1. MS Project Add-on for Earned Value Analysis Reporting

2. Earned Value Analysis
Measures performance (productivity) as of a specific date in the life of the project.
Three Core Earned Value Measures
Planned Value (BCWS) - the amount of baseline costs that was scheduled to be spent on work up through the status date.
Earned Value (BCWP) - The earned value is that part of the planned value that has already been earned by the amount of work performed as of the status date.
Actual Cost (ACWP) – The actual cost of the work which has been completed as of the status date.
MS Project Definition Notes – Earned Value Analysis this allows you to receive the early warning signals if a project is not producing the output per dollar cost that you had planned. Earned Value Analysis makes it possible to compare work and cost variances because work is converted to the dollar value of the work. Therefore, you can compare the dollar value of the work complete to date and the cost of completing it.
Note – if the earned value measurements are to accurately reflect performance, you tracking methodology must also include not only recording actual start and finish dates, work, and costs, but also rescheduling work not completed on time and work that is completed but that was rescheduled after the status date.
Three Core Earned Value Measures
Planned Value - PMI formally called this measure by its cost accounting name, BCWS, but it is now called simply Planned Value. BCWS is calculated as soon as the baseline is saved and is the cumulative sum of the baseline costs for each period up to and including the status date.
2. Earned Value - PMI formally called this the BCWP, the old cost accounting term again, but now calls this the Earned Value (EV). In MSProject, the field name is BCWP.
To calculate BCWP (or EV), you must determine what portion of a task or assignment has been completed. For tasks, MS Project, bases it’s calculation on the percentage of duration completed (% Complete field). We use fixed work tasks; therefore, the % complete field does not calculate correctly.
3. Actual Cost – At DTG I use the Actual Cost field because the actual work is entered by day for each resource.

3. Reporting Requirements
Capitalized Labor Only (Mapped to AR)
Technical Design, Construction, Test and Implementation activities for Application Development resources are capitalized.
Infrastructure resources are not capitalized regardless of the activity/phase.
Business/User Requirements and End User Training activities are not capitalized.
Hardware and /or purchased software costs are not included in the report.

4. Solution
Create a visual basic macro which, utilizing custom fields, filters and views, will sum information for only the “capitalized” tasks and export the data to MS Access for reporting.

6. Report Fields
Deliverable Manager – as defined in File / Properties / Manager
Project Number – as defined in File / Properties / Subject
Status Date – as defined in Project / Project Information / Status Date
Project Name – as defined in File / Properties / Title
Budget Indicator – Green = Forecast is less than or equal to budget plus 5%. Yellow = Forecast is less than or equal to budget plus 10%. Red = Forecast is greater than 10% over budget.
Schedule Indicator – Green = The current project finish date is either on or ahead of planned schedule. Yellow = The current project finish date is behind schedule by 10 calendar days or less. Red = the current project finish date is more than 10 calendar days behind schedule.
Actual Cost to Date = Actual Cost – Adjustment to Actual Cost
B/(W) Actual vs Budget to Date = BCWS – (Actual Cost – Adjustment to Actual Cost)
B/(W) Forecast vs Budget = (Baseline Cost – Adjustment to Baseline Cost) – (Cost – Adjustment Actual Cost)
% Complete – (Actual Work / Work ) X 100
B/(W) % Complete – ((Actual Work / Work) X100) – ((Baseline Work to Date / Baseline Work) X 100)
B/(W) Imp Date – Imp Task Finish Variance
Imp Date – Imp Task Schedule Finish