This document provides an overview of earned value management. It defines key earned value terms like planned value, earned value, and actual cost. It explains how to calculate schedule and cost variance using these values. Variance is used to determine if a project is on budget and on schedule. The document also provides an example to illustrate these earned value concepts.
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Earned value
1. CSE Senior Design ICSE Senior Design I
Earned Value ManagementEarned Value Management
Some slides in this presentation were originally developed by Mr. Tom
Rethard, and most have been further enhanced and modified by Mr. Mike
O’Dell for use in the CSE Senior Design class.
Instructor: Mike O’DellInstructor: Mike O’Dell
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Earned Value - What is it?Earned Value - What is it?
Simply, it is a project monitoring and
measurement system that:
1. establishes a clear relationship between
plannedplanned accomplishments and actualactual
accomplishments
2.2. reinforcesreinforces and rewards good planninggood planning
practices
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Earned Value - What is it?Earned Value - What is it?
Basic concepts of Earned Value
Management (EVM)
Each task in a project earns value as plannedplanned
workwork is completed
For example (perhaps), if you were paid on this
basis, you would earnearn $$ at key milestones based on
the value of what you have completed (earned value)
Earned value can be compared to actual cost
and budgeted cost to determine variance and
predict future performance
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Earned Value - What is it?Earned Value - What is it?
The budgeted costbudgeted cost (e.g., dollars, person-hours,
person-days, etc.) in terms of your baselinebaseline
plan/budgetplan/budget of the work performed up to a
specified point in time
Also known as Budgeted Cost of Work Performed
(BCWPBCWP)
Each task in the Work Breakdown Structure
(WBS) is assigned a BCWP based on its individual
cost.
Project BCWP is total of BCWP for all tasks required
to complete the project
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Earned Value ComponentsEarned Value Components
Planned Value (a.k.a. BCWSBCWS)
How much work (person-hours) you planned to have
accomplished at a given point in time (this is from the
WBS in your plan)
Actual Cost (a.k.a. ACWPACWP)
How much work (person-hours) you have actually spent
at a given point in time
Earned Value (a.k.a. BCWPBCWP)
The value (person-hours) in terms of your base budget
of what you have accomplished at a given point in time
(or, % complete X Planned Value)
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Earned Value: ExampleEarned Value: Example
On Day X:
PLANNED VALUEPLANNED VALUE (Budgeted cost of the work scheduled, BCWS) =
18 + 10 + 16 + 6 = 50
EARNED VALUEEARNED VALUE (Budgeted cost of the work performed, BCWP) =
18 + 8 + 14 + 0 = 40
ACTUAL COSTACTUAL COST (of the work performed , ACWP) =
45 (from your project tracking - not evident in above chart)
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Today
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Earned Value: ExampleEarned Value: ExampleCost(Person-Hours)
Time (Date)
Planned ValuePlanned Value: what your
plan called for sending on
the tasks planned to be
completed by this date.
Today
Earned ValueEarned Value: value
(cost) of what you have
accomplished to date, per
the base plan.
Actual CostActual Cost: what you
have actually spent to
this point in time.
Budgeted (Planned) Spending
Budgeted (Planned) Spending
Actual Spending
Actual Spending
Earned Value
Earned Value
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Earned Value: ExampleEarned Value: ExampleCost(Person-Hours)
Time (Date)
Today
Budgeted (Planned) Spending
Budgeted (Planned) Spending
Actual Spending
Actual Spending
Earned Value
Earned Value
BehindBehind
ScheduleSchedule
OverOver
BudgetBudget
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VarianceVariance
Any schedule or cost deviationschedule or cost deviation from a
specific plan.
Used within an organization to verify the
budget and schedule for a project
Frequently used as a key component of
plan reviews and performanceplan reviews and performance
measurementmeasurement
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VarianceVariance
Must compare scheduling and budget
variance at the same time
Schedule varianceSchedule variance: deviations from work
planned – not a measure of changes in cost
Cost varianceCost variance: deviations from the
budget – not a measure of work scheduled vs.
