Scribd
Upload
55 views

EVM Practice In-Class Exercises

Uploaded by

rawn34
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
55 views

EVM Practice In-Class Exercises

Uploaded by

rawn34
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
You are on page 1/ 6

EVM PRACTICE EXERCISES IN CLASS

A graphic artist agreed to create 200 new images for his work within 50 days at
a cost of 60 QR per image. After 14 days the graphic artist had completed 80
images at a total cost of 1900 QR.
BAC (Budget at Completion): How much you are expected to spend on the project

BAC: 60×200=12000

PV (Planned value): BAC x Approved value of work to be completed in a given


time (what you should have delivered so far/what you were supposed to spend)

PV: 12000×14÷50=3360

AC (Actual Cost): What the team has actually spent.

AC: 1900

EV (Earned Value): BAC x Actual value of work you have earned (How much work
the team has finished)

EV: 60×80=48000

SV (Schedule Variance): EV – PV

SV: 48000-12000=36000

CV (Cost Variance): EV-AC

CV: 48000-1900=46100

SPI (Schedule Performance Index): EV/PV

SPI: 48000÷3360=14.29

CPI (Cost Performance Index): EV/AC

1
CPI: 48000÷1900=25.26

TCPI (To Complete Performance Index): BAC-EV/BAC-AC

TCPI:
12000-48000=-36000
12000-1900=10100
-36000÷10100= -3.6
EAC (Estimated Actual Cost): BAC/CPI

EAC:
--------‐--------------------------------------
An electrician is requested to install lighting fixtures for a 5* star hotel with 500
rooms. He has to install 10 lighting fixtures in each room. His approved budget
for the work is 800.000 QR and the approved timeframe is 12 weeks. After 5
weeks, the electrician has completed 200 rooms and spent 350.000 QR.

BAC (Budget at Completion): How much you are expected to spend on the project

BAC: 800000

PV (Planned value): BAC x Approved value of work to be completed in a given


time (what you should have delivered so far/what you were supposed to spend)

PV: 800000×5÷12=333333.33

AC (Actual Cost): What the team has actually spent.

AC: 350000

EV (Earned Value): BAC x Actual value of work you have earned (How much work
the team has finished)

EV: 200×5=1000
500×5=2500
800000×1000÷2500=320000

2
SV (Schedule Variance): EV – PV

SV: 320000-333333.33= -13333

CV (Cost Variance): EV-AC

CV: 320000-350000= -30000

SPI (Schedule Performance Index): EV/PV

SPI: 320000÷333333.33=0.96

CPI (Cost Performance Index): EV/AC

CPI: 320000÷350000=0.91

TCPI (To Complete Performance Index): BAC-EV/BAC-AC

TCPI: 800000÷320000= 2.5


800000÷350000=2.29
2.5÷2.29=1.09

EAC (Estimated Actual Cost): BAC/CPI

EAC: 800000÷0.91=879120.9

‐-------------------------------------------
The project is to excavate 800.000 cubic meters of dirt within 30 weeks.
According to the management plan you need to excavate 50.000 cubic meters at
QR15 per cm. After 10 weeks, 300.000 cubic meters of dirt have been excavated
at a total cost of 2.000,000 QR.
BAC (Budget at Completion): How much you are expected to spend on the project

BAC:

3
PV (Planned value): BAC x Approved value of work to be completed in a given
time (what you should have delivered so far/what you were supposed to spend)

PV:

AC (Actual Cost): What the team has actually spent.

AC:

EV (Earned Value): BAC x Actual value of work you have earned (How much work
the team has finished)

EV:

SV (Schedule Variance): EV – PV

SV:

CV (Cost Variance): EV-AC

CV:

SPI (Schedule Performance Index): EV/PV

SPI:

CPI (Cost Performance Index): EV/AC

CPI:

TCPI (To Complete Performance Index): BAC-EV/BAC-AC

TCPI:

EAC (Estimated Actual Cost): BAC/CPI

EAC:
4
-----------------------------------------------
You are managing the construction of Hamad International Airport. The project
is scheduled to be completed in 2 years with an approved budget of 50 million
QR. At the end of the first year, the value of the work completed costs 25
million QR. The actual costs were 19 million.
BAC (Budget at Completion): How much you are expected to spend on the project

BAC:

PV (Planned value): BAC x Approved value of work to be completed in a given


time (what you should have delivered so far/what you were supposed to spend)

PV:

AC (Actual Cost): What the team has actually spent.

AC:

EV (Earned Value): BAC x Actual value of work you have earned (How much work
the team has finished)

EV:

SV (Schedule Variance): EV – PV

SV:

CV (Cost Variance): EV-AC

CV:

SPI (Schedule Performance Index): EV/PV

SPI:

5
CPI (Cost Performance Index): EV/AC

CPI:

TCPI (To Complete Performance Index): BAC-EV/BAC-AC

TCPI:

EAC (Estimated Actual Cost): BAC/CPI

EAC:

You might also like