GB/T 39888-2021.Earned value management in project and programme management.
1 Scope
GB/T 39888 aims to provide guidance on the practice of earned value management in project and programme management.
GB/T 39888 is applicable to organizations of any form or size, including public or private organizations, and to projects or programmes of varying complexity, size and duration.
This document is divided into the following parts:
a) Terms and definitions;
b) Purpose and benefits of earned value management;
c) Integration and relationship with project or programme management;
d) Overview of processes and process descriptions;
e) Basic requirements of earned value management systems;
f) Use of earned value management systems.
This document does not provide guidance on the use of specific processes, methods or tools in the practice of earned value management.
For cost, schedule and performance analysis, common formulas and their explanations, and the integration of earned value with other project or programme management processes, see Appendix A, Appendix B and Appendix C.
2 Normative references
There are no normative references to this document.
3 Terms, definitions and abbreviations
3.1 Terms and definitions
The following terms and definitions apply to this document.
3.1.1
Activity
The work that needs to be done to complete the project or programme.
Note: Can also be considered as work element.
3.1.2
Actual cost
The cost incurred for work already done.
Note: Actual cost is also referred to as “actual cost of work performed”.
3.1.3
Budget at completion
The total forecast cost of completing the work associated with a work package (3.1.19), activity (3.1.1) or control account (3.1.4).
3.1.4
Control account
The management control point used to integrate the scope, budget and actual costs (3.1.2) of a project or programme, work package (3.1.19) or activity (3.1.1)
This document is intended to provide guidance on the practice of earned value management in project and programme management. It is applicable to organizations of any form or size, both public and private, and to projects or programmes of varying complexity, size and duration. This document is divided into the following sections: a) Terms and definitions; b) Purpose and benefits of earned value management; c) Integration and relationship with project or program management; d) Overview of processes and process descriptions; e) Basic requirements of earned value management systems; f) Use of earned value management systems. This document does not provide guidance on the use of specific processes, methods or tools in earned value management practices. Cost, schedule and performance analysis, common formulas and related explanations, and integration of earned value with other project or program management processes are provided in Appendix A, Appendix B and Appendix C.

ICS03.100.40
CCSA 02
National Standard of the People's Republic of China
GB/T39888—2021/IS021508:2018 Earned value management in project and programme management management(IS021508:2018.IDT)
2021-03-09Release
State Administration for Market Regulation
National Standardization Administration
Release
2021-10-01Implementation
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Foreword
Scope
Normative references
3 Terms, definitions and abbreviations-
3.1 Terms and definitions
3.2 Abbreviations
1 Overview of earned value management
Earned value management
4.2 The purpose and benefits of earned value management
4.3 Earned value management system criteria| |tt||Earned Value Management Planning
Use of Earned Value Measures and Performance Indicators
Earned Value Management Process
5.10
5.11
5.12
Overview
Step 1: Decompose the scope of the project or project group
Step 2: Assign responsibilities
Step 3: Develop work schedule
Step 4: Develop phased budget
Step 5: Assign performance indicators
Step 6: Establish ongoing measurement baselines
Step 7: Authorize and perform work
Step 8: Accumulate and report performance data
Step 9: Analyze performance data
Step 10: Take management actions
Step Step 11: Maintaining the baseline
6 Earned value management system review
Overview
Comprehensive baseline review
Demonstration review
Monitoring
GR/T39888—2021/ISO21508:201810
Appendix A (informative)
Cost and schedule performance measurement analysis using earned value management information A.1 Overview
Performance measures and forecasts
Cost performance measures
Schedule performance measures
Additional benefits of performance measurement analysis
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GB/T39888—2021/ISO21508:2018Appendix B (informative) (Informative) Schedule analysis using earned value management information (earned progress) B.1 Earned progress.
B.2 Earned progress prerequisites.
Explanation for the use of earned progress performance measures.
B3.3
B.4 Techniques and principles of earned progress...
B.5 Advantages and benefits of earned progress...
Appendix C (Informative) Integration of earned value management with other project or project management processes -rrKaeerkca-
Foreword
GR/T39888—2021/ISO21508:2018 This document has been drafted in accordance with the provisions of GB/T1.12020 standardization work guide "Part 1: Structure and drafting rules for standardization documents".
