External stakeholders typically require performance metrics to understand the status of a project. Earned value is a proven methodology to measure project performance objectively. Earned Value in terms of schedule (D) and cost (E) offers valuable insights on how well the project is adhering to its baseline plans.
D: Earned Schedule (EV vs. Planned Value) shows schedule adherence.
E: Earned Cost (EV vs. Actual Cost) shows cost efficiency.
Options A and C are portfolio-level metrics, not typically reported by project managers.
Option B is vague and not part of standard EVM practice.
References:
PMBOK Guide - Seventh Edition, Measurement and Delivery Performance Domains PMI Practice Standard for Earned Value Management
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In this scenario, the project manager should assess the impact of including an additional geographical location in the project scope. This involves conducting a change impact analysis to understand how the change will affect the project's objectives, timeline, budget, and resources. Once the impact is assessed, the project manager should submit a change request for the inclusion of the two locations. The change request will be reviewed and approved by the project governance body, such as the project board or change control board, as part of the integrated change control process. This ensures that any scope changes are formally documented, evaluated, and approved before being implemented.
: PMBOK Guide - Sixth Edition, Section 4.3 Direct and Manage Project Work; Section 4.6 Perform Integrated Change Control; Managing Change Practice Guide | PMI1.