Cora Systems

What Does PMO Mean? Project Management Office Explained

Derbhla Martin — Tue, 20 May 2025 13:29:48 +0000

Learn what a PMO is, the different types of PMOs, and how they deliver strategic value across your organization.

Definition of PMO

To define PMO, think of it as a centralized office that supports and standardizes project practices across the enterprise.

The PMO meaning typically refers to a Project Management Office—a centralized department within an organization that defines and maintains standards for project execution. Many professionals ask, what does PMO mean in a modern enterprise? A PMO supports project teams by facilitating the use of consistent methodologies, tools, technology, resources, and people. It acts as a hub for project governance, helping ensure that projects align with business strategies, deliver intended outcomes, and contribute to overall organizational success.

The PMO definition continues to evolve alongside modern business needs, but its strategic purpose remains. But exactly what is a PMO in project management, and how does it function across different organizational contexts? So, what is PMO really about in today’s enterprise environment? What does a PMO deliver beyond project oversight?

According to the PMBOK® Guide – Seventh Edition, a PMO supports value delivery by enabling governance, promoting continuous improvement, and standardizing practices across the enterprise (PMI, 2021).

Understanding what a PMO in project management is helps identify the right structure for your organization’s needs.

Types of PMOs

The Project Management Institute (PMI) outlines several models of PMOs, each offering varying levels of control, authority, and strategic influence. Understanding these distinctions helps organizations adopt the most effective structure based on their size, maturity, and industry. According to the Association for Project Management (APM), tailoring your PMO model to organizational needs is key to optimizing its value.

Project-Supportive PMO

As described by PMI, a supportive office plays a consultative role, primarily acting as a repository of best practices and knowledge. It provides essential project documentation, training, and access to tools, but allows project managers significant autonomy.

Controlling PMO

The controlling office establishes compliance by enforcing project governance frameworks and standardized practices. It may audit project performance to ensure teams follow approved methodologies. This type is common in industries that require strict regulatory compliance.

Directive PMO

In a directive model, the entity assumes full responsibility for project execution. Project managers report directly to the PMO, which oversees scope, scheduling, budgeting, and delivery. Gartner notes that this model is most effective in organizations seeking uniformity across large-scale project portfolios.

Hybrid PMO

A hybrid PMO blends elements from multiple models, offering tailored governance structures based on project type, business unit, or strategic importance. This flexibility is particularly valuable in large or rapidly evolving enterprises.

Strategic PMO

Strategic PMOs operate at the highest level of influence, integrating with executive leadership to align projects and programs with long-term business goals. According to PMI’s Pulse of the Profession report, organizations with mature strategic PMOs are 38% more likely to meet business intent and original project goals.

For additional resources into selecting the best PMO structure for your organization, read our detailed guide: Tips for Choosing Your Ideal PMO Structure.

What is a PMO in project management if not the bridge between strategy and execution?

Roles and Responsibilities

The PMBOK® Guide – Seventh Edition emphasizes 12 principles that guide modern project delivery, including stewardship, stakeholder engagement, and adaptability. Modern teams play a central role in promoting these principles across all project environments.

The responsibilities of a PMO extend well beyond project oversight. As Gartner emphasizes, they are increasingly becoming value-driven functions that contribute to business agility, digital transformation, and enterprise-wide performance management.

Understanding the comprehensive role of the office clarifies how it impacts successful project outcomes. They typically undertake several critical responsibilities:

Key Functions of a PMO

Defining and maintaining project management methodologies, standards, and best practices.
Conducting training and mentoring programs to enhance project management skills across teams.
Providing standardized tools, templates, and platforms for efficient project management and reporting.
Facilitating knowledge sharing and continuous improvement initiatives.
Leveraging the latest technology and PMO tech platforms to drive efficiencies.

Stakeholder Management

Stakeholder engagement is a core PMO competency. Effective offices map stakeholder needs, tailor communications, and foster active participation across all project phases. PMI highlights that active engagement improves stakeholder trust and enhances project outcomes.

Project Governance

A PMO ensures that governance mechanisms—such as stage gates, approvals, and risk reviews—are in place and followed consistently. Governance frameworks provide visibility into performance and reduce ambiguity in decision-making across project teams and executives.

Resource Allocation

PMOs strategically manage resources to avoid over-allocation and conflicts, optimizing utilization and ensuring projects have the appropriate resources allocated at the right time. Resource management includes identifying, scheduling, and balancing resources efficiently to maximize productivity and reduce burnout.

In mature organizations, PMOs also enable the sharing of resources across teams, departments, and even business units—ensuring that high-demand skills are deployed where they can deliver the greatest impact. This cross-functional visibility supports better capacity planning and minimizes idle time across the organization. Learn more about this capability in our article Improve Capacity Planning with SPM.

Performance Monitoring

Monitoring project performance goes beyond tracking timelines and budgets. These teams establish KPIs and success metrics tied to organizational goals. The Association for Project Management emphasizes the importance of linking performance data to continuous improvement initiatives.

Benefits of Implementing a PMO

The PMBOK® Guide – Seventh Edition reframes governance as a value-enabling function. Rather than enforcing rigid compliance, modern PMOs support decision-making and empower teams to adapt practices in alignment with organizational strategy.

Establishing a PMO can be a transformative step in how an organization manages change, drives value, and realizes strategic priorities. Industry research consistently shows that organizations with a formal office perform better across key dimensions of project success. A PMI survey found that 71% of companies with a PMO met original goals and business intent compared to 60% of those without one.

Implementing a PMO can yield numerous benefits, significantly enhancing organizational efficiency and project success:

Improved project success rates

PMOs significantly enhance project outcomes by enforcing standardized methodologies and consistent processes, reducing project failures and enhancing predictability and reliability of results.

Enhanced resource management

A robust management PMO ensures optimal allocation and utilization of resources, avoiding conflicts, improving productivity, and reducing resource waste. Implementing a PMO project management model can improve oversight and streamline governance.

Increased stakeholder satisfaction

By maintaining clear and open lines of communication, managing stakeholder expectations effectively, and ensuring transparency, PMOs significantly boost stakeholder satisfaction and confidence in project outcomes.

Better alignment of projects with organizational goals

They play a critical role in aligning project portfolios with strategic objectives. By ensuring every project supports broader organizational goals, PMOs help prioritize initiatives that deliver measurable value and strategic benefits.

Streamlined communication and collaboration

A PMO fosters transparency and trust by acting as a central hub for all coordination. This approach to project management ensures consistent value delivery. It acts as a central point for project data, decision-making, and status reporting. It enhances cross-functional collaboration and reduces silos, which is especially important in matrixed organizations managing multiple concurrent initiatives.

Standardized communication practices and collaboration tools provided by PMOs ensure clear, consistent, and effective communication across project teams and stakeholders. This minimizes misunderstandings, improves decision-making, and increases overall efficiency and collaboration.

The term PMO is used across industries, and its usage may differ depending on the business structure. However, its core meaning remains consistent: providing a structured way to manage projects with clarity, governance, and efficiency.

Explore additional benefits in-depth in our article Benefits of a PMO.

The Difference Between Project, Program and Portfolio Management

While we have defined PMO in terms of projects, it is sometimes used interchangeably with program or portfolio. However, each term serves a distinct purpose at different levels of project governance and execution.

