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This post is one of several describing a single process that is essential to controlling an agile project, namely Earned Value Management.   It is labeled 2.13 on the agile project management process grid because it covers the second knowledge area of “Value Driven Delivery”, which monitors how the project manages the constraints of time, cost, scope, and value; it also is the thirteenth process in that knowledge area.   In particular, it is one of the processes done during the “Control” process group in any given project.

This post is one of several devoted to the process 2.13 Earned Value Management.    The last post covered the fundamental building blocks of Earned Value Management, and how they are the same in both waterfall and agile projects.   The process of earned value management, however, differs in waterfall and agile projects, as can be seen from the chart below, where EVM stands for Earned Value Management in a traditional or waterfall environment, and A-EVM stands for Agile Earned Value Management.

The only process the two have in common is the second, Assemble Team.   When I first saw this chart in John Stenbeck’s book, I was wondering why it was even there because it is considered to be a human resources process in the PMBOK Guide.   I believe it is there because John Stenbeck wanted to emphasize that the process of earned value management should be a team effort.

How do you show EVM in an agile environment?   That is the subject of the next post.

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