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EVA analysis for construction
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PENGENDALIAN PROYEK MENGGUNAKANEARNED VALUE CONCEPT METHODJURUSAN TEKNIK SIPIL FAKULTAS TEKNIK UNIVERSITAS DIPONEGOROSEMARANG
PENGENDALIAN PROYEK
*Whats more Important?Knowing where you are on schedule?
Knowing where you are on budget?
Knowing where you are on work accomplished?
*Theres Room For Improvement70% of projects are:Over budgetBehind schedule
52% of all projects finish at 189% of their initial budget
And some, after huge investments of time and money, are simply never comple
Metode dan Teknik Pengendalian BiayaAnalisa VariansAnalisa Varians WaktuAnalisa Varians Biaya
Konsep Nilai HasilAnalisa Varians WaktuAnalisa Varians BiayaAsumsi: kecenderungan yang ada dlm pelaporan akan terus berlangsung hingga proyek selesai.Dapat memberikan proyeksi masa depan, sehingga dapat memberi masukan kepada ownerataupun pengelola (kontraktor).
PENGERTIAN :EARNED VALUE CONCEPT METHOD
adalah suatu metode yang mengintegrasikan hubungan antara biaya dan waktu serta memberikan gambaran tentang kondisi kelangsungan proyek tersebut, sehingga dengan earned value concept method ini kita bisa mendapat gambaran langkah proyeksi proyek ke depannya.
RUMUS NILAI HASIL :(Sumber : Imam Soeharto, Manajemen Proyek , 1995)Nilai Hasil = ( % penyelesaian ) x ( Anggaran )
*Enter Earned Value AnalysisEarned Value Analysis is:an industry standard way to:measure a projects progress,forecast its completion date and final cost, andprovide schedule and budget variances along the way.
By integrating three measurements, it provides consistent, numerical indicators with which you can evaluate and compare projects.
*EVA Integrates All ThreeIt compares the PLANNED amount of work with what has actually been COMPLETED, to determine if COST , SCHEDULE, and WORK ACCOMPLISHED are progressing as planned.Work is Earned or credited as it is completed.
*Earned Value needed because...Provides an Early Warning signal for prompt corrective action.
Bad news does not age well.
Still time to recover
Timely request for additional funds
*Some New TermsBCWS - Budgeted Cost of Work Scheduled
ACWP - Actual Cost of Work Performed
BCWP - Budgeted Cost of Work Performed
*Earned Value DefinitionsBCWS: Budgeted Cost of Work Scheduled
Planned cost of the total amount of work scheduled to be performed by the milestone date.
*BCWS - Budgeted Cost of Work Scheduled
Chart2
5000
12000
19000
29000
39000
55000
65000
80000
90000
95000
100000
102000
BCWS
EVA Chart
500050005000
120001100012500
190001750019000
290002620029000
390003500039000
550004900055000
650005600065000
800003783437834
900003786537865
950003789537895
1000003792637926
1020003795637956
Project is:
13.8% Behind Schedule16.1% Over Cost
BCWS
BCWP
ACWP
Typical Chart
90008640
1800017280
2700025920
3600034560
4500043200
5400051840
6300060480
7200037834
8100037865
9000037895
9900037926
10800037956
Projected
Actual
Typical Data
1/1/032/1/033/1/034/1/035/1/036/1/037/1/038/1/039/1/0310/1/0311/1/0312/1/03
Projected900018000270003600045000540006300072000810009000099000108000
Actual8640172802592034560432005184060480
Factor0.96
EVA Data
1/1/032/1/033/1/034/1/035/1/036/1/037/1/038/1/039/1/0310/1/0311/1/0312/1/03
BCWS5000120001900029000390005500065000800009000095000100000102000
BCWP5000110001750026200350004900056000
ACWP5000125001900029000390005500065000
Schedule Variance0-1000-1500-2800-4000-6000-9000
Sched. Var. %0.0%-8.3%-7.9%-9.7%-10.3%-10.9%-13.8%
Schedule Perf. Index1.0000.9170.9210.9030.8970.8910.862
Cost Variance0-1500-1500-2800-4000-6000-9000
Cost Var. %0.0%-13.6%-8.6%-10.7%-11.4%-12.2%-16.1%
Cost Perf. Index1.0000.8800.9210.9030.8970.8910.8621.161
EAC 1
VAC 1
VAC % 1
EAC 2
Project is:
13.8% Behind Schedule16.1% Over Cost
EVA Data
BCWS
*Earned Value Definitions (cont.)ACWP: Actual Cost of Work Performed
Cost incurred to accomplish the work that has been done to date.