Project management is about planning and executing individual initiatives within defined scope, time, and budget constraints. It ensures projects meet their specific objectives and deliverables efficiently.

Program management sits between project and portfolio management. It involves coordinating a group of related projects to achieve benefits and control not available from managing them individually. Program managers focus on interdependencies, risks, and strategic alignment across multiple initiatives.

Portfolio management, on the other hand, takes a higher-level, strategic approach. It involves evaluating, selecting, and prioritizing a set of projects or programs to ensure alignment with the organization’s overarching goals. It focuses on value, risk, and return across all initiatives.

Clarifying the distinction between them helps businesses implement a more strategic and effective PMO, aligning execution with enterprise priorities and improving decision-making.

To delve deeper into the differences in our article on program managers v project managers

How Cora Systems Can Help

In summary, a PMO plays a pivotal role in aligning execution with strategy, improving project outcomes, and driving enterprise value. Cora Systems offers a complete PPM solution designed explicitly to empower your PMO operations. Whether your organization is establishing a new office or enhancing an existing one, Cora provides the tools and insights necessary to drive successful project management outcomes.

With Cora, organizations can accurately assess PMO maturity, pinpoint areas requiring improvement, and continuously refine project management processes. Cora’s advanced analytics, and integrated resource management tools enable PMOs to optimize their performance, ensuring strategic alignment and improved execution across the entire project portfolio.

For a deeper understanding of enhancing your PMO’s maturity and effectiveness, read our guide What’s Your PMO Maturity and How Can You Improve It?.

By utilizing Cora, your organization can establish a high-functioning, strategic PMO that effectively aligns project execution with organizational goals, driving successful outcomes and sustainable competitive advantages.

The post What Does PMO Mean? Project Management Office Explained first appeared on Cora Systems.

Episode 174: “How to Run a World-Class PMO with Lauri Accardi”

Derbhla Martin — Thu, 15 May 2025 15:49:12 +0000

In this episode, we speak with Lauri Accardi, Founder and Chief Vision Officer of CataPoint Consulting. With over 25 years of experience in technology, Lauri is a trusted expert in program and portfolio management (PPM), agile methodologies, and business transformation. Through her work, she has helped countless organizations streamline operations, optimize processes, and implement agile frameworks that drive measurable results.

Join us as Lauri shares her journey into the world of program management and reveals how she became a leader in helping businesses navigate complex transformations. She defines the critical role a strong Program Management Office (PMO) plays, outlines the key pain points that an effective PPM solution can solve, and provides real-world examples of successful transformation initiatives.

We also dive into the major shifts she’s witnessed in the PPM space over the past two decades and the biggest lessons learned along the way. Lauri offers practical advice for organizations evaluating PPM solutions and sheds light on why change management remains such a persistent challenge. Plus, she shares the most impactful piece of career advice she’s ever received—and how it shaped her leadership journey.

Don’t miss this conversation packed with actionable insights for project leaders, portfolio managers, and anyone looking to drive change in their organization.

Contact Lauri via her website.

Connect with Lauri on LinkedIn

Thanks for listening to the Project Management Paradise Podcast. Don’t forget to subscribe, rate, and review our podcast on your favorite platform. Stay tuned for more episodes where we bring you expert advice from industry leaders.

The post Episode 174: “How to Run a World-Class PMO with Lauri Accardi” first appeared on Cora Systems.

The Foundation for AI Success? PPM as a Data Strategy Enabler

Derbhla Martin — Mon, 28 Apr 2025 11:53:42 +0000

Introduction

Over the past few years, AI has evolved from a futuristic concept into a tangible, real-world tool. It has already delivered significant value in everyday applications—Siri, Alexa, navigation systems, and personalized recommendations—but its full potential for internal B2B use remains largely untapped. The primary roadblock? Data—or more specifically, decades of data stagnation and decentralization.

The Hidden Challenge: Data That’s Scattered and Siloed

For most organizations, a substantial amount of critical business data remains scattered and fragmented—trapped in spreadsheets, personal devices, and isolated systems across the enterprise. Addressing this challenge may not be as exciting as the promise of AI-driven insights, but it is a fundamental prerequisite for success.

Without a well-organized, centralized data strategy, AI initiatives will fall short of expectations—and businesses risk losing their competitive edge.

AI thrives on structured, high-quality data—and that’s where the challenge lies. While AI vendors often claim they can work with data in any format, the reality is that AI systems still require a structured framework to navigate and interpret data accurately. Organizations that centralize and standardize their data will be the first to unlock AI’s full potential.

How PPM Jumpstarts AI Initiatives

Project Portfolio Management (PPM) platforms have long been seen as department-specific tools, primarily used within engineering or PMO offices. But that’s changing. PPM solutions have become mission-critical for the future of business execution—particularly in manufacturing and regulated industries, where compliance, traceability, and efficiency are paramount.

A modern PPM system provides the framework to aggregate, standardize, and track day-to-day data across projects, programs, and portfolios. This creates a structured data foundation that AI can leverage to generate meaningful insights, improve decision-making, and unlock predictive capabilities.

In short, PPM helps transform AI from a theoretical innovation into a practical, high-impact tool that drives real business outcomes.

Quick Stats

• 90% of project managers still rely on spreadsheets & disconnected tools, increasing risk and inefficiency.
• 5+ systems are typically used per project manager—leading to inconsistencies.
• AI systems require structured, high-quality data to deliver meaningful insights.
• Companies with centralized data strategies gain a competitive AI advantage.
• Organizations with integrated PPM experience faster AI adoption and higher ROI.

Bridging the Gap: Overcoming Resistance to Change

One of the biggest hurdles in data standardization isn’t technology—it’s behavior. People tend to favor familiar, simple tools over more robust, structured solutions. Despite their inefficiencies, many program managers default to Excel and Microsoft Project, layering in additional industry-specific tools for scheduling, costing, or financial management.

This fragmented approach introduces significant risk. If the average project manager relies on at least five different systems (e.g., ERP, CRM, Excel, MS Project, and specialized software), then the potential for data inconsistencies and errors increases exponentially—not to mention the additional overhead and resources required to maintain these systems.

Would any CFO or COO accept that level of risk when managing a multi-million-dollar investment? Probably not.

Final Thoughts

Just as the strength of any vision depends on the foundation it’s built upon, AI’s potential is only as strong as the quality of data it can access. Organizations that proactively centralize, standardize, and optimize their data with PPM platforms will be best positioned to fully harness AI’s capabilities.

The next leap in AI-driven business transformation won’t come from AI alone—it will come from how well organizations prepare their data for AI. Companies that prioritize data strategy today will be the first to gain a competitive edge in an increasingly AI-driven economy.

About the Author

Nicholas Manzo, Director of Aerospace & Defense at Cora Systems

Further Insights

Learn more about Cora Systems Project Portfolio Management Software

Tune into our most recent Project Management Paradise Podcast episodes available on Spotify and Apple

The post The Foundation for AI Success? PPM as a Data Strategy Enabler first appeared on Cora Systems.

Purpose-Driven Project Culture for the PMO

Derbhla Martin — Fri, 25 Apr 2025 11:57:36 +0000

Steven Bell, Head of Project Management at Camlin Technologies, shares how the company transformed its PMO through purpose-driven values, cutting-edge technologies, OKRs, and a culture of lean continuous improvement.

