Managing projects as investments : earned value to business value Stephen A. Devaux

Preface Every project needs management for two reasons. The first is to plan and manage the tasks of a project and to coordinate getting the work done. The other is to optimize the value of a project as an investment. Managing projects as investments is the new frontier of project management. This book is focused on introducing the tools and methods for optimizing projects as investments. Texts such as my 1999 Total Project Control: A Manager's Guide to Integrated Project Planning, Measuring, and Tracking (Wiley) are aimed primarily at the first function of project management-- managing the work--and are written for the "practitioners" of project management: project managers, cost account managers, activity leaders, and all project team members. This book is for both the practitioners and for anyone in a project-driven organization who has responsibility for or is affected by projects. This includes, but may not be limited to - Executives in project-driven organizations, who sense that programs and projects are investments and want to shift their focus to understanding them as investments - Sponsors/senior managers, whose limited budgets must fund projects - Business area directors, whose portfolios may include multiple projects - Program managers, whose responsibilities usually include generating value from a coordinated implementation of related project and nonproject efforts

Includes bibliographical references and index.