ISO/PRF 21508

ISO/TC 258
Secretariat: ANSI
Date: 2025-11-2512-17
Project, programme and portfolio management — Earned value
management
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Contents
Foreword . v
Introduction . vi
1 Scope . 1
2 Normative references . 1
3 Terms, definitions and abbreviated terms . 1
3.1 Terms and definitions . 1
3.2 Abbreviated terms . 1
4 Overview of earned value management . 2
4.1 Context of earned value management . 2
4.2 Earned value management . 3
4.3 Purpose and benefits of earned value management . 3
4.4 Guidance for an earned value management system . 4
4.5 Earned value management planning . 5
4.6 Using earned value measurements and performance metrics . 5
5 Earned value management process steps . 6
5.1 General . 6
5.2 Step 1: Decompose the project or programme scope . 8
5.3 Step 2: Assign responsibility . 8
5.4 Step 3: Schedule the work . 10
5.5 Step 4: Develop time-phased budget . 11
5.6 Step 5: Assign objective measures of performance . 12
5.7 Step 6: Set the performance measurement baseline and management reserve . 13
5.8 Step 7: Authorize and perform the work . 14
5.9 Step 8: Accumulate and report performance data . 15
5.10 Step 9: Analyse performance data . 16
5.11 Step 10: Take management action . 17
5.12 Step 11: Maintain the performance measurement baseline and management reserve . 17
6 Earned value management system review . 18
6.1 General . 18
6.2 Integrated baseline review . 19
6.3 Demonstration review . 19
6.4 Surveillance review . 20
7 Cost and schedule performance measurement analysis using earned value management
data . 20
7.1 General . 20
7.2 Performance measurement indicators and predictors . 20
7.3 Cost performance measurements . 22
7.4 Schedule performance measurements . 22
7.5 Additional benefits of performance measurement analysis . 22
8 Schedule analysis using earned value management data . 23
8.1 Earned schedule . 23
8.2 Purpose and benefits of earned schedule . 25
8.3 Earned schedule prerequisites . 26
8.4 Using earned schedule performance measurements . 26
9 Integrating other project, programme or portfolio management processes with earned
value management . 28
9.1 Overview . 28
iii
9.2 Integrating across the project, programme and portfolio life cycle . 30
9.3 Integrating risk management . 30
9.4 Integrating earned schedule with the critical path . 32
9.5 Integrating critical chain scheduling . 35
9.6 Integrating agile . 37
9.7 Integrating earned value management . 38
9.8 Integrating resource management . 39
9.9 Integrating systems and engineering planning . 39
9.10 Integrating technical performance measurement . 40
9.11 Integrating continuous improvement . 42
9.12 Integrating governance . 44
9.13 Integrating benefits management . 45
Annex A (informative) Integrated baseline review . 48
Bibliography . 49

iv
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out through
ISO technical committees. Each member body interested in a subject for which a technical committee has been
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The procedures used to develop this document and those intended for its further maintenance are described
in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the different types of
ISO document should be noted. This document was drafted in accordance with the editorial rules of the
ISO/IEC Directives, Part 2 (see www.iso.org/directives).
ISO draws attention to the possibility that the implementation of this document may involve the use of (a)
patent(s). ISO takes no position concerning the evidence, validity or applicability of any claimed patent rights
in respect thereof. As of the date of publication of this document, ISO had not received notice of (a) patent(s)
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Any trade name used in this document is information given for the convenience of users and does not
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For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and expressions
related to conformity assessment, as well as information about ISO’s adherence to the World Trade
Organization (WTO) principles in the Technical Barriers to Trade (TBT), see www.iso.org/iso/foreword.html.
This document was prepared by Technical Committee ISO/TC 258, Project, programme and portfolio
management.
This second edition cancels and replaces the first edition (ISO 21508:2018), which has been technically
revised.
The main changes are as follows:
— risk management has been integrated into the earned value management process steps;
— earned value management integration clauses have been added.
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www.iso.org/members.html.
v
Introduction
The purpose of this document is to provide guidance to those individuals involved in earned value
management. It describes practices to provide benefits for project, programme or portfolio planning and
control.
Earned value management is used within projects, programmes and portfolios.
This document provides guidance on concepts, responsibilities, integration and processes for the
implementation of earned value management.
