{"product_id":"performancebased-earned-value-64-practitioners-9780471721888","title":"PerformanceBased Earned Value 64 Practitioners","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eA complete toolkit for implementation of Earned Value Management Performance-Based Earned Value uniquely shows project managers how to effectively integrate technical, schedule, and cost objectives by improving earned value management (EVM) practices.\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eTable of Contents v\u003c\/p\u003e \u003cp\u003eForeword xv\u003c\/p\u003e \u003cp\u003ePreface xvii\u003c\/p\u003e \u003cp\u003eAcknowledgments xix\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 Overview of PBEV 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 1\u003c\/p\u003e \u003cp\u003eWhat is PBEV? 1\u003c\/p\u003e \u003cp\u003ePBEV Characteristics 2\u003c\/p\u003e \u003cp\u003eReputation of Earned Value Management 3\u003c\/p\u003e \u003cp\u003eLessons Learned 3\u003c\/p\u003e \u003cp\u003eInadequate Early Warning 4\u003c\/p\u003e \u003cp\u003ePoor Implementation of EVMS 4\u003c\/p\u003e \u003cp\u003eReliable, Valid Information 4\u003c\/p\u003e \u003cp\u003eProduct Requirements and Quality 4\u003c\/p\u003e \u003cp\u003eProcesses 5\u003c\/p\u003e \u003cp\u003eMeasures 5\u003c\/p\u003e \u003cp\u003eSnapshot of EVM 5\u003c\/p\u003e \u003cp\u003eEVMS History and Limitations 6\u003c\/p\u003e \u003cp\u003eEVMS History 6\u003c\/p\u003e \u003cp\u003eEVMS Limitations 6\u003c\/p\u003e \u003cp\u003eCustomer Expectations for Performance-Based Management Systems 8\u003c\/p\u003e \u003cp\u003eU.S. Federal Policy 8\u003c\/p\u003e \u003cp\u003eU.S. Department of Defense Policies 8\u003c\/p\u003e \u003cp\u003eIntegrating Systems Engineering with Earned Value Management 9\u003c\/p\u003e \u003cp\u003eNational Defense Industrial Association 9\u003c\/p\u003e \u003cp\u003eStandards and Capability Models 10\u003c\/p\u003e \u003cp\u003eCustomer Demand for Excellent Processes 11\u003c\/p\u003e \u003cp\u003eCMMI as a Framework for Process Improvement 11\u003c\/p\u003e \u003cp\u003eCustomer Needs for Reduced Cycle Time and Evolutionary Acquisition 11\u003c\/p\u003e \u003cp\u003eIncreasing Utilization of EVM 12\u003c\/p\u003e \u003cp\u003ePBEV and Agile Methods 13\u003c\/p\u003e \u003cp\u003eEnterprise Demand for Cost-Effective Processes 13\u003c\/p\u003e \u003cp\u003eEvolution of PBEV 13\u003c\/p\u003e \u003cp\u003eComparison of PBEV with EVMS 15\u003c\/p\u003e \u003cp\u003ePBEV Process Flow 16\u003c\/p\u003e \u003cp\u003eAbout this Book 16\u003c\/p\u003e \u003cp\u003eSummary 18\u003c\/p\u003e \u003cp\u003eReferences 18\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Principles and Guidelines of PBEV 21\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 21\u003c\/p\u003e \u003cp\u003eEVMS Guidelines 21\u003c\/p\u003e \u003cp\u003ePBEV Principles and Guidelines 21\u003c\/p\u003e \u003cp\u003ePBEV Principles 21\u003c\/p\u003e \u003cp\u003ePBEV Guidelines 22\u003c\/p\u003e \u003cp\u003eFirst Principle 22\u003c\/p\u003e \u003cp\u003eProduct Scope 22\u003c\/p\u003e \u003cp\u003eProduct Requirements 22\u003c\/p\u003e \u003cp\u003eDevelopment of Product Requirements 26\u003c\/p\u003e \u003cp\u003eGuideline 1.1 26\u003c\/p\u003e \u003cp\u003eGuideline 1.2 26\u003c\/p\u003e \u003cp\u003eGuideline 