Pinnacle Insights

A schedule is a time-model of how you as the supplier or manager plan on executing your project. It represents the project scope, resources, assumptions and constraints of the project. Like a cost model, the time model or schedule should respond to changes.

Many of our clients are looking to implement an Earned Value Management System (EVMS) to satisfy reporting requirements for EVM on US federal contracts (FAR 52.234-4, DFAR 252.234-7001, or equivalent), whether they have an existing requirement, or potential future requirement.

Project Management (PM) tool selection can be a daunting task. Many organizations drive their PM tool selection without understanding exactly how these tools will be used, who will use them, and how they will be accepted within an organization. If you select the wrong PM tools they are likely to end up sitting on a shelf and delaying any improvement to your PM capabilities.

What's the foremost risk to implementing Project Management improvements? The same thing that threatens any business change initiative. It requires change!

The field of Enterprise Project Management (EPM) and Earned Value Management (EVM) is littered with failed, underperforming, or non-sustainable implementations.  

We've been asked many times to evaluate implementations that are in progress or that have been recently completed. We see 4 typical and costly things that are forgotten, not considered or undervalued (by the Enterprise Project Management (EPM) software vendors) during an implementation.  

A sustainable and successful Earned Value Management System Implementation requires much more than just EVM tools; it requires a thoughtful approach to people, processes and tools and strong Senior Management support. A focus on change management is also needed to ensure an EVMS Implementation is fully adopted.

You don’t need to look far to find examples of underperforming or failed Enterprise Project Management (EPM), Project Portfolio Management (PPM) and Earned Value Management (EVM) Systems.  Studies show that 30-40% of senior management view their current Enterprise Project Management as being unsuccessful, or not delivering the expected Return on Investment.