Communicate the purpose of earned value management to those who have to comply with it.
Performance Evaluation Techniques and Earned Value Management in Projects
Build a working method for earned value management that stands up to scrutiny and survives daily pressure.
📍 Istanbul🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
The estimate for earned value management that nobody challenged is usually the one that fails. Stakeholders withdraw support for this strand of project and portfolio delivery quietly before they withdraw it formally. Progress on this part of project and portfolio delivery is usually lost in the gap between approval and execution. It treats earned value management as an operating discipline and equips participants to run it as one. Practitioner evidence points the same way: the wider project and portfolio delivery agenda improves fastest where responsibility for it is named and owned. The programme suits teams tackling this aspect of project and portfolio delivery together as readily as individuals attending alone. Cases are chosen to expose the trade-offs in earned value management rather than to illustrate ideal conditions. They leave able to brief senior management on the project and portfolio delivery capability in terms that support a decision. It closes by agreeing the smallest change to the wider project and portfolio delivery agenda that would make a visible difference.
Expected Learning Outcomes
Track progress on earned value management by earned value rather than by activity completed.
Align earned value management with the wider objectives of the project rather than optimising it in isolation.
Choose the delivery approach for earned value management — predictive, adaptive or hybrid — deliberately.
Build the internal capability for earned value management rather than depending on external support indefinitely.
Identify and quantify the risks to earned value management and assign owners.
Control change to earned value management so every variation has a price and a decision.
Who Should Attend
Project management office staff assuring earned value management.
Technical leads delivering work packages within earned value management.
Risk managers assessing the exposure created by earned value management.
Programme and portfolio managers overseeing earned value management.
Project managers responsible for earned value management.
Business partners who must understand earned value management well enough to challenge it.
Course Modules
Earned value management: procurement, contracts and suppliers
2 sessions · 8 pointsSession 1Building a schedule for earned value management with a real critical path
- Define the decision gates for earned value management and what evidence each requires.
- Compare resource demand from earned value management against other commitments.
- Decide what will be stopped to create capacity for earned value management.
- Agree the smallest change to earned value management that would be visibly useful.
Session 2Writing the scope of earned value management including what is excluded
- Verify six months later that changes to earned value management have held.
- Hold a lessons session on earned value management while memory is accurate.
- Distinguish symptoms from causes when earned value management underperforms.
- Set the review interval for earned value management and who attends.
Earned value management: schedule, critical path and realistic duration
2 sessions · 8 pointsSession 1The paperwork for earned value management that is actually needed
- Remove steps in earned value management that add effort without adding assurance.
- Plan handover of earned value management to the team that will operate it.
- Set the change control process for earned value management and require cost and time impact.
- Register the risks to earned value management with owner, probability and impact.
Session 2Closing earned value management and capturing what was learned
- Benchmark the organisation's earned value management against comparable operations.
- Identify where judgement in earned value management is legitimate and where it is not.
- Check that records of earned value management answer the questions likely to be asked.
- Estimate earned value management using two independent methods and reconcile the difference.
Earned value management: handover, benefits and lessons
2 sessions · 8 pointsSession 1The risks to earned value management nobody wants to raise
- Rehearse the briefing on earned value management that would follow an incident.
- Identify the critical path through earned value management and the float elsewhere.
- Agree the escalation threshold for earned value management in advance.
- Build reporting on earned value management that surfaces problems while they are small.
Session 2Estimating earned value management without anchoring on the answer wanted
- Prepare the response for the most likely failure in earned value management.
- Compare the cost of earned value management with the cost of its absence.
- Write the scope statement for earned value management including explicit exclusions.
- Establish who is informed, consulted and accountable in earned value management.
Earned value management: governance, gates and decision rights
2 sessions · 8 pointsSession 1Where earned value management typically breaks, and why
- Measure progress on earned value management by value earned, not tasks ticked.
- Map the handovers in earned value management between functions and secure them.
- Check that earned value management still works when volumes rise unexpectedly.
- Establish the boundary of earned value management and record what sits outside it.
Session 2The cost of earned value management and how to present it
- Prepare the recovery plan for earned value management before it is needed.
- Manage supplier performance on earned value management against contract, not goodwill.
- Review at each gate whether earned value management should continue at all.
- Define acceptance criteria for each deliverable of earned value management.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
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