and then did not need to be said agai
Our vote on your recommendation: Rejected
Our justification: No substantive improvement in content.

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3197  and evaluating the vendors, consultants, contractors, and or other third-party members for
Your Recommendation
add “and staff”
Your Justification
its not just 3rd parties. Allowing a (an arguably misplaced) political correctness to nobble the guidance content is inappropriate. Its up to the reader to decide within their ethical frame of reference which metrics are used to moderate employee performance management and how they are used.
Our vote on your recommendation: Accepted With Modification
Our justification: Thank you for your thoughtful input to the PMI Standard for Earned Value Management. We appreciate your efforts, and they have been considered in the final work product.

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3195  When an estimating database is used by the organization, the information collected during
3196  this time should be processed to update the database. EVM could also have use in rating
Your Recommendation
Consolidate to the knowledge management section to defragment the guidance
Your Justification
A big problem with PMI guides is stuff is said in places tat are peripherally related not central, then not said where its central. The update of estimating databases is central to OPA and Knowledge Management so say it there not here
Our vote on your recommendation: Editorial
Our justification: Thank you for taking the time to provide feedback on the exposure draft for The Standard for Earned Value Management. The core committee has reviewed your recommendation and determined that the recommendation is editorial and not substantive. This recommendation will be forwarded to the editorial department for review and consideration.

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3183  Each element of the integrated baseline (scope, cost, and schedule) should be evaluated
Your Recommendation
Delete 90% of the section – its simply repeating the PMBoK-G content
Your Justification
This document should be EVM and EVMS not a general treatise on activities to enable the project management processes – there is way too much waffle around the topic that doesn’t add value but does lengthen the time to read the document – that is a decrease in information density
Our vote on your recommendation: Rejected
Our justification: Recommendation conflicts with other accepted material in the standard.

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3162  Close Project is the process of finalizing all activities for the project, phase, or
Your Recommendation
Add to the whole section the implications of CLOSE_PHASE. The author only had close project in their mind as they wrote
Your Justification
EVM is a means to generate data that can be manipulated to become predictive information. 90% of the value of predictive value is in a project’s ‘next week’ so an EVM-*S* should institutionalise end of phase (read as Sprint) not end of project where 90% of the opportunity for reuse is lost and where only 10% will get understood and only 1% will be contextually suited to future needs and thus reused.
Our vote on your recommendation: Accepted With Modification
Our justification: Thank you for your thoughtful input to the PMI Standard for Earned Value Management. We appreciate your efforts, and they have been considered in the final work product.

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1

1 INTRODUCTION

Your Recommendation
Re-write the lines upto 508 (That is not to say it is ok after 508) -Differentiate EV – EVA – EVM – EVMS (see below) -Get an author who understand adaptive methods and then write so as to be inclusive and agnostic of different development approaches -Remove or move and justify and explain clearly and carefully to differentiate ‘value’ in portfolio terms as introduced here from ‘value’ in EV’s use of it as is traditional for several decades – Is this an attempt to introduce Kik Pinney’s Earned Benefits? If so use his papers!! -Portray EVA as simple, basic, unavoidable, mandatory and vital to status reporting not as complex and optional -Treat EV and ET as equal from line one –
Your Justification
I don’t recognise Earned Value from the content given here for many many separate reasons. The content is AWFUL – sorry 🙁 – It does not explain with clarity, it does not consolidate what we know There is almost too much to be able to comment on without just rewriting it but here goes an attempt. = There is a confusion in the writing between Earned Value as a quantity, Earned Value Analysis as an activity that generates information from data, Earned Value Management that uses information to make controlling decisions and support governance and an Earned Value Management System that is a collection of Policies, Processes and Procedures linked to triggers and timings and assigned to role-holders with responsibilities and competencies, is based on some calculations and flows data-information-reports from data-sources to decision makers by use of management work-flows and possibly supported by software = The discussion of Value as a business return in portfolios is a fundamentally different use of ‘value’ from the use of value in EV as calculated by percent-complete times baseline-budget. IF the writer has a valid argument to extend aspects of EVA and EVM to this the case is not made. Kik Pinney published excellent guidance through PMI on Earned Benefits = Awareness of adaptive versus predictive development approaches is almost entirely missing and the word ‘agile’ is sprinkled around in places without the implications being understood, explained or integrated – If you publish with this obvious lack of insight you’ll extend your current reputation rather than repair it = From day one of Flemming & Koppleman everyone has read the EV chart in both X and Y axis yet there is hardly a mention of Earned Time = There is perpetuation here of the stupid myth that EVA is complex, a dark art that causes major issues and takes major effort – It doesn’t and this document is an absolute travesty if it reinforces the idea – as it currently does – when it should debunk it. It is IMPOSSIBLE to know project status without the simple principle of what percentage of the result expected is available – that assessment is profoundly based in specification of quality criteria – Quality planning – and in quality control as the actions of testing. Yet this is unmentioned while we get all the hype of portfolio business valuation – The foundations are missing while the ‘gilding of the lily’ has reached new heights – Get a sound foundation – Here is a starter! “EV is the percent complete of the agree budget. It was defined as a metric expression what a customer would reasonably pay at some point in time before contract completion. EV can only be assessed by subject matter experts engaged in testing procedures within quality control activities. When EV is known EVA compares EV to PV (also known as Planned Cost) in the y axis or to planned time in the x axis. Two principle comparisons are the variance between them and the ratio of the two. In EVA EV is also compared to financial measure. In Earned Schedule EV is also compared to time base values. In addition to money and time value can be expressed in hours, percent complete, tasks complete (although some caveats need to be understood…
Our vote on your recommendation: Rejected
Our justification: Insufficient justification provided with recommendation.

