Dissertation/Thesis Abstract

Examining the perceived value of integration of earned value management with risk management-based performance measurement baseline
by Shah, Akhtar H., Ph.D., Capella University, 2014, 130; 3612243
Abstract (Summary)

Many projects fail despite the use of evidence-based project management practices such as Performance Measurement Baseline (PMB), Earned Value Management (EVM) and Risk Management (RM). Although previous researchers have found that integrated project management techniques could be more valuable than the same techniques used by themselves, these findings do not address the benefits of integrated EVM with PMB created from RM-based Work Breakdown Structures (WBS) that could positively influence project results. The success of a project is partly dependent on accurately forecasting the performance of future states of current projects. The focus of this quantitative descriptive study is to improve current project management knowledge by identifying whether the integration of EVM with PMB created from RM-based WBS adds project value in accurately predicting the future performance of current projects. This study was conducted by surveying project leaders who have had some experience in EVM with project management. The results of this research significantly support the belief that integration of EVM with PMB created from RM-based WBS adds value to a project.

Indexing (document details)
Advisor: Ferreira, Gail
Commitee: Laendner, Geoffrey, Scott, Jennifer
School: Capella University
Department: School of Business and Technology
School Location: United States -- Minnesota
Source: DAI-B 75/06(E), Dissertation Abstracts International
Subjects: Information Technology
Keywords: Earned value management, Performance measurement baseline, Project value, Risk management, Risk management-based work breakdown structures
Publication Number: 3612243
ISBN: 978-1-303-73598-1
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