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Lecture 15 - Earned Value Analysis

Earned Value Analysis

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Gerald Maginga
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40 views

Lecture 15 - Earned Value Analysis

Earned Value Analysis

Uploaded by

Gerald Maginga
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
You are on page 1/ 41

Lecture No.

15

Earned Value Analysis (EVA)


1

Earned Value Analysis (EVA)


What Is It ? Why Do I Need It ? How Do I Do It?

Todays Situation
Need for accurate and consistent status information Numerous complex (and interrelated) projects

Projects with many Work Breakdown Structure (WBS) activities Virtual Offices Diverse technology platforms

Theres Room For Improvement


70% of projects are:
Over Budget Behind Schedule

52% of all projects finish at 189% of their initial budget


And some, after huge investments of time and money, are simply never completed

Source:The Standish Group

How to answer the question:


Have we done what we said wed do?
% complete estimating % of Budget spent % of work done % of time elapsed

subjective, incomplete draws false conclusions

Enter Earned Value Analysis


Earned Value Analysis is: an industry standard way to: measure a projects progress, forecast its completion date and final cost, and provide schedule and budget variances along the way.

By integrating three measurements, it provides consistent, numerical indicators with which you can evaluate and compare projects.

Whats more Important?


Knowing where you are on Schedule? Knowing where you are on Budget? Knowing where you are on Work Accomplished?
7

EVA Integrates All Three


It 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...


Different measures of progress for different types of tasks Need to roll up progress of many tasks into an overall project status

Need for a uniform unit of measure (money or work-hours).

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

10

OK, So What Is This Stuff?

11

Examples of informal Earned Value Analysis


Its done informally without realizing it. 30% time used, 30% $$ spent So, if 30% of the work is done, I must be OK ?? Shop floor estimates Cost Comparisons Budget vs. Actual

12

Hows this project doing?


120000

100000

80000

60000

Projected Actual

40000

20000

0 Jan-03 Feb-03 Mar-03 Apr-03 May-03 Jun-03 Jul-03 Aug-03 Sep-03 Oct-03 Nov-03 Dec-03

13

Lets Take A Look Under The Hood

14

How am I gonna eat this elephant?

Obviously in small bites.

15

Proper Work Breakdown Structure (WBS) Design


One WBS per program
Deliverable-oriented Work not in the WBS is out-of-scope Each descending level represents more detail

Full (and accurate) definition is key


Defined deliverable(s) Timeframe for delivery of product Total cost (direct and indirect) to deliver product

Lets Look at an example:


16

A sample Work Breakdown Structure


Serve Pizzas to Customers
Provide the Place Make the Dough Cook the Food Cook the Sauce Serve Customers Build the Pizza

(Others)

17

WBS Units are Work Packages


Lowest level WBS elements Have an accompanying narrative Have three measurable components Scope of work to be accomplished Total (direct and indirect) cost Timeframe for completion

18

Control Account Plans


A CAP is essentially a Work Package with some added features: Assignment of responsibility
Organization Individual

Division (if necessary) into lower-level Work Packages. Metrics for measuring EV performance
Milestones % complete Other

The sum of the CAPs constitutes the Performance


Measurement Baseline
19

Enough With the WBS Stuff Already !

We came here to talk about Earned Value.


20

Some New Terms


BCWS - Budgeted Cost of Work Scheduled

ACWP - Actual Cost of Work Performed


BCWP - Budgeted Cost of Work Performed

21

Earned Value Definitions


BCWS: Budgeted Cost of Work Scheduled
Planned cost of the total amount of work scheduled to be performed by the milestone date.

22

BCWS - Budgeted Cost of Work Scheduled


120000 100000 80000 60000 40000 20000 0 BCWS

Feb-03

Aug-03

Sep-03

Nov-03

Jan-03

Jun-03

Jul-03

May-03

Dec-03

Mar-03

Apr-03

Oct-03

23

Earned Value Definitions

(cont.)

ACWP: Actual Cost of Work Performed


Cost incurred to accomplish the work that has been done to date.

24

ACWP - Actual Cost of Work Performed


120000 100000 80000 60000 40000 20000 0 56000 49000 BCWP ACWP

Feb-03

Nov-03

Jan-03

Jun-03

Jul-03

May-03

Dec-03

Aug-03

Sep-03

Mar-03

Apr-03

Oct-03

25

Earned Value Definitions

(cont.)

BCWP: Budgeted Cost of Work Performed


The planned (not actual) cost to complete the work that has been done. BCWP= %age of work actually completed x planned cost (BCWS) Earned Value = BCWP = Budget cost to date x % complete

26

BCWP - Budgeted Cost of Work Performed


120000 100000 80000 60000 40000 20000 0 55000 49000 BCWP BCWS

Feb-03

Nov-03

Jan-03

Jun-03

Jul-03

May-03

Dec-03

Aug-03

Sep-03

Mar-03

Apr-03

Oct-03

27

The Whole Story


120000 100000 80000 56000 60000 40000 20000 0 55000 49000 BCWS BCWP ACWP

Feb-03

Aug-03

Sep-03

Nov-03

Jan-03

Jun-03

Jul-03

May-03

Dec-03

Apr-03

Mar-03

Oct-03

28

Some Derived Metrics


SV: 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.

29

Schedule Variance & Cost Variance


Schedule Variance = BCWP-BCWS $49,000 - 55,000 SV = - $ 6,000 Cost Variance = BCWP-ACWP $49,000 56,000 CV = - $7,000

30

Some More Derived Metrics


SPI: Schedule Performance Index
SPI=BCWP/BCWS SPI<1 means project is behind schedule

CPI: Cost Performance Index


CPI= BCWP/ACWP CPI<1 means project is over budget

CSI: Cost Schedule Index (CSI=CPI x SPI)


The further CSI is from 1.0, the less likely project recovery becomes.
31

Performance Metrics
SPI: BCWP/BCWS
49,000/55,000 = 0.891

CPI: BCWP/ACWP
49,000/56000 = 0.875 CSI: SPI x CPI .891 x .875 = 0.780
32

Making Projections
Once a project is 10% complete, the overrun at completion will not be less than the current overrun. Once a project is 20% complete, the CPI does not vary from its current value by more than 10%.

The CPI and SPI are statistically accurate indicators of final cost results.
Source: Defense Acquisition University
33

The Situation at Year-End (Not Project Completion)


120000 100000 80000 60000 40000 20000 0 103865 102000 90882 BCWS BCWP ACWP

Making Projections

Feb-03

Aug-03

Sep-03

Nov-03

Jan-03

Jun-03

Jul-03

May-03

Dec-03

Apr-03

Mar-03

Oct-03

34

Estimate to Complete
140000 120000 100000 80000 60000 40000 20000 0
116,571 102000

BCWS BCWP ACWP

Ja n03 M ar -0 3 M ay -0 3 Ju l-0 3 Se p03 No v03

Ja n04 M ar -0 4

35

A New Criteria
Activities earn value as they are completed. The value earned is the WBS budgeted cost of the activity completed to date.

36

Value of Earned Value


Schedule Status Reporting Cost Status Reporting Forecasting

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Requirements of Earned Value


Proper WBS Design Baseline Budget Control Accounts Baseline Schedule Work measurement by Control Account

work-hours, dollars, units, etc.

Good Project Management Practices

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Shortcomings of Earned Value


Quantifying/measuring work progress can be difficult. Time required for data measurement, input, and manipulation can be considerable.

39

Earned Value Resources


http://www.pmi.org/ http://www.acq.osd.mil/pm/

40

Earned Value Analysis


Questions/Discussion

41

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