*ACWP - Actual Cost of Work Performed
Chart6
50005000
1100012500
1750019600
2620029900
3500039900
4900056000
3780337803
3783437834
3786537865
3789537895
3792637926
3795637956
BCWP
ACWP
EVA Chart
500050005000
120001100012500
190001750019600
290002620029900
390003500039900
550004900056000
650003780337803
800003783437834
900003786537865
950003789537895
1000003792637926
1020003795637956
Project is:
13.8% Behind Schedule16.1% Over Cost
BCWS
BCWP
ACWP
Typical Chart
90008640
1800017280
2700025920
3600034560
4500043200
5400051840
6300060480
7200037834
8100037865
9000037895
9900037926
10800037956
Projected
Actual
Typical Data
1/1/032/1/033/1/034/1/035/1/036/1/037/1/038/1/039/1/0310/1/0311/1/0312/1/03
Projected900018000270003600045000540006300072000810009000099000108000
Actual8640172802592034560432005184060480
Factor0.96
ACWP
1/1/032/1/033/1/034/1/035/1/036/1/037/1/038/1/039/1/0310/1/0311/1/0312/1/03
BCWP50001100017500262003500049000
ACWP50001250019600299003990056000
ACWP
BCWP
ACWP
BCWP
1/1/032/1/033/1/034/1/035/1/036/1/037/1/038/1/039/1/0310/1/0311/1/0312/1/03
BCWP50001200019000290003900055000
BCWP
BCWP
BCWS
1/1/032/1/033/1/034/1/035/1/036/1/037/1/038/1/039/1/0310/1/0311/1/0312/1/03
BCWS5000120001900029000390005500065000800009000095000100000102000
BCWS
BCWS
EVA Data
1/1/032/1/033/1/034/1/035/1/036/1/037/1/038/1/039/1/0310/1/0311/1/0312/1/03
BCWS5000120001900029000390005500065000800009000095000100000102000
BCWP50001100017500262003500049000
ACWP50001250019600299003990056000
Schedule Variance0-1000-1500-2800-4000-6000
Sched. Var. %0.0%-8.3%-7.9%-9.7%-10.3%-10.9%
Schedule Perf. Index1.0000.9170.9210.9030.8970.891
Cost Variance0-1500-2100-3700-4900-7000
Cost Var. %0.0%-13.6%-12.0%-14.1%-14.0%-14.3%
Cost Perf. Index1.0000.8800.8930.8760.8770.875
EAC 1
VAC 1
VAC % 1
EAC 2
Project is:
10.9% Behind Schedule14.3% Over Cost
*Earned Value Definitions (cont.)BCWP: Budgeted Cost of Work PerformedThe planned (not actual) cost to complete the work that has been done.
*BCWP - Budgeted Cost of Work Performed
Chart2
50005000
1100012000
1750019000
2620029000
3500039000
4900055000
37803
37834
37865
37895
37926
37956
BCWP
BCWS
EVA Chart
500050005000
120001100012500
190001750019600
290002620029900
390003500039900
550004900056000
650003780337803
800003783437834
900003786537865
950003789537895
1000003792637926
1020003795637956
Project is:
13.8% Behind Schedule16.1% Over Cost
BCWS
BCWP
ACWP
Typical Chart
90008640
1800017280
2700025920
3600034560
4500043200
5400051840
6300060480
7200037834
8100037865
9000037895
9900037926
10800037956
Projected
Actual
Typical Data
1/1/032/1/033/1/034/1/035/1/036/1/037/1/038/1/039/1/0310/1/0311/1/0312/1/03
Projected900018000270003600045000540006300072000810009000099000108000
Actual8640172802592034560432005184060480
Factor0.96
ACWP
1/1/032/1/033/1/034/1/035/1/036/1/037/1/038/1/039/1/0310/1/0311/1/0312/1/03
BCWP50001100017500262003500049000
ACWP50001250019600299003990056000
ACWP
BCWP
ACWP
BCWP
1/1/032/1/033/1/034/1/035/1/036/1/037/1/038/1/039/1/0310/1/0311/1/0312/1/03
BCWP50001100017500262003500049000
BCWS50001200019000290003900055000
BCWP
BCWP
BCWS
BCWS
1/1/032/1/033/1/034/1/035/1/036/1/037/1/038/1/039/1/0310/1/0311/1/0312/1/03
