{"id":2218,"date":"2020-06-21T14:03:22","date_gmt":"2020-06-21T21:03:22","guid":{"rendered":"https:\/\/doubleecpu.com\/?page_id=2218"},"modified":"2020-06-21T14:03:22","modified_gmt":"2020-06-21T21:03:22","slug":"measure-performance","status":"publish","type":"page","link":"https:\/\/doubleecpu.com\/index.php\/measure-performance\/","title":{"rendered":"Measure Performance"},"content":{"rendered":"\n<h2 class=\"wp-block-heading\">Fundamentals<\/h2>\n\n\n\n<h3 class=\"wp-block-heading\">MANAGEMENT SUBSYSTEMS<\/h3>\n\n\n\n<h3 class=\"wp-block-heading\">COST MANAGERS<\/h3>\n\n\n\n<h3 class=\"wp-block-heading\">COST AND SCHEDULE PERFORMANCE BY&nbsp;WBS&nbsp;&amp; OBS <\/h3>\n\n\n\n<h3 class=\"wp-block-heading\">PERFORMANCE MEASUREMENT<\/h3>\n\n\n\n<ul class=\"wp-block-list\"><li><strong>Art of determining and Presenting\u200b<\/strong><ul><li>Cost\u200b<\/li><li>Schedule&nbsp;\u200b<\/li><li>Technical Performance&nbsp;\u200b<\/li><\/ul><\/li><li><strong>Make trade offs&nbsp;\u200b<\/strong><ul><li>Cost\u200b<\/li><li>Schedule\u200b<\/li><li>Technical performance\u200b<\/li><\/ul><\/li><li><strong>Many Management Systems\u200b<\/strong><ul><li>Were developed independently of each other\u200b<\/li><li>Not well integrated\u200b<\/li><li>Serve specific needs\u200b<ul><li>Accounting&nbsp;\u200b<\/li><li>Project schedule\u200b<\/li><li>Requirements Documents\u200b<\/li><\/ul><\/li><li>So Need to pull together data&nbsp; it so can be used in project management, be accurate,&nbsp;not mislead\/misrepresent,&nbsp; and not be fragmented&nbsp;\u200b<\/li><\/ul><\/li><\/ul>\n\n\n\n<h2 class=\"wp-block-heading\">Comparison actual performance against a&nbsp;baseline plan<\/h2>\n\n\n\n<h3 class=\"wp-block-heading\">Budget versus Actual cost\u200b<\/h3>\n\n\n\n<p>insert picture<\/p>\n\n\n\n<p>When budget is only considered it is difficult to&nbsp;judge status of project. May appear as cost&nbsp;underrun but cannot infer anything related to&nbsp;schedule.&nbsp;&nbsp;<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">EARNED VALUE\u200b<\/h3>\n\n\n\n<p>Earned Value (EV) Calculated using\u200b<br>ACWP \u2013Actual Cost of Work Performed\u200b<br>BCWS \u2013 Budgeted Cost of Work Scheduled\u200b<br>BCWP \u2013 Budgeted Cost of Work Performed\u200b<br>EV is the amount of work performed and&nbsp;remaining work<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"> SCHEDULE PERFORMANCE\u200b <\/h3>\n\n\n\n<p>Schedule Reports:\u200b<br>Method of providing indicators&nbsp; of project&nbsp;status\u200b<br>Can show status of tasks and&nbsp; Milestones\u200b<br>Useful in determining if completed ahead,&nbsp;behind, or on schedule, float available,&nbsp;etc\u2026\u200b<br>But cannot give a value of x number of days&nbsp;ahead or behind<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Work Breakdown Structure (WBS)<\/h3>\n\n\n\n<p>Break down of products and services that&nbsp;make up the project&nbsp;\u200b<br>Level 1: Includes work required to&nbsp;complete the project\u200b <br>Level 2: Depicts Project Products,&nbsp;software, etc.. To be developed,&nbsp;produced\u2026\u200b <br>Level 3: divides level2 into component&nbsp;parts and services\u200b <br>Level #: Further defines project&nbsp;components and parts to a manageable&nbsp;degree suitable for assigning responsibility&nbsp;for accomplishment\u200b<br>A logically Developed WBS facilitates&nbsp;schedule development at certain levels&nbsp;that will accommodate System,&nbsp;subsystem, or component development,&nbsp;production, or construction<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Operational Breakdown Structure (OBS)<\/h3>\n\n\n\n<p>Identifies the people that will do the work\u200b<br>Should account for factors such as work&nbsp;scope, complexity, volume, cost, time,&nbsp;duration, span of organizational control\u200b<br>Used to assign work to