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Earned value

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mohamed ebraheem

*Earned Value* between Theoretical and real applications

Engineering
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Earned Value ENG. MOHAMED ELHUSEINY Mohamed Elhuseiny
Earned Value ( EV ) • Using Earned value to evaluate project performance ( cost and time ). • There are 5 variable to be understood in this technique. 1-Planned cost , 2-actual cost 3-Planned works , 4-actual works 5-Time First you have to fix ( Time ) parameter for fair comparison that means your comparison should be in one point on your time scale. Mohamed Elhuseiny
• Earned value is the budget cost of work performed. • Earned Value ( EV ) = Planned cost * Actual work • Actual cost ( AC )= Actual Price * Actual work • Planned value ( PV ) = Planned cost * planned work • Note:- • Earned value combined with (AC )in Actual works • Earned value combined with (PV ) in Planned cost Mohamed Elhuseiny
Example No Activity Total Qty Planned price Planned Qty Planned Value 1 A 300 24 250 2 B 200 20 50 Total After a specified time Mohamed Elhuseiny
Example No Activity Total Qty Planned price Planned Qty Planned Value 1 A 300 24 250 2 B 200 20 50 Total After a specified time PV Mohamed Elhuseiny
Example No Activity Total Qty Planned price Planned Qty Planned Value 1 A 300 24 250 6000 2 B 200 20 50 1000 Total 7000 After a specified time PV Mohamed Elhuseiny
Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price 1 A 300 24 250 6000 200 25 2 B 200 20 50 1000 100 19 Total 7000 After a specified time PV Mohamed Elhuseiny
Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost 1 A 300 24 250 6000 200 25 5000 2 B 200 20 50 1000 100 19 1900 Total 7000 6900 After a specified time ACPV Mohamed Elhuseiny
Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 2 B 200 20 50 1000 100 19 1900 Total 7000 6900 After a specified time ACPV EV Mohamed Elhuseiny
Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 After a specified time ACPV EV Mohamed Elhuseiny
Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Cost variance ( CV ) = Earned value ( EV ) – Actual cost ( AC ) Mohamed Elhuseiny
Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Cost variance ( CV ) = Earned value ( EV ) – Actual cost ( AC ) Mohamed Elhuseiny
Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Cost variance ( CV ) = Earned value ( EV ) – Actual cost ( AC ) CV =6800 – 6900 = -100 Mohamed Elhuseiny
Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Cost variance ( CV ) = Earned value ( EV ) – Actual cost ( AC ) CV =6800 – 6900 = -100 Negative value = Over Budget Mohamed Elhuseiny
Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Schedule variance ( SV ) = Earned value ( EV ) – Planned Value( PV ) Mohamed Elhuseiny
Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Schedule variance ( SV ) = Earned value ( EV ) – Planned Value( PV ) SV =6800 – 7000 = -200 Mohamed Elhuseiny
Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Schedule variance ( SV ) = Earned value ( EV ) – Planned Value( PV) SV =6800 – 7000 = -200 Negative value = Delay Mohamed Elhuseiny
Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Cost Performance Index ( CPI ) = Earned value ( EV ) / Actual Value( AC) Mohamed Elhuseiny
Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Cost Performance Index ( CPI ) = Earned value ( EV ) / Actual Value( AC) CPI =6800 / 6900 = 0.985 Mohamed Elhuseiny
Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Cost Performance Index ( CPI ) = Earned value ( EV ) / Actual Value( AC) CPI =6800 / 6900 = 0.985 Less than one = Cost Bad Performance Mohamed Elhuseiny
Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Schedule Performance Index ( SPI ) = Earned value ( EV ) / Planned Value( PV) Mohamed Elhuseiny
Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Schedule Performance Index ( SPI ) = Earned value ( EV ) / Planned Value( PV) SPI =6800 / 7000 = 0.971 Mohamed Elhuseiny
Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Schedule Performance Index ( SPI ) = Earned value ( EV ) / Planned Value( PV) SPI =6800 / 7000 = 0.971 Less than one = Schedule Bad Performance Mohamed Elhuseiny
Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Budget at completion ( BAC ) = total Qty * Planned Price Mohamed Elhuseiny
Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Budget at completion ( BAC ) = total Qty * Planned Price BAC = ( 300* 24 ) + ( 200 * 20 ) = 11200 Mohamed Elhuseiny
Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Budget at completion ( BAC ) = total Qty * Planned Price BAC = ( 300* 24 ) + ( 200 * 20 ) = 11200 Estimate at completion ( EAC ) = Budget at completion ( BAC ) / Cost Performance Index ( CPI ) Mohamed Elhuseiny
Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Budget at completion ( BAC ) = total Qty * Planned Price BAC = ( 300* 24 ) + ( 200 * 20 ) = 11200 Estimate at completion ( EAC ) = Budget at completion ( BAC ) / Cost Performance Index ( CPI ) ( EAC ) = 11200 / 0.985 = 11370.5 Mohamed Elhuseiny
Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Budget at completion ( BAC ) = total Qty * Planned Price BAC = ( 300* 24 ) + ( 200 * 20 ) = 11200 Estimate at completion ( EAC ) = Budget at completion ( BAC ) / Cost Performance Index ( CPI ) ( EAC ) = 11200 / 0.985 = 11370.5 Mohamed Elhuseiny
Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Estimate to complete( ETC ) = Estimate at completion ( EAC ) – Actual Cost ( AC ) Mohamed Elhuseiny
Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Estimate to complete( ETC ) = Estimate at completion ( EAC ) – Actual Cost ( AC ) ETC = ( 11370.5) - ( 6900) = 4470.5 Mohamed Elhuseiny
Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Different ways to calculate Estimate at completion ( EAC ) Mohamed Elhuseiny
Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Different ways to calculate Estimate at completion ( EAC ) Second:- EAC = Actual cost ( AC ) + Budget at completion ( BAC ) – Earned Value ( EV ) Mohamed Elhuseiny
Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Different ways to calculate Estimate at completion ( EAC ) Second:- EAC = Actual cost ( AC ) + Budget at completion ( BAC ) – Earned Value ( EV ) EAC = 6900+ 11200 – 6800 = 11300 Mohamed Elhuseiny
Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Different ways to calculate Estimate at completion ( EAC ) Third:- EAC = Actual cost ( AC ) + {[Budget at completion ( BAC ) – Earned Value ( EV )]/[CPI*SPI ] Mohamed Elhuseiny
Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Different ways to calculate Estimate at completion ( EAC ) Third:- EAC = Actual cost ( AC ) + {[Budget at completion ( BAC ) – Earned Value ( EV )]/[CPI*SPI ] EAC = 6900+ {[11200 – 6800 ]/0.985 * 0.971 = 11814.70 Mohamed Elhuseiny
Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Different ways to calculate Estimate at completion ( EAC ) First EAC = 11370.5 Second EAC = 11300 Third EAC = 11814.70 Mohamed Elhuseiny
Why there are a different in calculating EAC ????? • First equation considered the cost will follow the previous performance and the cost will be the same parameter of planned cost. • Second equation considered the future performance will be as per planned. • Third equation considered the CPI & SPI will affect the future performance. Mohamed Elhuseiny
Cost Time Late & Under budget planned work * planned cost Actual work * planned cost Actual work * Actual cost Cost variance ( CV ) = Earned value ( EV ) - Actual cost ( AC ) Schedule variance ( SV ) = Earned value ( EV ) - Planned cost ( PC ) Cost Time Late & Under budget planned work * planned cost Actual work * planned cost Actual work * Actual cost Cost variance ( CV ) = Earned value ( EV ) - Actual cost ( AC ) Schedule variance ( SV ) = Earned value ( EV ) - Planned cost ( PC ) Mohamed Elhuseiny
Cost Time Late & Over budget planned work * planned cost Actual work * planned cost Actual work * Actual cost Cost variance ( CV ) = Earned value ( EV ) - Actual cost ( AC ) Schedule variance ( SV ) = Earned value ( EV ) - Planned cost ( PC ) Mohamed Elhuseiny
Cost Time Ahead & Under budget planned work * planned cost Actual work * planned cost Actual work * Actual cost Cost variance ( CV ) = Earned value ( EV ) - Actual cost ( AC ) Schedule variance ( SV ) = Earned value ( EV ) - Planned cost ( PC ) Mohamed Elhuseiny
Cost Time Ahead & Over budget planned work * planned cost Actual work * planned cost Actual work * Actual cost Cost variance ( CV ) = Earned value ( EV ) - Actual cost ( AC ) Schedule variance ( SV ) = Earned value ( EV ) - Planned cost ( PC ) Mohamed Elhuseiny
