Earned value analysis

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  • LEGENDA DA FIGURA (SE REPETE NOS SLIDES SEGUINTES) EARNED VALUE ANALYSIS EVM “S” CURVE FILE LOCALITY VERSION 1.0
  • Earned value analysis

    1. 1. EVM EARNED VALUE MANAGEMENT ADDED VALUE ANALYSIS FOR PROJECTS IN THE BUILDING SECTORCONSTRUTORA IBEN LTDA.
    2. 2. THIS TECHNIQUE IS EXTREMELLY USEFUL FOR THE ORGANIZATION, SINCE IT PROVIDES A SNAPSHOT WITH ACCURATE DATA ON THE PROJECT’S STATUS AND PROGRESS. IT PROVIDES ANSWERS TO THE FOLLOWING QUESTIONS: - ARE WE WITHIN SCHEDULE? - ARE WE WITHIN BUDGET? - WHAT ARE THE DEVIATIONS? - WHAT IS THE OVERALL TREND OF DEVIATIONS UP TO A GIVEN DATE? - WHEN WILL WE FINISH? - WHAT WILL BE THE FINAL COST? - HOW CAN WE ACHIEVE TREND CONTROL? IN ORDER TO ANSWER SAID QUESTIONS, WE NEED TO GO THROUGH A FEW STEPS OF PROJECT ADVANCEMENT PLANNING AND MONITORING. FOR STARTERS, WE WILL TAKE A LOOK ON THE COST BASELINE, WHICH HAPPENS TO BEHAVE IN ACCORDANCE TO AN “S” CURVE.CONSTRUTORA IBEN LTDA.
    3. 3. Cost baseline – Predicted Value “VP”.CONSTRUTORA IBEN LTDA.
    4. 4. NEXT WE ANALYZE THE BEHAVIOR OF ACTUAL INCURRED EXPENSES ALONG PROJECT EXECUTION. Actual Expenses– Actual Costs “CR”CONSTRUTORA IBEN LTDA.
    5. 5. THIS DEVIATION CANNOT BE INTERPRETED WITHOUT THE AID OF A PREVIOUS ADDED VALUE ANALYSIS, WHICH CONSISTS IN ASSESSING TOTAL VALUE OF EVERY SINGLE SERVICE PERFORMED UP TO THE POINT IN TIME WHEN ASSESSMENT IS TO BE PERFORMED. I.E.... IF THE PREDICTED VALUE (VP) UP TO A GIVEN MOMENT IS WORTH R$ 1,000,000. AND ACTUAL COSTS (CR) FOR THE SAME MOMENT IN TIME ADD UP TO R$ 1,065,000. IT IS STILL NECESSARY TO ASSESS ADDED VALUE (VA) IN ORDER TO ANSWER TO THE QUESTION: ARE WE WITHIN SCHEDULE? ARE WE WITHIN BUDGET? LET US PROCEED...CONSTRUTORA IBEN LTDA.
    6. 6. (VP) R$ 1,000,000. (CR) R$ 1,065,000. AND (VA) R$ 1,065,000. DESCRIBED ABOVE SCENARIO AMOUNTS TO STATING THAT THE PROJECT COSTS EXACTLY WHAT IT SHOULD COST, SINCE VA = CR, AND THE PROJECT IS 6.5% AHEAD OF SCHEDULE. IN OTHER WORDS, WE WOULD HAVE COST PERFORMANCE INDEX (IDC) = 1.000 AND DEADLINE PERFORMANCE INDEX (IDP) = 1.065. IN ANOTHER EXAMPLECONSTRUTORA IBEN LTDA.
    7. 7. (VP) R$ 1.000,000. (CR) R$ 900,000. A HASTY ANALYST WOULD SAY THAT “WE SAVED 10%.” HOWEVER, HOW MUCH DID WE ACTUALLY AGGREGATE IN TERMS OF VALUE? (VA) R$ 800,000, R$ 900,000, R$ 1.000,000? ONLY A JOINT ANALYSIS OF ALL THREE VALUES IS CONCLUSIVE AND THE GRAPHIC REPRESENTATION HELPS IN THE QUICK VISUALIZATION OF THE COMPLET PICTURE OF THE PROJECT.CONSTRUTORA IBEN LTDA.
    8. 8. ANALYSIS OF “S” CURVE EVM AGGREGATE VALUE Despesas Reais – Custo Real CR.CONSTRUTORA IBEN LTDA.
    9. 9. ANALYSIS OF “S” CURVE EVM AGGREGATE VALUE DESPITE CR BEING HIGHER THAN VP Despesas Reais – Custo Real CR.CONSTRUTORA IBEN LTDA.
    10. 10. ANALYSIS OF “S” CURVE EVM AGGREGATE VALUE Apesar do CR ser maior que o VP VA IS HIGHER THAN CR, Despesas Reais – Custo Real CR. IN WHICH CASE COST SAVINGS OCCURREDCONSTRUTORA IBEN LTDA.
    11. 11. ANALYSIS OF “S” CURVE EVM AGGREGATE VALUE Apesar do CR ser maior que o VP AND VA IS HIGHER THAN VP, MEANING THAT THE PROJECT ISCusto Real CR. Despesas Reais – AHEAD OF SCHEDULECONSTRUTORA IBEN LTDA.
    12. 12. WRITTEN BY EDUARDO MILITÃO ELIAS, MBA / PMP® ID 1396759 SPONSORED BY CONSTRUTORA IBEN LTDA., RCP PMI® ID 1463462CONSTRUTORA IBEN LTDA.

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