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7/28/2019 Earned Value Presentation -12022007
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EARNED VALUE MANAGEMENT
SYSTEM
MOHAMMED YASSIN AL – NAFI, BSC, PMP
Community & Business Services Department
Planning & Business Support
EVMS
EVMSEVMS
EVMS
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In This Presentation….
What Is Earned Value…?
Questions To Be Answered.
Benefits Of Earned Value.
Terms & Formulas.
Build Earned Value Management System.
Example To Analyzing.
Scenarios Discussion.
Data Displaying.
Conclusions.
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Is a Process That Integrates
Scope, Schedule and Cost
Elements of a Program / Project
for Effective Planning and Control.
What Is Earned Value?
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Questions to be Answered…?
Are we on schedule?Are we on cost?
What are the significant variances?
Why do we have variances?
Who is responsible?
When will we finish?
What will it cost at the end? What will it cost to the end?
How can we control the trend?
Where is the problem areas?
We analyze the past performance...to help us control the future.
PAST PRESENT FUTURE
!..?
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Benefits of EVMS
It is a single management control system that provides reliable data.
It integrates work (Scope), schedule and cost using a work breakdownstructure (WBS) & Organization Breakdown Structure (OBS).
The associated database of completed projects is useful for comparativeanalysis ( Lesson Learned ).
It uses an index-based method to forecast the final cost of the project. Enable to use management by exception principle that can reduce
information overload.
Quantifies technical progress in cost and schedule terms - (Time and $) - provides Project Manager with the ability to pinpoint and focus on problem areas at the contract .
Provides the basis for forecasting future performance, verification of corrective actions taken and establishment of reliable Estimates atCompletion (EAC).
Facilitates a mutual understanding of scope, schedule and
budget planning .
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Terms & Formulas
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Terms & Formulas – 1
(Input Data)
BCWS Budgeted Cost of Work Scheduled
(PV) Planned Value.
BCWP Budgeted Cost of Work Performed(EV) Earned Value.
ACWP Actual Cost of Work Performed
(AC) Actual Cost.
BAC Budgeted at Completion.
AC EV
PV
BAC
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Terms & Formulas - 2
(Variances)
Cost Variance :
CV$ = EV – AC ( - ) Unfavorable , ( +) favorable
Cost Variance % : CV% = (CV$ / EV) * 100 ( - ) Unfavorable , ( +) favorable
Schedule Variance : SV$ = EV – PV ( - ) Unfavorable , ( +) favorable
Schedule Variance % : SV% = (SV$ / PV) * 100 ( - ) Unfavorable , ( +) favorable
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Terms & Formulas - 3
(Variances)
Variance At Completion :
VAC$ = BAC – EAC
( - ) Over Budget
( + ) Under BudgetVariance At Completion % :
VAC $ % = (BAC – EAC) * 100 / BAC
= (VAC $ /BAC) * 100
( - ) Over Budget
( + ) Under Budget
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Terms & Formulas - 4
(Performance Indices)
Cost Performance Index : CPI = EV / AC > 1 (Underrun) ; < 1 (Overrun) ; 1 (On Budget)
Schedule Performance Index :
SPI = EV / PV > 1 (Ahead) ; < 1 (Behind) ; 1 (On Schedule)
Cost Schedule Performance Index :
1 - CSPI = CPI * SPI
2 - CSPI = 0.8CPI * 0.2SPI To Complete Performance Index
Work Remaining / Budget Remaining
TCPI = (BAC-EV) / (BAC-AC)
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Terms & Formulas - 5
(Estimate at Completion) & (Estimate to Complete)
EACt Estimate at Completion (Time):
EACt = ( BAC/SPI)/(BAC/Project Duration )
EACt = ( Project Duration / SPI )
EAC$ Estimate at Completion ($):
1 - EAC$ = BAC/CPI
2 - EAC$ = AC + (BAC – EV )/CPI
3 - EAC$ = AC + [(BAC – EV )/(CPI * SPI)]
4 - EAC$ = AC + [(BAC – EV )/(0.8CPI *0.2SPI)]
ETC Estimate To Complete1 - ETC = EAC - AC (Future)
2 - ETC = BAC - EV (Past)
Let’s See Your
Project’s EAC.!!?