1.3 27\u003c\/p\u003e \u003cp\u003eSecond Principle 27\u003c\/p\u003e \u003cp\u003ePerformance 28\u003c\/p\u003e \u003cp\u003eBase Measure 28\u003c\/p\u003e \u003cp\u003eGuideline 2.1 29\u003c\/p\u003e \u003cp\u003eGuideline 2.2 30\u003c\/p\u003e \u003cp\u003eGuideline 2.3 31\u003c\/p\u003e \u003cp\u003eGuideline 2.4 32\u003c\/p\u003e \u003cp\u003eGuideline 2.5 33\u003c\/p\u003e \u003cp\u003eGuideline 2.6 33\u003c\/p\u003e \u003cp\u003eGuideline 2.7 33\u003c\/p\u003e \u003cp\u003eGuideline 2.8 34\u003c\/p\u003e \u003cp\u003eGuideline 2.9 34\u003c\/p\u003e \u003cp\u003eThird Principle 35\u003c\/p\u003e \u003cp\u003eGuideline 3.1 36\u003c\/p\u003e \u003cp\u003eGuideline 3.2 36\u003c\/p\u003e \u003cp\u003eFourth Principle 37\u003c\/p\u003e \u003cp\u003eGuideline 4.1 37\u003c\/p\u003e \u003cp\u003eGuideline 4.2 37\u003c\/p\u003e \u003cp\u003eSummary 38\u003c\/p\u003e \u003cp\u003eReferences 38\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Product Requirements Baseline 39\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 39\u003c\/p\u003e \u003cp\u003eWhat are the Requirements Baseline and the Technical Baseline? 40\u003c\/p\u003e \u003cp\u003eWhat are Allocated Requirements? 41\u003c\/p\u003e \u003cp\u003eHigh-level Requirements to Lower-Level Requirements 41\u003c\/p\u003e \u003cp\u003eEngineering Approach 42\u003c\/p\u003e \u003cp\u003ePerformance Requirements 45\u003c\/p\u003e \u003cp\u003eEarly Validation 46\u003c\/p\u003e \u003cp\u003eRequirements Validation Process 47\u003c\/p\u003e \u003cp\u003eRequirements Traceability 49\u003c\/p\u003e \u003cp\u003eA Case Study 52\u003c\/p\u003e \u003cp\u003eConversion of Customer Needs, Problems, and Requirements to Product Requirements 54\u003c\/p\u003e \u003cp\u003eAllocation of Product Requirements to Product\u003c\/p\u003e \u003cp\u003eComponent Requirements 55\u003c\/p\u003e \u003cp\u003eDevelopment of the Product Component\u003c\/p\u003e \u003cp\u003eRequirements 56\u003c\/p\u003e \u003cp\u003eDefining the Technical Performance Measures 63\u003c\/p\u003e \u003cp\u003eSummary 65\u003c\/p\u003e \u003cp\u003eReferences 66\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Maintain Bidirectional Traceability 69\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 69\u003c\/p\u003e \u003cp\u003eProject Plans and the Performance Measurement Baseline 69\u003c\/p\u003e \u003cp\u003eIntegration of Product Scope and Project Scope 70\u003c\/p\u003e \u003cp\u003eWork Products 70\u003c\/p\u003e \u003cp\u003eSystem Definition Stage 72\u003c\/p\u003e \u003cp\u003eEIA 632 Engineering Life Cycle Phase Work Products 72\u003c\/p\u003e \u003cp\u003eDesign Stage 72\u003c\/p\u003e \u003cp\u003eWork Products and Work Packages 72\u003c\/p\u003e \u003cp\u003eSynthesis 75\u003c\/p\u003e \u003cp\u003eDesign Verification 76\u003c\/p\u003e \u003cp\u003eTest Stage 77\u003c\/p\u003e \u003cp\u003eSummary 77\u003c\/p\u003e \u003cp\u003eReferences 78\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Progress Toward Meeting Product Requirements 79\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 79\u003c\/p\u003e \u003cp\u003eGuideline 2.1 80\u003c\/p\u003e \u003cp\u003eWhen Product Requirements are Not Measurable 82\u003c\/p\u003e \u003cp\u003eWhat If Measurement is Not Needed? 