It provides information on performance metrics gathered or contained in an earned value management
system.
It complements ISO 21500, ISO 21502, ISO 21503, ISO 21504, ISO 21505, ISO 21511 and ISO 21512.
The target audience of this document includes the following:
a) executive managers and those individuals involved in sponsoring projects or programmes;
b) decision-makers responsible for selecting, authorizing and governing projects, programmes and
portfolios;
c) individuals managing projects, programmes or earned value management systems;
d) individuals involved in the management of performance of project, programme or portfolio management
offices or project or programme control staff;
e) developers of national or organizational standards.
The application of this document can be tailored to meet the needs of any organization or individual project,
programme or portfolio, so they can better apply the concepts and practice of earned value management.
vi
Project, programme and portfolio management — Earned value
management
1 Scope
This document gives guidance on practices of earned value management in project, programme and portfolio
management. It is applicable to any type of organization, including public or private, and any size or sector, as
well as any type of project, or programme or portfolio in terms of complexity, size or duration.
This document provides the following:
a) descriptions of the purpose and benefits of earned value management;
b) integration and relationship with project, programme and portfolio management;
c) overview of the processes and process descriptions;
d) basic needs for an earned value management system;
e) use of an earned value management system.
This document does not provide guidance on the use of specific processes, methods or tools in the practice of
earned value management.
Annex A describes an integrated baseline review. It is contained in an annex since it is used by government
organizations and their contractors but is not used by most organizations, most of the time.
2 Normative references
The following documents are referred to in the text in such a way that some or all of their content constitutes
requirements of this document. For dated references, only the edition cited applies. For undated references,
the latest edition of the referenced document applies.
ISO 21506, Project, programme and portfolio management — Vocabulary
3 Terms, definitions and abbreviated terms
3.1 Terms and definitions
For the purposes of this document, the terms and definitions providedgiven in ISO 21506 apply.
ISO and IEC maintain terminology databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https://www.iso.org/obp
— IEC Electropedia: available at https://www.electropedia.org/
3.2 Abbreviated terms
The following abbreviated terms are used in this document.
AC actual cost
AT actual time
BAC budget at completion
BCWR budgeted cost for work remaining
CPI cost performance index
CV cost variance
EAC estimate at completion
EAC(t) estimate at completion (time)
ED estimated duration
ETC estimate to complete
ES earned schedule
EV earned value
EVM earned value management
IEAC independent estimate at completion
IEAC(t) independent estimate at completion (time)
PD planned duration
PDWR planned duration of work remaining
PV planned value
SPI schedule performance index
SPI(t) schedule performance index (time)
SV schedule variance
SV(t) schedule variance (time)
TCPI to complete cost performance index
TSPI to complete schedule performance index
UB undistributed budget
VAC variance at completion
VAC(t) variance at completion (time)
WBS work breakdown structure
4 Overview of earned value management
4.1 Context of earned value management
Earned value management is used within projects, programmes and portfolios. Projects, programmes and
portfolios should be aligned to the governance framework. An example of project, programme and portfolio
alignment within an organizational context is shown in Figure 1, see Reference [5].ISO 21505. The
organizational strategy should be used to identify, document and evaluate opportunities, threats, weaknesses
and strengths, which can help inform future action. Selected opportunities and threats can be further
examined and justified resulting in projects, programmes and portfolios being initiated. The outputs from the
projects, programmes and portfolios are expected to deliver outcomes, which should realize benefits for the
sponsoring organizations, as well as for internal or external stakeholders.
NOTE Additional information on project, programme and portfolio alignment within an organizational context can
be found in ISO 21505.
Figure 1 — Example of project, programme and portfolio alignment within an organizational context
4.2 Earned value management
Earned value management should be achieved through a structured method that provides a performance
measurement approach for reviewing past performance and using the past performance to forecast the future
performance of the work package, project or programme.
Earned value management is a method of performance management that provides for the planning,
implementing and controlling of the performance of a project or programme, see References [7]ISO 21512
and Reference [8].
4.3 Purpose and benefits of earned value management
4.3.1 General
The purpose of earned value management is control and analysis of the project or programme. Earned value
management should facilitate analysis and decision-making for budget, schedule, human resources and
materials, and allocation of other resources within the project, programme or portfolio.