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1065  often not exactly the same the earned value. It is also important to note that
1066  level-of-effort activities can accrue earned value in the absence of actual cost. This can
1067  happen when work was planned, earned value is earned, but no work—therefore no costs—are
1068  actually incurred. It is this scenario where level of effort is not the preferred method
1069  and should be limited or not used at all.
Your Recommendation
Rewrite. “LoE is a method of assessing value earned or percent complete purely from the passage of time. It is applicable to time-phased service provision – Eg a annual maintenance agreement that provides 24 x 7 x 365 engineer call out and expires at a point in time no matter what. Such an agreement struck to start at 00:00 on 1st January would be 50% complete at noon on day 183 of a non-leap-year and 100% complete at 23:59 on 31st December under all circumstances. Note LoE is an inappropriate EV type to use for situations such as contract provision of a service to complete a result subject to acceptance criteria where the contract will be extended if the work is unfinished. In this case Apportioned Effort is probably more appropriate but actual choice is situational.
Your Justification
This is folk-lore and bias without explanation and has no part in a standard where explanation from understanding should be what dictates the words. Yes LoE is often misused so EXPLAIN how to correctly use – The whole draft suffers this sort of poor thinking
Our vote on your recommendation: Rejected
Our justification: Recommendation is prescriptive rather than descriptive.

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1622

3.4 Establish the Performance Measurement Baseline

Your Recommendation
re-write the section to remove the ‘flavour’ of predictive-waterfall development and be development approach agnostic (ie inclusive of agile/ adaptive – for EVA/ EVM its just a case of how long is your wave!) Talk of Burncharts and backlogs
Your Justification
the words are alienating for a very large swath of the potential readership and PMI’s future is brighter when writing inclusively. As written it just is not good guidance – its too stylised in stuff that is opinion or localised vocabulary masking concept.
Our vote on your recommendation: Rejected
Our justification: Recommendation’s level of detail inappropriate for a standard.

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1662
Your Recommendation
Add illustrations of a burn-up and burn-down chart and explain the difference
Your Justification
If this is an ‘inclusive’ standard with at least some motivation to enhance PMI’s relevance then it has to be aware and share awareness of the wider world’s use of the skill-set under discussion. Your off the pace in ways that are damaging not just neutral or irrelevant
Our vote on your recommendation: Rejected
Our justification: Recommendation’s level of detail inappropriate for a standard.

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1683  measurement baseline. As with contingency reserve, management reserve should not be used
1684  to mask performance-related overrun conditions. Rather, the contingency reserve is
1685  intended to be a budget for risk responses within the project charter’s statement of work.
Your Recommendation
Reword or delete the biased repetition of folk-lore. Just what is a “performance related overrun”? – something we didn’t foresee and haven’t got a planned response to. So its exactly what MR aligns to. Better might be .. “Project budget can be categorised in 3 ways. 1) as allocated to know work required to manage and deliver the project’s agreed scope, 2) allocated to known unknown work where the authority to spend is contingent on a pre-identified trigger condition occurring and 3) budget (time or money or resource or materials or equipment) allocated without a pre-defined trigger. The latter is typically called Management Reserve, is not normally time-phased and is typically outside of the project manager’s authority to access. It is ‘drawn-down’ into th e PMB when an unexpected cause persuades the sponsoring community use is justified. If not required at phase (or project/ sprint/ release etc) close it may enhance profit for contractors or reduce investment cost for self-funded investment efforts
Your Justification
As is common in many parts of this document there is poorly thought through and poorly expressed folklore that is just repeated thus holding back the advancement of project management not enhancing our ability
Our vote on your recommendation: Rejected
Our justification: Recommendation conflicts with other accepted material in the standard.