82\u003c\/p\u003e \u003cp\u003eGuideline 2.2 83\u003c\/p\u003e \u003cp\u003eWork Products 83\u003c\/p\u003e \u003cp\u003eSE Process Work Products 83\u003c\/p\u003e \u003cp\u003eMeasures of Progress 84\u003c\/p\u003e \u003cp\u003eGuideline 2.3 85\u003c\/p\u003e \u003cp\u003eGuideline 2.4 86\u003c\/p\u003e \u003cp\u003eSuccess Criteria 86\u003c\/p\u003e \u003cp\u003eSummary 87\u003c\/p\u003e \u003cp\u003eReferences 87\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Establish Planned Values and Allocate Budget 89\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 89\u003c\/p\u003e \u003cp\u003eGuidelines 2.5 and 2.6 90\u003c\/p\u003e \u003cp\u003eTrade Studies 90\u003c\/p\u003e \u003cp\u003eAllocated Requirements 90\u003c\/p\u003e \u003cp\u003eAllocated Requirements with Rework Examples 91\u003c\/p\u003e \u003cp\u003eTechnical Performance Measurement 92\u003c\/p\u003e \u003cp\u003eTPM Flowdown Procedure 93\u003c\/p\u003e \u003cp\u003eEvidence of Achieving Planned TPM Values 95\u003c\/p\u003e \u003cp\u003ePlanning for Rework 95\u003c\/p\u003e \u003cp\u003eSummary 95\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Variance Analysis 97\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 97\u003c\/p\u003e \u003cp\u003eVariance Analysis 98\u003c\/p\u003e \u003cp\u003eScenarios 98\u003c\/p\u003e \u003cp\u003eScenario 1: TPM Schedule Variance 99\u003c\/p\u003e \u003cp\u003eScenario 2: Software Behind Schedule in Meeting Requirements 100\u003c\/p\u003e \u003cp\u003eScenario 3: Systems Engineering Behind Schedule in Requirements Management 101\u003c\/p\u003e \u003cp\u003eScenario 4: Trade Study Behind Schedule 102\u003c\/p\u003e \u003cp\u003eVariance from Critical-To-Quality Parameters 102\u003c\/p\u003e \u003cp\u003eSummary 103\u003c\/p\u003e \u003cp\u003eReferences 103\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Level of Effort 105\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 105\u003c\/p\u003e \u003cp\u003eGuideline 2.8 105\u003c\/p\u003e \u003cp\u003eMeasurable But Not Practical to Measure 105\u003c\/p\u003e \u003cp\u003eException to Guideline 2.8: Planned Process Improvements 106\u003c\/p\u003e \u003cp\u003eArbitrary Limits to LOE 107\u003c\/p\u003e \u003cp\u003eGuideline 2.9 107\u003c\/p\u003e \u003cp\u003eCommingling LOE with Discrete Work Packages 107\u003c\/p\u003e \u003cp\u003eSolution: Quarantine LOE Performance 109\u003c\/p\u003e \u003cp\u003eSummary 109\u003c\/p\u003e \u003cp\u003eReferences 109\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 Integrate Risk Management with EVM 111\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 111\u003c\/p\u003e \u003cp\u003eGuideline 3.1 112\u003c\/p\u003e \u003cp\u003eGuideline 3.2 113\u003c\/p\u003e \u003cp\u003eSummary 114\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 Changes to the Performance Measurement Baseline 115\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 115\u003c\/p\u003e \u003cp\u003eCauses of Change to Product Requirements 116\u003c\/p\u003e \u003cp\u003eQuality Factors 116\u003c\/p\u003e \u003cp\u003eExample 10.1: Trade-off of Product Requirements, Project X 117\u003c\/p\u003e \u003cp\u003eExample 10.2: House Project Revised Product Requirement 118\u003c\/p\u003e \u003cp\u003eSummary 119\u003c\/p\u003e \u003cp\u003eReferences 119\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11 Agile Methods 