Earned Work: Measuring Project Performance
International Institute for Learning
Intelligence. Integrity. Innovation.
By Alan Zucker
Earned Work Management is a lightweight, approach-agnostic project performance measurement system that supports Waterfall, Scrum, and Kanban. This allows organizations employing different project approaches to measure project portfolio performance consistently.
Earned Work (EWM) measures project performance by analyzing Planned Work (PW) and completed or Earned Work (EW). Work is defined broadly as a project deliverable. Comparing planned versus completed work allows us to calculate a Work Performance Index (WPI), Work Completion Percentage (WCP), and project the Estimated Completion Date (ECD)
Earned Work complements and supplements other well-established project performance metrics (e.g., critical path, velocity, and flow metrics).? Its benefit is its ability to provide a high-level and consistent metric for program and portfolio performance. The metrics can provide early warning signals.
Servant Leadership: Can We Lead and Serve at The Same Time?
In his essay, The Servant as a Leader, Robert K. Greenleaf said: “The servant-leader is servant first… It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first.”
Promoting servant leadership can lead to improved outcomes for the organization and its stakeholders, as we can see from major companies such as The Container Store, Coca Cola and Starbucks who are embracing servant leadership.
The Evolving Role of Digital Risk & Resilience Leadership
By Rick Lemieux - Co-Founder and Chief Product Officer of the DVMS Institute
In today’s digitally dependent enterprise environment, managing digital risk and fostering organizational resilience are critical imperatives. The question of who should lead this effort is both strategic and operational, requiring a blend of technical acumen, leadership capability, and a deep understanding of business dynamics. The ideal person to drive digital risk and resilience management is someone who can bridge the gap between technical teams, executive leadership, and operational stakeholders, ensuring that digital risk is not merely seen as a technical issue but as a business priority.
The Evolving Role of Digital Risk Leadership
Digital risk encompasses a wide range of threats, including cybersecurity breaches, data privacy violations, regulatory non-compliance, operational disruptions, and reputational damage. These risks are intertwined with nearly every facet of an organization’s operations, making their management a cross-functional challenge. Resilience, meanwhile, involves the organization’s ability to adapt to disruptions, recover swiftly, and sustain critical functions during and after a crisis.
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1 个月Great article! Earned Work Management seems like a valuable tool for organizations that use different project approaches. I appreciate how it complements and supplements other project performance metrics, providing a high-level and consistent metric for program and portfolio performance. It's also interesting to see the emphasis on servant leadership and its positive impact on organizations. And with the increasing importance of digital risk management and organizational resilience, having someone who can bridge the gap between technical teams, executive leadership, and operational stakeholders is crucial. Thanks for sharing these insights!