Using individual technique Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Mohamed Elhuseiny Schedule Performance Index ( SPI ) = Earned value ( EV ) / Planned Value( PV)
Using individual technique Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Mohamed Elhuseiny Schedule Performance Index ( SPI ) = Earned value ( EV ) / Planned Value( PV) ( SPI ) for ( A ) = 4800/ 6000 = 0.8 ( Delay )
Using individual technique Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Mohamed Elhuseiny Schedule Performance Index ( SPI ) = Earned value ( EV ) / Planned Value( PV) ( SPI ) for ( A ) = 4800/ 6000 = 0.8 ( Delay ) ( SPI ) for ( B ) = 2000/ 1000 = 2.0 ( Ahead )
Using individual technique Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Mohamed Elhuseiny Schedule Performance Index ( SPI ) = Earned value ( EV ) / Planned Value( PV) ( SPI ) for ( A ) = 4800/ 6000 = 0.8 ( Delay ) ( SPI ) for ( B ) = 2000/ 1000 = 2.0 ( Ahead ) ( SPI ) for ( A&B ) = 6800/ 7000 = 0.971 ( Delay )
Which one we will choose ?? Which one affect really project time schedule ??? • This confliction force us not to use EV technique in time performance evaluation unless using addition information and calculations. • For time evaluation we need to add the following parameters:- • 1- Activity or work package duration. • 2- Total float for each activity or work package. • And follow the following table. Mohamed Elhuseiny
Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 We will consider the project performance will continue as per Planned
No Activity SPI Orig. Duration Total Float 1 A 0.8 30 5 2 B 2.0 10 0 Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800
No Activity SPI Orig. Duration Total Float Planned % 1 A 0.8 30 5 83.3% 2 B 2.0 10 0 25% Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800
No Activity SPI Orig. Duration Total Float Planned % Actual % 1 A 0.8 30 5 83.3% 66.66% 2 B 2.0 10 0 25% 50% Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800
No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration 1 A 0.8 30 5 83.3% 66.66% 2 B 2.0 10 0 25% 50% Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 PL Rem. Duration = ( 100 % – Planned % ) * Original Duration
No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration 1 A 0.8 30 5 83.3% 66.66% 5 2 B 2.0 10 0 25% 50% Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 PL Rem. Duration = ( 100 % – Planned % ) * Original Duration PL Rem. Duration ( A ) = ( 100% – 83.3% ) * 30 = 5
No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration 1 A 0.8 30 5 83.3% 66.66% 5 2 B 2.0 10 0 25% 50% 7.5 Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 PL Rem. Duration = ( 100 % – Planned % ) * Original Duration PL Rem. Duration ( A ) = ( 100% – 83.3% ) * 30 = 5 PL Rem. Duration ( B ) = ( 100% – 25 % ) * 10 = 7.5
No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration Exp Rem. Dur. 1 A 0.8 30 5 83.3% 66.66% 5 2 B 2.0 10 0 25% 50% 7.5 Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 Exp. Rem. Duration = ( 100 % – Actual % ) * Original Duration
No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration Exp Rem. Dur. 1 A 0.8 30 5 83.3% 66.66% 5 10 2 B 2.0 10 0 25% 50% 7.5 Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 Exp. Rem. Duration = ( 100 % – Actual % ) * Original Duration Exp. Rem. Duration ( A ) = ( 100 % – 66.66 % ) * 30 = 10
No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration Exp Rem. Dur. 1 A 0.8 30 5 83.3% 66.66% 5 10 2 B 2.0 10 0 25% 50% 7.5 5 Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 Exp. Rem. Duration = ( 100 % – Actual % ) * Original Duration Exp. Rem. Duration ( A ) = ( 100 % – 66.66 % ) * 30 = 10 Exp. Rem. Duration ( B ) = ( 100 % – 50 % ) * 10 = 5
No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration Exp Rem. duration Duratio n Var. 1 A 0.8 30 5 83.3% 66.66% 5 10 2 B 2.0 10 0 25% 50% 7.5 5 Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800
No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration Exp Rem. duration Duratio n Var. 1 A 0.8 30 5 83.3% 66.66% 5 10 2 B 2.0 10 0 25% 50% 7.5 5 Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 Duration Variance = Planned Rem. Duration. – Exp. Rem. Duration.
