This short book (119 pages) covers the basics of measuring project progress via earned value management.
The author (Robert R. Kemps) argues that you cannot measure project progress simply by monitoring cost expenditures versus budgeted expenditures. If your actual expenses by a certain date is less than the budgeted expenses by that date, that information doesn’t really tell you anything – are spending less than expected or are you simply running behind schedule? Adding the work completed to the measure gives you better understanding: you can now tell why your project is spending less than expected. It could be because, some of the work that was expected to being had not yet begun.
Kemps also underlines the importance of technical performance as the third measure to factor in. Just because work is reported as being complete does not mean it is complete. Unfortunately there is not much information in the book as to how to measure technical performance besides ensuring that it is tracked.
A baseline is important, the author asserts, because without it, the integrity of the project progress measures (and by extension, project management), is at risk, because readjustments to cost and schedule and technical performance leaves no trace behind.
It lists neither references nor a bibliography.
Recommendation: A basic book on earned value measurement, useful as an introductory reference for both the motivation behind earned value and how to do it.
