Chapter 28: Deriving the 2ND and 3RD Dimensions of the BCWS

Suhrita Sen, B. Arch, MBEM, MSREDNirh,

New Delhi, India

Introduction

Project implementation requires a multidimensional understanding of the dynamics of management models. Any planning and monitoring exercise that is one-dimensional in representation is bound to falter in the real, three-dimensional world. Since every project is a process of inquiry, it should allow the project manager to analyze, experiment, and innovate within limits. This can only happen if we understand that performance management is not about precision in adherence—projects rarely keep variances to zero and schedule and cost performance indices hardly ever equal one! We need space to play; yet our boundaries have to be objectively apparent.

Acceptance of "managed non-conformance" integrates some valuable insensitivity from statistical process control into the project performance baseline. It is only then that we can manage the project such that it will have the highest probability of success.

This chapter delves into structuring a multidimensional performance management model out of the planned value and earned value parameters of time and cost control. All such comparisons between the planned and earned values can now be viewed in a three-dimensional perspective—the graphics are generated out of statistically quantified growth patterns in the 2^nd and 3^rd dimensions. Here is a tool to record the experiences of variations and their management on multiple levels and at different scales—building and allowing the project life cycle to develop through iterative processes of modeling, quantifying, and visualizing.