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Terms & Formulas - 6
(Overall Status)
Percent Completed :
= (EV/ BAC)* 100 Percent (Work Completed)
Percent Spent (Budget) :
= (AC/BAC)*100 Percent (Budget Spent)
Percent Scheduled := (PV /BAC)*100 Percent (Time Elapsed)
This Is Your
Mistake….!?
You Want More
% Completed..!?
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BUILD EVMS
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Earned Value Measurement Techniques
Apportioned Effort
EV = Completed Units * Unit’s Budgeted Cost
EV = % Completed * PV
EV = PV , Example Project Management Effort
For Supportive Tasks {Example (QA/QC)}
EV = % of Earned Value of The Main Task
0 % 100 %
25 % 75 %
50 % 50 %
15% 20% 35% 30%
• No Tangible Outcome
• Tangible Outcome
Fixed Formula
(Tasks With 1-2 Planning Periods )
Weighted Milestone
(Tasks With Longer Duration )
Units Complete
Percent Complete (Simple & easy) D i s c r e t e P a c k a g e s
Level of Effort
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Responsibility Allocation Matrix (RAM)
& Control AccountsWork Breakdown Structure
(WBS)
O r g a n i z a t i o n B
r e a k d o w n S t r u c t u r e
( O B S )
1 2 3 4 5 6 7 8
A
B
C
D
E
F
Assignment of a single
work element to a single
team allows better control
and Facilitates roll-up of
efforts In both directions.
Control Accounts (CA)
Where Project’s Scope,
Cost and Schedule are
Planned , Managed &
Controlled
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Project
Tasks
Sub -
Tasks
WorkPackages
Level
1
2
3
4
5
Work Breakdown Structure
Masonry
Wall
1.4.4
Floor
Slab
1.4.3
Footing
1.4.2
Sitework
1.4.1
Interior
Finishes
Roof
System
SteelColumns& Joints
PlaceFootings
1.4.2.3
Form &ReinforceFootings
ExcavateFootings
1.4.2.1
F - 11
1.4.2.3.3
F - 3
1.4.2.3.2
F - 1
1.4.2.3.1
Landscape1.3
Mobiliz.1.2
Admin.1.1
MainFacility
1.4
Warehouse
1
Jobs
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ORGANIZATION BREACKDOWN STRUCTURE
( OBS)
ORGANIZATION
CEO. / p.
B.LINE
ED / VP
B.LINE
ED / VP
B.LINE
ED / VP
B.LINE
ED / VP
FUNCTIONAL UNIT
DEPART.MR
FUNCTIONAL UNIT
DEPART.MR
DIVISION
SUPERVISOR
SECTION
SUPERVISOR
INDIVIDUAL
B.LINE
ED / VP
DIVISION
SUPERVISOR
B.LINE
ED / VP
INDIVIDUAL
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Contract Budget Breakdown
FIXED F.
WP’s
AE
WP’s
Lo E
WP’s
MIL.
WP’s
WORK PACKAGES PP’S
Control Accounts Budgets UB
Performance Measurement Baseline (PMB) MR
TOTAL ALLOCATED BUDGETPROFIT /
FEES
Mgt. Reserve
Undistributed Budget
Planning Packages
Level of EffortApportioned EffortFixed Formula Milestone
Contract Price
• MR=Budget withheld By Contractor PM For Unknown/Risk Mgt.
• UB=Activities Not Yet Distributed To Cost Accounts.
• PP’s=Far Terms Control Accounts Activities Not Yet
Defined Into Work Packages.
