Download presentation
Presentation is loading. Please wait.
Published byNoah Thornton Modified over 7 years ago
2
1 Understanding Earned Value in Under an Hour Breakout Session # A11 Name: Wayne Brantley, MS Ed, PMP, ITIL Senior Director of Professional Education Villanova University Online Date: July 30, 2012 Time: 11:15 – 12:30
3
Earned Value and The DaVinci Code 2 2
4
3 3
5
Tradition Academic Excellence Online Convenience Serving the Nation’s Leading Universities Associate’s Bachelor’s Master’s Certificates 4 Tradition Academic Excellence Online Convenience Serving the Nation’s Leading Universities Associate’s Bachelor’s Master’s Certificates 4
6
5 Professional Education Online Contract Management Six Sigma Project Management ITIL Business Intelligence IS Security Business Analysis Human Resources ROI Methodology Leadership For more information, please call 1-800-571-4953 or visit www.VillanovaU.com
7
Agenda 6 6 Establish the link between the requirements and the performance measurement baseline Understand what the Earned Value calculations are measuring Explain Earned Value as an easy to use tool for project performance measurement
8
Why Do We Need Earned Value? 7 7 Approximately 70% of projects are: Over budget Behind schedule 52% of all projects finish at 189% of their initial budget *Standish Group: Chaos Report
9
What is Earned Value Analysis? 8 8 “Earned Value Analysis” is: An industry standard way to: Measure a project’s progress Forecast it’s completion date and final cost Provide schedule and budget variances along the way
10
What is Earned Value Analysis? 9 9 EV compares: The PLANNED amount of work (PV) that has actually been COMPLETED (EV) and how much the work ACTUALLY COST (AC)
11
What EV Tells You 10 Where you are on schedule Where you are on budget Where you are on work accomplished
12
Reasons to Know Earned Value! 11 Legislation: GPRA; 1993 FASA, Title V; 1994 Clinger-Cohen Act; 1996 And Let’s Not Forget OMB! (Circular A-11, Part 7) "Agencies must use a performance based acquisition management system, based on ANSI/EIA Standard 748, to measure achievement of the cost, schedule, and performance goals."
13
12 Earned Value Management Thresholds Federal Agency EVM Threshold EVMS Threshold DoD, NASA$20-$50 millionEVMS required DoD, NASAGreater than $50 million EVMS implementation & process must be verified GSAGreater than $20 million EVMS required; implementation & process must be verified DoEGreater than $20 million EVMS required EPAGreater than $5 millionEVMS required FAAGreater than $10 million EVMS required
14
Six Essential Elements to Implementing an Earned Value Management System 13 1.Good requirements 2.A detailed WBS 3.Good estimates for durations 4.Good estimates for budgets 5.A good schedule 6.A performance measurement baseline
15
How is learning Earned Value like eating an elephant? 14 One bite at a time
16
What You Need to Know 15 Scope, Requirements, and the WBS Understand the link between requirements and the WBS Scheduling Understand the development of a schedule and time estimates Budgeting Understand how cost estimates are developed Earned Value Identify how earned value calculations are accomplished Reporting Know how earned value (EV) can be used to measure project progress
17
Understand the link between requirements and the WBS 16
18
Understanding the link between requirements and the WBS 17 Where do we start in order to gather requirements? Request for Proposal Statement of Work Contract Project Charter Any others?
19
The Project Charter 18 What should be in a Project Charter? 1.Sponsor authorization and signs-off 2.Project Manager assigned Other considerations? Requirements Business need Project purpose Milestones Stakeholder influences Functional organizations Assumptions and constraints Summary budget
20
19
21
Obtaining Good Requirements 20 Why are good requirements essential? SCOPE
22
Obtaining Good Requirements 21 How do you obtain good requirements? Take time to do it Ask the right people the right questions Draw a picture Build a model Build a little Check and re-check
23
Dilbert Looks at Requirements 22
24
Understanding the link between requirements and the WBS 23 What is a WBS? “A deliverable-oriented hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives and create the required deliverables.”
