200504 01 Practice Standard for Earned Value Management

8/2/2019 200504 01 Practice Standard for Earned Value Management

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Pract ice Standard for

Earned Value Management

Padova, 27 maggio 2005


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Pract ice St andard for Earned ValueManagement

Practice Standard

forEarned Value Management

Enrico Masciadra, PMP


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Practice Standard for Earned Value ManagementPractice Standard for Earned Value Management Padova 27 maggio 2005Padova 27 maggio 2005Tutti i diritti riservatiTutti i diritti riservati

Il problema .

Task Giorno 1 Giorno 2 Giorno 3 Giorno 4 Avanzamento

Lato 1 S--------------F Completo. Speso1000

Lato 2 S-------------PF -----F Completo

Speso 1200

Lato 3 PS----S-----PF A metSpeso 600

Lato 4 PS-----------PF Da fare

Costruzione di un recinto Costo 1000 per lato Time now fine del terzo giorno

Fonte R. Mulcahy PMP Exam Prep

Come stiamo andando ?

TN


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La risposta !!!

Valore Calcolo Valore

PV 1000 + 1000 + 1000 3000

EV 1000 + 1000 + 500 2500

AC 1000 + 1200 + 600 2800

BAC 1000+1000+1000+1000 4000

CV 2500 - 2800 -300

CPI 2500 / 2800 0.893

SV 2500 - 3000 -500

SPI 2500 / 3000 0.833

EAC 4000 / 0.893 4479

ETC 4479 - 2800 1679

VAC 4000 - 4479 -479

Formula

EV - AC

EV / AC

EV - PV

EV / PV

BAC / CPI

EAC AC

BAC-EAC

Earned values Interpretazione


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Che cos la Practice standard

The Earned Value Management (EVM) Practice Standard has been developed asa supplement to A Guide to the Project Management Body of Knowledge(PMBOK Guide). The EVMThe EVM PracticePractice StandardStandard isis designeddesigned tot o provideprovidereadersreaders w how ho areare familiarfamiliar w i thw i th thethe PMBOKPMBOK GuideGuide wi thw i th aa fundamentalfundamental

understandingunderstanding of theof the principlesprinciples of EVM andof EVM and it sit s rolerole inin facil itatingfacil itatingeffectiveeffective project management .project management .

The EVM Practice Standard assumes that the reader has a basic workingknowledge of the project management process groups, knowledge areas and

other key concepts, such as work breakdown structures (WBS) and critical pathmethod (CPM) scheduling, which are outlined in the PMBOK Guide. If that isnot the case, it is recommended that the reader undertake a review of thePMBOK Guide before reading the EVM Practice Standard.

Fonte: Practice Standard for Earned Value Management


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In pratica .

Rube Goldberg, Inventions of Professor Lucifer Butts, 1932

St andard per applicare corrett amente la t ecnica degli Earned values

Una macchina per spremere le arance


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Il compito di EVM

EVM provides organizations with the methodology needed to integrate themanagement of project scope, schedule, and cost. EVM can play a crucial role inanswering management questions that are critical to the success of everyproject, such as:

Are we ahead of or behind schedule?How efficiently are we using our time?When is the project likely to be completed?Are we under or over our budget?How efficiently are we using our resources?

What is the remaining work likely to cost?What is the entire project likely to cost?How much will we be under or over budget?

If the application of EVM to a project revealsthat it is behind schedule or over budget, theproject manager can use the EVM methodologyto help identify:

Where problems are occurring;Whether the problems are critical or not;What it will take to get the project back on track.



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La struttura del Practice standard

Chapter 1 Introduction1.1 The Role of Earned Value Management1.2 EVM and the Project Management Process

Chapter 2 Basic Elements of Earned Value Management2.1 Descriptions of the Basic EVM Elements2.2 Derivations of the Basic EVM Elements2.3 Putting it All Together

Chapter 3 EVM Performance Analysis and Forecasting3.1 Schedule Analysis and Forecasting3.2 Cost Analysis and Forecasting3.3 Management by Exception

Chapter 4 Guidance for the Use of Key EVM Practices4.1 Establish a Performance Measurement Baseline4.2 Measure and Analyze Performance Against PMB



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EVM & Project Management


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Gli indicatori BASE



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Gli indicatori

How are we doing time wise? How we will proceede ? How are we doing cost wise?