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BUDGET DISTRIBUTION
TARGET PRICE
(BUDGET FOR FUNDING PERIOD)
FEE / PROFIT
PROJECT OPERATING BUDGET
(ESTIMATE COSTS)
MANAGEMENT
RESERVE
LEVEL 1
BUDGET DISTRIBUTED
TO TASK MANAGERS
LEVEL 2
TASK BUDGET
LEVEL 3
SUB-TASK BUDGET
LEVEL 4
JOB BUDGET
LEVEL 5WORK PACKAGES BUDGET
TIME
PLAN
COST
PLAN
TARGET PRICE
(BUDGET FOR CONTRACT)
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Earned Value Data Elements
S - Curve
M A N H O U R S / $
TIME
Actual Cost of Work Performed
(ACWP) , AC
Budget Cost of
Work Performed
(BCWP) , EV
Budgeted Cost of Work
Scheduled (BCWS) , PV
Estimate to Complete , (ETC)
Projected S-curve
Performance
Estimated Cost at Completion ,(EAC)
Budgeted at Completion , (BAC)Management Reserve ,(MR)
Variance at
Completion
(VAC)
Schedule
Variance(SV)
Cost
Variance
(CV)
T i m e N o
w
Time Variance NowForecast Time
Variance
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5 Basic Guidelines
Organize the project team and the scope of work Using a work breakdown structure. Each task should have a single WBS
Number and organizational code.
Schedule the tasks in a logical manner
So that lower level schedule elements support other elements and the top
Level milestones. Allocate the total budget resources
To time-phased control accounts.
Establish objective means for measuring work
Accomplishment Budget should be earned in the same way that it was
Planned. Control the project
By analyzing cost and performance variances, assessing final costs,
Developing corrective actions and controlling changes to the integrated
Baseline.
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Example To Analyze
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Example To Analyzing
Input Data
PV EV AC BAC EAC
Hard Wear 170,000 140,000 200,000 400,000 ?
Soft Wear 175,000 150,000 230,000 210,000 ?Other 70,000 75,000 55,000 100,000 ?
Total 415,000 365,000 485,000 710,000 ?
We Will Take (Total Project) As Sample
Time Now Is (+ 4) Months.
Project Duration 8 Months
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Earned Value Data Tables
After E.V. - ResultsSCHEDULE MEASUREMENTS
SV = - 50,000
SV% = - 12.05 %
SPI = 0.88
COST MEASUREMENTS
CV = - 120,000
CV% = - 32.88 %
CPI = 0.75
COST / SCH. INDICES
CSPI = 0.66
CSPI = 0.776
TCPI = 1.53
OVERALL STATUS MEASUR.
% COMPLETED = 51.41 %% SCHEDULED = 58.45 %% SPENT = 68.31 %
TIME MEASUREMENTS
EAC (time) = 9. 09 M.PROJECT DELAY = 1.09 M. FORECAST MEASUREMENTS
ETC ($) VAC % ($) VAC ($)EAC ($)
461,667- 33.33%- 236,667- 946,667
460,000- 33.10%- 235,000- 945,000
522,727 **- 41.93% **- 297,727 **- 1,007,727 **
444,587 *- 30.93% *- 219,587 *- 929,587 *
BUDGET MEASUREMENTS
BUDGET REM.= 225,000WORK REM. = 345,000
* MINIMUM * * MAXIMUM
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Earned Value Data Elements
S Curve Before E.V. - Input Data
M A N H O U R S / $
TIME
Earned Value (EV) = 365,000
Planned Value (PV) = 415,000
Actual Cost ( AC ) = 485,000
Budgeted Cost At Completion (BAC) = 710,000
Time Now
4 Months8 Months
Variance at
Completion
(VAC) = ?
Cost Variance
(CV) = ?
Schedule Variance
(SV) = ?
Estimate to Complete (ETC) = ?
Estimate at completion (EAC) = ?
Forecasted
Time Variance
= ?
Estimated Project
Duration = ?