BCWS5000120001900029000390005500065000800009000095000100000102000
BCWS
BCWS
EVA Data
1/1/032/1/033/1/034/1/035/1/036/1/037/1/038/1/039/1/0310/1/0311/1/0312/1/03
BCWS5000120001900029000390005500065000800009000095000100000102000
BCWP50001100017500262003500049000
ACWP50001250019600299003990056000
Schedule Variance0-1000-1500-2800-4000-6000
Sched. Var. %0.0%-8.3%-7.9%-9.7%-10.3%-10.9%
Schedule Perf. Index1.0000.9170.9210.9030.8970.891
Cost Variance0-1500-2100-3700-4900-7000
Cost Var. %0.0%-13.6%-12.0%-14.1%-14.0%-14.3%
Cost Perf. Index1.0000.8800.8930.8760.8770.875
EAC 1
VAC 1
VAC % 1
EAC 2
Project is:
10.9% Behind Schedule14.3% Over Cost
*The Whole Story
Chart4
500050005000
120001100012500
190001750019600
290002620029900
390003500039900
550004900056000
650003780337803
800003783437834
900003786537865
950003789537895
1000003792637926
1020003795637956
BCWS
BCWP
ACWP
EVA Chart
500050005000
120001100012500
190001750019600
290002620029900
390003500039900
550004900056000
650003780337803
800003783437834
900003786537865
950003789537895
1000003792637926
1020003795637956
Project is:
13.8% Behind Schedule16.1% Over Cost
BCWS
BCWP
ACWP
Typical Chart
90008640
1800017280
2700025920
3600034560
4500043200
5400051840
6300060480
7200037834
8100037865
9000037895
9900037926
10800037956
Projected
Actual
Typical Data
1/1/032/1/033/1/034/1/035/1/036/1/037/1/038/1/039/1/0310/1/0311/1/0312/1/03
Projected900018000270003600045000540006300072000810009000099000108000
Actual8640172802592034560432005184060480
Factor0.96
Combined Chart
1/1/032/1/033/1/034/1/035/1/036/1/037/1/038/1/039/1/0310/1/0311/1/0312/1/03
BCWS5000120001900029000390005500065000800009000095000100000102000
BCWP50001100017500262003500049000
ACWP50001250019600299003990056000
Combined Chart
BCWS
BCWP
ACWP
ACWP
1/1/032/1/033/1/034/1/035/1/036/1/037/1/038/1/039/1/0310/1/0311/1/0312/1/03
BCWP50001100017500262003500049000
ACWP50001250019600299003990056000
ACWP
BCWP
ACWP
BCWP
1/1/032/1/033/1/034/1/035/1/036/1/037/1/038/1/039/1/0310/1/0311/1/0312/1/03
BCWP50001100017500262003500049000
BCWS50001200019000290003900055000
BCWP
BCWP
BCWS
BCWS
1/1/032/1/033/1/034/1/035/1/036/1/037/1/038/1/039/1/0310/1/0311/1/0312/1/03
BCWS5000120001900029000390005500065000800009000095000100000102000
BCWS
BCWS
EVA Data
1/1/032/1/033/1/034/1/035/1/036/1/037/1/038/1/039/1/0310/1/0311/1/0312/1/03
BCWS5000120001900029000390005500065000800009000095000100000102000
BCWP50001100017500262003500049000
ACWP50001250019600299003990056000
Schedule Variance0-1000-1500-2800-4000-6000
Sched. Var. %0.0%-8.3%-7.9%-9.7%-10.3%-10.9%
Schedule Perf. Index1.0000.9170.9210.9030.8970.891
Cost Variance0-1500-2100-3700-4900-7000
Cost Var. %0.0%-13.6%-12.0%-14.1%-14.0%-14.3%
Cost Perf. Index1.0000.8800.8930.8760.8770.875
EAC 1
VAC 1
VAC % 1
EAC 2
Project is:
10.9% Behind Schedule14.3% Over Cost
*Some Derived MetricsSV: Schedule Variance (BCWP-BCWS)A comparison of amount of work performed during a given period of time to what was scheduled to be performed.A negative variance means the project is behind schedule
CV: Cost Variance (BCWP-ACWP)A comparison of the budgeted cost of work performed with actual cost.A negative variance means the project is over budget.