At Camlin Technologies, project portfolio project (PPM) management isn’t just about delivering on time – it’s about delivering with purpose. Steven Bell, Head of Project Management, outlined how his team evolved from managing projects reactively to implementing a values-based, strategic approach centered on organizational purposes.

Camlin, a global company with over 600 staff, specializes in smart sensor products and services for the energy and railway sectors. With engineering teams scattered across Europe and a diverse range of disciplines – from electrical to data science – coordinating project efforts was no small feat.

The tipping point came when the organization realized it couldn’t keep scaling effectively without deeper alignment. That’s when the senior leadership team developed a strategic framework – what Steven refers to as a “strategic triangle.” At the top of this triangle was Camlin’s purpose: “To engineer better futures.” It became a North Star, influencing not just strategic planning but daily decision-making at every level.

For the project management office (PMO), this meant redefining its role. The team adopted its own purpose: “To predictably implement and govern project changes so that intended benefits and value can be realized.” This gave project managers a clearer identity, aligning their work with Camlin’s broader mission and equipping them to better communicate value across the business.

Watch Steven Bell’s Project Controls Expo Conference Presentation Here

Setting Direction with OKRs

The second key element in Camlin’s transformation was the adoption of Objectives and Key Results (OKRs). Inspired by John Doerr’s influential framework (popularized at Google), Camlin began using OKRs to create alignment and focus across all levels of the business.

Steven emphasized the shift this brought to the company’s internal rhythm. OKRs became a quarterly discipline, not an annual checkbox. Every quarter, leadership teams define clear objectives and measurable outcomes. These are then cascaded throughout departments, prompting regular check-ins and transparent conversations around progress.

For the project management team, the OKR cycle created a stronger link between day-to-day tasks and strategic business goals. It ensured that project priorities were grounded in what mattered most, giving the team a tool for both accountability and motivation.

OKRs also helped eliminate one of the company’s past pain points: having too many projects without proper assessment. With a clear structure for prioritization, Camlin could focus its resources more effectively addressing staffing challenges and preventing burnout across cross-functional teams.

Empowering Teams Through Technology

While values and strategy laid the foundation, technology provided the scaffolding for sustainable change. In 2021, Camlin implemented Cora PPM, a comprehensive project portfolio management system. But this wasn’t an overnight transformation – it was years in the making.

Steven shared that Camlin didn’t rush into selecting a platform. The company spent two to three years maturing internal processes before investing in a system. When the time came, the COVID-19 pandemic added an unexpected twist: the entire implementation had to be done remotely.

Despite the challenge, the decision to partner with Cora paid off. The platform supported Camlin’s broad range of needs – from resource planning to risk tracking to governance reporting. Crucially, it became a single source of truth for project data, replacing the scattered, inconsistent reporting that previously plagued the organization.

Steven highlighted the importance of rolling out the system incrementally, module by module. “Don’t rush it,” he advised. “The business won’t be ready for all the change at once.” That careful, phased implementation ensured stakeholder buy-in across all levels – from project teams to senior executives.

Each stakeholder had a different lens. Customers needed milestone clarity and confidence in delivery. Executives cared about pipeline forecasting and financial control. Project teams needed short-term, rolling-wave detail. Cora enabled each of these needs to be met in one connected ecosystem.

Lean Thinking, Real Results

One of the most transformative elements of Camlin’s journey was the introduction of lean continuous improvement. As Steven put it, “We were experiencing fatigue with how we’d approached improvement in the past – it was too complex.”

Camlin simplified the concept. Instead of formal, large-scale initiatives, they focused on empowering every individual in the PMO to make small, incremental improvements to reduce waste. The team started dedicating 30 minutes per day or two hours per week to continuous improvement activities – and they tracked it.

The approach was built around a mindset shift. Staff were encouraged to wear their “waste goggles” and look for inefficiencies in their daily work. That awareness led to a powerful cultural change. Employees across age groups and disciplines began suggesting improvements proactively, recognizing their own potential to influence outcomes.

Steven identified untapped potential as the biggest waste the organization had been living with. Through this lean model, Camlin began to unlock it.

Knowledge-sharing became a key ritual. Improvements – no matter how small – were shared weekly, creating a ripple effect of engagement and accountability. It was no longer about compliance or top-down mandates. It was about making work better and more fulfilling.

Lessons from the Journey

Camlin’s transformation didn’t happen overnight, and Steven was transparent about the missteps and learnings along the way. From taking on too many projects to struggling with stakeholder alignment and resource gaps, the road was not without challenges.

But the company’s commitment to evolving – strategically, technologically, and culturally – has paid off.

Here are some of the key takeaways from Camlin’s journey:

Start with purpose: A clear organizational “why” brings direction to decision-making.
Empower teams with OKRs: Regularly set and measure goals that align from top to bottom.
Invest in the right tech: Choose a flexible PPM tool that evolves with your needs.
Roll out in phases: Avoid trying to do everything at once; build adoption gradually.
Keep improvement simple: Encourage frequent, small improvements that add up over time.

By embedding purpose at the heart of their processes, adopting a modern platform, and fostering a culture of lean thinking, Camlin has created a model for project success that others can learn from.

As Steven concluded, “You can’t keep doing the same things and expect different results.” Camlin chose to change – and it’s made all the difference.

Further Insights

Learn more about Cora Systems Project Portfolio Management Software

Tune into our most recent Project Management Paradise Podcast episodes available on Spotify and Apple

The post Purpose-Driven Project Culture for the PMO first appeared on Cora Systems.

Webinar: Explore Cora’s New Product Extensions – The Cora Data Hub & Teams Integration

Marketing — Mon, 14 Apr 2025 15:56:40 +0000

Join our webinar on May 14th at 3PM BST/10AM EST to learn how the new Cora Data Hub unlocks seamless collaboration and advanced data capabilities. Plus, discover our new Microsoft Teams Integration and how it can streamline your projects.

What You’ll Gain:

Transform Your Data Strategy: Harness the power of the Cora Data Hub for AI-driven insights and accelerate your enterprise data strategy.
Streamline Collaboration: Simplify teamwork and enhance project communication with Microsoft Teams Integration.
Get Expert Insights: Join an exclusive live Q&A with Conor O’Sullivan (CTPO) and Adrian Morrissey (CRO) to answer your questions.

Don’t miss out—secure your spot today and take the first step toward smarter, faster collaboration.

Conor O’Sullivan

Chief Technology and Product Officer, Cora

Adrian Morrissey

Chief Revenue Officer, Cora

The post Webinar: Explore Cora’s New Product Extensions – The Cora Data Hub & Teams Integration first appeared on Cora Systems.

Keys to Achieving Project Portfolio Management Success in Manufacturing

Derbhla Martin — Wed, 02 Apr 2025 16:03:47 +0000

A manufacturing PMO faces myriad challenges in its day-to-day work. A modern Project Portfolio Management solution can simplify operations, providing greater visibility, improved resource management, and risk mitigation, writes Sophia Edwards and Alexandra Story

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Introduction: The Challenges of Managing Manufacturing Projects and Portfolios

The manufacturing industry is vast and complex, with an intricate web of projects running simultaneously across different departments and locations. Many manufacturing companies struggle to manage these projects efficiently, leading to inefficiencies, missed opportunities, and an inability to make informed decisions quickly.

For project management offices (PMOs), the introduction of a modern project and portfolio management (PPM) solution for manufacturing can promise to solve these challenges. However, the journey to implementing such a solution can be daunting.

