Project Execution and Control
What this domain tests
This domain tests execution, monitoring, integrated change control, and earned value management. Questions ask you to interpret performance metrics or choose the correct action when a change or variance appears.
Execution and change control
- Direct and manage project work produces deliverables and work performance data.
- Every change should be documented as a change request, assessed for impact on scope, schedule, cost, quality, risk, and resources, then approved or rejected by the change control board or designated authority.
- Approved changes update baselines and are communicated; configuration management controls versions of deliverables and documents.
- Manage quality is process-focused; Control Quality inspects deliverables for acceptance.
Earned value
- Planned value (PV) is authorized budget for scheduled work. Earned value (EV) is budget for completed work. Actual cost (AC) is money spent.
- CV = EV - AC; negative means over budget.
- SV = EV - PV; negative means behind schedule. SV is expressed in cost units, not time.
- CPI = EV / AC; SPI = EV / PV. CPI below 1 is over budget; SPI below 1 is behind schedule.
- EAC = BAC / CPI is a common forecast when the current cost trend continues.
Worked example
A project has BAC 500, PV 200, EV 160, and AC 180 at a checkpoint. CV = 160 - 180 = -20, so it is over budget. SV = 160 - 200 = -40, so it is behind schedule. CPI = 160/180 = 0.89; SPI = 160/200 = 0.80. If the trend continues, EAC = 500/0.89 = 562, meaning about 62 more than the original budget. Reasoning: EVM compares budgeted value of work completed with planned value and actual cost, not with revenue.
Traps
- Treating SPI or SV as a time measure; SPI is a ratio and SV is in currency.
- Assuming a favorable cost variance means quality is good.
- Approving changes informally without impact analysis.
- Confusing quality assurance with inspection.
- Using earned value without checking scope and quality baselines.