*Schedule Variance & Cost VarianceSchedule Variance = BCWP-BCWS
$49,000- 55,000SV = - $ 6,000
Cost Variance = BCWP-ACWP
$49,000 56,000CV = - $7,000
*Performance MetricsSPI: BCWP/BCWS49,000/55,000 = 0.891
CPI: BCWP/ACWP49,000/56000 = 0.875
CSI: SPI x CPI.891 x .875 = 0.780
*Making ProjectionsOnce a project is 10% complete, theoverrun at completion will not be lessthan the current overrun.
Once a project is 20% complete,the CPI does not vary from its currentvalue by morethan 10%.
The CPI and SPI are statistically accurate indicators of final cost results.
Source: Defense Acquisition University
*Making ProjectionsToday
Chart5
500050005000
120001100012500
190001750019600
290002620029900
390003500039900
550004900056000
650005791566188.5714285714
800007128081462.8571428571
900008019091645.7142857143
950008464596737.1428571429
10000089100101828.571428571
10200090882103865.142857143
BCWS
BCWP
ACWP
EVA Chart
500050005000
120001100012500
190001750019600
290002620029900
390003500039900
550004900056000
650003780337803
800003783437834
900003786537865
950003789537895
1000003792637926
1020003795637956
Project is:
13.8% Behind Schedule16.1% Over Cost
BCWS
BCWP
ACWP
Typical Chart
90008640
1800017280
2700025920
3600034560
4500043200
5400051840
6300060480
7200037834
8100037865
9000037895
9900037926
10800037956
Projected
Actual
Typical Data
1/1/032/1/033/1/034/1/035/1/036/1/037/1/038/1/039/1/0310/1/0311/1/0312/1/03
Projected900018000270003600045000540006300072000810009000099000108000
Actual8640172802592034560432005184060480
Factor0.96
Projections
1/1/032/1/033/1/034/1/035/1/036/1/037/1/038/1/039/1/0310/1/0311/1/0312/1/03
BCWS5000120001900029000390005500065000800009000095000100000102000
BCWP50001100017500262003500049000579157128080190846458910090882
ACWP5000125001960029900399005600066189814639164696737101829103865
1.0000.9600.9690.9700.9770.9820.9820.9820.9820.9820.9820.982
CPI0.875
SPI0.8910.891
CSI0.7796250.875
Projections
BCWS
BCWP
ACWP
Combined Chart
1/1/032/1/033/1/034/1/035/1/036/1/037/1/038/1/039/1/0310/1/0311/1/0312/1/03
BCWS5000120001900029000390005500065000800009000095000100000102000
BCWP50001100017500262003500049000
ACWP50001250019600299003990056000
Combined Chart
BCWS
BCWP
ACWP
ACWP
1/1/032/1/033/1/034/1/035/1/036/1/037/1/038/1/039/1/0310/1/0311/1/0312/1/03
BCWP50001100017500262003500049000
ACWP50001250019600299003990056000
ACWP
BCWP
ACWP
BCWP
1/1/032/1/033/1/034/1/035/1/036/1/037/1/038/1/039/1/0310/1/0311/1/0312/1/03
BCWP50001100017500262003500049000
BCWS50001200019000290003900055000
BCWP
BCWP
BCWS
BCWS
1/1/032/1/033/1/034/1/035/1/036/1/037/1/038/1/039/1/0310/1/0311/1/0312/1/03
BCWS5000120001900029000390005500065000800009000095000100000102000
BCWS
BCWS
EVA Data
1/1/032/1/033/1/034/1/035/1/036/1/037/1/038/1/039/1/0310/1/0311/1/0312/1/03
BCWS5000120001900029000390005500065000800009000095000100000102000
BCWP50001100017500262003500049000
ACWP50001250019600299003990056000
Schedule Variance0-1000-1500-2800-4000-6000
Sched. Var. %0.0%-8.3%-7.9%-9.7%-10.3%-10.9%
Schedule Perf. Index1.0000.9170.9210.9030.8970.891
Cost Variance0-1500-2100-3700-4900-7000
Cost Var. %0.0%-13.6%-12.0%-14.1%-14.0%-14.3%
Cost Perf. Index1.0000.8800.8930.8760.8770.875
EAC 1
VAC 1
VAC % 1
EAC 2
Project is:
10.9% Behind Schedule14.3% Over Cost
*Estimate to CompleteToday
Chart1