PV Pla n n ed Va lu e

EV Ea rned Value AC Actu a l Cos t

CV Cost Var iance SC Sched ul e v ar ian ce

CPI Co st p e r f o r m a n ce i n d e x CPI C Cum ula t ive CPI

SPI Schedu le pe r f o rm anceindex

ETC based on new estimate ETC based on atypical variance ETC based on typical variance EAC using a new estimate EAC using remaining budget

EAC using CPIC

TheTheresultresult

InformationInformation need

edneeded

Perform

ance

F

orecasting

Project Baseline

Time nowAvanzamento

Basic


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Lapplicazione

Come scegliere le modalit di applicazione

Come definire le modalit di misurazione


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Lapplicazione teorica

As project significance and uncertaintyincrease, the rigor with which EVM isapplied also needs to increase. There aretwo basic dimensions to EVM rigor: thegranularity and the frequency of themeasurement of project performance.Granularity refers to the level of detail to

which the project work scope is brokendown using a WBS. Frequency is the timeinterval at which project performance isassessed, analyzed and reported, rangingfrom daily to monthly or longer. EVM

implementation can be scaled along thesetwo dimensions (granularity and frequency)to achieve the degree of rigor required bythe significance and the uncertainty of the

project.



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Earned values measurement techniques



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EVM Performance analysis & forecasting - 1


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EVM Performance analysis & forecasting - 2

Variances: Schedule Variance (SV); Cost Variance (CV); and Variance atCompletion (VAC)

Indices: Schedule Performance Index (SPI); Cost Performance Index (CPI);and To-Complete Performance Index (TCPI)

Forecasts: Time Estimate at Completion (EACt); Estimate at Completion

(EAC); and Variance at Completion (VAC)


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Tutti insieme appassionatamente

0

1000

2000

3000

4000

5000

6000

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

T/N

VAC

EAC

BAC

ProjectedProgram

Delay

Schedule Variance

Cost Variance

EV

PV

AC

Schedule Slip

PM


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Time-Based Schedule Measures

Time based

SV(t) = PT ET = 12 16 = 4 monthsSPI(t) = PT / ET = 12 / 16 = 0.75

Cost based

SV($) = EV PV = 100 100 = 0SPI($) = EV / PV = 100 / 100 = 1.0

SV = EV PV = 24 32 = 8

SPI = EV / PV = 24 / 32 = 0.75

If the work were to continue at this rate,then all of the work of Project EZ wouldtake 16 months to accomplish instead ofthe 12 months planned (12 / 0.75 = 16).


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Le stime a finire

( )( )

++

++

+=

ACkACjACi

EVkEVjEVi

EVBACACEAC

SPICPI

EVBACACEAC

2.08.0

+=

SPICPI

EVBACACEAC

*

+=

CPI

BACEAC=

Future costperformance will bethe same as all pastcost performance

Future cost performance will be influencedadditionally by past schedule performance

Future cost performance will be thesame as the last three measurementperiods (i, j, k)

Future cost performance will be influenced jointly insome proportion by both indices


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Guidance for the Use of Key EVM Practices

Establish a Performance Measurement Baseline (PMB) Decompose work scope to a manageable level Assign unambiguous management responsibility Develop time-phased budget for each work task

Select EV measurement techniques for all tasks Maintain integrity of PMB throughout the project

Measure and analyze performance against the baseline Record resource usage during project execution Objectively measure physical work progress

Credit earned value according to EV techniques Analyze and forecast cost/schedule performance Report performance problems and/or take action


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Conclusioni


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Any questions ?Any questions ?

Documents

200504 01 Practice Standard for Earned Value Management