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Training
Business training
"Project Earned Value Analysis"
PMI R.E.P. # 1849-EVM01
Duration: 2 days (16 PDU)
Participants get not only a hard copy of the course textbook but also a CD-ROM with the electronic version of the handouts and additional information on the main subjects of the seminar.
The course lasts commonly for two days, and the participants earn 16 PDU according to PMI R.E.P. program.
You can inquire about the dates of the next open-enrollment course at the main page, or by phone (495) 502 3193, 502 3194.
Training objectives
- to study concept and tools of project execution control through earned value analysis
- to examine organizational conditions for correct budgeting process, work execution control and project budgets
- to study project budgeting principles
- to work out Integrated Baseline Review method focused on budgets and resources management in the multi-project
- to work out project implementation forecasting skills and estimates at completion.
Target audience
Project managers; top managers and project financing specialists; functional managers who take part in projects; project analysts, executives and Internal Control Service officers.
Course program
- General information about earned value analysis
- Earned value concept.
- Traditional cost management and project finance management.
- Comparison and contraposition of traditional cost management and management on earned value concept basis.
- Cost performance index and schedule performance index.
- CPI and SPI application for project final results statistical prediction.
- Business case study.
- Project implementation measurement and earned value concept
- Earned value heritage as a part of C/SCSC.
- Project scope definition.
- Work Breakdown Structure application for project scope definition.
- Work Breakdown Structure and earned value.
- Project cost calculation task.
- Project resources estimation and budgeting for control accounts plans (CAP) development
- Combination of project scope with project cost and schedule.
- Earned value control accounts plans.
- Control accounts plans (CAP) of cross functional teams.
- Management reserves, estimates and budget comparison.
- Control accounts plans development task.
- Earned value baseline plan development
- Methods of earned value planning and measurement.
- Cost accounting methods definition task.
- Weighted milestones.
- Executed works percentage value estimation.
- Combination of percentage value estimation and gate unit weights.
- Earned value baseline plan development task.
- Final cost and completion date forecast
- Three factors defining final project results.
- Mathematic estimation or estimation on the overexpenditure basis at the current date. Management reserve or contingency reserve.
- Estimation on CPI cumulative value basis.
- To Complete Performance Index (TCPI) of remaining works.
- Forecasting of project duration.
- Task on definition of estimated duration and estimated completion date of a project.
- Integrated Baseline Review, multi-project earned value analysis.
- Multi-project resources leveling task.
- Earned value management maturity model
- Cost management processes improvement objectives.
- Cost management processes maturity levels and their integration with project management basic processes maturity levels.
- Approaches to implementation of cost management process and project execution control.
- Integration with project management corporate methodology.
- EVM methods and tools implementation.
Trainers
Alexey D. Bazhenov:
p.m.Office company managing partner, PMI Moscow Chapter President, author of the course.
Worked as project manager and key stakeholder of many IT implementation projects (BAAN at SUAL aluminum plant, "Platinum" at Mercedes-Benz, Siemens, TransAero, Alfa-Eco). Directed the development and implementation of the corporate project management system at one of the major Russian system integration companies - "IT Co.". Worked with such companies as KamAZ, RTS, YUKOS, Rostelecom, KMB-Bank, RUSAL and others.
A. Bazhenov is the author of many publications on different issues of project management.
Alexey O. Arefiev:
p.m.Office company managing partner, PMI Moscow Chapter vice president.
Directed the development and implementation of the project management methodologies and organizational consulting. HR management and business trainings expert. Worked with such companies as YUKOS, MGTS, LUKOIL, Rostelecom, KomiTex, SportMedImport, Tetra-Pak, Unimilk, “Russian Standard” Bank, VneshTorgBank, Bank of Moscow, Russian Development Bank, KMB-Bank, RUSAL, RusAvtobusProm, SeverStal, Boieng, Mondi Business Paper and others.
Author of numerous publications on different issues of project management and HR management.
Took part in PMI standards development such as “Program Management”, “Portfolio Management”, Organizational Project Management Maturity Model ( OPM 3®).
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