In its most simple form, earned value equates to fundamental project management. This is not a new book, but rather it is an updated book. Authors Quentin Fleming and Joel Koppelman have made some important additions. In many cases, there will be no changes to a given section.
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In its most simple form, earned value equates to fundamental project management. This is not a new book, but rather it is an updated book. Authors Quentin Fleming and Joel Koppelman have made some important "Earned value" is a project management technique that is emerging as a valuable tool in the management of all projects, including and, in particular, software projects.
Authors Quentin Fleming and Joel Koppelman have made some important additions. In many cases, there will be no changes to a given section. But in other sections, the authors have made substantial revisions to what they had described in the first edition.
Writing in an easy-to-read, friendly, and humorous style characteristic of the best teachers, Fleming and Koppelman have identified the minimum requirements that they feel are necessary to use earned value as a simple tool for project managers.
They have also witnessed the use of simple earned value on software projects, and find it particularly exciting. Realistically, a Cost Performance Index CPI is the same whether the project is a multibillion-dollar high-technology project, or a simple one hundred thousand-dollar software project.
It is a solid metric that reflects the health of the project. In every chapter, Fleming and Koppelman stick with using simple stories to define their central concept. Their project examples range from peeling potatoes to building a house. Examples are in round numbers, and most formulas get no more complicated than one number divided by another. Earned Value Project Management—Second Edition may be the best-written, most easily understood project management book on the market today.
Project managers will welcome this fresh translation of jargon into ordinary English. The authors have mastered a unique "early-warning" signal of impending cost problems in time for the project manager to react.
Earned Value Project Management
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