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Earned Value Data Elements
S Curve After E.V. - Results
M A N H O U R S / $
TIME
Earned Value (EV) = 365,000
Planned Value (PV) = 415,000
Actual Cost ( AC ) = 485,000
Budgeted Cost At Completion (BAC) = 710,000
Time Now
4 Months8 Months
Variance at
Completion
(VAC) =
- 219,587 To
- 297,727
Cost Variance
(CV) = - 120,000
Schedule Variance
(SV) = - 50,000
Estimate to Complete (ETC) = 444,587 To 522,727
Estimate at completion (EAC) = 929,587 To 1,007,727
Forecasted
Time Variance
= 1.09 Months
9.09 Months
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Scenario Discussion
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Scenario Discussion
DescriptionCPISPIScenarios
1
2
3
4
5
6
7
8
9
The Project is Ahead Schedule & Under Budget – Best CaseSPI > 1 CPI > 1
The Project is On Schedule & Under BudgetSPI = 1 CPI > 1
The Project is Behind Schedule & Under BudgetSPI < 1 CPI > 1
The Project is Ahead Schedule & On BudgetSPI > 1 CPI = 1
The Project is On Schedule & On Budget – Neutral CaseSPI = 1 CPI = 1
The Project is Behind Schedule & On BudgetSPI < 1 CPI = 1
The Project is Ahead Schedule & Over BudgetSPI > 1 CPI < 1
The Project is Behind Schedule & Over Budget – Worst CaseSPI < 1 CPI < 1
The Project is On Schedule & Over BudgetSPI = 1 CPI < 1
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Recovery Strategies
ACTION
Reward Employees.
Increase OVER TIME.
Increase OVER TIME or PEOPLE.
Decrease OVER TIME.
Review and adjust assignments.
Adjust assignments; consider negotiation (schedule).
Decrease OVER TIME or people.
Adjust assignments; consider negotiation (funding).
Negotiation (funding, schedule, requirements). fire manager.
SCHEDULE
STATUS
GREEN
YELLOW
RED
GREEN
YELLOW
RED
GREEN
YELLOW
RED
COST
STATUS
GREEN
GREEN
GREEN
YELLOW
YELLOW
YELLOW
RED
RED
RED
13
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Neutral Case…!!!
Be Careful.! You Are Walking on Tightrope.!
You May Fall Down Any Time..!!!
Worst Case…!!!
Things Not Going Well ..!!
Project In High Risk.!
Best Case…!!!
Every Body are Happy
1
2
3
3 Major ScenarioDiscussion
PROJECT
MANAGER
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DATA Displaying
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Data Presentation Before EV
Bar Chart – Before EV
TASK BUDGET JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
12 12
1 24
8 12 16 12
2 48
14 14
3 28
4 12
5 36
11 11
6 22
∑ 170 12 20 12 16 26 14 16 16 8 8 11 11
CUM 0 12 32 44 60 86 100 116 132 140 148 159 170
PV 170 12 20 12 16 26 14 16 16 8 8 11 11
CUM 0 12 32 44 60 86 100 116 132 140 148 159 170
EV 0 0 0 0 0 0 0 0 0 0 0 0 0
CUM 0 0 0 0 0 0 0 0 0 0 0 0 0
AC 0 0 0 0 0 0 0 0 0 0 0 0 0
CUM 0 0 0 0 0 0 0 0 0 0 0 0 0
WORK PLAN FOR PROJECT
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TASK BUDGET JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
12 12
1 24
2 48
14 14
3 28
12
4 12
