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Interfacing Risk and Earned Value Management
This guide, written by the APM Risk Specific Interest Group and the APM Earned Value Specific Interest Group, examines in detail the interfaces between two key elements of the APM Body of Knowledge.
Project management is sometimes compartmentalised into its discrete elements – product decomposition, planning, scheduling, cost estimating, requirements management, risk management, and performance techniques such as earned value management. This guide looks at the benefits of looking at project management techniques as a cohesive whole.
Readers of this publication may also be interested in Prioritising Project Risks, Project Risk Analysis and Management Guide 2nd edition, The Earned Value Management Compass and Earned Value APM Guidelines, 2nd edition.
Project management is sometimes compartmentalised into its discrete elements – product decomposition, planning, scheduling, cost estimating, requirements management, risk management, and performance techniques such as earned value management. This guide looks at the benefits of looking at project management techniques as a cohesive whole.
Readers of this publication may also be interested in Prioritising Project Risks, Project Risk Analysis and Management Guide 2nd edition, The Earned Value Management Compass and Earned Value APM Guidelines, 2nd edition.
69 pages, Kindle Edition
Published March 27, 2014
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