Monday, November 22nd, 2010 - 14:21
This article is adapted from Young Hoon Kwak and
Frank T. Anbari, “Project Management in Government:
An Introduction to Earned Value Management (EVM)“
(Washington, DC: IBM Center for The Business of
Management of government projects, programs, and portfolios— and the related expenditures of public funds—are major, visible areas of interest and concern. Emphasis on performance improvement in government continues to increase steadily, supported by mandates imposed by government laws and public pressure. Despite a growing understanding of the determinants of success, increasing maturity, and a stream of successful programs and projects, project failures continue at an alarming rate.