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2108     •  Effort consumed by a type of resource. Examples include person-hours, person-months.
2109     •  Time elapsed. Examples include days, weeks, months (e.g., supervision).
Your Recommendation
delete 2108 and caveat 2109
Your Justification
Effort is categorically NOT a MEASURE of scope – wow that’s incompetence to include here and shows a poor grasp of the subject under discussion. They could be metrics of interest in an overall project reporting scheme Time is ONLY a relevant scope measure in a fixed-term agreement. In this case perhaps an LoE EV recognition type
Our vote on your recommendation: Rejected
Our justification: Recommendation conflicts with other accepted material in the standard.

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1

1 INTRODUCTION

Your Recommendation
Add reference to ANSI 748, EVMS Certification for compliance NDIA http://www.acqnotes.com/Attachments/ANSI%20EIA%20748-%20EVMS%20Intent%20Guide.pdf and DOD 5000 / FAR etc UK Defence Industry Earned Value Management Implementation Group and the Commercial Policy Group
Your Justification
Contract stipulation is one of the significant drivers for interest in “how do we do EV?” and you don’t even provide a pointer to the start point for understanding.
Our vote on your recommendation: Rejected
Our justification: The Standard for Earned Value Management is a complement to and expansion of the information contained in A Guide to the Project Management Body of Knowledge (PMBOK® Guide). As such it is intended to be viewed as a standard that defines what is possible and consistent with related standards which might be more prescriptive on their intended usage.

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2353  example: “the project team has accomplished less than 20% of work that was planned to
2354  date, and what was accomplished has taken 1 extra month thus far. In this example, SV (w)
2355  %= -20% and SV (t) = -1 month. Figure 4-4 illustrates these two variances.
Your Recommendation
review what you mean and amend one or other of the two eaxpressions that are wrongly equated if SV = -20% that does not mean “…accomplished less than 20% of the work” it means “…accomplished 20% less than the planned work” These are profoundly different The whole standard smacks of an air of misunderstanding and somewhat bizarre content
Your Justification
As stated the section is in error
Our vote on your recommendation: Accepted With Modification
Our justification: Thank you for your thoughtful input to the PMI Standard for Earned Value Management. We appreciate your efforts, and they have been considered in the final work product.

OriginalText

2111  To illustrate this, assume that a control account, CA2 – Architectural and Engineering
2112  Designs, is reporting a cumulative EV of US$30,304.64. This value for EV results from the
2113  scope data being collected every week: the EV measurement method planned for this control
2114  account is “percent complete” based on counting the number of drawings developed. The EV
2115  claimed represents 67% of the total work (i.e., BAC = US$45,160.00), which resulted from
2116  the following scope data being collected:
2117     •  No. of drawings initiated;
2118     •  No. of drawings submitted for approval;
2119     •  No. of drawings approved.
Your Recommendation
Choose a new illustration – this one just is not helpful Try this “Imagine work package “Build brick wall that is composed of 900 bricks to be laid. Work to lay each brick is of equal magnitude. The cost of each brick, the mortar and labour is 10c so the BAC is 900 * 0.1 = $90 At the time of inspection 300 bricks have been laid and quality verified. As of today 300/900 = 1/3 = 33% of the work has been completed. Ie 1/3 * $90 = $30 of the $90 has been Earned. You can then go on to show… If at this point in time 200 bricks should have been laid then SV = 30 – 20 = +10 Ahead of schedule. If at this time 400 bricks should have been laid then SV = 30 – 40 = -10 behind schedule. If at this point the cost incurred is… Its also a moot point if SV = 30 – 20 is 50% or 33% ahead of schedule – depends how you define your % calculation sv% could be sv/bac and sv/ev both have meaning and relevance and deserve definition
Your Justification
Unhelpful because your selection of numbers is hard to grasp – they are not an assistance but a detraction Also it presumes understanding of the content of the workpackage at lines 2117 et seq
Our vote on your recommendation: Accepted With Modification
Our justification: Thank you for your thoughtful input to the PMI Standard for Earned Value Management. We appreciate your efforts, and they have been considered in the final work product.

