One of the most critical problems that project management professionals face is the management of the performance on their project. The two most common challenges a project manager faces in any industry are cost and schedule overruns. In many instances there is no forewarning; schedule slips, costs soar and often quality is also impacted; the project manager is faced with the near impossible task of explaining why each impact occurred and why the root-causes were not addressed early in the project.
Performance measurement as the basis to manage projects, programs and portfolios, is becoming increasingly important for project-based organizations. Developed as joint effort between NASA and the US Department of Defence (DoD), back in the mid-60s, Earned Value Management (EVM) has been maturing and evolving over the last decades as the global de facto standard for performance measurement and project control, having deserved the attention of the most prominent standardization organizations like ISO, CPM, AACE International and the Project Management Institute (PMI), all of which have recently developed global standards specific for the implementation, adoption and certification in Earned Value Management.
Salvo’s 3-day masterclass will provide stakeholders with reliable data and quantitative information about the project status and performance, so that more effective decisions can be devised to improve a project’s success. The adoption of EVM implies a cultural change towards objectivity, proactivity and opportunity management, where variation, deviations and changes are all the source for developing knowledge, gaining better understanding and improving a project. EVM is also the foundation for auditability in projects. The traditional alternatives to project control without EVM is the sole use of intuitive and empirical decision-making based on personal experience confined to managers’ “comfort-zones”, the use of financial cash-flow control metrics (which clearly fail to see the whole picture), or, at best, “home-made” metrics which do not capitalize on existing standards knowledge, nor provide a basis for benchmarking, a common-language, auditability and a basis for continuous improvement. Knowing EVM and being updated to the latest developments constitutes a key requirement for all professionals involved in making or influencing management and business decisions in projects, programs and portfolios.
This course is intended particularly for all the professionals who are or will be responsible for controlling or supporting programs and large or complex projects, services and systems, including the following:
A distinguished project management expert with over 25 years of experience in delivering advanced project management training and consulting for clients across Europe and other parts of the world. Throughout his career, he has been delivering services for a wide range of international organizations, like Wolkswagen, Motorola, Microsoft, BHP Billiton, Nato, Vale, PMI, British Aerospace, Repsol, Siemens, Bosch Group and many more.
He led and participated in major international projects where he also developed applied scientifi c research, particularly at British Aerospace (UK) having received , as a result of his work, the Mike Simpson Award (1996) granted by the prestigious British Association Operational Research Society (ORS).
He also worked as a consultant and trainer for NATO in an initiative aimed at improving the project management process of NC3A, the NATO Consultation, Command and Control Agency. He has been leading the implementation of Earned Value Management Systems for project and program control in multi-billion US dollars, specially in the energy, construction and mining sector.
He is also a Senior Consultant with the Cutter Consortium(US), belonging to the Agile Project Management Practice. He is a member of the Project Management Institute and a certified Project Management Professional. He was also a Chartered Member of the Portuguese Association of Engineering. The trainer was the founding president of the PMI Portugal chapter and was a PMI Component member for the EMEA region during 2005 to 2007. He was an active member of the PMI teams that developed the 3rd edition of the PMBOK Guide and the 1st edition of the OPM3 model for organizational project management maturity assessment. He served for two consecutive years in the Congress project Action Team (CopPAT) for the EMEA PMI Global Congress that took place in Prague (2004) an Edinburgh (2005).
In 2009, the trainer was named Project Management Ambassador by the PMForum, having joined the international PM Ambassadors speakers bureau. He was invited in late 2009 by the PMI to join the core team that developed the second edition of the PMI Practice Standard for Earned Value Management to Projects, Programs and Portfolios. In 2012 he was invited to become EVM Ambassador in Europe by the Earned Value Management Europe Association.