work completed
Example: applying more $$/people to a task may
maintain the schedule, but it adds to cost…
schedule on track… over budget on expenses (cost)
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Performance IndicesPerformance Indices
Cost Performance Index
CPICPI = BCWP/ACWP
Schedule Performance Index
SPISPI = BCWP/BCWS
Analysis
CPI > 1.0 exceptional performance
CPI < 1.0 poor performance
Similar for SPI
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QuizQuiz
The EV measurement of work you planned to have
accomplished at a given point in time :
a. BCWP
b. ACSP
c. BCWS
d. ACWS
True or False: At any point in time, the SPI tells
you exactly how far ahead or behind schedule
you are on your project.
a. TRUE
b. FALSE
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QuizQuiz
If BCWP is 20 pm and ACWP is 15 pm, CPI:
a. .75
b. 1.33
c. 1.0
d. 0
If BCWP is 27 pm BCWS is 25 pm, you are
probably:
a. On schedule
b. Ahead of schedule
c. Behind schedule
d. None of the above
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Earned Value & Variance: ExampleEarned Value & Variance: Example
On Day X:
PLANNED VALUE (BCWS) = 18 + 10 + 16 + 6 = 50
EARNED VALUE (BCWP) = 18 + 8 + 14 + 0 = 40
ACTUAL COST (ACWP) = 45 (from your project tracking)
Therefore:
Schedule VarianceSchedule Variance = BCWP – BCWS = 40 - 50 = -10 (behind schedule)
Schedule Performance IndexSchedule Performance Index = 40 / 50 = 0.8, or 80% of plan (a B-, at best)
Cost VarianceCost Variance = BCWP - ACWP = 40 - 45 = -5
Cost Performance IndexCost Performance Index = 40/45 = .89, or you’re getting an 89¢ return on every
$1.00 (or, person-hour) spent on this project
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Primary Measurement MethodsPrimary Measurement Methods
MeasurableMeasurable efforts
Discrete increments of workDiscrete increments of work with definable
schedule and tangible results (i.e., real tasks
with a deliverable)
Level of effortLevel of effort
Work that is notnot discernable in discretediscrete,
measurable tasks (e.g., project management,
training)
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Determining % Complete – When?Determining % Complete – When?
Allocate based on time spent – but what if you
spend more time than allocated?
Allocate 50% at start of task, 50% at end
But only for small, discrete taskssmall, discrete tasks
Allocate 100% at start of task
Allocate 100% at end of task
Best solution if you keep tasks very smallkeep tasks very small
Allocate value at Critical Milestones
Good solution when using with contract work
Others?
Our approach
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Another Example ProjectAnother Example Project
Plans to spend $100K in each of first 4 weeks
(baseline budget, per documented planper documented plan)
Actuals, at end of week 4 show: $325K spent
BCWS = $400K ($100K x 4)
ACWP = $325K
What conclusions can you draw?
Under budget?
Is project on schedule?
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Another Example ProjectAnother Example Project
Suppose BCWP is $300K
How is this determined?
What conclusions now?
SV = BCWP – BCWS
SV = $300k - $400K = --$100K
Behind scheduleBehind schedule, but what does the $100K in
variance really mean?
CV = BCWP – ACWP = $300K - $325K
Over budgetOver budget by $25K
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Earned Value ManagementEarned Value Management
How can you use this information?
Careful analysis of variance and trends
Resetting schedule or budget, when appropriate
Variance Analysis Questions
What is the problem causing the variance?
What is the impact on time, cost and performance?
What is the impact on other efforts, if any?
What corrective action is planned or under way?
What are the expected results of the corrective
action?
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Earned Value ManagementEarned Value Management
Extraordinary variance or alarming trends may
be cause for reset or cancellation ofreset or cancellation of a project,
but where do you draw the line?
How much variance to allow depends on a
number of factors:
Life-cycle phase
Length of life-cycle phase
Length of project
Type of estimate
Accuracy of estimate
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Closing Thoughts: ManagementClosing Thoughts: Management
ReserveReserve
The padding always added to a project for
unexpected costs that are within project
scope
Not an allowance for changes to scope
Not part of the cost estimate
Added by upper management, not the
project manager.
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Closing Thoughts: GovernmentClosing Thoughts: Government
RequirementsRequirements
U.S. government contract cost tracking often
must include:
BCWS
BCWP
ACWP
Estimated cost at completion
Budgeted cost at completion
Cost and schedule variances with explanations
Traceability
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SummarySummary
Cost, in the form of Earned Value or
BCWP, can be used to analyze progressanalyze progress of
a project
Using Earned Value data to make critical
project decisions must be based on carefulcareful
analysisanalysis of data, variances and trends