Is there an example of how Earned Value Management can take advantage of good systems engineering planning?
Too often, systems engineering is viewed as not having a defined “product.” This results in systems engineering being reflected as level of effort (LOE) in many Earned Value Management (EVM) plans and cost accounts. Good systems engineering planning, including the identification and management of the technical baselines (functional baseline, allocated baseline, and product baseline) should call out specific systems engineering products in the form of these baselines. When aligned to the system work breakdown structure (WBS), the technical baselines should be the basis for earned value cost accounts and provide a product-driven view of managing systems engineering costs (and value). Additionally, when the maturity of these technical baselines are entry criteria for event-based technical reviews, earned value can provide critical insight to technical progress against accumulated cost and schedule measures.