500050005000
120001100012500
190001750019600
290002620029900
390003500039900
550004900056000
650005791566188.5714285714
800007128081462.8571428571
900008019091645.7142857143
950008464596737.1428571429
10000089100101828.571428571
10200090882103865.142857143
10200095337108956.571428571
10200099792114048
102000101999.898116571.312
BCWS
BCWP
ACWP
116,571
EVA Chart
500050005000
120001100012500
190001750019600
290002620029900
390003500039900
550004900056000
650003780337803
800003783437834
900003786537865
950003789537895
1000003792637926
1020003795637956
Project is:
13.8% Behind Schedule16.1% Over Cost
BCWS
BCWP
ACWP
Typical Chart
90008640
1800017280
2700025920
3600034560
4500043200
5400051840
6300060480
7200037834
8100037865
9000037895
9900037926
10800037956
Projected
Actual
Typical Data
1/1/032/1/033/1/034/1/035/1/036/1/037/1/038/1/039/1/0310/1/0311/1/0312/1/03
Projected900018000270003600045000540006300072000810009000099000108000
Actual8640172802592034560432005184060480
Factor0.96
Projections
1/1/032/1/033/1/034/1/035/1/036/1/037/1/038/1/039/1/0310/1/0311/1/0312/1/031/1/042/1/043/1/044/1/045/1/046/1/047/1/048/1/049/1/04
BCWS5000120001900029000390005500065000800009000095000100000102000102000102000102000107000112000117000122000127000132000
BCWP5000110001750026200350004900057915712808019084645891009088295337997921020009533799792104247108702113157117612
ACWP5000125001960029900399005600066189814639164696737101829103865108957114048116571108957114048119139124231129322134414
1.0000.9600.9690.9700.9770.9820.9820.9820.9820.9820.9820.9820.9360.8940.8750.9820.9820.9820.9820.9820.982
Actual BCWS107000112000114478
CPI0.875
SPI0.8910.891
CSI0.7796250.875
Projections
BCWS
BCWP
ACWP
Combined Chart
BCWS
BCWP
ACWP
116,571
ACWP
1/1/032/1/033/1/034/1/035/1/036/1/037/1/038/1/039/1/0310/1/0311/1/0312/1/03
BCWS5000120001900029000390005500065000800009000095000100000102000
BCWP50001100017500262003500049000
ACWP50001250019600299003990056000
ACWP
000
000
000
000
000
000
000
000
000
000
000
000
BCWS
BCWP
ACWP
BCWP
1/1/032/1/033/1/034/1/035/1/036/1/037/1/038/1/039/1/0310/1/0311/1/0312/1/03
BCWP50001100017500262003500049000
ACWP50001250019600299003990056000
BCWP
00
00
00
00
00
00
00
00
00
00
00
00
BCWP
ACWP
BCWS
1/1/032/1/033/1/034/1/035/1/036/1/037/1/038/1/039/1/0310/1/0311/1/0312/1/03
BCWP50001100017500262003500049000
BCWS50001200019000290003900055000
BCWS
00
00
00
00
00
00
00
00
00
00
00
00
BCWP
BCWS
EVA Data
1/1/032/1/033/1/034/1/035/1/036/1/037/1/038/1/039/1/0310/1/0311/1/0312/1/03
BCWS5000120001900029000390005500065000800009000095000100000102000
EVA Data
0
0
0
0
0
0
0
0
0
0
0
0
BCWS
1/1/032/1/033/1/034/1/035/1/036/1/037/1/038/1/039/1/0310/1/0311/1/0312/1/03
BCWS5000120001900029000390005500065000800009000095000100000102000
BCWP50001100017500262003500049000
ACWP50001250019600299003990056000
Schedule Variance0-1000-1500-2800-4000-6000
Sched. Var. %0.0%-8.3%-7.9%-9.7%-10.3%-10.9%
Schedule Perf. Index1.0000.9170.9210.9030.8970.891
Cost Variance0-1500-2100-3700-4900-7000
Cost Var. %0.0%-13.6%-12.0%-14.1%-14.0%-14.3%
Cost Perf. Index1.0000.8800.8930.8760.8770.875
EAC 1
VAC 1
VAC % 1
EAC 2
Project is:
10.9% Behind Schedule14.3% Over Cost
*A New CriteriaActivities earn value as they are completed.The value earned is the WBS budgeted cost of the activity completed to date.
