Implementing Earned Value Management at the Enterprise and Capital Program Level
Triunity Engineering Reveals How to Implement Earned Value Management
- Why Earned Value Management (EVM) is critical to ensuring your project is successful
- How he successfully implemented EVM at Denver RTD FasTracks – an award winning $6.5 billion comprehensive transit expansion program to build 140 miles of new commuter rail and bus rapid transit
- Best practices for EVM analysis and reporting (including how it helps manage/report on schedule, budget, cost, scope changes and project risk)
- How EVM has evolved as an enterprise level analysis tool since Sean first implemented the methodology at London Underground
- How today’s tools are making EVM more powerful than ever
Triunity Engineering & Management
Biography: Most of Sean’s 30 years of professional experience has been in delivering Program and Project Controls for mega Design/Build public infrastructure capital programs and projects in North America and the United Kingdom. He has engineered, implemented and maintained fully cost and resource loaded CPM schedules on several mega projects, including an airport, power plants, highways/toll-roads, nuclear material processing plants, tele-communication networks and transit railway infrastructures, all using Earned Value Methodology and Critical Path Methodology as his primary controls tools for on-time, on-cost performance measurement.
Sean also facilitates and advises strategies and activities for implementing Capital Program/Project Management best practices. He has recently been assisting LA Metro with developing Program Management procedures for project readiness reviews and project delivery method selection, as well as identifying PM department training needs, and recommending additional best practices and improvements for the Enterprise Program Management Information Systems (PMIS).