This document uses the translation method equivalent to JS021508:2018 Earned value management in project and project group management". This document was proposed by the National Project Management Standardization Technical Committee (SAC/IC313): Drafting units of this document: China Aviation Integrated Technology Research Institute, Mingyang Smart Energy Group Co., Ltd., Yixiang Intelligent Equipment (Shenzhen) Co., Ltd., Wenzhou Jiahe Standardization Information Technology Office, Xiamen Kaiyue Management Consulting Co., Ltd., China Association for Standardization, National Marine Standards and Metrology Center, Hangzhou Standardization Research Institute, SGS-CSTC Standards Technical Services Co., Ltd., Helm Building Technology Co., Ltd., Zhejiang Standardization Association, Huajing Ruisi Lixing Management Consulting Center, Guangdong Mairudu Engineering Design Consulting Co., Ltd., Shaanxi Standardization Research Institute Institute of Technology, Ji Huahua Laboratory, Zhejiang Jinqiao Copper Technology Co., Ltd., Guangdong Dongguan Quality and Technical Supervision Standards and Coding Institute, Rongcheng Xingdong Entry and Exit Trading Co., Ltd., Foshan Lihe Innovation Heart Co., Ltd., China Railway 15th Group Sixth Engineering Co., Ltd. The main drafters of this document: Lv Juan, Zeng Xiange, He Siyu, Sun Cheng, Tian Ning, Li Jiong, Luo Zhaowen, Jin Aidi, Zeng Weipeng, Yu Biao, Wu Feng, Jia Baoshan, Hu Baisong, Ye Shenglin, Zhang Yange, Zhou Jin, Tong Jun, Lin Wenwen, Zhu Peikun, Liu Chunyan, Wang Xiaodong, Zhang Xiaoyan, Zhang Li, Chen Daichen, Zhang Yang, Xiao Yanghui, Zheng Zilu, Yang Xibo, Li Dongning, Zhang Wencai, Lai Rongguo. rrKaeerkAca-
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1 Scope
GR/T 39888—2021/IS021508:2018 Earned Value Management in Project and Programme Management This document is intended to provide guidance on the practice of earned value management in project and programme management. This document is applicable to organizations of any form or size, including public or scientific organizations, and to projects or programs of varying complexity, size and duration. The sample document is divided into the following parts:
a)
Terms and definitions;
Purpose and benefits of earned value management;
Integration with project or programme management and relationship; Processes and process description Overview:
Basic requirements of earned value management system:
Use of earned value management system.
This document does not provide guidance on the use of specific processes, methods or tools for the implementation of earned value management activities. Cost, schedule and performance analysis, applicable formulas and related explanations, and the integration of earned value management with other project or project group management processes are shown in Appendix A, Appendix B and Appendix C.
Normative references
This document has no normative references:
3 Terms, definitions and abbreviations
3.1 Terms and definitions
The following terms and definitions apply to this document. 3.1.1
Activity
activity
Work to be carried out to complete a project or project group Note: It can also be considered as a work element. 3.1.2
Actual cost
actualcost
The cost incurred for the work already done.
Note: Actual cost is also referred to as "actual cost of work done". 3.1.3
budget at completion
budgetatcompletion
the total estimated cost of completing the work associated with a work package (3.1.19), activity (3.1.1) or control account (3.1.4). 3.1.4
control account
control account
control control point. Used to integrate the scope, budget, actual cost (3.1.2)1
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GB/T 39888—2021/ISO21508:2018 and schedule of a project or group of projects, work packages (3.1,19) or activity (3.1.1).
3.1.5
earned value
earned value
the value of work completed expressed in terms of the budget allocated to that work. Note! Earned value is also known as the “budgeted cost of work completed”. 3.1.6 Earned value management A technique for evaluating the progress and performance of a project or programme that integrates the project or programme scope, actual costs, budget and schedule. 3.1.7 Estimate at completion The estimated total cost to complete a project, programme group, work package (3.1.19) or activity (3.1.1). 3.1.8 Estimate to complete The estimated cost to complete a project, programme, work package (3.1.19) or activity (3.1.1). 3.1.9
integrated baseline review
integrated baseline review
evaluation to form a unified solution to the performance measurement baseline (3.1.13) to verify the technical content of the project or project group. 3.1.10
management reserve
management reserve
in the performance measurement baseline (3.1.13) Budget amounts outside the budget. Used for management control. Reserves are established to cover unforeseen items or activities within the scope.
3.1.11
Schedule network
network schedule
A graphical representation showing the logical sequence and interdependencies of work units for a project-month or group of project-months. Note: A schedule network is also called a "schedule network diagram, "logic diagram" or "network logic diagram". 3.1.12
performance measurement
Performance measurement
Quantitative measurement used to track progress.
