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.

Sound risk management processes and robust earned value management application each offer the opportunity to improve project control and provide the project manager with reliable information on which to base proactive management decisions. All too often, the disciplines are practiced in isolation with focus on the mechanisms rather than the management value. They can compete with each other for resource and project management attention, rather than leveraging the advantages each has to offer. Instead, it should be recognized that they complement each other and deliver more holistic project management. This paper explains how risk and earned value approaches work together during different phases of a project life cycle, starting with setting the baseline, then change control as the project progresses, finally looking at how to improve "estimates to complete." This paper goes through the steps required to implement risk and earned value side by side, to take advantage of these benefits, improve project control, and increase the chances of project success. It begins by establishing the baseline. In addition, it details how to allow for risk in the baseline. The paper then overviews change management. It demonstrates how to combine the two disciplines of risk management and earned value management, support better decision-making, encourage effective communication, and increase your chances of delivering a successful project. It identifies the benefits of bringing the two disciplines together.

To use public funds effectively, the gov¿t. must meet the demands of today's changing world by employing effective mgmt. practices and processes, including the measurement of gov¿t. program performance. Legislators, gov¿t. officials, and the public want to know whether gov¿t. programs are achieving their goals and what their costs are. To make those evaluations, reliable cost information is required and fed. standards have been issued for the cost accounting that is needed to prepare that information. This Cost Guide has been developed in order to establish a consistent methodology that is based on best practices and that can be used across the fed. gov¿t. for developing, managing, and evaluating capital program cost estimates. Illustrations.

This book presents a selection of papers from the 2017 World Conference on Information Systems and Technologies (WorldCIST'17), held between the 11st and 13th of April 2017 at Porto Santo Island, Madeira, Portugal. WorldCIST is a global forum for researchers and practitioners to present and discuss recent results and innovations, current trends, professional experiences and challenges involved in modern Information Systems and Technologies research, together with technological developments and applications. The main topics covered are: Information and Knowledge Management; Organizational Models and Information Systems; Software and Systems Modeling; Software Systems, Architectures, Applications and Tools; Multimedia Systems and Applications; Computer Networks, Mobility and Pervasive Systems; Intelligent and Decision Support Systems; Big Data Analytics and Applications; Human–Computer Interaction; Ethics, Computers & Security; Health Informatics; Information Technologies in Education; and Information Technologies in Radiocommunications.

Projects overspend and overrun. Business cases perform less well than expected. Managers tighten their grip and initiate more procedure. But little changes and the scenario repeats, and it has done so for decades. Losing other peoples' money and goodwill is almost an innate characteristic of projects. This may be a norm but it need not be the natural state of affairs. In Project Risk Analysis, Derek Salkeld shows how easily assimilated techniques developed out of formal risk analysis methods can be used to increase the chances of projects being delivered to the oft quoted objective of on time and to budget, to quality and to popular acceptance. These techniques need to be understood by managers so that they can foresee the benefits of directing their teams to carry them out, and so they can inform their clients about the potential consequences of the investments they wish to make and how the project team plan to assure these. The three parts of the book explain how you can: ¢ calculate the funding required for a simple, short project using risk based methods to generate answers that are more accurate than traditional estimating ¢ apply the techniques to inform an investment decision for a major project, taking into account whole of life costs, operations and revenues ¢ design and implement specific management controls that will assure the outcomes of the investment decisions. Risk and opportunity are inherent in projects and yet, whilst many organizations invest heavily in project management methodologies and processes, few project sponsors, project board members or managers understand the effect these might have. The approach taken in the book is to understand how the risk and opportunity in a project will affect its funding requirements and its business case outcomes, and to use this understanding to devise management controls that will benefit both the investor and the project manager. This is essential reading for anyone concerned with adding value to projects, programmes and the organizations for which they are delivering them.