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The Project Management: Achieving Competitive Advantage (4th edition) text book has Notes available at the end of chapter 13 with journal articles; I need a summary of any one of these articles along with relevant points made by the author. In addition, kindly offer a critique of the article and give an application of the concept being discussed in the summary. Please provide me a summary with approximately 3-4 pages in length with double spaced; the summary should be in APA format.13 ■ ■ ■ Project Evaluation and Control Chapter Outline PROJECT PROFILE New York City’s CityTime Project INTRODUCTION 13.1 CONTROL CYCLES—A GENERAL MODEL 13.2 MONITORING PROJECT PERFORMANCE The Project S-Curve: A Basic Tool S-Curve Drawbacks Milestone Analysis Problems with Milestones The Tracking Gantt Chart Benefits and Drawbacks of Tracking Gantt Charts 13.3 EARNED VALUE MANAGEMENT Terminology for Earned Value Creating Project Baselines Why Use Earned Value? Steps in Earned Value Management Assessing a Project’s Earned Value 13.4 USING EARNED VALUE TO MANAGE A PORTFOLIO OF PROJECTS PROJECT PROFILE Earned Value at Northrop Grumman 13.5 ISSUES IN THE EFFECTIVE USE OF EARNED VALUE MANAGEMENT 13.6 HUMAN FACTORS IN PROJECT EVALUATION AND CONTROL Critical Success Factor Definitions Conclusions Summary Key Terms Solved Problem Discussion Questions Problems Case Study 13.1 The IT Department at Kimble College Case Study 13.2 The Superconducting Supercollider Case Study 13.3 Boeing’s 787 Dreamliner: Failure to Launch Internet Exercises MS Project Exercises PMP Certification Sample Questions Appendix 13.1 Earned Schedule Notes Chapter Objectives After completing this chapter, you should be able to: 1. Understand the nature of the control cycle and four key steps in a general project control model. 2. Recognize the strengths and weaknesses of common project evaluation and control methods. 3. Understand how Earned Value Management can assist project tracking and evaluation. 4. Use Earned Value Management for project portfolio analysis. 5. Understand behavioral concepts and other human issues in evaluation and control. 6. From Appendix 13.1: Understand the advantages of Earned Schedule methods for determining project schedule variance, schedule performance index, and estimates to completion. 431 432 Chapter 13 r Project Evaluation and Control PROJECT MANAGEMENT BODY OF KNOWLEDGE CORE CONCEPTS COVERED IN THIS CHAPTER 1. Control Schedule (PMBoK sec. 6.7) 2. 3. 4. 5. Control Costs (PMBoK sec. 7.4) Earned Value System (PMBoK sec. 7.4.2.1) Forecasting (PMBoK sec. 7.4.2.2) Performance Reviews (PMBoK sec. 7.4.2.4) PROJECT PROFILE New York City’s CityTime Project “… virtually all of the $600 million that the City paid to SAIC for CityTime was tainted, directly or indirectly, by fraud.” In announcing charges filed against several contractors and project overseers for New York City’s troubled CityTime automated payroll and time keeping project, Manhattan U.S. Attorney Preet Bharara placed the blame for the massive cost overruns squarely at the feet of corrupt project managers and their shockingly brazen money skimming practices. In 1998, when former mayor Rudolph Giuliani announced the creation of the CityTime project for New York City’s employees, he was seeking to automate an outdated, paper-based time card and payroll system used by some 300,000 city employees. Over the years, this record-keeping system could not keep up with the large employee base, leading to allegations of waste and routinely falsified time sheets, all of which cost the city millions a year.