No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration Exp Rem. duration Duratio n Var. 1 A 0.8 30 5 83.3% 66.66% 5 10 -5 2 B 2.0 10 0 25% 50% 7.5 5 +2 Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 Duration Variance = Planned Rem. Duration. – Exp. Rem. Duration. -
No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration Exp Rem. duration Duratio n Var. 1 A 0.8 30 5 83.3% 66.66% 5 10 -5 2 B 2.0 10 0 25% 50% 7.5 5 +2 Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 No Activity PL Rem. Dur. Exp. Rem. duration 1 A 5 10 2 B 7.5 5
No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration Exp Rem. duration Duratio n Var. 1 A 0.8 30 5 83.3% 66.66% 5 10 -5 2 B 2.0 10 0 25% 50% 7.5 5 +2 Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 No Activity PL Rem. Dur. Exp. Rem. duration Duration Var. 1 A 5 10 -5 2 B 7.5 5 +2
No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration Exp Rem. duration Duratio n Var. 1 A 0.8 30 5 83.3% 66.66% 5 10 -5 2 B 2.0 10 0 25% 50% 7.5 5 +2 Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 No Activity PL Rem. Dur. Exp. Rem. duration Duration Var. New T.F 1 A 5 10 -5 0 2 B 7.5 5 +2 2
No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration Exp Rem. duration Duratio n Var. 1 A 0.8 30 5 83.3% 66.66% 5 10 -5 2 B 2.0 10 0 25% 50% 7.5 5 +2 Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 No Activity PL Rem. Dur. Exp. Rem. duration Duration Var. New T.F Status 1 A 5 10 -5 0 Became critical but no delay 2 B 7.5 5 +2 2 Became non critical
Mohamed Elhuseiny No Activity PL Rem. Dur. Exp. Rem. duration Duration Var. New T.F Status 1 A 5 10 -5 0 Became critical 2 B 7.5 5 +2 2 Became non critical
Mohamed Elhuseiny No Activity PL Rem. Dur. Exp. Rem. duration Duration Var. New T.F Status 1 A 5 10 -5 0 Became critical 2 B 7.5 5 +2 2 Became non critical New Total Float Zero = Became critical + Ve = non critical activity - Ve = activity delay The project delay in duration = The highest value of negative Total float
Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 We will consider the project performance will continue as per Performance at evaluation time
No Activity SPI Orig. Duration Total Float 1 A 0.8 30 5 2 B 2.0 10 0 Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800
No Activity SPI Orig. Duration Total Float Planned % 1 A 0.8 30 5 83.3% 2 B 2.0 10 0 25% Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800
No Activity SPI Orig. Duration Total Float Planned % Actual % 1 A 0.8 30 5 83.3% 66.66% 2 B 2.0 10 0 25% 50% Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800
No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration 1 A 0.8 30 5 83.3% 66.66% 2 B 2.0 10 0 25% 50% Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 PL Rem. Duration = ( 100 % – Planned % ) * Original Duration
No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration 1 A 0.8 30 5 83.3% 66.66% 5 2 B 2.0 10 0 25% 50% Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 PL Rem. Duration = ( 100 % – Planned % ) * Original Duration PL Rem. Duration ( A ) = ( 100% – 83.3% ) * 30 = 5
No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration 1 A 0.8 30 5 83.3% 66.66% 5 2 B 2.0 10 0 25% 50% 7.5 Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 PL Rem. Duration = ( 100 % – Planned % ) * Original Duration PL Rem. Duration ( A ) = ( 100% – 83.3% ) * 30 = 5 PL Rem. Duration ( B ) = ( 100% – 25 % ) * 10 = 7.5
No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration Exp Rem. Dur. 1 A 0.8 30 5 83.3% 66.66% 5 2 B 2.0 10 0 25% 50% 7.5 Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 Exp. Rem. Duration = ( 100 % – Actual % ) * Original Duration /SPI
No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration Exp Rem. Dur. 1 A 0.8 30 5 83.3% 66.66% 5 12.5 2 B 2.0 10 0 25% 50% 7.5 Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 Exp. Rem. Duration = ( 100 % – Actual % ) * Original Duration /SPI Exp. Rem. Duration ( A ) = ( 100 % – 66.66 % ) * 30 /.8 = 12.5
No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration Exp Rem. Dur. 1 A 0.8 30 5 83.3% 66.66% 5 12.5 2 B 2.0 10 0 25% 50% 7.5 2.5 Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 Exp. Rem. Duration = ( 100 % – Actual % ) * Original Duration /SPI Exp. Rem. Duration ( A ) = ( 100 % – 66.66 % ) * 30 /.8 = 12.5 Exp. Rem. Duration ( B ) = ( 100 % – 50 % ) * 10 /2 = 2.5
No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration Exp Rem. duration Duratio n Var. 1 A 0.8 30 5 83.3% 66.66% 5 12.5 -7.5 2 B 2.0 10 0 25% 50% 7.5 2.5 +5 Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 Duration Variance = Planned Remaining Duration. – Exp. Remaining. Duration. -