The earned value management system can include communication of the status from metrics established for
the project or programme, improvements, preventive and corrective action development, and a common
framework and vocabulary.
The earned value management system provides a common framework and vocabulary for the management of
the project or programme, and communication of the status. This communication of status can inform
improvements and corrective action development.
An earned value management system should consist of a set of procedures, tools and methods for establishing
and maintaining project or programme control.
The application of earned value management should result in three overarching benefits:
a) developing objective measurement techniques;
b) making available data for project, or programme or portfolio management decisions;
c) providing a system to monitor the project, programme or portfolio, see References [7]ISO 21512 and
Reference [10].
4.3.2 Specific benefits of earned value management
Specific benefits can include the following:
a) forecasting of future performance and estimates at completion based on past performance;
b) objective metrics for comparison of project or programme performance across a programme or portfolio,
across an organization and between or among organizations;
c) development of budgets and baselines;
d) compilation of estimates;
e) objective measurement of completion of work packages that is done in a consistent manner;
f) comparison of work performed against actual performance and budget;
g) highlight of inconsistencies in the measures in earned value reports;
h) consistency of the reporting and performance measurement framework by regular earned value
reporting;
i) management by exception;
j) objective measurement of risk management reserve;
k) documented analysis that enables timely and reliable estimates at completion;
l) basis for continuous improvement activities.
NOTE Management reserve can also be called risk contingency.
4.4 Guidance for an earned value management system
An earned value management system should provide for consistent performance metrics. To achieve a
consistent view of performance metrics, the system should integrate the baselines established for the project
or programme, including the scope of work that should be defined through the work breakdown structure and
performance measurement baseline. The system should enable formal, controlled incorporation of changes to
the baselines by authorized users and procedures.
To implement an earned value management system, the project or programme control metrics and processes
should be documented and understood by the project, programme or portfolio teams and by those individuals
managing the organization or organizations performing the work. The system should be established to enable
systematic review of the data, common assessment methodologies, targeted levels of performance, and an
assessment feedback process, which provides a means of following the project or programme’s progress and
feeds into a continuous improvement process. The system should be able to be tailored to accommodate
different project or programme subject area integrations. Tailoring should also accommodate necessary
reporting needs across programmes, portfolios or for more than one organization. Other tailoring needs can
arise, as deemed necessary for different levels of control.
The core data contained in an earned value management system should be the earned value, actual cost, the
planned value, estimate to complete, and budget at completion. The earned value management system should
be able to show the planned status, as well as the actual status of the project or programme, see References
[7]ISO 21512 and Reference [10].
To implement an earned value management system, there should be a common agreement on the assignment
of value and performance that can be tailored based on project, programme or portfolio and organizational
considerations.
The review of metrics of performance should be accomplished on a regular, scheduled basis to enable
comparison and analysis of performance.
An earned value management system enables users to:
a) determine what work is to be accomplished, by whom and when;
b) establish resource requirements;
c) measure work achievement and record associated costs;
d) report deviations from the plan for which metrics have been established;
e) forecast the completion date and cost;
f) plan and implement corrective and preventive action plans;
g) facilitate authorized scope changes; any approved changes to the prior approved baselines contained in
the earned value management system should be controlled, traceable and documented.
4.5 Earned value management planning
Earned value management planning should enable:
a) establishing project or programme objectives, as well as the consolidated view of the planning of
programmes and portfolios;
b) monitoring of project or programme progress to measure deviations from the plan;
c) planning by the users of the performance management system, objective assessment of progress and use
of resources within the programme or portfolio.
4.6 Using earned value measurements and performance metrics
4.6.1 General
Earned value measurements should be used to determine performance metrics to assess the cost and schedule
status of a project or programme at a selected point in time. These metrics should enable informed decisions
about the management of the project or programme. The metrics derived can be used to compare actual
project or programme cost and schedule performance with the performance measurement baseline. Variance
thresholds for cost and schedule performance should be established with reference to the performance
measurement baseline. When the established thresholds are exceeded, significant variances for further
analysis and management attention are identified, see ISO 21512 and References [7], [9], and [10].
The information acquired by using the earned value performance measurements should be used to determine:
a) progress of a project or programme;
b) metrics for work accomplished;
c) completion of the deliverables;
d) progress towards delivery of a project or programme or portfolio.