*Value of Earned ValueSchedule Status ReportingCost Status ReportingForecasting
Contoh :(Sumber : Imam Soeharto, Manajemen Proyek , 1995)
Indikator - indikator Earned Value : ACWP (Actual Cost of Work Performed) adalah jml. biaya aktual dari pekerjaan yg telah dilaksanakan. didapat dari keuangan proyek : biaya aktual paket pekerjaan biaya averhead biaya manajemen dll.
BCWP (Budgeted Cost of Work Performed) adalah indikator yg menunjukkan nilai hasil (dari sudut pandang nilai pekerjaan yg telah diselesaiakn thd anggaran yg disediakan u/ melaksanakan pekerjaan).
BCWS (Budgeted Cost of Scheduled) adalah angka yang menunjukkan anggaran u/ suatu paket pekerjaan, tapi disusun & dikaitkan dg jadwal pekerjaan.
Dari ke-3 Indikator diatas dapat dihitung faktor yg menunjukkan kemajuan & kinerja proyek, yaitu :Varians Biaya / Cost Varians (CV) & Varians waktu / Scheduled Varians (SV).Memantau perubahan varians thd angka standart.Indeks produktifitas & kinerja (SPI & CPI).Perkiraan biaya penyelesaian proyek / Estimate at Completion (EAC).
Varians dalam EVCM :Varians Biaya / Cost Varians (CV).
CV = BCWP - ACWPCV = negatif biaya pelaksanaan lebih tinggi dari anggaran (cost overrun).CV = 0 pekerjaan sesuai dengan anggaran.CV = positif biaya pelaksanaan lebih rendah dari anggaran (cost underrun).
Varians dalam EVCM :Varians Jadwal Terpadu / Scheduled Varians (SV).
SV = BCWP - BCWSSV = negatif pelaksanaan lebih lambat dari rencana.SV = 0 pelaksanaan sesuai dengan rencana.SV = positif pelaksanaan lebih cepat dari rencana.
Batas AnggaranBCWSACWPVarians jadwalBCWPVarians biaya5306608401080RpSaat pelaporanJan609040Feb140120100Mar280410210
Apr480640380Mei660840530Jun1020Jul870Ags1080
BCWSACWPBCWP(Sumber : Imam Soeharto, Manajemen Proyek , 1995)Contoh gb. analisis varians terpadu disajikan dg kurva S
Tabel Perincian analisis varian terpadu(Sumber : Imam Soeharto, Manajemen Proyek , 1995)
SVCVKeteranganPositifPositifPekerjaan terlaksana lebih cepat dari pada jadwal dengan biaya lebih kecil daripada anggaranNolPositifPekerjaan Terlaksana sesuai jadwal dengan biaya rendah dari anggaranPositifNolPekerjaan terlaksana lebih cepat dari jadwal dengan biaya sesuai anggaranNolNolPekerjaan terlaksana sesuai jadwal dan anggaranNegatifNegatifPekerjaan selesai terlambat dan menelan biaya lebih tinggi daripada anggaranNolNegatifPekerjaan terlaksana sesuai jadwal dengan biaya lebih tinggi daripada anggaranNegatifNolPekerjaan selesai terlambat dan menelan biaya sesuai anggaranPositifNegatifPekerjaan selesai lebih cepat daripada jadwal dengan biaya lebih tinggi daripada anggaran
Indeks Produktivitas dan KinerjaIndeks Kinerja Biaya / Cost Performed Index (CPI).Indeks Kinerja Jadwal / Scheduled Performed Index (SPI). Indeks < 1 biaya pelaksanaan lebih besar dari anggran / waktu pelaksanaan lebih lama dari rencana. Indeks = 1 biaya & waktu pelaksanaan sama dengan anggran & rencana. Indeks > 1 biaya pelaksanaan lebih kecil dari anggran / waktu pelaksanaan lebih cepat dari rencana.Keterangan :
Proyeksi Biaya dan Jadwal Akhir ProyekPrakiraan besarnya biaya pada akhir proyek / Estimate at Completion (EAC).
adalah perkiraan besarnya biaya total proyek ditinjau dari analisa indikator yang diperoleh pada saat pelaporan.ETC = (Ang BCWP) / CPIEAC = ACWP + ETCKet : Ang = anggaran proyek keseluruhan. CPI = indeks kinerja biaya (BCWP / ACWP). ETC = perkiraan biaya u/ pekerjaan sisa. EAC = perkiraan total biaya proyekRumus :
Prakiraan lama waktu penyelesaian proyek / Estimate Completion Date (ECD).