5 36
11 11
6 22
∑ 170 12 20 12 16 26 14 16 16 8 8 11 11
CUM 0 12 32 44 60 86 100 116 132 140 148 159 170
PV 60 12 20 12 16 26 14 16 16 8 8 11 11
CUM 0 12 32 44 60 86 100 116 132 140 148 159 170
EV 0 12 20 12 0 0 0 0 0 0 0 0 0
CUM 0 12 32 44 44 0 0 0 0 0 0 0 0
AC 0 12 22 12 8 0 0 0 0 0 0 0 0
CUM 0 12 34 46 54 0 0 0 0 0 0 0 0
WORK PLAN FOR PROJECT AND STATUS AS OF APRIL 30
T I M E N O W
Data Presentation After EV
Bar Chart – After EV
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Data Presentation - Charts
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Data Presentation - Charts
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Data Presentation - Charts
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Data Presentation -Table
WBS DESCRIPTION Pro j Ofcr %Comp %Spent CPI CV CV CV % VAC VAC
1 3600 PCC Zepka 28.99 34.09 0.850 -296.2 -17.62 -187.2
2 3200 COMMUNICATIONS Tideman 34.63 41.03 0.844 -130.8 -18.49 -87.0
3 G&A GEN & ADMIN 33.67 36.11 0.932 -45.2 -7.26 -36.8
4 2200 SYS ENGINEERING Price 85.04 94.35 0.901 -26.4 -10.95 0.0
5 3800 I & A Troop 35.40 37.08 0.955 -24.2 -4.75 -24.8
6 2100 PROJ MANAGEMENT Brown 45.70 48.51 0.942 -17.4 -6.16 -3.2
7 2300 FUNC I NTEGRA Pric e 71.62 75.23 0. 952 -17.4 -5.03 -30.8
8 5200 MANAGEMENT DATA Simmons 84.18 98.10 0.858 -13.2 -16.54 -16.0
9 3100 SENSORS Smith 20.87 21.49 0.971 -10.6 -2.94 -21.6
10 4000 SPARES Blair 17.87 18.90 0.945 -7.8 -5.78 -6.2
11 6200 SYSTEM TEST Hall 60.82 61.66 0.986 -5.6 -1.38 -2.0
12 5100 ENG DATA Nov ak 38.51 52.80 0.729 -4.6 -37.10 0.0
13 MR MGT RESERVE 0.00 0.00 0.0 439.2
14 UB UNDIST BUDGET 0.0 0.0
15 COM COST OF MONEY 0.0 0.0
16 3700 DATA DI SPLAY Troop 41.13 41.13 1. 000 0.0 0. 00 0.0
17 OV OVERHEAD 0.0 0.0
18 6100 TEST FACILITIES Smart 100.00 98.02 1.020 2.0 1. 98 0.0
19 3500 COMP PROGRAMS Pino 46.46 44.66 1.040 3.4 3. 87 -1.4
20 6300 PCC TEST Bond 23.13 22.64 1.021 4.2 2. 10 0.0
21 3400 ADPE Zepka 41.89 39.79 1.053 12.6 5.02 4.6
22 3300 AUX EQUI P Tideman 27.57 24.33 1. 133 78.2 11.73 8.4
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Data Presentation - EXCEL
$5,000 $3,500 $4,000 $3,000 500 14.29% 1,000 25.00% 1.14 1.33
$5,000 $3,500 $4,000 $4,000 500 14.29% 0 0.00% 1.14 1.00
$5,000 $2,500 $3,000 $3,500 500 20.00% (500) -16.67% 1.20 0.86
$5,000 $4,000 $4,000 $3,500 0 0.00% 500 12.50% 1.00 1.14
$5,000 $3,500 $3,500 $3,500 0 0.00% 0 0.00% 1.00 1.00
$5,000 $4,000 $4,000 $4,500 0 0.00% (500) -12.50% 1.00 0.89
$5,000 $4,000 $3,500 $3,000 (500) -12.50% 500 14.29% 0.88 1.17
$5,000 $4,500 $4,000 $4,000 (5 00 ) -1 1.1 1% 0 0.00% 0.89 1.00
$5,000 $3,500 $3,000 $3,500 (500) -14.29% (500) -16.67% 0.86 0.86
70.00% 80.00% 60.00% 750 3,750 1,250 25.00% $2,000 $1,000 0.50
70.00% 80.00% 80.00% 1000 5,000 0 0.00% $1,000 $1,000 1.00
50.00% 60.00% 70.00% 2333 5,833 (833) -16.67% $1,500 $2,000 1.33
80.00% 80.00% 70.00% 875 4,375 625 12.50% $1,500 $1,000 0.67
