June 04, 2012
As Florida kicks off EVM World, the major international conference focusing on Earned Value and project performance, Jon Swain, President of Virginia Beach enterprise project management consultancy Ten Six Consulting, LLC, revealed that unfortunately most Earned Value initiatives fail. The top ten reasons for this are a mix of technical and leadership issues, as Swain explained.
The top ten reasons why Earned Value (EV) initiatives fail are:
#10. Lack of management commitment
Earned Value initiatives take time to set up and can involve a complete rethink of how success is measured. If the senior management team is not committed to this change and does not actively participate, then Earned Value will never gain any traction.
#9. Inaccurate performance data from existing systems
“Earned Value can’t work if the data is not good enough,” said Swain. “The base systems have to provide a meaningful input.”
#8. Management accepts excuses for bad performance
The management team responsible for Earned Value needs to ensure that there are no excuses for poor performance. “Something we hear a lot is ‘It’s not me, it’s the systems’ and that is unacceptable,” said Swain.
#7. Using unproven tools
“Choose tools and software that have been shown to work for other companies in situations similar to yours,” said Swain. “Talk to an implementation partner or impartial consultancy about what is right for you – don’t simply pick the first tool that comes with a slick sales pitch.”
#6. Poorly trained team
Often the team has had no prior experience in using the tools to manage Earned Value...Factor in enough time for the team to learn the software, processes and procedures.
#5. Poorly documented processes
“There’s more to Earned Value than implementing software,” said Swain. “Make sure your processes are suitable to work with the EV framework, and if they aren’t, change them.”
#4. Control Account Managers (CAMs) don’t accept responsibility for cost, schedule and technical performance
The role of the CAM is critical in Earned Value systems. The purpose of the role is to be responsible for planning and co-ordinating the work in a Control Account. If this person refuses to accept responsibility for cost, schedule and performance information, they need to be reminded of the purpose of the role, or removed.
#3. Management don’t hold CAMs accountable for cost, schedule and technical performance
The responsibilities of managing Control Accounts work both ways. “Management needs to hold CAMs responsible and provide suitable challenge,” said Swain. “Otherwise the role of the CAM becomes a reporting function which adds little value.”
#2. Management don’t assign a team of proven performers
“Put your best people on EV,” said Swain. “This is too important to get wrong.” Earned Value is often seen as an additional reporting mechanism, so inexperienced resources are assigned to set it up.
#1. Lack of management commitment
“Management commitment and active participation is so important,” said Swain. “I put it on the list twice as I think it is twice as important as anything else...EV is a hugely beneficial and useful project tool when implemented correctly. Don’t waste your efforts on something that is second-rate.”
About Ten Six Consulting, LLC
Ten Six Consulting specializes in implementing Enterprise Project Management (EPM), Project Portfolio Management (PPM) and Earned Value Management (EVM) solutions. Ten Six works across many industry sectors including aerospace and defense, IT, media, energy, telecom, public sector and finance. Ten Six has expertise in implementing tool suites from Oracle Primavera, Deltek and Microsoft, and the proven deployment structure used by the company enables it to apply best practices in implementing processes and tools throughout large organizations.
For further information please contact:
Ten Six Consulting, LLC
576 North Birdneck Road, #626
+1 703 910-2600
For the original version on PRWeb visit: http://www.prweb.com/releases/prweb2012/6/prweb9557346.htm