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9.4 The Role of Configuration Management in Earned Value Management
Author(s) -
Kehoe Karen G.,
McCumber William H.
Publication year - 2000
Publication title -
incose international symposium
Language(s) - English
Resource type - Journals
ISSN - 2334-5837
DOI - 10.1002/j.2334-5837.2000.tb00468.x
Subject(s) - schedule , earned value management , unification , context (archaeology) , control (management) , computer science , cost control , project management , consumption (sociology) , operations research , configuration management (itsm) , project management triangle , operations management , process management , business , systems engineering , engineering , project charter , operating system , artificial intelligence , programming language , paleontology , biology , social science , computer network , sociology
Project control is a delicate, interactive balancing act involving cumulative cost, consumption of time (schedule execution), and evolution of performance. Cost is reported to the project manager through finance; schedule status is reported through the operating departments; and performance is reported through systems engineering. Absent some unifying structure, these three essential elements of project control proceed asynchronously, independently of each other, and thus can be said to be time‐incoherent. Configuration management provides the needed unification. It gives context to accomplishment; substantiates products, and reconciles cost, schedule, and content. That is what this paper is about.