This blog post explores the key challenges faced by manufacturing PMOs before implementing a PPM solution and outlines how such a solution when well implemented can address those pain points, ultimately simplifying project management and improving visibility, resource planning, and risk management.

Common Pain Points Before Implementing a Manufacturing PPM Solution

1. Lack of Visibility Across the Portfolio

One of the most significant challenges faced by PMOs in the manufacturing sector is a lack of visibility into their entire project portfolio. Often, project managers rely on a mishmash of outdated tools such as Excel spreadsheets, Google Docs, or homegrown systems that provide fragmented views of projects. Without a unified solution, PMOs cannot see the status of multiple projects in real-time, which leads to confusion, poor decision-making, and inefficiency.

For instance, many clients reported that they had difficulty tracking all their projects’ progress, leading to missed deadlines and overlooked issues. The absence of a centralized dashboard to view ongoing initiatives is a common cause of inefficiencies and missed opportunities for optimization.

2. Poor Resource Management

Another critical challenge in the manufacturing sector is the difficulty in managing resources effectively. Companies often lack insight into their current capacity, leading to overburdened staff, idle resources, and suboptimal allocation of personnel. In many cases, project managers are unaware of which team members are overloaded or have bandwidth to take on new projects.

For example, before implementing their manufacturing project management software solution, many of our customer organizations were managing their project resources via Google Docs or custom-made systems. These systems lacked the functionality to offer a clear view of resource capacity, making it nearly impossible to plan effectively for future projects or even assess ongoing workloads. This resource management nightmare can cause delays, hinder productivity, and ultimately lead to project failure.

3. Inadequate Risk Management

Manufacturers often face unpredictable risks, such as supply chain disruptions, labor shortages, or changes in regulatory requirements. However, many companies have no comprehensive way to track and manage these risks. Without a central risk register or real-time risk visibility, issues can go unreported, causing delays or costly consequences that affect the overall portfolio’s performance.

Without a centralized system to manage risks, project managers rely on informal communication methods such as emails or status meetings to report risks and issues. This manual process is prone to errors, leading to a reactive rather than a proactive approach to risk management.

How a Manufacturing PPM Simplifies Project Management

An effective manufacturing project management software solution is designed to address these challenges and provide manufacturing companies with an all-in-one solution that streamlines project and portfolio management. Let’s explore some key functionalities that can make a PMO’s life easier.

1. Enhanced Visibility with Program Structure

A PPM solution enables manufacturing PMOs to organize and configure their project portfolios in a way that is both intuitive and functional. With a clear program structure, projects are categorized based on their natural position within the business, making it easier to locate and track them. PMOs can monitor the progress of all projects from a centralized dashboard, providing visibility into each project’s status, resource allocation, financials, and risks. This visibility empowers decision-makers to take timely action and adjust strategies to optimize portfolio performance.

For example, a manufacturing client of Cora’s moved from chaotic project planning with Excel and Outlook to an organized, unified platform in Cora PPM. They now run their project meetings directly in Cora, ensuring everyone has up-to-date information at their fingertips.

2. Effective Resource Management

One of the most valuable capabilities of a PPM is its resource management functionality. With Cora, PMOs can track current resource capacity in real-time and plan for future needs more effectively. The solution includes comprehensive workforce management capabilities that allows teams to visualize who is working on what, ensuring there are no resource shortages or over-allocations.

Using Cora’s strategic capacity planning capability, for example, manufacturing companies can get a clear view of their team’s capacity, enabling them to make more accurate resource planning decisions. This feature also allows PMOs to simulate “what-if” scenarios, helping them foresee potential issues before they arise.

3. Centralized Risk Management

With a PPM, risk management is streamlined and more accessible. The solution offers a centralized risk register that consolidates all risks into one place. PMOs can easily monitor project risks, view their status, and track mitigation actions. Dashboards give stakeholders a quick overview of risk exposure across the entire portfolio, enabling them to address issues proactively rather than reactively.

For example, project managers at Cora’s manufacturing clients can quickly access a project’s risk register or risk dashboard, eliminating the need to chase down project managers for risk updates. This enhanced visibility helps mitigate risks before they escalate into problems, leading to fewer project delays and a more agile organization.

Best Practices for a Successful Manufacturing PPM Implementation

While a PPM offers significant improvements to project management in the manufacturing sector, its successful implementation requires careful planning and strategic considerations.

1. Establish Existing PMO Practices

Before implementing any manufacturing project management software solution, it’s essential for a manufacturing company to have some established PMO practices in place. This foundation will reduce the need for extensive organizational change management (OCM), which can add complexity to the implementation process.

The key to a smooth transition is ensuring that PMOs and key stakeholders understand the existing workflows and how Cora will enhance or replace them. Implementing Cora PPM without a solid understanding of existing PMO practices can lead to confusion and delays.

2. Allocate Dedicated Resources

A successful PPM implementation requires a dedicated team to manage the process. Companies should assign internal resources with the capacity to support the project’s needs. Having the right people in place is crucial for ensuring the solution is properly configured, customized, and adopted by all teams.

Additionally, it’s important to provide ongoing training and support to ensure users understand how to use the PPM effectively.

3. Adopt a Phased Approach to Implementation

A phased approach to a PPM implementation is recommended for reducing time to value and ensuring user engagement early on. By breaking the implementation down into smaller, manageable phases, PMOs can ensure that each phase is completed successfully before moving on to the next one.

This phased approach also allows for early wins, which can drive user adoption and help the company build momentum towards full deployment.

4. Use the PPM Software for Your Implementation

To boost adoption and drive familiarity with a PPM, it’s highly recommended to use the same tool for the implementation process. Often, organizations choose a different tool to manage the implementation, which creates a disconnect.

By using Cora to manage the implementation, users can start working within the system right away, becoming more comfortable and confident in using it. This approach helps avoid negative perceptions and ensures a smoother transition as teams are already familiar with the system when it goes live across the organization.

Measuring Success: How PPM Transforms Project Management in Manufacturing

For manufacturing companies, success in implementing a PPM is evident when users actively engage with the system and the data analytics it generates is used to drive decision-making.

1. Increased Visibility and Control

The first and most noticeable change after adopting PPM is enhanced visibility. Manufacturing PMOs gain a comprehensive view of all their projects, from individual tasks to portfolio-level financials. This level of transparency enables better decision-making and ensures that projects stay on track and within budget.

2. Improved Financial Management

Cora PPM offers robust financial management tools that help manufacturing companies keep track of their project budgets and forecasts. By integrating financials directly into the project management workflow, companies can quickly spot revenue leakage, track costs, and ensure projects stay within budget.

3. Streamlined Communication and Reporting

With all project data stored in a centralized system, communication between teams becomes more efficient. Reporting is simplified, as project managers no longer need to consolidate data from multiple sources. Instead, Cora generates real-time reports and dashboards, allowing decision-makers to stay informed and respond quickly to issues.

Conclusion: The Future of Manufacturing Project Management

Implementing a PPM solution like Cora can transform the way manufacturing companies manage their projects. By addressing common pain points like lack of visibility, poor resource management, and inadequate risk tracking, Cora PPM offers a comprehensive solution that brings significant improvements to day-to-day operations.

With careful planning, strategic implementation, and ongoing support, manufacturing PMOs can reap the benefits of a modern project management system that not only streamlines processes but also drives overall business success.