No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration Exp Rem. duration Duratio n Var. 1 A 0.8 30 5 83.3% 66.66% 5 12.5 -7.5 2 B 2.0 10 0 25% 50% 7.5 2.5 +5 Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 No Activity PL Rem. Dur. Exp. Rem. duration Duration Var. New T.F Status 1 A 5 12.5 -7.5 -2.5 Became Critical and delay project by 2.5 2 B 7.5 2.5 +5 + 5 Became non critical

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Earned value

  • 2. Earned Value ( EV ) • Using Earned value to evaluate project performance ( cost and time ). • There are 5 variable to be understood in this technique. 1-Planned cost , 2-actual cost 3-Planned works , 4-actual works 5-Time First you have to fix ( Time ) parameter for fair comparison that means your comparison should be in one point on your time scale. Mohamed Elhuseiny
  • 3. • Earned value is the budget cost of work performed. • Earned Value ( EV ) = Planned cost * Actual work • Actual cost ( AC )= Actual Price * Actual work • Planned value ( PV ) = Planned cost * planned work • Note:- • Earned value combined with (AC )in Actual works • Earned value combined with (PV ) in Planned cost Mohamed Elhuseiny
  • 4. Example No Activity Total Qty Planned price Planned Qty Planned Value 1 A 300 24 250 2 B 200 20 50 Total After a specified time Mohamed Elhuseiny
  • 5. Example No Activity Total Qty Planned price Planned Qty Planned Value 1 A 300 24 250 2 B 200 20 50 Total After a specified time PV Mohamed Elhuseiny
  • 6. Example No Activity Total Qty Planned price Planned Qty Planned Value 1 A 300 24 250 6000 2 B 200 20 50 1000 Total 7000 After a specified time PV Mohamed Elhuseiny
  • 7. Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price 1 A 300 24 250 6000 200 25 2 B 200 20 50 1000 100 19 Total 7000 After a specified time PV Mohamed Elhuseiny
  • 8. Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost 1 A 300 24 250 6000 200 25 5000 2 B 200 20 50 1000 100 19 1900 Total 7000 6900 After a specified time ACPV Mohamed Elhuseiny
  • 9. Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 2 B 200 20 50 1000 100 19 1900 Total 7000 6900 After a specified time ACPV EV Mohamed Elhuseiny
  • 10. Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 After a specified time ACPV EV Mohamed Elhuseiny
  • 11. Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Cost variance ( CV ) = Earned value ( EV ) – Actual cost ( AC ) Mohamed Elhuseiny
  • 12. Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Cost variance ( CV ) = Earned value ( EV ) – Actual cost ( AC ) Mohamed Elhuseiny
  • 13. Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Cost variance ( CV ) = Earned value ( EV ) – Actual cost ( AC ) CV =6800 – 6900 = -100 Mohamed Elhuseiny
  • 14. Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Cost variance ( CV ) = Earned value ( EV ) – Actual cost ( AC ) CV =6800 – 6900 = -100 Negative value = Over Budget Mohamed Elhuseiny
  • 15. Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Schedule variance ( SV ) = Earned value ( EV ) – Planned Value( PV ) Mohamed Elhuseiny
  • 16. Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Schedule variance ( SV ) = Earned value ( EV ) – Planned Value( PV ) SV =6800 – 7000 = -200 Mohamed Elhuseiny
  • 17. Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Schedule variance ( SV ) = Earned value ( EV ) – Planned Value( PV) SV =6800 – 7000 = -200 Negative value = Delay Mohamed Elhuseiny
  • 18. Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Cost Performance Index ( CPI ) = Earned value ( EV ) / Actual Value( AC) Mohamed Elhuseiny
  • 19. Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Cost Performance Index ( CPI ) = Earned value ( EV ) / Actual Value( AC) CPI =6800 / 6900 = 0.985 Mohamed Elhuseiny
  • 20. Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Cost Performance Index ( CPI ) = Earned value ( EV ) / Actual Value( AC) CPI =6800 / 6900 = 0.985 Less than one = Cost Bad Performance Mohamed Elhuseiny
  • 21. Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Schedule Performance Index ( SPI ) = Earned value ( EV ) / Planned Value( PV) Mohamed Elhuseiny
  • 22. Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Schedule Performance Index ( SPI ) = Earned value ( EV ) / Planned Value( PV) SPI =6800 / 7000 = 0.971 Mohamed Elhuseiny