individuals&nbsp;responsible for accomplishment\u200b<br>Must be integrated to WBS to identify&nbsp;control accounts\u200b<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">WBS vs. OBS<\/h3>\n\n\n\n<p>Used to form control accounts\u200b<br>An organizational effort for a WBS&nbsp;element\u200b <br>Should represent a manageable unit of&nbsp;work and provide visibility but not be so&nbsp;many as to be cumbersome and costly to&nbsp;maintain\u200b <br>Work complexity, Funding, Time, and&nbsp;duration of work for&nbsp;replanning&nbsp;must be&nbsp;considered\u200b <br>Should provide sufficient detail so that&nbsp;adequate resources are available to&nbsp;complete the work\u200b <br>Should include all work to properly&nbsp;establish a realistic baseline for the entire&nbsp;project<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Scheduling<\/h3>\n\n\n\n<p>Use formally structured project\u200b <br>Use WBS to recognize and define all effort&nbsp;involved in project and work that must be&nbsp;accomplished\u200b<br>Depending on type of project activities&nbsp;milestone, networks, Gantt chart,&nbsp;Manufacturing Resource planning can be&nbsp;used for scheduling Techniques\u200b<br>Networking: Used for Large One \u2013of-a Kind&nbsp;projects. Document the workflow sequence&nbsp;and interdependencies between tasks. Used&nbsp;to measure the progress and analyze the&nbsp;critical path\u200b<br>There should be a master schedule that lays&nbsp;out the total scope of the project from&nbsp;beginning to end\u200b<br>Once established A Schedule Risk&nbsp;Assessment (SRA) can be performed to&nbsp;identify Technical, Programmatic, and&nbsp;schedule risks in a program and quantify the&nbsp;impact of risks on programs schedule<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Integrated master plan (IMP) and Schedule (IMS) <\/h3>\n\n\n\n<h4 class=\"wp-block-heading\">IMP\u200b<\/h4>\n\n\n\n<p>Helps give visibility of an event based plan consisting of a&nbsp;hierarchy of program events\u200b<br>Used to identify events at the beginning of the program&nbsp;and developed prior to contract award<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">IMS\u200b<\/h4>\n\n\n\n<p>Includes discrete tasks, work packages, and planning packages from&nbsp;the&nbsp;the&nbsp;Performance Measurement Baseline (PMB)\u200b <br>Physical Products, Milestones, Technical Performance Goals, and other&nbsp;indicators that are used in Performance Measurement\u200b<br>Schedule will outline the time needed to accomplish the technical&nbsp;Scope, evaluate progress, and forecast completion dates for work\u200b<br>Should not change unless contractual modifications or deliberate&nbsp;management decisions require updating\u200b<br>Chages&nbsp;due to inability&nbsp; to complete work should be allowed and work&nbsp;arounds&nbsp; for problems should be displayed<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Vertical Traceability<\/h3>\n\n\n\n<p>Detail level schedules used to manage&nbsp;work and must be connected to the&nbsp;master schedule, and if included&nbsp;intermediate level schedules\u200b <br>Must be vertically traceable from master&nbsp;to detail level&nbsp;\u200b<br>The Detail Level Schedule takes the form&nbsp;of a control account planning sheet with&nbsp;work packages and tasks supporting&nbsp;control account work requirements&nbsp;\u200b<br>After Schedules for Control Accounts is&nbsp;established schedule data for higher level&nbsp;WBS or organizational elements can be&nbsp;derived by simply summarizing data<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">\n\nCONTROL ACCOUNT MANAGEMENT\u200b\n\n<\/h3>\n\n\n\n<p>Control Account is key management&nbsp;control Point\u200b <br>Responsibility for work accomplishment is&nbsp;established\u200b <br>Defined element of work to be performed&nbsp;by a specific organizational entity\u200b<br>Defined scope of work, Schedule, and&nbsp;Budget\u200b<br>Control account Manger (CAM)&nbsp; plans the&nbsp;detailed work tasks, manages&nbsp;accomplishment and reports regularly to&nbsp;the project manager<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">\n\nBUDGETING\u200b\n\n<\/h3>\n\n\n\n<p>A Performance Measurement System&nbsp;(Earned Value Management&nbsp;Syatem&nbsp;EVMS) is&nbsp;dependant&nbsp;on good budgeting&nbsp;Practices.