OriginalText

2219
Your Recommendation
redraw under performance to place AC between PV and EV then caption as behind and over budget. As draw it does nothing to illustrate the common misconception of the relevance of AC to PV. By redrawinging and captioning the point can be made explicit
Your Justification
There is a lot more milage can be extracted from these two diagrams by thinking a little more about the placement of the lines. Also colour code them – Red-AC, Green-EV, Blue-PV – its very common, its helpful and IT SHOULD be a standard
Our vote on your recommendation: Editorial
Our justification: Thank you for taking the time to provide feedback on the exposure draft for The Standard for Earned Value Management. The core committee has reviewed your recommendation and determined that the recommendation is editorial and not substantive. This recommendation will be forwarded to the editorial department for review and consideration.

OriginalText

2003

4.2.2.1 Professional Development

2004  Professional development increasingly plays an important part toward organizational
2005  success. Acquiring personal and team competencies for performance management improves
2006  productivity performance at the portfolio, program and project levels. These competencies
2007  primarily include training on EVM and underlying disciplines like scheduling, cost
2008  estimating, and risk management. For additional information, on competencies, refer to
2009  Project Manager Competency Development Framework (PMCDF) [6]. Organizations should develop
2010  and implement a sustained, systematic effort to develop knowledge, experience, attitudes,
2011  abilities, and skills toward the successful application of an EVMS to attain effective
2012  performance management. Strong matrix and projectized organizations, in particular,
2013  usually incorporate training in performance management through their employee development
2014  program and focus on knowledge sharing. This training may be part of a learning
2015  organization initiative and focus on knowledge sharing. EVM training may focus on the
2016  short-term gains for the purpose of enhancing benefits in an expedient manner. Timeliness
2017  of training helps to achieve sustainable buy-in from senior management from an early stage
2018  of implementation.
2019
2020  The project manager and those responsible for managing the EVMS proactively interact with
2021  the various project stakeholders to create a positive influence for fulfilling the various
2022  needs of the project. They should seek ways to develop relationships that assist the team
2023  in achieving the goals and objectives of the project. In addition, they maintain a strong
2024  advocacy role within the organization.
2025
2026  Depending on the organizational structure, the project team members responsible for the
2027  EVMS may report to a functional manager. In other cases, project managers may report to a
2028  PMO or a portfolio or program manager who is ultimately responsible for one or more
2029  enterprise-wide projects. In this case, project managers should work closely with the
2030  portfolio or program manager to achieve the project objectives and to ensure the project
2031  management plan aligns with the portfolio or program management plan.
2032

4.2.2.2 Professional Discipline

2033  Continuing knowledge transfer and integration is important for effectively managing the
2034  project and the EVMS. This knowledge and development is ongoing in the project management
2035  profession and in related areas (e.g., earned value management), where the project team
2036  maintains subject matter expertise. This knowledge transfer and integration includes, but
2037  is not limited to:
2038     •  Contribution of knowledge and expertise to others within the profession at the
2039  local, national, and global levels (e.g., communities of practice, international
2040  organizations); and
2041     •  Participation in continuing education and development in the:
2042              •  Profession itself (e.g., universities and PMI),
2043              •  Related profession (e.g., systems engineering and configuration management), and
2044              •  Other professions (e.g., information technology and aerospace).
2045

4.2.2.3 Industry Trends

2046  The project team and specifically those responsible for managing the EVMS, should be
2047  knowledgeable about current industry trends and continually evaluate to determine how new
2048  trends impact or apply to current projects. These trends include but are not limited to:
2049
2050     •  Agile approaches for small or large complex environment;
2051     •  Product development;
2052     •  Standards (e.g., project management, contract management, quality management, and
2053  agile methodologies);
2054     •  Technical support tools;
2055     •  Economic forces that impact the immediate project;
2056     •  Influences affecting the project management discipline; and
2057     •  Sustainability strategies.
2058

Your Recommendation
delete the lot
Your Justification
This is an EV standard and these lines have strayed a very long way from the point. Waffling that inflates the document size but not the value of the content devalues the whole
Our vote on your recommendation: Rejected
Our justification: No substantive improvement in content.

 

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