About the authors

Sophia Edwards, Project Manager at Cora Systems.

Alexandra Story, Program Manager at Cora Systems.

Further Insights

Learn more about Cora Systems Project Portfolio Management Software

Tune into our most recent Project Management Paradise Podcast episodes available on Spotify and Apple

The post Keys to Achieving Project Portfolio Management Success in Manufacturing first appeared on Cora Systems.

Episode 173: “Unlock the Secret to Effective OKRs” with Ben Lamorte

Content — Thu, 27 Mar 2025 12:22:41 +0000

In this episode, we speak with Ben LaMorte, a leading expert in helping businesses define their most critical objectives and achieve measurable results. As the founder of OKRs.com in 2014, Ben has personally guided over 100 organizations, including industry giants like eBay, Adobe, and Capital One, in successfully implementing Objectives and Key Results (OKRs).

Join us as Ben shares his journey into the world of OKRs and provides a clear definition of this powerful goal-setting framework. He elaborates on how OKRs help teams stay focused on their ultimate destination and offers practical examples tailored for project leaders. We’ll also explore the fascinating science and human biology that underpin the effectiveness of OKRs and uncover the telltale signs that indicate a team could benefit from this approach.

Ben also sheds light on common pitfalls leaders face when defining OKRs and shares invaluable lessons learned from real-world examples of projects that initially struggled with OKR implementation but ultimately found success. Tune in for actionable insights and expert guidance on leveraging OKRs to drive progress and achieve your most important goals.

Contact Ben via his website.

Bonus

Access a complimentary guidebook, Empowering Strategy Realization Using OKRs, at corasystems.com/okrguide

Bonus

Learn the keys to effective change management by accessing a complimentary copy at corasystems.com/changeguide

The post Episode 173: “Unlock the Secret to Effective OKRs” with Ben Lamorte first appeared on Cora Systems.

Tackling Workforce Shortages in Aerospace & Defense for Program Success

Derbhla Martin — Wed, 26 Mar 2025 14:36:49 +0000

A proactive workforce planning strategy is essential for overcoming talent challenges and ensuring timely, cost-effective execution of aerospace and defense programs, writes Adrian Morrissey

The aerospace and defense (A&D) industry is at a pivotal crossroads. As global demand for advanced defense systems, commercial aircraft, and space exploration continues to rise, A&D organizations are grappling with an escalating talent crisis. Workforce shortages, high attrition rates, and inadequate workforce planning are threatening the industry’s ability to execute complex programs on time and within budget. For A&D organizations to maintain operational effectiveness, innovation, and competitiveness, addressing these talent challenges must be a strategic priority.

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The Workforce Challenge: A Growing Headwind

The industry has long been recognized for its reliance on highly skilled professionals—engineers, technicians, project managers, and supply chain specialists—whose expertise directly impacts A&D project management. However, several key factors are converging to create a perfect storm for talent retention and attraction.

1. High Attrition Rates & Retirement Cliff

The A&D industry is experiencing attrition rates of 13%, significantly higher than the U.S. average of 3.8%. This is compounded by the retirement cliff, where 25% of the workforce has 20+ years of experience and is at or beyond the eligible retirement age. These departures result in a severe loss of institutional knowledge, creating significant gaps in program continuity and execution.

2. Lack of Employee Empowerment & Engagement

Many employees, particularly mid-career professionals, feel disconnected from decision-making processes due to outdated tools, rigid workflows, and bureaucratic structures. 60% of mid-career employees feel they lack the necessary resources to drive change, leading to frustration and disengagement. In an industry where precision and execution are critical, disengaged employees pose a serious risk to productivity and innovation.

3. Onboarding & Development Gaps

A&D organizations struggle with insufficient onboarding and development programs, leading to high early-stage turnover. Nearly 50% of hourly employees leave within their first four months, citing a lack of career mobility, unclear career progression paths, and inadequate training as primary reasons for departure.

4. Inadequate Workforce Planning

Many A&D organizations rely on reactive, short-term workforce strategies rather than proactive, long-term strategic planning. The industry has traditionally prioritized headcount fulfilment over strategic workforce planning, leading to inefficiencies in resource allocation, delayed project timelines, and inflated costs.

The Impact on Program Management

The inability to attract, retain, and develop talent has direct consequences on A&D organizations’ ability to execute large-scale projects effectively. The talent crisis contributes to:

Project delays: lack of skilled personnel leads to execution bottlenecks, causing costly overruns.
Increased costs: higher turnover results in increased hiring, onboarding, and training expenses.
Decline in innovation: a disengaged workforce and loss of senior talent slow down technological advancements and process improvements.
Risk to national security & defense capabilities: inability to staff critical programs can weaken defense readiness and industrial base resilience.

A Strategic Path Forward: Leveraging PPM for Talent Optimization

To mitigate these workforce challenges, strategic workforce planning must become a core component of project portfolio management (PPM) strategies. Advanced PPM technology solutions can help A&D organizations optimize workforce utilization, forecast future talent needs, and improve overall program efficiency.

How PPM Can Drive Workforce Transformation

Capacity planning & resource optimization – ensure the right talent is allocated to the right projects at the right time.
Enhanced employee engagement – provides visibility into how individual contributions align with strategic objectives.
Data-driven workforce planning – use predictive analytics to anticipate workforce shortages and plan succession strategies.
Streamlined onboarding & knowledge transfer – digitize training and ensure smooth transitions when senior employees retire.
Improved project visibility – centralized reporting and live dashboards allow leaders to identify workforce bottlenecks early.

Conclusion: Time for Action

The aerospace & defense industry cannot afford to ignore the growing workforce crisis. Organizations that proactively address talent retention, attraction, and strategic workforce planning will be better positioned to maintain competitive advantage, execute projects on time, and drive future innovation.

Cora GovCon empowers A&D organizations to bridge the talent gap, optimize resource allocation, and ensure business continuity in the face of these workforce challenges. The ability to wrap a digital process around an organization’s workforce planning strategy is mission critical—because without a strong, engaged workforce, even the most advanced aerospace and defense programs cannot take flight!

About the author

Adrian Morrissey , CRO at Cora Systems.

Further Insights

Learn more about Cora Systems Project Portfolio Management Software

Tune into our most recent Project Management Paradise Podcast episodes available on Spotify and Apple

The post Tackling Workforce Shortages in Aerospace & Defense for Program Success first appeared on Cora Systems.

What is Earned Value Management (EVM) and How Does it Fit into a System?

Marketing — Mon, 24 Mar 2025 12:08:00 +0000

What is Earned Value Management?

Earned Value Management (EVM) is a structured project management methodology integrating scope, schedule, and cost to objectively measure project performance. It helps project managers (PMs) predict outcomes, identify issues early, and ensure successful project delivery. This earned value method is widely used in industries ranging from construction to aerospace.

Earned Value Management in project management helps provide a framework for project governance. Whether you’re evaluating capital projects or focused or government contracting, an earned value management system (EVMS) can deliver critical insights for control and accountability.

EVM provides a quantitative approach, transforming traditional subjective assessments into clear, objective metrics. By comparing planned performance against actual effort, EVM helps organizations maintain control over complex projects, enhance decision-making, and improve transparency and accountability among stakeholders.

