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Earned Value Analysis - Example: Where Actual Hours Are Shown The Task Has Been Completed

The document provides an example of earned value analysis for a software project with 4 modules. It gives the estimated effort, actual hours completed, and calculations for schedule and cost variances as well as performance indicators. The project is behind schedule with a schedule variance of -77.5 and over budget with a cost variance of -37.5. The schedule performance indicator is 0.56 and cost performance indicator is 0.72, indicating the project is over budget and behind schedule.

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124 views3 pages

Earned Value Analysis - Example: Where Actual Hours Are Shown The Task Has Been Completed

The document provides an example of earned value analysis for a software project with 4 modules. It gives the estimated effort, actual hours completed, and calculations for schedule and cost variances as well as performance indicators. The project is behind schedule with a schedule variance of -77.5 and over budget with a cost variance of -37.5. The schedule performance indicator is 0.56 and cost performance indicator is 0.72, indicating the project is over budget and behind schedule.

Uploaded by

noxa
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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EARNED VALUE ANALYSIS - EXAMPLE

QUESTION 1
A project involves the design and building of four software modules, called W, X, Y and Z respectively. The
estimated effort for each of the modules is 60 days for A, 30 for B, 40 for C and 45 for D.

The organization that is undertaking the work assumes for the purpose of earned value analysis (EVA) that design
takes up 30% of the effort, coding 40% and testing 30%.

On the day that this EVA is conducted, the project should have been completed in full.
In fact the situation is as follows:

DESIGN CODE TEST


MODULE ESTIMATED EFFORT
(ACTUAL HRS) (ACTUAL HRS) (ACTUAL HRS)
A 60 25 40 not completed
B 30 15 15 15
C 40 15 not completed not completed
D 45 10 not completed not completed

Where actual hours are shown the task has been completed.
1. Calculate the schedule and cost variances.
2. Calculate the cost performance and schedule performance indicators.
SOLUTION:
ESTIMATED ESTIMATED ESTIMATED
ESTIMATED
MODULE EFFORT DESIGN DESIGN
(ACTUAL HRS)
CODE CODE
(ACTUAL HRS)
TEST TEST
(ACTUAL HRS)
HOURS HOURS HOURS

30% 40% 30%


A 60 18 25 24 40 18 not completed
B 30 9 15 12 15 9 15
C 40 12 15 16 not completed 12 not completed
D 45 13.5 10 18 not completed 13.5 not completed

PLANNED
a VALUE (PV)
175
EARNED 52.5 36 9
b VALUE (EV)
97.5
(All completed) (only A+B completed) (Only B completed)
ACTUAL
c COST (AC)
135 65 55 15

SCHEDULE SCHEDULE
d VARIANCE -77.5 f PERFORMANCE 0.56
(SV) INDICATOR (SPI)
COST COST
e VARIANCE -37.5 g PERFORMANCE 0.72
(CV) INDICATOR (CPI)

CALCULATIONS:
a: Planned Value (PV): Sum of Estimated Effort =A+B+C+D
= 60 + 30 + 40 + 45
= 175
b: Earned Value (EV): [Total modules completed] x [% of completed module]
= [ 175 x (% Design completed ) ] + [ 90 x (% Code completed) ] + [30 x (% Test completed) ]
= [ 175 x (30/100 ) ] + [ 90 x (40/100) ] + [30 x (30/100) ]
= 52.5 + 36 + 9
= 97.5

c: Actual Cost (AC): Actual Hours = Total Design + Total Code + Total Test
= 65 + 55 + 15
= 135

d: Schedule Variance (SV): SV = EV – PV


= 97.5 – 175
= -77.5

e: Cost Variance (CV): CV = EV – AC


= 97.5 – 135
= -37.5

f: Schedule Performance Indicator (SPI): SPI = EV ÷ PV


= 97.5 ÷ 175
= 0.56

g: Cost Performance Indicator (CPI): CPI = EV ÷ AC


= 97.5 ÷ 135
= 0.72

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