121\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 121\u003c\/p\u003e \u003cp\u003eBusiness Environment 121\u003c\/p\u003e \u003cp\u003eAgile Methods 122\u003c\/p\u003e \u003cp\u003eGuidance for Tailoring Contract Performance Reports 123\u003c\/p\u003e \u003cp\u003eTailoring the Implementation of EVM 124\u003c\/p\u003e \u003cp\u003eTailor by WBS Element 124\u003c\/p\u003e \u003cp\u003eTailor by Project Phase 124\u003c\/p\u003e \u003cp\u003eExtreme Tailoring of EVM 124\u003c\/p\u003e \u003cp\u003eSummary 125\u003c\/p\u003e \u003cp\u003eReferences 125\u003c\/p\u003e \u003cp\u003e\u003cb\u003e12 Requirements and Earned Value 127\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 127\u003c\/p\u003e \u003cp\u003eRequirements Status 127\u003c\/p\u003e \u003cp\u003eEarly Validation 128\u003c\/p\u003e \u003cp\u003eWays to Accomplish Validation 128\u003c\/p\u003e \u003cp\u003eSelect a Verification Method for Each Requirement 129\u003c\/p\u003e \u003cp\u003eTrace the Requirements to the Verification Document 130\u003c\/p\u003e \u003cp\u003eRevised\/Recommended Requirements Statuses 130\u003c\/p\u003e \u003cp\u003eDiscrete Measurement of Requirements Management and Tracing 130\u003c\/p\u003e \u003cp\u003eUse the RTM to Develop the Plan 131\u003c\/p\u003e \u003cp\u003eHow to Measure Progress 132\u003c\/p\u003e \u003cp\u003eHow to Determine EV 132\u003c\/p\u003e \u003cp\u003eRTM Example 132\u003c\/p\u003e \u003cp\u003eTotal Requirements Management EV 134\u003c\/p\u003e \u003cp\u003eReasonableness Check 135\u003c\/p\u003e \u003cp\u003eSummary 135\u003c\/p\u003e \u003cp\u003eReferences 135\u003c\/p\u003e \u003cp\u003e\u003cb\u003e13 Using PBEV to Manage Software-Intensive Development 137\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 137\u003c\/p\u003e \u003cp\u003eCharacteristics of Software Project Management 137\u003c\/p\u003e \u003cp\u003eFunctionality and Requirements 138\u003c\/p\u003e \u003cp\u003eFunctional Requirements 138\u003c\/p\u003e \u003cp\u003eGrouping and Traceability of Requirements 139\u003c\/p\u003e \u003cp\u003eRecommended Base Measures by Phase 140\u003c\/p\u003e \u003cp\u003eSoftware Requirements and Analysis Phase 140\u003c\/p\u003e \u003cp\u003eCode and Unit Test Phase 141\u003c\/p\u003e \u003cp\u003eTest Phase 141\u003c\/p\u003e \u003cp\u003eSoftware Rework 142\u003c\/p\u003e \u003cp\u003eDeferred Functionality: Deviation from Plan 145\u003c\/p\u003e \u003cp\u003eTechnical Performance Measurement 148\u003c\/p\u003e \u003cp\u003eCapacity and Response Time Requirements Issues 148\u003c\/p\u003e \u003cp\u003eCapacity or Performance Requirements 149\u003c\/p\u003e \u003cp\u003eCOTS Considerations 150\u003c\/p\u003e \u003cp\u003eSummary 151\u003c\/p\u003e \u003cp\u003eReferences 151\u003c\/p\u003e \u003cp\u003e\u003cb\u003e14 Supplier Acquisition Management 153\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 153\u003c\/p\u003e \u003cp\u003eContractual Considerations 153\u003c\/p\u003e \u003cp\u003eIndustry Standards 154\u003c\/p\u003e \u003cp\u003eContractual Technical and Management Deliverables 155\u003c\/p\u003e \u003cp\u003eIntegrated Baseline Review 155\u003c\/p\u003e \u003cp\u003eMonitor Supplier’s Adherence with Periodic Reviews 156\u003c\/p\u003e \u003cp\u003eUtilize and Analyze Supplier’s Performance Reports 157\u003c\/p\u003e \u003cp\u003eCMMI Acquisition Module 158\u003c\/p\u003e \u003cp\u003eProject Monitoring and Control 159\u003c\/p\u003e \u003cp\u003eSolicitation and Contract Monitoring 159\u003c\/p\u003e \u003cp\u003eRequirements Management 159\u003c\/p\u003e \u003cp\u003eSummary 160\u003c\/p\u003e \u003cp\u003eReferences 160\u003c\/p\u003e \u003cp\u003e\u003cb\u003e15 Moving Forward 161\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 161\u003c\/p\u003e \u003cp\u003eWhy Implement Process Improvement? 