70.00% 70.00% 60.00% 1500 5,000 0 0.00% $1,500 $1,500 1.00
80.00% 80.00% 90.00% 1125 5,625 (625) -12.50% $500 $1,000 2.0080.00% 70.00% 60.00% 1286 4,286 714 14.29% $2,000 $1,500 0.75
90.00% 80.00% 80.00% 1000 5,000 0 0.00% $1,000 $1,000 1.00
70.00% 60.00% 70.00% 2333 5,833 (833) -16.67% $1,500 $2,000 1.33
SVs = EV - PV EAC = BAC/CPI ETC = (BAC - EV)/CPI % COMPLETED = EV/BAC
SVs % = SV/PV EAC = AC + [(BAC - EV)/CPI] VAC% = VAC / BAC % SCHDULED = PV/BAC
SPIs = EV/PV EAC = AC + [( BAC - EV/((Evi + Evj + Evk)/(Aci + Acj + Ack))] VAC= BAC - EAC % SPENT = AC/BAC
CV = EV - AC EAC = AC + ETC = AC + [(BAC - EV)/CPI] Budget Remaining = BAC - AC (CUM ) SVt =PT-AT
CV% = CV/EV EAC = AC + [(BAC - EV)/ (CPI*SPI)] Work Remaining = BAC - EV (CUM) SPIt=PT/AT
CPI = EV/AC EAC = AC + [(BAC - EV)/(0.8CPI+0.2SPI)] TCPI = (BAC - EV) / (BAC - AC)
BAC PV EV AC
Schedul
performance
Index
Cost
performance
Index
Schedul
variance
Schedule
variance %
Cost
variance
Cost variance
%
% Spent
7
8
9
4
5
6
% Schduled
TASK N.
1
2
3
Work
Remained
To Complete
Performance
Index
TASK N.
1
Eastimate At
Complition
variance At
Complition
variance At
Complition
%
Budget
Remained
Estimate To
Complete
%
Completed
2
3
4
5
67
8
9
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39
1.0
.9
1.1 “ G O O D
”
“ B A D ”
1.2
.8
COST PERFORMANCE INDEX (CPI)
SCHEDULE PERFORMANCE INDEX (SPI)
CPI
SPI
TIME
Performance Indices - Charts
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Trend Analysis - Charts
D
ollars
In
T
housands
Cumulative VarianceMEGA HERZ ELEC & VEN F04695-86-C-0050 RDPR FPI
Element: 3200 Name: COMMUNICATIONS
COSTSCHEDVAC
1992
APR MAY JUN JUL AUG SEP OCT NOV DEC
1993
JAN
-300.0
-200.0
-100.0
0.0
100.0
1.0-2.03.0
1.0-18.0
3.0
1.0-17.0
3.0
-2.0-28.0
3.0
-13.0-37.0-10.0
2.0-52.0-10.0
-32.0-32.0-10.0
-101.0-207.0-87.0
-87.4-172.2-87.0
-130.8-203.2-87.0
Cum. charts show overall trend...are you getting better or worse?
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41
DollarsInThousands
Current VarianceMEGA HERZ ELEC & VEN F04695-86-C-0050 RDPR FPI
Element: 3200 Name: COMMUNICATIONS
COSTSCHED
1992
APR MAY JUN JUL AUG SEP OCT NOV DEC
1993
JAN
-200.0
-100.0
0.0
100.0
1.0-2.0
0.0-16.0
0.01.0
-3.0-11.0
-11.0-9.0
15.0-15.0
-34.020.0
-69.0-175.0
13.634.8
-43.4-31.0
Current charts show the months where there
were significant performance problems.
Trend Analysis - Charts
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Conclusion
EVM. Can be used to balance the triple project constraints
scope, schedule and cost.
EVM. Can provide feedback ,which is critical to the success of any project.
EVM. Is very useful tool for communication, risk management& decision making process.
EVM. Reflect how projects are managed on a short period basis.
EVM. Tells you Where it’s going right and where it’s going wrong ?
Where you really are ?
When to ask the tough questions ?
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THANK YOU