\u200bProvides a realistic baseline against which&nbsp;performance can be compared to\u200b Internal budgets must add up to the&nbsp;Contract Budget Base (CBB)\u200b <br>Total Budgets are set by management as&nbsp;cost goal for the project activities\u200b<br>Based on allocations from estimates of&nbsp;managerially significant elements of work&nbsp;(Control Accounts) each with a budgeted&nbsp;value in terms of overall project budget\u200b<br>As work is performed actual cost can be&nbsp;compared to the budgeted value to reflect&nbsp;cost performance. The contract&nbsp;negotiated cost provides the departure&nbsp;for the budget baseline<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Resources <\/h3>\n\n\n\n<p>The distribution of budget to scheduled&nbsp;increments of work can be used to&nbsp;produce a time-phased budget baseline&nbsp;for the project.\u200b<br>The Spread of resources on a resource&nbsp;loaded schedule can be analyzed to find&nbsp;over and under allocating resources in&nbsp;order to maximize the efficient use of&nbsp;people, materials, facilities,&nbsp;etc\u2026&nbsp;\u200b<br>Adjusting Schedule may involve&nbsp;contracted dates and target set by&nbsp;management which must be&nbsp;accommodated and may not result in the&nbsp;earliest possible completion date&nbsp;<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Identifying cost elements <\/h3>\n\n\n\n<p>Cost Elements: Labor, Material,&nbsp;Subcontracts, and other direct cost should&nbsp;be identified so that reporting and&nbsp;analysis can be performed for the&nbsp;program manager and customer. <\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Budget Allocation <\/h3>\n\n\n\n<p>Budgets should be identified by cost elements (Labor, Material, Subcontracts, and other direct costs) \u200b<br>Cost element segregation is necessary to accommodate the differences of management and control of the elements so Cost variances can be analyzed\u200b. <br>Separates how much is related to labor performance and material cost \u200b<br>Helps determine estimated cost of work remaining<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Undistributed Budget (UB) <\/h3>\n\n\n\n<p>Remainder of a project\u2019s budget\u200b <br>Authorized for the internal organizations&nbsp;assigned to perform the work\u200b <br>Internal budgets must address the indirect&nbsp;and indirect activities, Direct costs are&nbsp;managed at the control account level&nbsp;while indirect costs usually managed at a&nbsp;more summary level in a pool&nbsp;arrangement\u200b <br>Planning must consider what parts of the&nbsp;project cannot be identified in the WBS or&nbsp;the OBS at a detail level&nbsp; so budget can be&nbsp;set aside for work and does not get&nbsp;distributed to other control accounts<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">MANAGEMENT RESERVE (MR) <\/h3>\n\n\n\n<p>Budget Set aside for Known Unknowns, or&nbsp;unforeseen work within the project\u2019s&nbsp;scope of work\u200b <br>Used to reduce the risk due to complexity&nbsp;and uncertainty and management&nbsp;judgement\u200b <br>Used to provide budget and resource load&nbsp;the schedule for newly identified work at&nbsp;the control account level<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Project Funding vs Performance budgeting <\/h3>\n\n\n\n<p>Funding = Real Money\u200b<br>Funding must be made available as&nbsp;required by management for internal&nbsp;projects, or by customers on contract.