· functional or organization managerial level. 2.4.14 PMB Revisions

·        Record/AllocateIndirect CostsRecord all indirect costsallocated to the project consistent with its budgets. Indirect costs are forcommon activities that cannot be identified specifically with a particularactivity and should typically be budgeted and controlled separately at thefunctional or organization managerial level.

 2.4.14      PMBRevisions and Data MaintenanceThe Performance Measurement Baselineis a working management tool. It is a representation of the current projectplan, which will change as project plans are refined and revised. Propermaintenance of the baseline will prevent performance measurement against anoutdated or unauthorized plan. ·        IncorporateChanges in a Timely MannerIncorporate the work scope forauthorized changes into the Performance Measurement Baseline in a documented,disciplined, and timely manner. The timely and accurate incorporation ofauthorized and negotiated changes into the Performance Measurement Baselineensures that valid Performance Measurement information is generated for the newscope being executed.

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 ·        ReconcileCurrent to Prior BudgetsReconcile current budgets to priorbudgets in terms of changes to the authorized work and internal re-planning inthe detail needed by management for effective control. Budget changes arecontrolled and understood in terms of scope, resources and schedule. Budgetsreflect current authorized work. Budget revisions are made when work is addedto the contract/project and are traceable from the project budget to theControl Account budgets or contingencies.The undistributed budget account mustbe distributed within a reasonable length of time subsequent toproject/contract definition or the project value finalization. It is recognizedthat some circumstances, such as delays in project direction, will affect thetimely assignment of undistributed budget to Control Accounts.

 ·        ControlRetroactive ChangesIt might be required to do retroactivechanges (including those in the current period) to records pertaining to workperformed, e.g. Actual Costs based on estimated accruals, that would changepreviously reported amounts for Actual Costs, Earned Value, or budgets. Adjustmentsshould only be made for routine accounting adjustments, rate changes, andeconomic price adjustments, management approved changes, data entrycorrections, or to improve the baseline integrity and accuracy of PerformanceMeasurement data.The cumulative values for the PlannedValue and Earned Value are however not adjusted for routine direct/indirectcost rate increases/decreases. This is necessary to ensure baseline integrityand accuracy of Performance Measurement data and to reflect the impacts of suchrate changes.

It must be noted that these corrections are not meant to arbitrarilyeliminate existing Cost Variances and Schedule Variances for reportingpurposes. ·        PreventUnauthorized RevisionsPrevent unauthorized revisions tothe Performance Measurement Baseline. Any changes to the project should beapproved and implemented following a formal change control process. ·        Documentchanges to the Performance Measurement BaselineThe Performance Measurement Baseline mustalways reflect the most current authorized plan for accomplishing the effort. Authorizedchanges must be promptly recorded and incorporated into all relevant project plans.

Planning and authorization documents should be updated accordingly, prior tothe commencement of new work.2.5  ProgressMeasurementProgress Measurement is determined and managedon work package level within the master schedule.

The progress is updated asper the progress measurementmethod and technique assigned to each Work Package. Based on theprogress reported, the earned progress is assessed in the Master Schedule. Thisearned progress is used to calculate the earned value and earned % completeused to report against the PMB