These measurements, combined with the agreed upon variance threshold, should be used to determine the
cost and schedule variances and cost and schedule performance indices as described in Clauses 7 and 8. Where
variances exceed agreed thresholds, corrective actions should be developed.
4.6.2 Forecasting future performance of the project or programme
The information should also be used to forecast future performance of the project or programme. The data to
establish a performance forecast should be based on historical performance and should include:
a) estimate to complete;
b) estimate at completion;
c) variance at completion;
d) schedule performance index;
e) schedule performance index (time);
f) cost performance index;
g) to complete performance index;
h) management reserve to complete.
The information gathered in calculating these values should be documented in an earned value management
report, see ISO 21512 and References [7], [9], and [10].
The prediction of cost at completion and the end date can be affected by many factors both internal and
external to the work and also be influenced by emerging risks: opportunities and threats.
5 Earned value management process steps
5.1 General
The earned value management process steps are shown in Figure 2.
NOTE 1 Steps 3, 4 and 5 are performed iteratively.
NOTE 2 The process steps can be performed once or several times during a project or programme.
Figure 2 — Earned value management process steps
In Figure 2, “plan the work” refers to the process steps which establish the foundations for project execution
and control, see Reference [8].
“Plan the work” refers to the process steps that are used to establish the basis for earned value management
by enabling project teams to:
a) accurately measure performance;
b) make informed decisions during the implementation phase.
“Work the plan” refers to the process steps which are used to manage, monitor and control the project or
programme during the implementation phase.
Using earned value management during “work the plan” enables disciplined project or programme
implementation, including the early detection, correction or prevention of performance issues. This use
improves transparency, control and the likelihood of the project or programme achieving successful
outcomes.
The earned value management process steps should consist of the steps described in 5.2 to 5.12.
5.2 Step 1: Decompose the project or programme scope
5.2.1 General
Generally, the entire project or programme scope of work should be decomposed into manageable elements
using the following guidance:
a) project or programme scope should be decomposed into a work breakdown structure;
b) work breakdown structure should include the entire scope of work for the project or programme;
c) risks against work elements should be identified and recorded;
d) scope of work elements in the work breakdown structure should be mutually exclusive, see Reference
[6].ISO 21511.
5.2.2 Work breakdown structure characteristics necessary to apply earned value management
The characteristics of a work breakdown structure necessary to apply earned value management should be
as follows:
a) complete, ordered, and logical decomposition of the work breakdown structure, as well as the integration
of other elements of project or programme management, such as technical control, and schedule
management;
b) work breakdown structure should be developed to the level needed to manage the project or programme,
including high-risk elements of work, as well as for work authorization, tracking and reporting;
c) identification of the appropriate managers or persons, who will be responsible for the performance data
and the report in which the data should be contained.
NOTE Recommendations on developing the work breakdown structure can be found in ISO 21511.
5.3 Step 2: Assign responsibility
Responsibility should be assigned using the following guidance:
a) performance responsibility should be assigned for each element of work and the project or programme
in total;
b) management responsibility should be clearly defined, including ownership of risk;
c) managers within the project or programme management team or performing organization should be
assigned the responsibility for work to be performed externally.
Responsibility should be assigned for the performance of each work element decomposed in the work
breakdown structure. Figure 3 provides an example of assigning responsibility for work on a project or
programme within a functional organization.
Contract work
breakdown
Fire control
Level 1
structure
Functional
Level 2
Radar Training
organisation
structure
~
Level 3
WBS
Antenna
Receiver
group
~
~
Level 4 Sidelobe Receiver
Receiver
canceller group
Mechanical
design
Control
accounts
and work
Electrical Control
Work
packages
design account
package
Drafting/ Control Control
checking account account
~ ~
~
Company
Manufacturing Engineering Test
Design
~ ~
~
NOTE This figure depicts a functional organization but it can easily be any other type of organizational structure.
Figure 3 — Example of a responsibility assignment matrix — Integration of a work breakdown
structure and an organizational structure
5.4 Step 3: Schedule the work
A schedule for the work, which identifies activities, durations, milestones and interdependencies should be
the basis for earned value determination and should be created using the following guidance:
a) activities should be identified at or below the level of the work breakdown structure elements;
b) decision points determined to be significant, constraints, and interfaces should be identified as major
milestones;
c) work should be scheduled to define the sequence of work;
d) activity and milestone interdependencies should be identified that are necessary to meet the
requirements of the project, or programme or portfolio;
e) deliverables, milestones, technical performance goals, risk treatment targets or other objective measures
of performance should be clearly identified and used as indicators of performance.
