Type of approach to monitor project cost performance

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Many organizations do not integrate cost, schedule, and scope when measuring performance against plan. Fleming and Koppelman refer to this practice as traditional project cost management. How does a traditional “plan vs. actual” cost monitoring approach work? What are the pros and cons of such an approach? Does your current organization (or a previous organization) use this type of approach to monitor project cost performance?

Reference no: EM131030651

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