Evolution of Earned Value Management in Project Management

EVM, as formally recognized today, emerged in 1967 due to the critical need within the United States Department of Defense (DoD) for managing complex programs during the Cold War era. Existing cost and schedule control methods lacked the necessary precision and integration to provide a clear, comprehensive picture of project accomplishment. Hence, EVM was developed to better manage intricate projects like ballistic missile development programs, setting the stage for its widespread adoption across various industries.

According to the Defense Contract Management Agency (DCMA),

“Earned Value Management Systems provide a disciplined approach to planning and managing program performance” (DCMA).

How Does Earned Value Management Work?

EVM relies on collecting data about individual tasks and work packages, then comparing that data to the overall project plan. The combination of these data points allows for more meaningful earned value analysis and trend identification. Common tools used include scheduling software, cost tracking platforms, and reporting dashboards.

EVM works by integrating three critical elements: scope, schedule, and cost. The process begins with defining the project’s baseline plan, which includes the total budgeted cost of scheduled work (Planned Value or PV), and then measuring the actual cost (AC) and earned value (EV) of completed work over time.

This allows project managers to quantify progress and make data-driven decisions using well-established EVM metrics. By analyzing variances and performance indices, teams can determine if they are on track and within budget, or identify deviations early enough to take corrective actions. It also allows them to forecast final cost and schedule outcomes more accurately.

As the DCMA notes,

“A key feature of EVM is the ability to track and forecast project performance using reliable and objective data.”

Key Concepts in Earned Value Management

The foundation of any EVM system includes a structured WBS (work breakdown structure), which decomposes the project into manageable parts. These elements align with cost accounts and are tracked using key indices such as SPI and CPI. These processes are aligned with established frameworks such as the PMI’s guidelines and PMBOK standards.

Earned Value (EV)

Earned Value (EV) is a key performance measure within EVM, reflecting the amount of planned work completed at any point during a project.

Planned Value (PV)

Planned Value (PV) refers to the budgeted cost scheduled for the work planned to be done.

Actual Cost (AC)

Actual Cost (AC) is the actual expenditure incurred to accomplish the work completed.

Estimate at Completion (EAC)

EAC provides a forecast of the project’s total cost, calculated using actual costs to date and expected future performance.

What is an Earned Value Management System?

An Earned Value Management System (EVMS) is the people, processes, and technology an organization uses to implementing Earned Value Management (EVM). It combines documented processes, enabling technologies, and governance practices to integrate cost, schedule, and technical performance. For organizations delivering U.S. federal programs, EVMS implementation must align with standards such as EIA-748, OMB Circular A-11 Part 7, and the Federal Acquisition Regulation (FAR) clauses 34.201 and 34.202. These standards outline what constitutes a fully integrated performance management system. For a detailed breakdown of these criteria, the NDIA EVMS Intent Guide provides a valuable reference for both compliance and implementation.

Benefits of Earned Value Management System

By integrating cost, schedule, and project scope into a single analytical framework, Earned Value Management delivers a powerful set of capabilities. Earned value analysis gives organizations a clear picture of where a project stands in relation to the plan, helping them make better decisions earlier.

In addition to earned value analysis, EVM offers a robust framework to evaluate project performance and forecast future outcomes.

Objective performance measurement: Replaces subjective assessments with quantifiable data.
Early detection of problems: Allows project teams to take corrective action before issues escalate.
Improved cost and schedule forecasting: Enables accurate prediction of final project costs and timelines.
Enhanced visibility and control: Offers real-time insights into performance across the project lifecycle.
Better communication with stakeholders: Provides clear, concise metrics that are easily understood

Additionally, EVM improves confidence in project reporting and supports improved resource allocation. It enhances alignment between project execution and organizational goals, which can be particularly valuable in portfolio and program management contexts.

As noted by DCMA,

“EVM provides early visibility into cost and schedule problems and enables management to take corrective actions”.

A quote from the U.S. Government Accountability Office (GAO) reinforces this:

“EVM is widely recognized as a best practice for project performance measurement, enabling informed decision-making and early risk identification.” (GAO)

Key Tools in an Earned Value Management System

A modern Earned Value Management System (EVMS) integrates multiple functional areas to provide a holistic view of project performance. These components support both core earned value processes and extended enterprise needs.

Core EVMS Components

ERP (Enterprise Resource Planning): Acts as the financial backbone, integrating cost data and actuals into the EVMS for accurate tracking and forecasting.
EV Costing: EVM Software calculates key earned value metrics such as Cost Performance Index (CPI), Estimate at Completion (EAC), and cost variances.
Scheduling: Plan, schedule, and control large-scale programs and individual projects ensuring that planned vs. actual progress is continuously monitored.

Extended EVMS Components

Program Management: Manage workforce and other resources, milestones, and deliverables across interconnected projects and portfolios.
Risk Management: Identifies and evaluates potential threats to cost, scope, or schedule and supports contingency planning.
Change Management: Maintains baseline integrity by controlling and documenting changes to scope, cost, or schedule.
Quality Management: Ensures project outputs meet required standards, contributing to performance measurement integrity.
Estimation: Intelligent project pricing and estimating that leverages historical data analysis to develop accurate cost estimates and support risk-adjusted forecasting.
Contract Management: Tracks contract obligations, deliverables, and compliance in line with project requirements.
Data Analytics: Transforms raw EVM performance data into actionable insights, supporting executive decision-making.

These capabilities form the foundation of a robust, integrated EVMS.

Integrating EVM into the Project Lifecycle

Planning Stage

Effective EVM begins with detailed planning:

Clearly define project scope through a Statement of Work (SOW).
Develop a Work Breakdown Structure (WBS) to detail project deliverables.
Establish an Organizational Breakdown Structure (OBS) to define responsibilities clearly.
Set up control accounts for managing budget and schedule effectively.
Construct an Integrated Master Schedule (IMS) and a time-phased budget, forming the Performance Measurement Baseline (PMB).

Our guidebook contains more information on project management in government contracting.

Baseline Change Control

Baseline change control is a formal process for managing changes to the approved baseline of a project, ensuring that any modifications are documented, evaluated, and approved before implementation. It involves establishing a project baseline that defines initial project parameters like scope, schedule, budget, and quality, and then using a system to control and manage any alterations to those parameters. This process helps maintain project stability and ensures successful delivery by tracking changes and their potential impact.

Execution and Monitoring Stage

During the execution phase, EVMS consistently measures performance against planned schedules and budgets. Key metrics include:

Cost Variance (CV): EV – AC
Schedule Variance (SV): EV – PV
Cost Performance Index (CPI): EV / AC
Schedule Performance Index (SPI): EV / PV

The purpose of Earned Value measures, metrics, and indices is to provide an objective way to assess a project’s performance against its planned schedule and budget, allowing project managers to identify deviations, forecast future performance, and make informed decisions to keep the project on track by comparing planned work with the actual work completed and costs incurred. Monitoring these metrics allows project managers to quickly identify variances, address issues proactively, and make informed adjustments.

Closeout Stage

The project manager conducts final accounting, captures lessons learned, and documents outcomes for future improvements upon project completion.

Challenges of Integrating Scope, Costs and Schedule in EVM

Linking Work Packages to Budget and Schedule

One major difficulty is accurately linking work packages to their corresponding budgets and timelines. This is particularly challenging on large-scale or highly technical projects where deliverables are interdependent. Misalignment here can result in skewed performance analysis and unreliable forecasting.

