QSO 420 ( week 8)

Module Overview

QSO‐420‐H5938 Integrated Cost/Sched Control 23EW5 MA

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Module Overview - QSO-420-H5938 Integrated Cost/Sched Control 23EW5 https://learn.snhu.edu/d2l/le/content/1315920/viewContent/24602332/View

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Sarbanes-Oxley Compliance Welcome to the �nal module of the course. This has certainly been a journey, as we have covered a good deal

of ground in terms of integrated cost and schedule control for project management. Our focus has been on

earned value management (EVM), which is the benchmark system for achieving integration between project

cost, schedule, and scope. In Module Seven, you demonstrated your mastery of EVM by completing your

�nal project, in which you created a project management presentation based on our case study. Using the

feedback obtained from your milestone submissions and the lessons learned throughout the �rst seven

modules of this course, you were able to identify earned value parameters, calculate earned value measures,

interpret the statistics, and then apply your �ndings by making recommendations to improve project

performance. This process likely seemed daunting as you read over the course materials in Module One.

However, over the past several modules, the body of knowledge for EVM was segmented into manageable

pieces and the hope is that you found EVM not so dif�cult to master after all. Indeed, by completing your

�nal project, you have actually successfully employed EVM in a real-world scenario, and can count yourself

among those project managers that know how to effectively manage cost and schedule integration.

Although you surely have a grasp on EVM by now, there are always additional related or �ner points to learn.

In Module Seven, those additional points included creating new metrics and learning how to manage a

portfolio of projects. In Module Eight, this will include learning about the relationship between the

Sarbanes-Oxley Act of 2002 (SOX) and EVM. The long title of the Act is more descriptive, and reads, “An Act

to protect investors by improving the accuracy and reliability of corporate disclosures made pursuant to the

securities laws, and for other purposes” (Public Law 107–204, 107th Congress, 2002). In short, SOX requires

a much greater degree of transparency and �nancial reporting by companies, and was driven in large part by

�nancial scandals at companies such as Tyco, WorldCom, Enron, and others. As you learn more about SOX in

this module’s readings, you will likely begin to appreciate EVM even more. This is because EVM necessarily

drives more granular transparency as to precisely how and where money is being spent and how a �rm’s

resources are being managed. In a sense, SOX and EVM are very much complementary, as will be shown in

this module.

After our discussion of SOX in this module, this course comes to an end. The hope is that you have enjoyed

this course and feel comfortable with employing EVM for any project that you will be charged with

managing. Best of luck in managing future projects, and congratulations on �nishing QSO 420, Integrated

Cost and Schedule Control.

References Public Law 107–204, 107th Congress (2002, Jul 30). Sarbanes-Oxley Act of 2002. Retrieved from

http://www.sec.gov/about/laws/soa2002.pdf

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