¶ … lowest level possible, as Ruskin (2004) advocates, because it prevents individuals from attempting to "game the system," to "look good," or to falsify their actual progress, which is more like to happen in 50-50 approach, where the individual or team is credited simply for beginning. With the 0-100 approach, there is no credit received until completion and passing the EVM assessment (Earned Value Analysis, 2012). Even with quarterly approaches, there is the possibility that EVMs become somewhat meaningless, trivial or simply become viewed as overbearingly bureaucratic. There is a sense that there is too much micro-management going on, which can grate on individuals and teams who might prefer some sense of independence, responsibility, and autonomy. From this perspective the 0-100 method also promotes responsibility because the work is not assessed until it is completed, leaving it in the hands of the workers the whole time, which should instill and generate a feeling of trust and a proper proportion of accountability at the end. An argument against the 0-100 method, however, might be that by waiting until the end to perform the EVM, there is the risk of not catching a mistake early on that...
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