Ensuring Data Quality and Consistency

Another common issue is data quality. The granularity and frequency of updates required by EVM mean that any inconsistency or inaccuracy in schedule progress, cost reports, or resource tracking can undermine the credibility of the analysis. Ensuring data integrity across multiple systems—such as scheduling tools, ERP platforms, and EV costing applications—requires rigorous governance and collaboration.

Integrating Disparate Systems

System integration itself is a technical hurdle. Material Requirements Planning (MRP) systems often contain production-level details not always mirrored in the Integrated Master Schedule (IMS). Similarly, accounting systems may not track actual costs in a format compatible with EVM reporting requirements. This disconnect can hinder timely and meaningful cost-schedule integration.

Subcontractor Performance and Reporting

Subcontractor performance adds another layer of complexity. Integrating their progress updates into the master schedule and cost reporting cycles can create time lags and alignment issues—particularly if their reporting cadence differs from the prime contractor’s business rhythm.

Varying Work Package Structures

Work package structures also differ between development and production environments. In production, work packages may be longer in duration and tied more tightly to MRP systems, with limited involvement from Control Account Managers (CAMs). Conversely, development projects rely heavily on CAMs to define and manage scope, costs, and schedule inputs.

Aligning Reporting and Accounting Calendars

Finally, timing and reporting alignment are critical. Schedule updates and accounting periods must coincide—often referred to as “advancing the calendar”—to ensure data comparability and accurate variance analysis. Without this synchronization, SPI and CPI calculations may not reflect actual project conditions.

These challenges highlight the importance of a well-integrated Earned Value Management System (EVMS), one that supports structured planning, consistent data handling, and role clarity across the project team.

Technology and Tools for EVM

Many EVMS implementations today still depend on disconnected platforms for cost, schedule, and reporting—leading to inefficiencies and data reconciliation issues.

Project managers and PMOs spend significant time aligning data from enterprise resource planning (ERP) systems, scheduling applications, and manual reports to create a cohesive performance view. These reconciliation activities not only delay decision-making but can also compromise data integrity, leading to missed risks and incorrect forecasts.

Addressing these issues, Cora GovCon is a fully integrated platform purpose-built to streamline earned value management for government contractors and project-driven organizations. Cora GovCon combines core EVM functions (scheduling and cost control) with program management, risk management, change management and reporting in a single product. This reduces the need for multiple point solutions and eliminates the duplication of effort required to sync data across systems.

By unifying all essential functions within one platform, Cora GovCon ensures consistent and reliable data, simplifies compliance with government requirements, and dramatically reduces overhead for organizations managing complex portfolios.

This is EVM project management reimagined—providing a single source of truth that supports effective earned value management system EVMS compliance while driving performance outcomes. Effective EVM management practices also ensure that governance, training, and reporting standards evolve alongside the tools in use.

Earned Value Data – A Reference Guide

The tools used in an Earned Value Management System needs to support a range of Earned Value Techniques, and track the required Earned Value period data to surface the required measures and metrics to plan projects and enable proactive project control.

Earned Value Techniques

The following are the set of earned value techniques for progress assessment on tasks:

Term	Definition
0/100	This fixed formula earned value technique is used when work packages are scheduled to begin in one period and be completed within two consecutive accounting periods or less. The 0/100 (0% at start and 100% upon finish) technique is typically used when the task begins in one reporting period and completes in the next reporting period.
50/50	This fixed formula earned value technique is used when work packages are scheduled to begin in one period and be completed within two consecutive accounting periods or less. The 50/50 (50% at start and 100% upon finish) technique is typically used when the task begins in one reporting period and completes in the next reporting period.
Apportioned Effort	A method of planning and measuring the earned value for effort that is both (a) related in direct proportion to measured effort and (b) by itself is not readily measurable or broken into discrete work packages.
Incremental (Weighted) Milestones	Incremental Weighted Milestones EVT (Earned Value Technique) is a method for measuring project progress by assigning budget values or percentages to milestones, earning value as milestones are achieved, particularly useful for long-term work packages.
Level of Effort	Effort of a general or supportive nature that does not produce finite end products and cannot be practically measured by discrete earned value techniques. Earned value is measured by the passage of time. For LOE activity, BCWP = BCWS.
No Earned Value	Selected when earned value is not being calculated on a tasks.
Percent Complete with QBD	When using the “Percent Complete with QBD” discrete earned value technique, Quantifiable Backup Data (QBD) provides objective evidence to support the claimed percentage of completion, ensuring accurate reporting and defensibility during audits.
Percentage Complete	The percent complete earned value technique assesses project progress by multiplying the actual percentage of work completed (% complete) by the budgeted cost of that work, providing a subjective but common method for estimating earned value.
PERT	This method calculates BCWP by comparing the actual cost of received material (ACWP) to the expected total cost for that material (EAC) and applying the resulting percentage to the originally budgeted value for the material (Budget at Complete (BAC)), BCWP =(ACWP/EAC) x BAC. The use of this method requires that the EAC be evaluated and updated every month. This method is only appropriate for high quantity, low-value and low-risk material items.
Units Complete	An earned value technique used when physical counts of products or completed output are the measurement of progress, suitable for projects involving repetitive tasks or production of similar items.
XX/YY	This fixed formula earned value technique is used when work packages are scheduled to begin in one period and be completed within two consecutive accounting periods or less. The XX/YY (XX% at start and 100% upon finish) technique is typically used when the task begins in one reporting period and completes in the next reporting period.

EV Measures, Metrics, and Indices

The purpose of Earned Value measures, metrics, and indices is to provide an objective way to assess a project’s performance against its planned schedule and budget, allowing project managers to identify deviations, forecast future performance, and make informed decisions to keep the project on track by comparing planned work with the actual work completed and costs incurred.

