EVA Examples

Planned Actual
Activity Depen Planned Actual Actual Remaining PCT - PCT -
Activity Description Costs Costs PV (EGP) EV (EGP)
Code dency Duration Start Finish Duration Planned Actual
(EGP) (EGP)
A Mobilization --- 3 0 3 0 1,400 1,500 100 100 1,400 1,400
B Surveying A 4 3 7 0 2,700 2,200 100 100 2,700 2,700
C Excavation B 3 7 12 0 3,500 4,000 100 100 3,500 3,500
D Formwork C 5 12 17 0 6,000 8,000 100 100 6,000 6,000
E Pour concrete D 5 17 --- 2 4,700 3,200 100 60 4,700 2,820
F Excavate trench D 10 15 --- 5 12,600 6,300 50 50 6,300 6,300
G Strip forms E 2 --- --- 2 2,100 --- 0 0 0 0
H Lay pipes F 15 --- --- 15 11,250 --- 0 0 0 0
I Inspection G, H 1 --- --- 1 750 --- 0 0 0 0
J Remove equipment H 2 --- --- 2 1,400 --- 0 0 0 0
K Backfill trench H 6 --- --- 6 3,600 --- 0 0 0 0
50,000 25,200 24,600 22,720
1. Project Data
PV = 24,600 EGP PV   Planned Cost of Activity  PCT Planned
EV = 22,720 EGP All Activities
AC = 25,200 EGP EV   Planned Cost of Activity  PCT
All Activities
Actual

2. Variances
CV = EV - AC = 22,720 - 25,200 = -2,480 EGP → Over budget
SV = EV - PV = 22,720 - 24,600 = -1,880 EGP → Behind schedule

3. Performance Indices
CPI = EV / AC = 22,720 / 25,200 = 0.9016 → Poor cost performance
SPI = EV / PV = 22,720 / 24,600 = 0.9236 → Poor schedule performance

4. Forecasting
ETC = (BAC - EV) / CPI = (50,000 - 22,720) / 0.9016 = 30,257 EGP
EAC = AC + ETC = 25,200 + 30,257 = 55,457 EGP
VAC = BAC - EAC = 50,000 - 55,457 = - 5,457 EGP → Cost overrun of 5,457 EGP
TCPI = (BAC - EV) / (BAC - AC) = (50,000 - 22,720) / (50,000 - 25,200) = 1.1
EACT = Planned Duration / SPI = 46 / 0.9236 = 49.8 days

PMD 913 Project Progress & Cost Control

Prof. Hesham Bassioni
Module 4: Earned Value Management
A4 - 1
 EVA Example
Data Date
= 20 days
Baseline Schedule PCT = 100%

15 23 20 20 23 22 40 5 41
PCT = 100% PCT = 100% PCT = 100% PCT = 100% E G I
38 5 43 43 2 45 45 1 46
0 0 3 3 0 7 7 0 10 10 0 15
A B C D PCT = 50%
0 3 3 3 4 7 7 3 10 10 5 15
15 0 25 25 0 40 40 4 42
F H J
15 10 25 25 15 40 44 2 46

40 0 46
K
40 6 46
Data Date
= 20 days
Updated Schedule PCT = 60%

21 22 22 21 24 40 5 41
PCT = 100% PCT = 100% PCT = 100% PCT = 100% 17 E G I
2 43 43 2 45 45 1 46
0 A 3 3 B 7 7 C 12 12 D 17 PCT = 50%

25 25 40 40 42
3
15 F H J
5 25 25 15 40 44 2 46

40 46
K
Data Date = 4 weeks = 20 days 40 6 46

PMD 913 Project Progress & Cost Control

Prof. Hesham Bassioni
Module 4: Earned Value Management
 Time-Based Schedule Measures

Example 1:
Data Date = 4 months, EV = 32, PV = 48, PD = 12 months
SV = EV – PV = 32 – 48 = - 16 Behind schedule
SPI = EV / PV = 32 / 48 = 0.67 Poor schedule performance

Cost
EACT = PD / SPI = 12 / 0.67 = 18 months

Problem: PV
When project is at 18 months it is already 6 months late,
However, EV = 150, PV = 150:
SV = EV – PV = 150 – 150 = 0 On schedule
SPI = EV / PV = 150 / 150 = 1 Good schedule performance SVcost
SVtime
Solution Using Time-Based Schedule Measures:
Data Date = 4 months, EV = 32, PV = 48, PD = 12 months
AT = 4 months, PT = 3 months for the same amount of work EV
SV(t) = PT - AT = 3 – 4 = - 1 Behind schedule
SPI(t) = PT / AT = 3 / 4 = 0.75 Poor schedule performance
EACT = PD / SPI = 12 / 0.75 = 16 months

When the project is at 18 months

PT AT
PT = 12, AT = 18 Time
SV(t) = PT - AT = 12 – 18 = - 6 Behind schedule
SPI(t) = PT / AT = 12 / 18 = 0.67 Poor schedule performance

PMD 913 Project Progress & Cost Control

Prof. Hesham Bassioni
Module 4: Earned Value Management