  • 23. Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Schedule Performance Index ( SPI ) = Earned value ( EV ) / Planned Value( PV) SPI =6800 / 7000 = 0.971 Less than one = Schedule Bad Performance Mohamed Elhuseiny
  • 24. Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Budget at completion ( BAC ) = total Qty * Planned Price Mohamed Elhuseiny
  • 25. Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Budget at completion ( BAC ) = total Qty * Planned Price BAC = ( 300* 24 ) + ( 200 * 20 ) = 11200 Mohamed Elhuseiny
  • 26. Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Budget at completion ( BAC ) = total Qty * Planned Price BAC = ( 300* 24 ) + ( 200 * 20 ) = 11200 Estimate at completion ( EAC ) = Budget at completion ( BAC ) / Cost Performance Index ( CPI ) Mohamed Elhuseiny
  • 27. Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Budget at completion ( BAC ) = total Qty * Planned Price BAC = ( 300* 24 ) + ( 200 * 20 ) = 11200 Estimate at completion ( EAC ) = Budget at completion ( BAC ) / Cost Performance Index ( CPI ) ( EAC ) = 11200 / 0.985 = 11370.5 Mohamed Elhuseiny
  • 28. Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Budget at completion ( BAC ) = total Qty * Planned Price BAC = ( 300* 24 ) + ( 200 * 20 ) = 11200 Estimate at completion ( EAC ) = Budget at completion ( BAC ) / Cost Performance Index ( CPI ) ( EAC ) = 11200 / 0.985 = 11370.5 Mohamed Elhuseiny
  • 29. Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Estimate to complete( ETC ) = Estimate at completion ( EAC ) – Actual Cost ( AC ) Mohamed Elhuseiny
  • 30. Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Estimate to complete( ETC ) = Estimate at completion ( EAC ) – Actual Cost ( AC ) ETC = ( 11370.5) - ( 6900) = 4470.5 Mohamed Elhuseiny
  • 31. Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Different ways to calculate Estimate at completion ( EAC ) Mohamed Elhuseiny
  • 32. Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Different ways to calculate Estimate at completion ( EAC ) Second:- EAC = Actual cost ( AC ) + Budget at completion ( BAC ) – Earned Value ( EV ) Mohamed Elhuseiny
  • 33. Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Different ways to calculate Estimate at completion ( EAC ) Second:- EAC = Actual cost ( AC ) + Budget at completion ( BAC ) – Earned Value ( EV ) EAC = 6900+ 11200 – 6800 = 11300 Mohamed Elhuseiny
  • 34. Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Different ways to calculate Estimate at completion ( EAC ) Third:- EAC = Actual cost ( AC ) + {[Budget at completion ( BAC ) – Earned Value ( EV )]/[CPI*SPI ] Mohamed Elhuseiny
  • 35. Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Different ways to calculate Estimate at completion ( EAC ) Third:- EAC = Actual cost ( AC ) + {[Budget at completion ( BAC ) – Earned Value ( EV )]/[CPI*SPI ] EAC = 6900+ {[11200 – 6800 ]/0.985 * 0.971 = 11814.70 Mohamed Elhuseiny
  • 36. Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Different ways to calculate Estimate at completion ( EAC ) First EAC = 11370.5 Second EAC = 11300 Third EAC = 11814.70 Mohamed Elhuseiny
  • 37. Why there are a different in calculating EAC ????? • First equation considered the cost will follow the previous performance and the cost will be the same parameter of planned cost. • Second equation considered the future performance will be as per planned. • Third equation considered the CPI & SPI will affect the future performance. Mohamed Elhuseiny
  • 38. Cost Time Late & Under budget planned work * planned cost Actual work * planned cost Actual work * Actual cost Cost variance ( CV ) = Earned value ( EV ) - Actual cost ( AC ) Schedule variance ( SV ) = Earned value ( EV ) - Planned cost ( PC ) Cost Time Late & Under budget planned work * planned cost Actual work * planned cost Actual work * Actual cost Cost variance ( CV ) = Earned value ( EV ) - Actual cost ( AC ) Schedule variance ( SV ) = Earned value ( EV ) - Planned cost ( PC ) Mohamed Elhuseiny
  • 39. Cost Time Late & Over budget planned work * planned cost Actual work * planned cost Actual work * Actual cost Cost variance ( CV ) = Earned value ( EV ) - Actual cost ( AC ) Schedule variance ( SV ) = Earned value ( EV ) - Planned cost ( PC ) Mohamed Elhuseiny
  • 40. Cost Time Ahead & Under budget planned work * planned cost Actual work * planned cost Actual work * Actual cost Cost variance ( CV ) = Earned value ( EV ) - Actual cost ( AC ) Schedule variance ( SV ) = Earned value ( EV ) - Planned cost ( PC ) Mohamed Elhuseiny
