| dc.description.abstract | This thesis investigates the interaction between risk management and earned value management in project management, focusing on the preferences and outcomes of these methodologies at CERN. Through qualitative research methods, including interviews with ten project managers at CERN, this study aims to understand how combining these methodologies impacts project efficiency, costs and overall performance.
The findings indicate a notable lack of integrated application of risk management and earned value management techniques among the participants, as well as an absence of established guidelines for either practice at CERN. The study suggests that CERN should expand its training catalogue to cover both risk management and earned value management. It also recommends developing a comprehensive set of standards for these practices, and improvements in the availability of related resources in CERN’s internal database and library systems.
The research highlights the importance of addressing this gap in knowledge and application, especially considering the scale of projects at CERN that involve contributions from member states and collaborating entities. The lack of expertise in risk and earned value management at such a renowned institution raises concerns about the potential for inefficiencies and mismanagement of funds. This thesis argues for improving project management practices at CERN through structured training and the establishment of clear guidelines. These initiatives could improve the execution and quality of project outcomes. | |