The schedule should be at a level of detail to support development of the performance measurement baseline.
Elements of the work should be scheduled in a logical sequence that identifies durations, activities, milestones
and interdependencies, with planning for potential risk and risk treatment actions. In projects, programmes
or portfolios involving several layers of schedules, the schedule should be vertically and horizontally traceable
(see Figure 4). In other words, work should be traceable throughout the project, programme or portfolio to
each level of the schedule consistent with the level of planning and sequencing should reflect
interdependencies.
Figure 4 — Example of a detailed schedule — Vertical and horizontal traceability
The logical relationship between activities should be established and maintained throughout the project,
programme or portfolio. Once developed and approved, the schedule should be used by management to
monitor the work performed on the project or programme and related programme or portfolio, if one exists.
The schedule or schedules should provide a means for evaluating actual progress against pre-defined
objectives and assessing the confidence of achieving future milestones based on risk and uncertainty.
Activities and milestones within one project or programme or across projects and programmes can be linked
with dependencies. The network schedule should enable the critical path and the float to be determined for
activities and milestones.
A schedule should be established at the activity level to provide the basis for assigning resources and
developing the time-phased budget, see References [7]ISO 21512 and Reference [8].
5.5 Step 4: Develop time-phased budget
Budgets should be assigned to work breakdown structure elements to identify labour, material, subcontract
or other costs. By assigning budget to work planned in a schedule, the budget becomes time phased.
For work not yet planned in detail, a budget, including undistributed budget, should be time-phased over the
expected period of performance of the work.
An additional budget should be set aside for management reserve for any unanticipated activities to cover
residual risks that are within the scope of the project, programme or portfolio, after approved risk treatment
actions have been included in the schedule.
The time-phased representation of the total planned value for the work breakdown structure elements,
including the undistributed budget, is defined as the performance measurement baseline. The performance
measurement baseline should represent the formally authorized plan.
The total budget at the completion of an activity, or work breakdown structure element for a project,
programme or portfolio is termed the budget at completion for that activity or work breakdown structure
element. The budget at completion of the performance measurement baseline plus management reserve
should be equal to the total project, programme, or portfolio budget.
Resources should be assigned to activities using the cost of such resources to determine the time-phased
budget for the project, or programme or portfolio using the following guidance:
a) activities should have budget values assigned, which are expressed in terms of currency, labour hours or
other measurable units;
b) budgets assigned to activities should be distributed over the duration of the activities;
c) budgets assigned to the scope of work, not yet planned in detail, should be distributed over the project,
programme or portfolio to reflect the expected outcome;
d) management reserve should not be included in the performance measurement baseline and budget at
completion.
NOTE Where management reserve cannot be held at project or programme level, risk contingency budgets and
schedule buffers, which are clearly designated, can be created in the baseline for the implementation of contingency plans
or additional treatment actions for known risks.
5.6 Step 5: Assign objective measures of performance
The objective measures used to measure work performance should be specified using the following guidance:
a) accomplishment of an activity should be expressed in terms of the budgetary value or earned value of the
activity;
b) objective measures of performance should be used to quantify the degree of completion of activities;
c) earned value of a completed activity should always equate to the amount budgeted for the activity;
d) objective measures of work performance should be agreed upon prior to the start of each work package
and should not be changed once work has started on the work package;
e) objective measures of performance should be planned in the same manner in which they are to be
assessed and should be assessed in the same manner in which they are planned;
f) objective measures of performance should be established in such a manner that value is earned, and
actuals are accumulated in a consistent manner and in the same time frame;
g) one measure of performance only should be used per work package.
Objective measures of performance, also known as “earned value techniques”, should be established to
determine accomplishment of in-progress activities, see ISO 21512 and References [7], [8], [9] and [10]. This
document does not specify any particular objective measure to be used. The selection of the measure should
depend on activity content, size, and duration. The measuring of earned value should be calculated using the
same method as stated in the approved plan. The resulting metric is referred to as the earned value. Objective
measures should enable work achievement to be measured in a clear and unequivocal way. Setting the
objective measures in advance should enhance accountability and objectivity.