  • 41. Cost Time Ahead & Over budget planned work * planned cost Actual work * planned cost Actual work * Actual cost Cost variance ( CV ) = Earned value ( EV ) - Actual cost ( AC ) Schedule variance ( SV ) = Earned value ( EV ) - Planned cost ( PC ) Mohamed Elhuseiny
  • 42. Using individual technique Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Mohamed Elhuseiny Schedule Performance Index ( SPI ) = Earned value ( EV ) / Planned Value( PV)
  • 43. Using individual technique Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Mohamed Elhuseiny Schedule Performance Index ( SPI ) = Earned value ( EV ) / Planned Value( PV) ( SPI ) for ( A ) = 4800/ 6000 = 0.8 ( Delay )
  • 44. Using individual technique Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Mohamed Elhuseiny Schedule Performance Index ( SPI ) = Earned value ( EV ) / Planned Value( PV) ( SPI ) for ( A ) = 4800/ 6000 = 0.8 ( Delay ) ( SPI ) for ( B ) = 2000/ 1000 = 2.0 ( Ahead )
  • 45. Using individual technique Example No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 ACPV EV Mohamed Elhuseiny Schedule Performance Index ( SPI ) = Earned value ( EV ) / Planned Value( PV) ( SPI ) for ( A ) = 4800/ 6000 = 0.8 ( Delay ) ( SPI ) for ( B ) = 2000/ 1000 = 2.0 ( Ahead ) ( SPI ) for ( A&B ) = 6800/ 7000 = 0.971 ( Delay )
  • 46. Which one we will choose ?? Which one affect really project time schedule ??? • This confliction force us not to use EV technique in time performance evaluation unless using addition information and calculations. • For time evaluation we need to add the following parameters:- • 1- Activity or work package duration. • 2- Total float for each activity or work package. • And follow the following table. Mohamed Elhuseiny
  • 47. Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 We will consider the project performance will continue as per Planned
  • 48. No Activity SPI Orig. Duration Total Float 1 A 0.8 30 5 2 B 2.0 10 0 Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800
  • 49. No Activity SPI Orig. Duration Total Float Planned % 1 A 0.8 30 5 83.3% 2 B 2.0 10 0 25% Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800
  • 50. No Activity SPI Orig. Duration Total Float Planned % Actual % 1 A 0.8 30 5 83.3% 66.66% 2 B 2.0 10 0 25% 50% Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800
  • 51. No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration 1 A 0.8 30 5 83.3% 66.66% 2 B 2.0 10 0 25% 50% Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 PL Rem. Duration = ( 100 % – Planned % ) * Original Duration
  • 52. No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration 1 A 0.8 30 5 83.3% 66.66% 5 2 B 2.0 10 0 25% 50% Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 PL Rem. Duration = ( 100 % – Planned % ) * Original Duration PL Rem. Duration ( A ) = ( 100% – 83.3% ) * 30 = 5
  • 53. No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration 1 A 0.8 30 5 83.3% 66.66% 5 2 B 2.0 10 0 25% 50% 7.5 Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 PL Rem. Duration = ( 100 % – Planned % ) * Original Duration PL Rem. Duration ( A ) = ( 100% – 83.3% ) * 30 = 5 PL Rem. Duration ( B ) = ( 100% – 25 % ) * 10 = 7.5
  • 54. No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration Exp Rem. Dur. 1 A 0.8 30 5 83.3% 66.66% 5 2 B 2.0 10 0 25% 50% 7.5 Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 Exp. Rem. Duration = ( 100 % – Actual % ) * Original Duration
  • 55. No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration Exp Rem. Dur. 1 A 0.8 30 5 83.3% 66.66% 5 10 2 B 2.0 10 0 25% 50% 7.5 Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 Exp. Rem. Duration = ( 100 % – Actual % ) * Original Duration Exp. Rem. Duration ( A ) = ( 100 % – 66.66 % ) * 30 = 10
  • 56. No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration Exp Rem. Dur. 1 A 0.8 30 5 83.3% 66.66% 5 10 2 B 2.0 10 0 25% 50% 7.5 5 Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 Exp. Rem. Duration = ( 100 % – Actual % ) * Original Duration Exp. Rem. Duration ( A ) = ( 100 % – 66.66 % ) * 30 = 10 Exp. Rem. Duration ( B ) = ( 100 % – 50 % ) * 10 = 5
  • 57. No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration Exp Rem. duration Duratio n Var. 1 A 0.8 30 5 83.3% 66.66% 5 10 2 B 2.0 10 0 25% 50% 7.5 5 Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800
  • 58. No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration Exp Rem. duration Duratio n Var. 1 A 0.8 30 5 83.3% 66.66% 5 10 2 B 2.0 10 0 25% 50% 7.5 5 Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 Duration Variance = Planned Rem. Duration. – Exp. Rem. Duration.
