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The impact of performance in project management knowledge areas on earned value results in information technology projects
Umeå University, Faculty of Social Sciences, Umeå School of Business.
2001 (English)In: International Project Management Journal, ISSN 1455-4186, Vol. 7, no 1, 44-51 p.Article in journal (Refereed) Published
Abstract [en]

Using the Body of Knowledge from the Project Management Institute this study explores the relative impact of the different project management knowledge areas on the Earned Value (EV) measures of Percent Schedule Variance (%sv) and Percent Cost Variance (%cv) in Information Technology (IT) projects. The results show that a planning stage after contract signature has the strongest impact on %sv, whereas Communication Management, Change Management and Human Resource Management have the strongest impact on %cv. Resource management and project planning practices are most influential on a project's risk status. A formula to calculate Return on Investment (ROI) for project management improvement activities is also developed. It allows focusing project management improvement activities on those knowledge areas that have strongest impact on project performance results and therefore the highest ROI.

Place, publisher, year, edition, pages
2001. Vol. 7, no 1, 44-51 p.
Keyword [en]
Project performance, project management knowledge areas, earned value
URN: urn:nbn:se:umu:diva-18009OAI: diva2:157682
Available from: 2007-02-02 Created: 2007-02-02 Last updated: 2011-01-13Bibliographically approved

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