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Earned Value Analysis Guide

The document discusses project monitoring and control through earned value analysis. It describes earned value as a method to measure overall project performance by comparing the budgeted cost of work performed to the actual cost and schedule. Variances are calculated between earned value, actual costs, planned value, scheduled time, and actual time. The earned value chart is used to graphically display cost and schedule performance to identify deviations from the plan. Corrective actions may be needed if the project is over budget or behind schedule. The document provides examples of calculating cost and schedule variances, cost and schedule performance indexes, and estimates to complete the project based on earned value analysis.

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Arsalan Aqeeq
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131 views25 pages

Earned Value Analysis Guide

The document discusses project monitoring and control through earned value analysis. It describes earned value as a method to measure overall project performance by comparing the budgeted cost of work performed to the actual cost and schedule. Variances are calculated between earned value, actual costs, planned value, scheduled time, and actual time. The earned value chart is used to graphically display cost and schedule performance to identify deviations from the plan. Corrective actions may be needed if the project is over budget or behind schedule. The document provides examples of calculating cost and schedule variances, cost and schedule performance indexes, and estimates to complete the project based on earned value analysis.

Uploaded by

Arsalan Aqeeq
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Monitoring and Controlling

MEM 612 Project


Management

Project Management
Monitoring and Controlling:
Earned Value Analysis

MEM 612 Project Management

Monitoring and Information


Systems
Evaluation and control of projects are the opposite
sides of project selection and planning
Logic of selection dictates the components to be
evaluated
The details of the planning expose the elements to be
controlled
Monitoring is the collecting, recording, and reporting
information concerning any and all aspects of project
performance
MEM 612 Project
Management

MEM 612 Project


Management

The Earned Value Chart


One way of measuring overall performance
is by using an aggregate performance
measure called earned value
A serious difficulty with comparing actual
expenditures against budgeted or baseline is
that the comparison fails to take into account
the amount of work accomplished relative to
the cost incurred
MEM 612 Project
Management

The Earned Value Chart


The earned value of work performed (value
completed) for those tasks in progress is found by
multiplying the estimated percent completion for
each task by the planned cost for that task
The result is the amount that should have been
spent on the task so far
The concept of earned value combines cost
reporting and aggregate performance reporting into
one comprehensive chart
MEM 612 Project
Management

The Earned Value Chart


Graph to evaluate cost and performance
to date:

MEM 612 Project


Management

MEM 612 Project


Management

The Earned Value Chart


Variances on the earned value chart follow two primary
guidelines:
1. A negative is means there is a deviation from plannot good
2. The cost variances are calculated as the
earned value minus some other measure

EV - Earned Value: budgeted cost of work performed


AC - actual cost of work performed
PV - Planned Value: budgeted cost of work scheduled
ST - scheduled time for work performed
AT - actual time of work performed

MEM 612 Project


Management

The Earned Value Chart


EV - AC = cost variance (CV, overrun is negative)
EV - PV = schedule variance (SV, late is negative)
ST - AT = time variance (TV, delay is negative)
If the earned value chart shows a cost overrun or performance
underrun, the project manager must figure out what to do to
get the system back on target
Options may include borrowing resources, or holding a
meeting of project team members to suggest solutions, or
notifying the client that the project may be late or over
budget

MEM 612 Project


Management

The Earned Value Chart


Variances are also formulated as ratios rather
than differences
Cost Performance Index (CPI) = EV/AC
Schedule Performance Index (SPI) = EV/PV
Time Performance Index (TPI) = ST/AT

Use of ratios is particularly helpful when


comparing the performance of several projects

MEM 612 Project


Management

MEM 612 Project


Management

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?
MEM 612 Project
Management

Example
Planned $1500 to complete work package.
Scheduled to have been finished today.
Actual expenditure to date is $1350.
Estimate work is 2/3 complete.
What are cost and schedule variances?

MEM 612 Project


Management

Cost variance
Cost variance = EV AC
= $1500(2/3) - $1350
= $1000 - $1350
= -$350

MEM 612 Project


Management

Schedule variance
Schedule variance = EV PV
= $1500(2/3) - $1500
= -$500

MEM 612 Project


Management

CPI (cost performance index)


CPI = EV/AC
=($1500/(2/3) / $1350)
= 1000/1350
= 0.74

MEM 612 Project


Management

SPI (schedule performance


index)
SPI = EV/PV
= ($1500(2/3))/$1500
= $1000/$1500
= 0.67

MEM 612 Project


Management

ETC and EAC


Estimate to complete = (BAC-EV)/CPI
=(1500-1000)/.74
= $676
Estimate at completion = ETC + AC
= $676 + $1350
= $2026
MEM 612 Project
Management

MEM 612 Project


Management

MEM 612 Project


Management

MEM 612 Project


Management

MEM 612 Project


Management

MEM 612 Project


Management

MEM 612 Project


Management

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