&nbsp;Allocation of the projects Total Budget or&nbsp;Contract Budget Base for the work to be&nbsp;performed. Each segment of work will be&nbsp;given a value that relates it to the&nbsp;project\u2019s Total Budget. When the work is&nbsp;done it becomes the earned value&nbsp;regardless of actual cost. At the end of the&nbsp;project the earned value =&nbsp;<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">\n\n32 Guidelines&nbsp;for&nbsp;EVMS\n\n<\/h2>\n\n\n\n<h3 class=\"wp-block-heading\">I.&nbsp;&nbsp;&nbsp; Organization&nbsp;\u200b<\/h3>\n\n\n\n<p>Guideline 1 &#8211;&nbsp;&nbsp;&nbsp;&nbsp; Define Work Scope (WBS)&nbsp;\u200b<\/p>\n\n\n\n<p>Guideline 2 &#8211;&nbsp;&nbsp;&nbsp;&nbsp; Define Project Organization (OBS)&nbsp;\u200b<\/p>\n\n\n\n<p>Guideline 3 &#8211;&nbsp;&nbsp;&nbsp;&nbsp; Integrate Processes&nbsp;\u200b<\/p>\n\n\n\n<p>Guideline 4 &#8211;&nbsp;&nbsp;&nbsp;&nbsp; Identify Overhead Management&nbsp;\u200b<\/p>\n\n\n\n<p>Guideline 5 &#8211;&nbsp;&nbsp;&nbsp;&nbsp; Integrate WBS\/OBS to Create Control Accounts&nbsp;\u200b<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">II.&nbsp;&nbsp;&nbsp; Planning, Scheduling, and Budgeting&nbsp;\u200b<\/h3>\n\n\n\n<p>Guideline 6 &#8211;&nbsp;&nbsp;&nbsp;&nbsp; Schedule with Network Logic&nbsp;\u200b<\/p>\n\n\n\n<p>Guideline 7 &#8211;&nbsp;&nbsp;&nbsp;&nbsp; Set Measurement Indicators&nbsp;\u200b<\/p>\n\n\n\n<p>Guideline 8 &#8211;&nbsp;&nbsp;&nbsp;&nbsp; Establish Budgets for Authorized Work&nbsp;\u200b<\/p>\n\n\n\n<p>Guideline 9 &#8211;&nbsp;&nbsp;&nbsp;&nbsp; Budget by Cost Elements&nbsp;\u200b<\/p>\n\n\n\n<p>Guideline 10 &#8211;&nbsp;&nbsp;&nbsp;&nbsp; Create Work Packages, Planning Packages&nbsp;\u200b<\/p>\n\n\n\n<p>Guideline 11 &#8211;&nbsp;&nbsp;&nbsp;&nbsp; Sum Detail Budgets to Control Account&nbsp;\u200b<\/p>\n\n\n\n<p>Guideline 12 &#8211;&nbsp;&nbsp;&nbsp;&nbsp; Level of Effort (LOE) Planning and Control&nbsp;\u200b<\/p>\n\n\n\n<p>Guideline 13 &#8211;&nbsp;&nbsp;&nbsp;&nbsp; Establish Overhead Budgets&nbsp;\u200b<\/p>\n\n\n\n<p>Guideline 14 &#8211;&nbsp;&nbsp;&nbsp;&nbsp; Identify Management Reserve and Undistributed Budget&nbsp;\u200b<\/p>\n\n\n\n<p>Guideline 15 &#8211;&nbsp;&nbsp;&nbsp;&nbsp; Reconcile to Target Cost Goal&nbsp;\u200b<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">III.&nbsp;&nbsp;&nbsp; Accounting Considerations&nbsp;\u200b<\/h3>\n\n\n\n<p>Guideline 16 &#8211;&nbsp;&nbsp;&nbsp;&nbsp; Record Direct Costs&nbsp;\u200b<\/p>\n\n\n\n<p>Guideline 17 &#8211;&nbsp;&nbsp;&nbsp;&nbsp; Summarize Direct Costs by WBS Elements&nbsp;\u200b<\/p>\n\n\n\n<p>Guideline 18 &#8211;&nbsp;&nbsp;&nbsp;&nbsp; Summarize Direct Costs by OBS Elements&nbsp;\u200b<\/p>\n\n\n\n<p>Guideline 19 &#8211;&nbsp;&nbsp;&nbsp;&nbsp; Record\/Allocate Indirect Costs&nbsp;\u200b<\/p>\n\n\n\n<p>Guideline 20 &#8211;&nbsp;&nbsp;&nbsp;&nbsp; Identify Unit and Lot Costs&nbsp;\u200b<\/p>\n\n\n\n<p>Guideline 21 &#8211;&nbsp;&nbsp;&nbsp;&nbsp; Track and Report Material Costs and Quantities \u2003\u200b<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">IV.&nbsp;&nbsp;&nbsp; Analysis and Management Reports&nbsp;\u200b<\/h3>\n\n\n\n<p>Guideline 22 &#8211;&nbsp;&nbsp;&nbsp;&nbsp; Calculate Schedule Variance and Cost Variance&nbsp;\u200b<\/p>\n\n\n\n<p>Guideline 23 &#8211;&nbsp;&nbsp;&nbsp;&nbsp; Identify Significant Variances for Analysis&nbsp;\u200b<\/p>\n\n\n\n<p>Guideline 24 &#8211;&nbsp;&nbsp;&nbsp;&nbsp; Analyze Indirect Cost Variances&nbsp;\u200b<\/p>\n\n\n\n<p>Guideline 25 &#8211;&nbsp;&nbsp;&nbsp;&nbsp; Summarize Information for Management&nbsp;\u200b<\/p>\n\n\n\n<p>Guideline 26 &#8211;&nbsp;&nbsp;&nbsp;&nbsp; Implement Corrective Actions&nbsp;\u200b<\/p>\n\n\n\n<p>Guideline 27 &#8211;&nbsp;&nbsp;&nbsp;&nbsp; Revise Estimate at Completion (EAC)&nbsp;&nbsp;\u200b<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">V.