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Previous articles in CrossTalk and the Journal of Software Technology provided practical guidance to improve the quality of Earned Value Management (EVM) information [1, 2, 3, 4]. This update recommends contract language and project monitoring techniques to ensure that contractors integrate technical performance, including software functionality, with EVM. The key enablers are the Integrated Master Plan (IMP) and linkage to Systems Engineering (SE) work products and best practices. [ABSTRACT FROM AUTHOR]

Performance-Based Earned Value's® (PBEVSM) foundation, characteristics, and guidelines were described in previous CrossTalk articles [1] and [2]. This update includes current Department of Defense guidance on systems engineering and practical examples of implementing two of PBEV's four principles. It provides examples of basing earned value on measures of technical progress, on the progress of requirements management activities, and on the entry and exit criteria for technical reviews. This article also includes guidance for using PBEV to monitor a project. [ABSTRACT FROM AUTHOR]

This article presents a guide that will enable program managers to use Performance-Based Earned Value (PBEV) to overcome the limitations of Earned Value Management Systems (EVMS) and provides a framework for utilizing PBEV as a key component of project planning, measurement, and control. PBEV supplements traditional EVMS with the best practices of systems engineering, software engineering, and project management standards and models. Its principles and guidelines enable true integration of project cost, schedule, and technical performance. The distinguishing feature of PBEV is its focus on the customer requirements. Measures of product scope and product quality are incorporated into the project plan. Progress is measured against a plan to fulfill all customer requirements. Measuring the wrong things does not dilute management attention. Consequently, management is able to take rapid corrective actions on deviations that threaten customer satisfaction and business enterprise objectives. PBEV also integrates risk management with EVMS. Finally, because it is scalable, risk-based, and responsive to changing customer requirements, PBEV can support evolutionary acquisition and agile systems development. It is recommended that process improvement programs include plans to incorporate PBEV principles and guidelines.

Successful software project management can be achieved by focusing on requirements, selecting the most effective software metrics, and using Earned Value Management. Best practices and lessons learned by the Northrop Grumman team in developing weapons system software for the B-2 Stealth Bomber are discussed. [ABSTRACT FROM AUTHOR]