25
Understanding the link between requirements and the WBS 24 Why is a WBS so important? How low do you go? Project (1.0) Deliverables (1.1, 1.2, 1.3, …..) Tasks (1.1.1, 1.1.2, 1.1.3, …….) Activities (1.1.1.1, 1.1.1.2,…….) Why an 80 - hour rule?
26
Scheduling - Understand the development of a schedule 25
27
Dilbert Looks at Scheduling 26
28
Scheduling 27 What do we have at this point? Requirements WBS Who would you go to determine what must be done and in what order? What tools are available for scheduling? What do scheduling and a game of chess have in common?
29
28
30
Most Powerful Scheduling Tool 29
31
Scheduling 30 Critical scheduling questions What comes first? What comes second? Any restrictions? Any constraints?
32
Get good estimates Who would you ask? Know how good +/- some variance +75/-25% +25/-10% +10/-5% Think of optimistic, most likely, and pessimistic PERT = O + 4 (ML) + P / 6 Optimistic Most Likely Pessimistic X = PERT Duration Estimating
33
STARTSTART FINISHFINISH 1.1.2 3 days ES 7 EF 9 LF 9 LS 7 1.1.1 6 days ES 1 EF 6 LF 6 LS 1 1.2 2 days ES 3 EF 4 LF 10 LS 9 2.1 2 days ES 1 EF 2 LF 8 LS 7 2.2.1 6 days ES 10 EF 15 LF 15 LS 10 2.2.2 5 days ES 5 EF 9 LF 15 LS 11 3.1 2 days ES 3 EF 4 LF 18 LS 17 3.2 3 days ES 16 EF 18 LF 18 LS 16 Blue denotes the critical path Early Schedule Late Schedule Project duration = 18 days Develop a Schedule
34
33 The Gantt Chart View Task 1.1.1Days 1 - 6 2.1 Days 1 - 2 1.2 Days 3 - 4 3.1 Days 3 - 4 2.2.2Days 5 - 9 1.1.2Days 7 - 9 2.2.1Days 10 - 15 3.2Days 16 - End Days 123456789101112131415161718
35
Budgeting - Understand how cost estimates are developed 34
36
Dilbert Looks at Budgeting 35
37
Budgeting 36 What do you have at this point? Requirements WBS Schedule Where do your cost estimates come from? Where should they come from? What are the differences?
38
37 The Gantt Chart View - Cost at $10,000/day per task Task 1.1.1Days 1 - 6 2.1 Days 1 - 2 1.2 Days 3 - 4 3.1 Days 3 - 4 2.2.2Days 5 - 9 1.1.2Days 7 - 9 2.2.1Days 10 - 15 3.2Days 16 - End Days 123456789101112131415161718
39
DaysTaskTotalCumulative Total 11.1.1 + 2.1 =$20,000 21.1.1 + 2.1 =$20,000$40,000 31.1.1 + 2.1 + 3.1 =$30,000$70,000 41.1.1 + 2.1 + 3.1 =$30,000$100,000 51.1.1 + 2.2.2 =$20,000$120,000 61.1.1 + 2.2.2 =$20,000$140,000 72.2.2 + 1.1.2 =$20,000$160,000 82.2.2 + 1.1.2 =$20,000$180,000 92.2.2 + 1.1.2 =$20,000$200,000 102.2.1 =$10,000$210,000 112.2.1 =$10,000$220,000 122.2.1 =$10,000$230,000 132.2.1 =$10,000$240,000 142.2.1 =$10,000$250,000 152.2.1 =$10,000$260,000 163.2 =$10,000$270,000 173.2 =$10,000$280,000 183.2 =$10,000 $290,000 Building the cumulative cost curve $10,000/day each task
40
Days 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 $200k = PV $290k $200k $100k $50k BAC = $290k PV The Cumulative Cost Curve
41
Earned Value – Identify how earned value calculations are accomplished 40
42
Budget at completion is $290k Why at day 9 (half of 18 days) are we at $200k and not $145k (half of $290k)? Why is the cost curve not linear? How does this correlate to EV? Spending Rates Spending Rates
43
Tying in the Cumulative Cost Curve and EV Planned Value (PV) = Planned costs for the planned work to be done at a particular time (BCWS) Earned Value (EV) = The percentage of the planned work that was accomplished (BCWP) Actual Costs (AC) = Amount spent on the work that was accomplished (ACWP) Budget At Completion (BAC) = Total of all planned costs
