000			01881cam a22002895 4500
001			L137218
008			070322s2005 xxkd f 001 0 eng d
020			_a1930699891
035			_a(Sirsi) u137218
041	0		_aeng
050	0	4	_a658.404 $2 18
100	1		_aFleming, Quentin W.
245	0	0	_aEarned value _bproject management
250			_a3rd ed.
260			_aNewtown Square _bProject Management Institute _c2005
300			_aviii, 232p. _c26cm.
350			_a22.89
505	2		_aEarned project management - an introduction -- Earned project managment - an overview -- The genesis and evolution of earned value -- The earned value body of knowledge -- Scope the project -- Plan and schedule the project -- Estimate the resources and authorize budgets to form CAPS -- Establish the earned value baseline -- Employ earned value in project procurements -- Monitor performance against earned value baseline -- Forecasting the final cost and schedule results -- Manage the project portfolio using earned value -- Implement earned value on all projects -- Fulfill your fiduciary duty and comply with Sarbanes-Oxley
520			_aDescribes this concept which can be applied to any projects in any industry. It is intended for one-time-only projects, and portfolios of projects within an organisation. This new edition covers earned value measurements on project procurements (i.e. the materials, contracts and subcontracts that projects may issue) and makes recommendations on level of effort (LOE) tasks. Also suggests that company executives have a duty to their stockholders that requires the use of earned value on all projects that could impact upon company profits.
521	2		_aAdvanced
590			_aKA
650	2	4	_aSARBANES-OXLEY ACT
651		4	_aUnited Kingdom _y
690			_aProject management _96261
700	1		_aKoppelman, Joel M.
942			_n0
999			_c106695 _d106695