3.1.13
Performance measurement baseline
performancemeasurementbaselineThe phased work and budget plan within the full cycle can be used to measure the performance of the project or plan: excluding management preparation (3.1.10).
3.1.14
Planned value
Planned value
The phased budget of the approved work plan (3.1.16). Note: Planned value is also divided by the budgeted cost of the planned work. 3.1.15
Technical performance
technicalperformance
Measures the performance results of the functions or capabilities achieved during the implementation of the project or project group. NOTE 1 Technical performance may be incremental:
NOTE 2 Technical performance may also be referred to as “technical performance” in this document 2
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3.1.16
Phase budgettimc-phascd hudlgctThe allocation of costs for completing work at defined times or stages. 3.1.17Www.bzxZ.net
Undistributed budget
undistributed budget
The cost of authorized work not yet allocated to control accounts (3.1.4) 1.3.1.18
Work breakdown structure
workbreakdownstructnre
GR/T 39888—2021/ISO 21508:2018Breakdown the defined scope of a project or programme into successively lower levels of work elements. 3.1.19
workpackage
Work package
One or more related groups of activities within a control account (3,1.4). 3.2 Abbreviations
The following abbreviations apply to this document.
AC: actual cost
BAC: budget at completionEAC: estimate at completionETC: estimate to completeEV: earned value
EVM: earned value managementIHk: integrated baseline reviewMR: management reservePMB: performance measurement baselinePV: planned valueUB: undistributed budgetVAC: variance at completion4 Earned Value Management Overview
4.1 Earned Value Management
Earned Value Management is a structured approach that provides a performance measurement system for evaluating and predicting the execution performance of a project or group of projects.
Earned Value Management is one of the performance management methods. Performance management should specify the planning, implementation and control of the performance of completing work within the scope of a project or project group.
Purpose and benefits of earned value management
The purpose of earned value management is to control and analyze projects or projects. Earned value management helps to analyze and make decisions on aspects including but not limited to budget, schedule, manpower, materials, etc.
Earned value management system may include: communication, improvement, formulation of corrective actions, common framework and vocabulary for project or project group
Earned value management system is a combination of a series of procedures, tools and methods to establish and maintain the management of projects or projects. The overall benefits of applying earned value management are reflected in three aspects: 3
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GB/T 39888—2021/ISO21508:2018 Develop objective measurement techniques;
provide data for project or group management decisions; h
provide a system that can monitor the performance of a project or group of projects. Its specific benefits may include but are not limited to the following: Predict future performance and completion estimates based on past performance: provide objective measures for comparing the performance of projects or groups of projects within or between organizations; Develop budgets and baselines:
Estimate summaries:
provide objective measures of work packages completed using a relative approach: compare the work performed with actual performance and budget: highlight the differences in the earned value report measurement Consistency
Maintain consistency in the reports and performance measures produced by common earned value reporting methods. 4.3 Earned Value Management System Criteria
The earned value management system should define consistent performance indicators. To achieve consistent performance indicators, the system should integrate the baselines established by the project or program, including the scope of work defined through the work breakdown structure and the performance measurement baselines. The system should also allow for formal, controlled consolidation of changes to baselines, authorized users and procedures. In order to implement the earned value management system, the control indicators and processes for the project or program should be documented and understood by the individual organization or organizations involved in the work. The system should have a clear understanding of data, common evaluation methods, The system can be adjusted to accommodate the integration of different project or program target areas, reporting to more than one organization, and other necessary adjustments to control the project or program, or provide an integrated program view. The core data in the earned value management system should include: value, actual cost, planned value, estimate to complete, and budget to complete. The earned value management system should also be able to display the planned status and actual status of the project or program at the same time. In order to implement the earned value management system, the system should reach a consensus on the allocation of "value" and "performance", which can be adjusted for projects or programs based on organizational considerations,||tt ||Reviews of performance indicators should be completed regularly and in a planned manner to allow for comparative analysis of performance. An earned value management system must address the following: a) Determine what work should be completed and when; a) Establish resource requirements; b) Measure work results and record associated costs; d) Report deviations from plans for which metrics have been established; e) Forecast completion dates and completion costs; c) Plan and implement corrective and preventive action plans; g) Authorize scope changes; Any approved changes to the previously approved baseline in the earned value management system should be controlled, tracked and recorded.