Performance measurement should be accomplished by assigning a specific earned value technique to each
activity. The technique used should be dependent on the nature and duration of the work. Where possible the
objective measures of performance established should be used as a basis for the earned value technique
assigned.
Table 1 provides a summary of earned value techniques. See Reference [7]ISO 21512 for detailed explanations
of each technique.
Table 1 — Summary of the earned value techniques and applicability
Output 1 Reporting 2 Reporting periods 3 Reporting periods or
period or less longer
Measurable units Units complete (equivalent units)
Production (earned standards)
Formula method
Direct interim outputs or
Milestones
milestone 0/100
Product or achievement
Start/Finish Estimate
but no discrete units or
interim milestones be
50/50, 60/40, 20/80 (% Complete)
identified
No product or
Level of effort
achievement
Proportional to progress
on related work Apportioned effort
packages/discrete tasks
Performance can be measured in terms of currency, labour hours or other measurable units. The performance
measurement indicators, such as a milestone, should be scheduled with sufficient frequency to provide a basis
for accurate performance measurement. Additionally, performance measurement should occur consistently
within documented time intervals.
5.7 Step 6: Set the performance measurement baseline and management reserve
5.7.1 General
The performance measurement baseline should be logically constructed and correlated to the available
project, programme or portfolio resources. Prerequisites to establishing the performance measurement
baseline can include the following:
a) project, programme or portfolio identified outcomes have been accounted for within the scope of work;
b) integration roles and responsibilities for each major deliverable have been assigned and are clearly
visible;
c) budgets for activities are validated;
d) management commitment to the baseline costs, schedule and scope targets, and level of residual risk is
acknowledged;
e) assigned personnel to perform the work or other resources needed to complete the work.
5.7.2 Guidance for establishing the performance measurement baseline
The planning parameters determined in earlier steps should be formally established as the performance
measurement baseline for the project, programme or portfolio using the following guidance:
a) work scope of individual work breakdown structure elements and the project or programme in total
should be identified and recorded;
b) work scope of the individual work breakdown structure elements should be integrated with each other
and consistent with the overall project, programme or portfolio objectives;
c) schedule of the individual activities and project, programme or portfolio in total should be developed and
recorded, including approved risk treatment actions to achieve the residual risk position;
d) schedule of the individual activities should be integrated with each other and consistent with the overall
project, programme or portfolio objectives;
e) budgetary values of the individual work breakdown structure elements and the project or programme in
total should be developed and recorded and the association between an element and its budget should
not be varied, except through a formal baseline maintenance or baseline change control procedure (see
5.12);
f) work breakdown structure, scope of work, schedule, and budget for each activity and the time-phased
budget, when integrated with each other and approved by the project manager, programme manager,
portfolio manager or other designated authority, becomes the performance measurement baseline and is
subject to formal change control, (see 5.12).
NOTE The performance measurement baseline can include schedule buffers.
The performance measurement baseline should provide the reference points against which actual project, or
programme or portfolio progress should be compared. The performance measurement baseline should
include verified and validated estimates based upon historic, commercial, or other data points for activity
duration, scheduling, resource allocation, costs, and the other project, programme or portfolio variables
deemed necessary to be monitored.
The management reserve should be calculated based on the level of residual risk recorded in the risk
management system. A management reserve allowance can be included for emergent risks based on criteria
that adhere to project, programme and organizational governance policies.
The performance measurement baseline and management reserve together should form the baseline for the
project or programme in total (see Figure 8).
5.8 Step 7: Authorize and perform the work
5.8.1 General
In order for the project, programme or portfolio manager to exercise control, the start of work should be
authorized. The work authorization should identify the following:
a) what is to be done;
b) who is to do it;
c) when it is to be done;
d) number of resources budgeted;
e) acceptance by the person responsible for work.
5.8.2 Guidance for work authorization
Work to be undertaken should be formally authorized using the following guidance:
a) source of authority for the start of work should be identified and documented;
b) work should be planned before it is authorized;
c) work should be authorized to be started in the manner in which it was baselined;
d) authorization should identify responsible personnel or manager for performing the activity and the
methods for accruing earned value.
5.9 Step 8: Accumulate and report performance data
The accumulation of performance data refers to budgeted costs, earned value, actual costs and, estimate to
complete and management reserve
...