161\u003c\/p\u003e \u003cp\u003eSetting the Stage for Success 162\u003c\/p\u003e \u003cp\u003eHow to Implement a Process Improvement Program 162\u003c\/p\u003e \u003cp\u003ePolicies for Integrating Systems Engineering and Risk Management 163\u003c\/p\u003e \u003cp\u003eExample 15.1: Integrate Organizational Processes with Systems Engineering Standards 164\u003c\/p\u003e \u003cp\u003eExcerpt from NGIS Procedure: Systems Engineering 164\u003c\/p\u003e \u003cp\u003eExample 15.2: Integrate Risk Management with Earned Value Management 164\u003c\/p\u003e \u003cp\u003eExcerpt from NGIS Procedure: Manage Risk 164\u003c\/p\u003e \u003cp\u003eImplementation of PBEV 164\u003c\/p\u003e \u003cp\u003eSummary 165\u003c\/p\u003e \u003cp\u003eReferences 166\u003c\/p\u003e \u003cp\u003eAppendices: 167\u003c\/p\u003e \u003cp\u003e\u003cb\u003eA. Fundamentals of Earned Value Management 167\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 167\u003c\/p\u003e \u003cp\u003eWhy use EVM? 168\u003c\/p\u003e \u003cp\u003eEVM principles 168\u003c\/p\u003e \u003cp\u003ePlanning and control processes 169\u003c\/p\u003e \u003cp\u003eProduct scope and quality 170\u003c\/p\u003e \u003cp\u003eWork Breakdown Structure 170\u003c\/p\u003e \u003cp\u003eOrganizational Breakdown Structure 171\u003c\/p\u003e \u003cp\u003eControl Accounts and Control Account Managers 171\u003c\/p\u003e \u003cp\u003eWork packages and planning packages 171\u003c\/p\u003e \u003cp\u003eBase measures 172\u003c\/p\u003e \u003cp\u003ePerformance Measurement Baseline (PMB) 172\u003c\/p\u003e \u003cp\u003eHouse Project 173\u003c\/p\u003e \u003cp\u003eControlling a Project with EVM 183\u003c\/p\u003e \u003cp\u003eTechnical or Quality Variances 183\u003c\/p\u003e \u003cp\u003eSchedule variances 184\u003c\/p\u003e \u003cp\u003eCost variances 184\u003c\/p\u003e \u003cp\u003eVariance analysis 185\u003c\/p\u003e \u003cp\u003eCost Performance Index 186\u003c\/p\u003e \u003cp\u003eRestatement of earned value 189\u003c\/p\u003e \u003cp\u003eRework 189\u003c\/p\u003e \u003cp\u003eMaintaining the integrity of the PMB 191\u003c\/p\u003e \u003cp\u003eSummary 192\u003c\/p\u003e \u003cp\u003eReferences 192\u003c\/p\u003e \u003cp\u003e\u003cb\u003eB. Detailed Planning Guidance 193\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 193\u003c\/p\u003e \u003cp\u003eDetailed Planning of the Project 193\u003c\/p\u003e \u003cp\u003eDetailed Planning of a Work Package 194\u003c\/p\u003e \u003cp\u003eWork Products 194\u003c\/p\u003e \u003cp\u003eCompletion Criteria 195\u003c\/p\u003e \u003cp\u003eEarned Value Methods 195\u003c\/p\u003e \u003cp\u003eTechnical Performance Matrix Worksheet Templates 195\u003c\/p\u003e \u003cp\u003eReplan for Change in Number of Base Measures 200\u003c\/p\u003e \u003cp\u003eRework 204\u003c\/p\u003e \u003cp\u003eMinimize Number of Work Packages 