This isn't just project management.
IT'S THE NEXT DIMENSION IN
PROJECT MANAGEMENT
The Rundown
We are improving planning accuracy and execution efficiency; helping you become better at predicting execution (forecasting and planning) and executing safely on that prediction.
We’ve spent years in the PM industry relying on measurements (EV), methods (PM), and tools (software) for success. But what about the person using these things? What about the motivation, bias, heuristics, personality, and attitude of the person forecasting and doing the work? If you agree that the person makes all the difference, you would be right; in fact the human factor makes up about 70 percent of project success.
Research has shown that about 70 percent of performance is attributed to human behavioral factors, not technical factors. The combination of EV data with behavioral data provides an opportunity to improve actual performance...not just measure it.
For decades, organizations have focused on building great tools to organize and show performance. Now Evanclaer addresses the behavior that actually improves performance.
Did you know that half of projects fail their schedule and cost objectives?
Evanclaer behavioral EV/PM helps address this issue
The project management discipline has for years studied project performance and performance prediction, which includes the discipline’s method of performance measurement called Earned Value Management (EVM).
Simultaneously, and somewhat siloed from project management practitioners, researchers have been studying Behavioral Economics (BE) and decision-making. And while BE has benefitted the finance industry by improving performance, EVM practitioners have not been privy to its existence.
Project management technical methods have improved some project performance, but the Project Management Institute (2016) shows that projects, on average, still complete within schedule only 49 percent of the time, and complete within original budget only 53 percent of the time.
The problem in EVM is that the project management discipline has made great strides in improvement of technical performance factors, but it has failed, en masse, to recognize human performance factors, and the potential for improvement of those factors that BE can provide, thus improving project performance.
Our Objectives
• Increased project performance
• Reduced project failure rates
• Reduced project schedule and cost overruns
Josh E. Ramirez, PMP, MSM-PM
Principal
- Masters degree in Project Management
- Currently pursuing PhD in Business
Psychology
- Project Management Faculty member
Current research: theoretical dissertation in
Behavioral Project Management
The Missing Link
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