This publication examines in detail the interfaces between project risk management and earned value management, two elements of a cohesive body of knowledge that constitutes project management as we know it today. Project management has sometimes been compartmentalised into its discrete skill elements product decomposition, planning, scheduling, cost estimating, requirements management, risk management, and performances techniques such as earned value management. Specialising may occasionally overlook the interfaces that make the management disciplines of project management a cohesive whole. This guide represents the outputs of the discussions between two specialist groups of practitioners from the Association for Project Managements Risk Management SIG (Specific Interest Group) and the APM Earned Value Management SIG. To find out more, please contact the SIG at http://www.apm.org.uk/sigcontacts.asp. The Association for Project Management (APM) is Europes largest single national professional body dedicated to project management.

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Contributing authors (in alphabetical order by surname): Dave Boden (Quintec), Lauren Bone (Bone Consulting Limited), Peter Campbell (APM Risk SIG), David Chard (BAE Systems), Edwina Hayward (BMT Sigma), David Hillson (Risk Doctor & Partners), Val Jonas (Risk Decisions Limited), Bob Llewelyn (Rolls Royce), Pete Mill (BAE Systems), Ken Newland (Quintec), Kerry Smith (Ministry of Defence), Tom Teixeira (Rolls Royce), Tony Welch (BAE Systems), Daniel Wynne (Turner & Townsend)

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