208\u003c\/p\u003e \u003cp\u003e\u003cb\u003eC. American National Standards Institute (ANSI)\/Electronics Industries Alliance (EIA) Standard-748, Earned Value Management Systems Guidelines 213\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGuidelines by Major Category 213\u003c\/p\u003e \u003cp\u003eReferences 216\u003c\/p\u003e \u003cp\u003eC-1 Excerpts from NDIA PMSC ANSI\/EIA 748-A, Standard for Earned Value Management Systems Intent Guide 219\u003c\/p\u003e \u003cp\u003e\u003cb\u003eD. Federal Acquisition Regulations (FAR) Rule on EVMS 227\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePART 2—Definitions of Words and Terms 228\u003c\/p\u003e \u003cp\u003ePART 7—Acquisition Plans 228\u003c\/p\u003e \u003cp\u003ePART 34—Major System Acquisition 229\u003c\/p\u003e \u003cp\u003ePART 52—Solicitation Provisions and Contract Clauses 231\u003c\/p\u003e \u003cp\u003e\u003cb\u003eE. Enabling Work Products 235\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eExample E.1: Typical Work Products in CMMI 235\u003c\/p\u003e \u003cp\u003eExample E.2: Enabling Work Products from Project X 235\u003c\/p\u003e \u003cp\u003e\u003cb\u003eF. Trade Studies 239\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTrade Study Progress 242\u003c\/p\u003e \u003cp\u003eExample F.1: Evaluate Trade Study Candidates 242\u003c\/p\u003e \u003cp\u003eExample F.2: Trade Sudy Evaluate Candidates Activity 243\u003c\/p\u003e \u003cp\u003eExample F.3: Trade Study from Project X 243\u003c\/p\u003e \u003cp\u003e\u003cb\u003eG. Allocated Requirements 247\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAllocated Requirements 247\u003c\/p\u003e \u003cp\u003eRequirements Development 248\u003c\/p\u003e \u003cp\u003eDesign Phase 249\u003c\/p\u003e \u003cp\u003eRework 253\u003c\/p\u003e \u003cp\u003eTesting 254\u003c\/p\u003e \u003cp\u003eDeferred Requirements 256\u003c\/p\u003e \u003cp\u003eSoftware Development 256\u003c\/p\u003e \u003cp\u003eReferences 256\u003c\/p\u003e \u003cp\u003e\u003cb\u003eH. Technical Performance Measures 257\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTPM Work Products: Evidence of Achieving Planned TPM Values 257\u003c\/p\u003e \u003cp\u003eConcept of Basing EV on TPMS 257\u003c\/p\u003e \u003cp\u003eTPM: Planned Value for Physical Qualities 258\u003c\/p\u003e \u003cp\u003eTPM: Software Quality 262\u003c\/p\u003e \u003cp\u003e\u003cb\u003eI. Success Criteria 265\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eEvent-driven Entry and Exit Criteria for Success 265\u003c\/p\u003e \u003cp\u003eExample I.1: Entrance and Exit Criteria for Critical Design Review (CDR) 266\u003c\/p\u003e \u003cp\u003eExample I.2: Success Criteria for Completion of Detailed Design, Project X 270\u003c\/p\u003e \u003cp\u003eExample I.3: Success Criteria and Technical Baselines from the Defense Acquisition Guide 271\u003c\/p\u003e \u003cp\u003eGlossary 277\u003c\/p\u003e \u003cp\u003eAbout the Authors 287\u003c\/p\u003e \u003cp\u003eIndex 291\u003c\/p\u003e","brand":"John Wiley \u0026 Sons Inc","offers":[{"title":"Default Title","offer_id":49402661896535,"sku":"9780471721888","price":72.86,"currency_code":"GBP","in_stock":false}],"url":"https:\/\/bookcurl.com\/products\/performancebased-earned-value-64-practitioners-9780471721888","provider":"Book Curl","version":"1.0","type":"link"}