4.4 Earned value management plan
The earned value management plan should be able to:
Establish goals for the project or group of projects and a comprehensive view of the entire project or group of projects plan; monitor the progress of the project or group of projects to measure deviations from the plan; users of the performance management system develop plans for the project or group of projects and be able to objectively evaluate progress and the use of resources. 4.5 Use of earned value metrics and performance indicators
Use earned value metrics to determine performance indicators so that the status of the project or group of projects can be evaluated at selected points in a timely manner. These rKaeerkAca-
GR/T 39888—2021/ISO 21508:The 2018 indicators should be able to provide credible support for project or project-like management decisions, and the deviation indicators can be used to compare the deviation between actual project or project-group costs and schedules and the performance measurement baseline. The performance measure baseline should be used to establish deviation penalties for discrepancies with schedule. When the deviation threshold is exceeded, significant deviations should be identified to enable further management and analysis. Information obtained using earned value performance measures should be used to determine: or the process of the project program;
the process of completing the work;
the completion of the deliverables;
the process of delivering the project or project group.
These measures are used to determine cost and schedule variances, as well as cost and schedule performance indices, from agreed-upon deviation values. The above information should also be used to predict the future performance of an item or group of items. The data used to predict the performance of a project or project group is based on historical performance, including but not limited to the following items: a)
remaining estimate of completion;
b) completion estimate;| |tt||End! Deviation;
c)
Performance index required for completion.
The information gathered in calculating these values ??should be captured in the Earned Value Management report. Note: For parallel application of progress, see Insurance Record R. 5 Earned value management process
5.1 Overview
The steps of the earned value management process are shown in Figure 1
[.Group projects and program programs
Previous scope||tt ||2. Assign responsibilities
3. Establish work schedule
4. Set price segment budget
5. Assign daily targets for maintenance staff
6. Set Defining the effectiveness measurement baseline
Planning work
7. Delegating authority to execute work
8. Planning and reporting performance data
9. Analyzing performance evidence| |tt||10. Procurement management measures
11. Maintain baseline
Execution plan
Figure 1 Earned value management process step diagram
rrKaeerKAca-||tt| |GB/T39888—2021/ISO21508:2018 The process of earned value management should include the steps 5.2 and 5.2 Step 1 inserted in 5.2-~3.12: Decompose the scope of the project or project program. Generally speaking, the entire project or project should be broken down according to the following principles. Decompose the sample work scope into manageable units: Prepare the work breakdown structure of the project or project group: a)
b) The work breakdown structure should include the entire work scope of the project or program; c) Work breakdown The scope of the work orders in the structure should be five databases. The characteristics of the work breakdown structure required for application value management are as follows: A complete work breakdown structure, orderly and logical decomposition is the key to earned value management, and it is also the key to earned value management. The key to integrating other elements of project or project group management (such as technical control, progress management); a "operational decomposition structure should be decomposed to the level required for project or project group management, and used for subsequent authorization, Tracking and Reporting:
Identify the appropriate project manager at each level, or individual officer identified for the project or project group to be responsible for required reporting 5.3 Step 2: Assign Responsibilities
Assign Responsibilities. The following guidelines should be followed: Responsibility for performance should be fully assigned to each work unit and project or program: a)
b) Management responsibilities should be clearly defined;
) Managers within the organization should The performance responsibilities assigned to external work should be assigned to each work unit divided in the work breakdown structure. The integration point of the organizational breakdown structure and the work breakdown structure should be the control account, and the person responsible for the control account should be the control account manager. 5.4 Step 3: Develop work schedule
Work schedule defines activities, duration, milestones and the interdependence between these elements at the appropriate level. It is the basis for earned value determination and should be established according to the following principles : Activities should be defined at or below the level of the work breakdown structure element: a)
b) It will define the decision points, constraints and interfaces identified as important; Schedule the work to enable a defined work sequence; d)
It is appropriate to identify the activities and milestone dependencies necessary to meet the requirements of the project day or project day group; defined deliverables, milestones, Technical performance targets or other objective performance measures should be clearly identified and used as performance indicators
Work units should be listed in the schedule in a certain logical order to determine activities and duration. .Milestones and interdependencies. In projects or projects involving multiple levels of schedules, the schedule should ensure vertical and horizontal traceability, as shown in Figure 2. In other words, throughout the project or project sample, "work can be traced back to each schedule level that is consistent with the planned level to
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