&nbsp;&nbsp;&nbsp; Revisions and Data Maintenance\u200b<\/h3>\n\n\n\n<p>Guideline 28 &#8211;&nbsp;&nbsp;&nbsp;&nbsp; Incorporate Changes in a Timely Manner&nbsp;\u200b<\/p>\n\n\n\n<p>Guideline 29 &#8211;&nbsp;&nbsp;&nbsp;&nbsp; Reconcile Current to Prior Budgets&nbsp;\u200b<\/p>\n\n\n\n<p>Guideline 30 &#8211;&nbsp;&nbsp;&nbsp;&nbsp; Control Retroactive Changes&nbsp;\u200b<\/p>\n\n\n\n<p>Guideline 31 &#8211;&nbsp;&nbsp;&nbsp;&nbsp; Prevent Unauthorized Revisions&nbsp;\u200b<\/p>\n\n\n\n<p>Guideline 32 &#8211;&nbsp;&nbsp;&nbsp;&nbsp; Document Performance Measurement Baseline (PMB) Changes&nbsp;<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">\n\nThe 16 foundational guidelines are\n\n<\/h2>\n\n\n\n<h3 class=\"wp-block-heading\">ORGANIZATION\u200b<\/h3>\n\n\n\n<p>Guideline 1: Define the authorized work elements for the program.\u200b<\/p>\n\n\n\n<p>Guideline 3: Provide for the integration of the company\u2019s planning, scheduling, budgeting, work authorization&nbsp;and cost accumulation processes with each other, and as appropriate, the program Work Breakdown&nbsp;Structure (WBS) and the program organizational.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">PLANNING AND BUDGETING\u200b<\/h3>\n\n\n\n<p>Guideline 6: Schedule the authorized work in a manner, which describes the sequence of work and identifies&nbsp;significant task interdependencies required to meet the requirements of the program.\u200b<\/p>\n\n\n\n<p>Guideline 7: Identify physical products, milestones, technical performance goals, or other indicators that will&nbsp;be used to measure progress.\u200b<\/p>\n\n\n\n<p>Guideline 8: Establish and maintain a time-phased budget baseline, at the Control Account level, against&nbsp;which program performance can be measured.\u200b<\/p>\n\n\n\n<p>Guideline 9: Establish budgets for authorized work with identification of significant cost elements (labor,&nbsp;material, etc.) as needed for internal management and for control of subcontractors.\u200b<\/p>\n\n\n\n<p>Guideline 10: To the extent it is practical to identify the authorized work in discrete work packages, establish&nbsp;budgets for this work in terms of dollars, hours, or other measurable units.\u200b<\/p>\n\n\n\n<p>Guideline 12: Identify and control level of effort activity by time-phased budgets established for this&nbsp;purpose.&nbsp; Only that effort which is immeasurable or for which measurement is impractical may be classified&nbsp;as level of effort.&nbsp;<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">ACCOUNTING CONSIDERATIONS\u200b<\/h3>\n\n\n\n<p>Guideline 16: Record direct costs in a manner consistent with the budgets in a formal system controlled by&nbsp;the general books of account.\u200b<\/p>\n\n\n\n<p>&nbsp;Guideline 21: For EVMS, the material accounting system will provide for:\u200b<\/p>\n\n\n\n<p>Accurate cost accumulation and assignment of costs to Control Accounts in a manner consistent with the&nbsp;budgets using recognized, acceptable, costing techniques.\u200b<\/p>\n\n\n\n<p>Cost performance measurement at the point in time most suitable for the category of material involved, but&nbsp;no earlier than the time of progress payments or actual receipt of material.\u200b<\/p>\n\n\n\n<p>Full accountability of all material purchased for the program including the residual inventory.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">ANALYSIS AND MANAGEMENT REPORTS\u200b<\/h3>\n\n\n\n<p>Guideline 23: Identify, at least monthly, the significant differences between both planned and actual&nbsp;schedule performance and planned and actual cost performance, and provide the reasons for the variances&nbsp;in detail needed by program management.\u200b<\/p>\n\n\n\n<p>Guideline 26: Implement managerial actions taken as a result of earned value information.