44
BAC = The $290k that is the total costs of all work to be done PV (BCWS) = The $200k is amount spent through Day 9 EV (BCWP) = The % assessed of the work done AC (ACWP) = The actual costs spent on the work done Tying in the Cumulative Cost Curve and EV
45
Variance Analysis Cost Variance (CV) = Earned Value (EV) – Actual Costs (AC) Schedule Variance (SV) = Earned Value – Planned Value (PV) Earned Value Performance Indices Cost Performance Index (CPI) = Earned Value / Actual Costs Schedule Performance Index (SPI) = Earned Value / Planned Value
46
SV = EV – PV or BCWP - BCWS SPI = EV / PV or BCWP / BCWS CV = EV – AC or BCWP - ACWP CPI = EV / AC or BCWP / ACWP EAC = BAC / CPI Earned Value
47
Reporting – Know how earned value (EV) can be used to measure project progress 46
48
Dilbert Looks at EV Meetings 47
49
Dilbert Looks at EV Meetings 48 Earned Value
50
Notice all formulas are dependent on EV (BCWP) Typical variance is planned – actual dollars spent or in earned value language PV – AC We are determining the percent of the work that was completed (= EV) based on what we planned to do (= PV) EV shows you what you did versus what you said you would do Earned Value
51
The Math! We know the following: BAC = $290k Day 9 PV – what is it? Planned Value (PV) to spend is $200k If at day 9 we have accomplished 80% of the scheduled work we can calculate the EV. What is it? Earned Value (EV) is $160k = 80% of PV ($200k) Accounting tells us we have spent $175,000 – what does this tell us? The Actual Cost (AC) is $175k Earned Value
52
You can now identify and calculate the following PV (BCWS), EV (BCWP), AC (ACWP) CV CPI SV SPI EAC Earned Value
53
Identify and calculate the following PV, EV, AC = PV = $200k, EV = $160k, and AC = $175k CV = EV - AC 160k-175k = -$15k (Over Budget) Rule of thumb = negative is BAD! CPI = EV / AC 160k/175k = $.91 or 91% Earned Value – Answers
54
How are we doing? It depends – What was an acceptable variance? Earned Value – Answers
55
Identify and calculate the following SV = EV - PV 160k - 200k = -$40k (Behind Schedule) SPI = EV / PV 160k / 200k = $.80 or 80% How are we doing? How about as compared to CPI? Earned Value – Answers
56
PV = $200k, EV = $160k, AC = $175k, BAC = $290k EAC = BAC / CPI = 290k/.91 = $318k Earned Value – Answers
57
Days 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 $200k = PV $290k $200k $100k $50k BAC = $290k PV Forecasting EAC = $318k ETC VAC
58
EAC = BAC / CPI = $290k /.91 = $318k ETC = EAC – EV = $318k - $160k = $158K VAC = BAC – EAC = $290k - $318k = -$28k TCPI = (BAC – EV) / (BAC – AC) = $290k - $160k / $290k - $175k $130k / $115k = 1.13 Forecasting
59
Requirements WBS Schedule Time Estimates Forward and Backward Passes Budget Cumulative Cost Curve Earned Value
60
Contact Information Wayne Brantley, PMP, MS Ed 800-874-7877 Ext. 509 Wayne.Brantley@VillanovaU.com For information on Villanova University’s online offerings go to: www.VillanovaU.com or call 800 - 571 - 4953 Questions !
61
Thank You!
Similar presentations
© 2024 SlidePlayer.com Inc.
All rights reserved.