Project Management: Achieving Competitive Advantage, Fifth Edition

Appendix 13.1

Earned Schedule*

* Portions of this appendix were prepared in collaboration with Bill Mowery, MPM, PMP.

Research and practice using Earned Value Management (EVM) has shown that this method for project tracking and forecasting is reliable and offers the project team an accurate snapshot of both the project’s current status and a forecast of its completion conditions. However, in recent years some critics have noted that EVM also has some important limitations. One of the most important of these limitations is the fact that all project status information is derived in terms of the project’s budget, including the project Schedule Performance Index (SPI) and schedule variance. A second concern voiced about EVM is that it becomes less ...