\u200b<\/p>\n\n\n\n<p>Guideline 27: Develop revised estimates of cost at completion based on performance to date, commitment&nbsp;values for material, and estimate of future conditions. Compare this information with the performance&nbsp;measurement baseline to identify variances at completion important to company management and any&nbsp;applicable customer reporting requirements including statements of funding requirements.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">REVISIONS AND DATA MAINTENANCE\u200b<\/h3>\n\n\n\n<p>Guideline 28: Incorporate authorized changes in a timely manner, recording the effects of such changes in&nbsp;budgets and schedules.&nbsp; In the directed effort prior to negotiation of a change, base such revisions on the&nbsp;amount estimated and budgeted to the program organizations.\u200b<\/p>\n\n\n\n<p>Guideline 30: Control retroactive changes to records pertaining to work performed that would change&nbsp;previously report amounts for actual costs, earned value, or budgets.\u200b<\/p>\n\n\n\n<p>Guideline 32: Document changes to the performance measurement baseline.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"> Questions For&nbsp;Stakeholders <\/h2>\n\n\n\n<ol class=\"wp-block-list\"><li>What Specific&nbsp;Business Needs Does The Project Meet Satisfy?\u200b<\/li><li>What&nbsp;Measurable Goals Does The&nbsp;Project Define?(Requirements)\u200b<\/li><li>What Operations&nbsp;and&nbsp;Processes Will be&nbsp;Included&nbsp;in the Project?\u200b<\/li><li>How&nbsp;Are The&nbsp;Projects Scope, Time Constraints, and Cost Interrelated?\u200b<\/li><li>Who&nbsp;Are The Stakeholders&nbsp;and Key Stakeholders&nbsp;of the&nbsp;Project?\u200b<\/li><li>What Are The Stakeholder&#8217;s&nbsp;Requirements? What do They&nbsp;Need From the&nbsp;Project,&nbsp;What do They&nbsp;Expect,&nbsp;What Information&nbsp;do They&nbsp;Have\u200b<\/li><li>What Will Determine if the Project is Successful?\u200b<\/li><li>Who is Requesting the Project?&nbsp;Internal or&nbsp;External&nbsp;Customer\/Business Analyst\u200b<\/li><li>What are the Outputs&nbsp;of the Project&#8230; Up&nbsp;to the Final Product?<\/li><\/ol>\n","protected":false},"excerpt":{"rendered":"<p>Fundamentals MANAGEMENT SUBSYSTEMS COST MANAGERS COST AND SCHEDULE PERFORMANCE BY&nbsp;WBS&nbsp;&amp; OBS PERFORMANCE MEASUREMENT Art of determining and Presenting\u200b Cost\u200b Schedule&nbsp;\u200b Technical Performance&nbsp;\u200b Make trade offs&nbsp;\u200b Cost\u200b Schedule\u200b Technical performance\u200b Many Management Systems\u200b Were developed independently of each other\u200b Not well integrated\u200b Serve specific needs\u200b Accounting&nbsp;\u200b Project schedule\u200b Requirements Documents\u200b So Need to pull together data&nbsp; &hellip; <\/p>\n<p class=\"link-more\"><a href=\"https:\/\/doubleecpu.com\/index.php\/measure-performance\/\" class=\"more-link\">Read more<span class=\"screen-reader-text\"> &#8220;Measure Performance&#8221;<\/span><\/a><\/p>\n","protected":false},"author":1,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"footnotes":""},"class_list":["post-2218","page","type-page","status-publish","hentry"],"featured_media_urls":[],"_links":{"self":[{"href":"https:\/\/doubleecpu.com\/index.php\/wp-json\/wp\/v2\/pages\/2218","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/doubleecpu.com\/index.php\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/doubleecpu.com\/index.php\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/doubleecpu.com\/index.php\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/doubleecpu.com\/index.php\/wp-json\/wp\/v2\/comments?post=2218"}],"version-history":[{"count":0,"href":"https:\/\/doubleecpu.com\/index.php\/wp-json\/wp\/v2\/pages\/2218\/revisions"}],"wp:attachment":[{"href":"https:\/\/doubleecpu.com\/index.php\/wp-json\/wp\/v2\/media?parent=2218"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}