  • 59. No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration Exp Rem. duration Duratio n Var. 1 A 0.8 30 5 83.3% 66.66% 5 10 -5 2 B 2.0 10 0 25% 50% 7.5 5 +2 Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 Duration Variance = Planned Rem. Duration. – Exp. Rem. Duration. -
  • 60. No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration Exp Rem. duration Duratio n Var. 1 A 0.8 30 5 83.3% 66.66% 5 10 -5 2 B 2.0 10 0 25% 50% 7.5 5 +2 Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 No Activity PL Rem. Dur. Exp. Rem. duration 1 A 5 10 2 B 7.5 5
  • 61. No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration Exp Rem. duration Duratio n Var. 1 A 0.8 30 5 83.3% 66.66% 5 10 -5 2 B 2.0 10 0 25% 50% 7.5 5 +2 Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 No Activity PL Rem. Dur. Exp. Rem. duration Duration Var. 1 A 5 10 -5 2 B 7.5 5 +2
  • 62. No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration Exp Rem. duration Duratio n Var. 1 A 0.8 30 5 83.3% 66.66% 5 10 -5 2 B 2.0 10 0 25% 50% 7.5 5 +2 Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 No Activity PL Rem. Dur. Exp. Rem. duration Duration Var. New T.F 1 A 5 10 -5 0 2 B 7.5 5 +2 2
  • 63. No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration Exp Rem. duration Duratio n Var. 1 A 0.8 30 5 83.3% 66.66% 5 10 -5 2 B 2.0 10 0 25% 50% 7.5 5 +2 Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 No Activity PL Rem. Dur. Exp. Rem. duration Duration Var. New T.F Status 1 A 5 10 -5 0 Became critical but no delay 2 B 7.5 5 +2 2 Became non critical
  • 64. Mohamed Elhuseiny No Activity PL Rem. Dur. Exp. Rem. duration Duration Var. New T.F Status 1 A 5 10 -5 0 Became critical 2 B 7.5 5 +2 2 Became non critical
  • 65. Mohamed Elhuseiny No Activity PL Rem. Dur. Exp. Rem. duration Duration Var. New T.F Status 1 A 5 10 -5 0 Became critical 2 B 7.5 5 +2 2 Became non critical New Total Float Zero = Became critical + Ve = non critical activity - Ve = activity delay The project delay in duration = The highest value of negative Total float
  • 66. Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 We will consider the project performance will continue as per Performance at evaluation time
  • 67. No Activity SPI Orig. Duration Total Float 1 A 0.8 30 5 2 B 2.0 10 0 Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800
  • 68. No Activity SPI Orig. Duration Total Float Planned % 1 A 0.8 30 5 83.3% 2 B 2.0 10 0 25% Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800
  • 69. No Activity SPI Orig. Duration Total Float Planned % Actual % 1 A 0.8 30 5 83.3% 66.66% 2 B 2.0 10 0 25% 50% Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800
  • 70. No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration 1 A 0.8 30 5 83.3% 66.66% 2 B 2.0 10 0 25% 50% Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 PL Rem. Duration = ( 100 % – Planned % ) * Original Duration
  • 71. No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration 1 A 0.8 30 5 83.3% 66.66% 5 2 B 2.0 10 0 25% 50% Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 PL Rem. Duration = ( 100 % – Planned % ) * Original Duration PL Rem. Duration ( A ) = ( 100% – 83.3% ) * 30 = 5
  • 72. No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration 1 A 0.8 30 5 83.3% 66.66% 5 2 B 2.0 10 0 25% 50% 7.5 Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 PL Rem. Duration = ( 100 % – Planned % ) * Original Duration PL Rem. Duration ( A ) = ( 100% – 83.3% ) * 30 = 5 PL Rem. Duration ( B ) = ( 100% – 25 % ) * 10 = 7.5
  • 73. No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration Exp Rem. Dur. 1 A 0.8 30 5 83.3% 66.66% 5 2 B 2.0 10 0 25% 50% 7.5 Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 Exp. Rem. Duration = ( 100 % – Actual % ) * Original Duration /SPI
  • 74. No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration Exp Rem. Dur. 1 A 0.8 30 5 83.3% 66.66% 5 12.5 2 B 2.0 10 0 25% 50% 7.5 Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 Exp. Rem. Duration = ( 100 % – Actual % ) * Original Duration /SPI Exp. Rem. Duration ( A ) = ( 100 % – 66.66 % ) * 30 /.8 = 12.5
  • 75. No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration Exp Rem. Dur. 1 A 0.8 30 5 83.3% 66.66% 5 12.5 2 B 2.0 10 0 25% 50% 7.5 2.5 Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 Exp. Rem. Duration = ( 100 % – Actual % ) * Original Duration /SPI Exp. Rem. Duration ( A ) = ( 100 % – 66.66 % ) * 30 /.8 = 12.5 Exp. Rem. Duration ( B ) = ( 100 % – 50 % ) * 10 /2 = 2.5
  • 76. No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration Exp Rem. duration Duratio n Var. 1 A 0.8 30 5 83.3% 66.66% 5 12.5 -7.5 2 B 2.0 10 0 25% 50% 7.5 2.5 +5 Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 Duration Variance = Planned Remaining Duration. – Exp. Remaining. Duration. -
  • 77. No Activity SPI Orig. Duration Total Float Planned % Actual % PL Rem. duration Exp Rem. duration Duratio n Var. 1 A 0.8 30 5 83.3% 66.66% 5 12.5 -7.5 2 B 2.0 10 0 25% 50% 7.5 2.5 +5 Mohamed Elhuseiny No Activity Total Qty Planned price Planned Qty Planned Value Actual Qty Actual Price Actual cost Earned Value 1 A 300 24 250 6000 200 25 5000 4800 2 B 200 20 50 1000 100 19 1900 2000 Total 7000 6900 6800 No Activity PL Rem. Dur. Exp. Rem. duration Duration Var. New T.F Status 1 A 5 12.5 -7.5 -2.5 Became Critical and delay project by 2.5 2 B 7.5 2.5 +5 + 5 Became non critical