adalah perkiraan lamanya waktu penyelesaian proyek ditinjau dari analisa indikator yang diperoleh pada saat pelaporan.Proyeksi Biaya dan Jadwal Akhir ProyekTETS = (Ttot Twp) / SPIECD = Tact + TETS ECD = perkiraan lama waktu penyelesaian proyek. TETS = perkiraan waktu u/ pekerjaan sisa. Ttot = rencana waktu penyelesaian proyek. Twp = waktu yg seharusnya dicapai s/d kemajuan pada saat pelaporan. Tact = waktu pelaksanaan saat pelaporan. SPI = indeks kinerja waktu (Twp / Tact).Rumus :Twp = (% kemajuan / % target) x TactKet :
Skema Perhitungan Earned Value :PROSES EVALUASI
Tabel Hasil PerhitunganTabel Rekapitulasi Hasil Perhitungan dapat dilihat pada laporan TA Tabel 5.12.a. dan Tabel 5.12.b. Tabel Rekapitulasi hasil Perhitungan proyek I dan II (halaman 80 81).
Proses EvaluasiTujuan :menekan tingkat ketidakpastian dalam waktu pelaksanaan proyek waktu penyelenggaraan menjadi efisien.Dilakukan dg CRASHING mempercepat durasi item2 pekerjaan dengan menghilangkan total float (TF) dari item2 yang bernilai negatif.Analisa Waktu
TERIMA KASIH
(2) Those three measurements are:time expiredwork accomplishedmoney spent
(2) Thus the name Earned Value; you can actually assign a VALUE to the project at a particular timeThe Work Package needs to be of the size that it can be handed off to a task manager.
Too large and you have multiple people responsible for the work.Too small and the program manager winds up micro-managing everything.
The accompanying narrative is really an SOW or Statement of Work.Sort of looks like the planned line doesnt it?
At this point, thats all it is. Were looking at how we expect to perform for the year.This is simply the actual cost to date.And heres that dreaded actual vs. planned situation.
Well the project is somewhat over cost.Somewhat could have a lot of different meanings.
So far weve spent 56K when we should have spent 49K.
OK, were 7K over budget, is that bad? Well, lets find out how bad.The next factor is BCWP and this is the factor that rounds out EVA and makes it possible to capture the full picture of where the project stands.
Note that this is the cost of the work performed and,it is the budgeted amount, not the actual amount.
SO, were about half-way through the year now, and you can see that the Budgeted cost of Work Performed is less than the Budgeted Cost of Work Scheduled.What does this mean?
It doesnt mean that weve spent less than we planned.Your looking at the cost of what should have been done. The project is behind schedule.
The significance of this situation becomes a lot clearer when you combine cost performance with schedule performance on one chart.And heres the full picture.The project is over budget by a thousand dollars.Weve only gotten 49 thousand dollars worth of work down. And what does that mean? - - - (were behind schedule.)
So what does all this mean?
Well, pay particular attention to the comparison of ACWP compared to BCWP. Oh Boy! Some derived metrics you were all waiting for some of those, werent you?
Cost Variance and Schedule Variance are simply arithmetic differences of where we are and where we should be.Simple arithmetic.
Weve accomplished $6,000 worth of output less than we should have
And were $7,000 over budget
We need some more derived metrics.Well, we know were behind schedule and over cost,and we know exactly much for each one, but so what?
Well, now we can begin to integrate these two pieces of information and get an overall picture.
The Performance Indices are really just a way of calculating, on a percentage basis, where we are.SPICPI
But now, when we combine the two, the percentage figure becomes more significant.
Too many numbers!
OK, were performing at about 89% of where we should be on performance,our cost performance is a little worse,
But look at the impact when you combine the two!
What do we do now? Unlike the stock market, in the program management world,Past Performance is an indicator of future results.
Lets take a look at what this would mean for our sample project.We can expect to finish the year having spent a bit more than was budgeted.
But look at the ACWP curve: We have only delivered 89% of the productbut weve spent everything we had, plus more.
Final line? Without a change in performance, we would have to spend an additional 28% of our budget to complete the job.
Why 28% when were only 11% behind? Because our Cost/Schedule Index says we will only be able to perform to a 78% level, and well continue to fall behind.