Term	Abbreviation	Definition
Actual Cost of Work Performed	ACWP	The costs actually incurred and recorded in accomplishing the work performed within a given time period. The ACWP may include estimated actual costs or accruals of significant material items for which performance has been claimed but invoice payment has not been recorded in the accounting system. (See also Actuals)
Actual Cost of Work Performed (Cumulative)	ACWPcum	The costs actually incurred and recorded in accomplishing the work performed from the start of a project to the status date (time now).
Budget at Completion	BAC	The sum of all performance budgets established for the contract. BAC is a term that may also be applied to lower levels, such as the PMB or at the control account level. BAC = BCWP + BCWR.
Baseline Execution Index	BEI	The BEI measures the activities that were completed (before the status date) as a percentage of the activities that should have been completed per the original baseline. BEI = Total # of Tasks Completed / Total # of Tasks Planned to be Completed BEIstarts = Total # of Tasks Started / Total # of Tasks Planned to Have Started
Budgeted Cost of Work Performed	BCWP	The dollarized (the dollar value of planned effort in the PMB baseline or budgeted) value of all work accomplished in a given period of time for completed work packages and the completed portions of open work packages. See also Earned Value (EV).
Budgeted Cost of Work Performed (Cumulative)	BCWPcum	The dollarized (budgeted) value for all work packages completed for the contract to the status date (time now) for completed work packages and the completed portions of open work packages.
Budgeted Cost of Work Remaining	BCWR	The total performance budgets for all work not yet accomplished. This includes the unearned budget for in-progress work packages, as well as the budget for all future work packages and planning packages.
Budgeted Cost of Work Scheduled	BCWS	Total budget for all work packages, planning packages and overheads, plus the amount of level of effort and apportioned effort scheduled to be accomplished within a scheduled for a period.
Budgeted Cost of Work Scheduled (Cumulative)	BCWScum	Total budget for all work packages, planning packages and overheads, plus the amount of level of effort and apportioned effort scheduled to be accomplished from project start to the status date (time now).
Commingled CPI		The primary purpose is to evaluate the effect of commingling LOE and discrete work scope has on control account metrics. Control Account CPI delta between Discrete and LOE >= ±0.1 X = Number of incomplete control accounts (WBS elements) in the EVMS cost tool, where The LOE portion of the budget is between 15% and 80% of the total budget, and The difference between the CPI for the discrete work and the LOE work is >= ±0.1. Y = Number of incomplete control accounts (WBS elements) in the EVMS cost tool. Threshold = 0%
Cost Variance	CV	The difference between Budgeted Cost for Work Performed (BCWP) and Actual Cost of Work Performed (ACWP). CV = BCWP – ACWP.
Critical Path Length Index	CPLI	The CPLI is an indicator of the likelihood of completing the schedule on time. A CPLI of 1.00 means the project must accomplish one day’s worth of work for every day that passes. CPLI = (CPL + TF) / CPL
Current Execution Index	CEI	The CEI is an indicator of how well the near-term schedule represented what actually occurred within a status period. CEI = # Tasks Actually Completed in EV Period/# Tasks Forecasted to be Completed in EV Period
Earned Value	EV	The value of the work that has been performed (See also BCWP).
Estimate at Complete	EAC	A value (expressed in dollars and/or hours) developed to represent a realistic projection of the final cost of a task (or group of tasks) when completed. EAC is the sum of direct and indirect costs to date, plus the estimate of costs for all authorized remaining work. EAC = ACWP + ETC Oracle Primavera P6 uses the following as the forecast (EAC): EAC = ACWP +( (BAC – BCWP)/PF) The performance factor accounts for both the schedule deficiency and funds required to get the schedule back on track to meet the required deadline. Worst Case EAC = AC + ((BAC -BCWP)/(CPIcum x SPIcum))
Estimate to Complete	ETC	The value (in dollars and/or hours) developed to represent a realistic appraisal of the cost of the work still required to be accomplished in completing a task or the project. Calculated ETC = ((BAC – EV) / CPI)
ETC Realism		A metric for identifying ETC accuracy that is calculated as follows: Work Package CPI – EAC TCPI > ±0.1 X = Number of incomplete (>10% complete) work packages where CPI –TCPI > ±0.1. Y = Number of incomplete (>10% complete) work packages in the EVMS cost tool. Threshold = 5%
EV % Complete		A measure of a task’s % complete based upon its selected Earned Value Technique (EVT).
Independent Estimates at Completion	IEAC	IEAC is a metric that projects historical efficiency forward to mathematically calculate the total projected cost of a project without influence from other subjective variables.
Schedule Performance Index	SPI	A measure of schedule efficiency. It compares the BCWP (EV) to the work scheduled. An index of 1.0 means the work is being performed as scheduled. SPI > 1.0 means that the work is ahead of schedule. SPI < 1.0 means that the work is behind schedule. SPI = BCWP / BCWS
Schedule Variance	SV	The difference between Budgeted Cost for Work Performed (BCWP) and Budgeted Cost for Work Scheduled (BCWS). SV = BCWP – BCWS.
To Complete Performance Index	TCPI	TCPI is a measure of the future cost efficiency needed to meet program downstream goals. TCPI(bac) is the future cost efficiency that must be maintained in order to keep from over-running the project’s Budget at Completion (BAC) target, while TCPI(eac) is the future cost efficiency that will be needed in order to achieve the current Estimate at Completion (EAC). TCPIeac = BAC – BCWPcum / EAC – ACWPcum. TCPIbac = BAC – BCWPcum / BAC – ACWPcum.
Total Float Consumption Index	TFCI	Provides an indication of total float consumption as an efficiency factor, i.e., if a project continues at its current rate of total float consumption, can the remaining work be completed within the forecasted finish date. TFCI = (Actual Duration + Critical Path Total Float) / Actual Duration
Variance at Completion	VAC	The difference between budget at completion (BAC) and estimate at completion (EAC). A positive value indicates a projected underrun and a negative value indicates projected overrun. VAC = BAC – EAC

The post What is Earned Value Management (EVM) and How Does it Fit into a System? first appeared on Cora Systems.

Cora Project Portfolio Management Now Available on SAP® Store

Marketing — Wed, 19 Mar 2025 13:54:03 +0000

Cora Systems offers enterprise PPM solution integrated with SAP S/4HANA® to enhance project portfolio management and predictability

Dublin, Ireland – 19 March 2025: Cora Systems today announced its Cora Project Portfolio Management (PPM) solution is now available on SAP® Store, the online marketplace for SAP and partner offerings. Cora PPM provides project, program and control account managers with an advanced workbench that seamlessly integrates costs from SAP S/4HANA with schedules, resource allocation, and reporting.

Commenting on the announcement, Adrian Morrissey, CRO, Cora Systems, said:

“We’re thrilled that Cora PPM is now available on the SAP® Store. For the first time, SAP customers can access a full-grade enterprise PPM solution from a specialist provider, which will seamlessly integrate with their existing SAP ecosystem. Cora PPM empowers organizations to manage both financial data and project execution with precision, offering improved forecasting and business planning. It’s a key milestone in strengthening our partnership with SAP and their customers, particularly within aerospace, defense, and industrial manufacturing who want to measure projects from quote to cash.”

Cora PPM improves cost performance management by ensuring project managers have accurate and up-to-date financial information to manage project budgets effectively and protect margins. The solution gives senior executives a portfolio-level understanding of every aspect of program delivery on one screen. It enables organizations to make strategic workforce planning decisions, ensuring the right people work on the right projects to ensure they meet delivery and performance goals. The solution works with the Cora Connector for SAP® solutions based on the SAP Business Technology Platform (SAP BTP) to provide highly configurable, two-way integration between SAP’s solutions.

SAP Store, found at www.store.sap.com, delivers a simplified and connected digital customer experience for finding, trying, buying and renewing more than 2,300 solutions from SAP and its partners. There, customers can find the SAP solutions and SAP-validated solutions they need to grow their business. And for each purchase made through SAP Store, SAP will plant a tree. Cora is a partner in the SAP PartnerEdge® program. The SAP PartnerEdge program provides the enablement tools, benefits and support to facilitate building high-quality, disruptive applications focused on specific business needs – quickly and cost-effectively.

About Cora Systems

The Cora platform delivers strategic portfolio and project management software that provides the power of predictability to organizations so they can successfully plan and manage projects – profitably. With offices in the US, UK and Ireland, we work with customers in more than 50 different countries to give them complete control and governance on projects worth over $100 billion. With the Cora platform, everything customers do and make gets delivered on time and on budget, thanks to our seamless integration of schedules, forecasting, resources and financial controls. See: www.corasystems.com.

SAP and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP SE in Germany and other countries. Please see https://www.sap.com/copyright for additional trademark information and notices. All other product and service names mentioned are the trademarks of their respective companies.

For more information, press only:

John Fallon

Head of Product Marketing, Cora Systems

marketing@corasystems.com

The post Cora Project Portfolio Management Now Available on SAP® Store first appeared on Cora Systems.