Earned Schedule (ES) is a method for analyzing schedule performance using Earned Value Management (EVM) data. It allows calculation of time-based performance indicators like Schedule Variance and Schedule Performance Index. The document discusses applying ES below the project level, such as to work packages and critical paths. It explains that to do so, the tasks being analyzed must be grouped and have their own performance measurement baseline created, so they can be treated as a project and have ES calculated. An example is provided analyzing the critical path tasks of a sample project. This allows schedule performance to be evaluated at different levels within a project using ES.
1) Earned value analysis is a technique used to measure project performance and forecast completion costs and dates. It compares planned, actual, and earned values.
2) The document describes a case study of applying earned value analysis to a bridge construction project in India. It involved constructing two flyovers over five phases with a budget of 25 crores.
3) Earned value analysis of the project schedule identified that the project was behind schedule, so activities were crashed to shorten the duration. When actual costs were higher than planned, activities were smoothed to reduce costs by extending durations and optimizing resources.
The document discusses the Program Evaluation and Review Technique (PERT) which is a management tool used to define and integrate project events. PERT uses optimistic, pessimistic, and most likely time estimates to calculate the expected time for tasks. It is event-oriented and models the logical order and dependencies of activities. Variance and standard deviation are also calculated to measure uncertainty. An example project is provided showing how to determine activity times, critical paths, and the probability of meeting a deadline.
Earned Value Management (EVM) is a technique
that forecasts the project giving an early warning of cost &
schedule. It not onely measures the project performance but also
measure the progress of the schedule. It is an effective tool to
measure cost, schedule & performance of the project. The EVA is
useful in various fields such as IT, Industries and Construction
companies etc.
The value of Earned Value Analysis (EVA) is dependent on
two key areas i.e. Precise Cost information and pragmatic
progress of project. If these two key areas are efficient then
benefit of the project will definitely get valued. This paper
summarizes the evolution, basic terminologies of Earned value
Analysis and effective use of it in the construction industries by
MS Project. There are many ways to implement EVA in the
construction project. MS Project is a tool to determine the EV
and its parameters in an efficient way with accuracy and within
time constraints.
The document discusses Project Evaluation and Review Technique (PERT), a method for planning, scheduling, and controlling complex projects. PERT was developed in the late 1950s to manage the Polaris missile program. It involves identifying tasks, durations, dependencies and critical paths to determine the minimum time needed to complete the overall project. The summary analyzes how PERT can be used by nurse managers to plan nursing work schedules and allocate resources efficiently to reduce patient costs and hospital stays.
Study of Probability Distributions of Cpi and Spi in Earned Value Analysistheijes
Earned Value analysis (EVA) is the most efficient tool used for transitional review of project execution .It is helpful to project managers and management team to value the progress of project work throughout the project life cycle. The Earned Schedule (ES) is used to approximate the time or duration of project/ s for appropriate evaluation of project execution. ES also help to forecast the time required to complete the project. When combined with schedule analysis, ES can enhance the project. EVA provides the controlling tool for better decision making in project management. The paper discuss about the probability distribution of Cost performance Index (CPI) and Schedule performance Index (SPI). Best fitted distribution will help for forecasting project duration effectively. This helps the Project Manager to prevent the over budgeted cost in future. So an attempt is made to find the alternative distribution of CPI and SPI for better decision making. If the project schedule performance shows poor results then manager need to take the corrective action with the help of this tool. Weibull, Gamma and Exponentiated Exponential Distribution functions are used to study the effect of SPI on CPI. For making better decision in project scheduling, Project managers can review the parameters using EVM tool. The tool is useful in all types of civil engineering and software engineering projects.
This document discusses project management and the Program Evaluation and Review Technique (PERT). It begins with introductions to project management and PERT. PERT is a statistical tool used to analyze tasks in a project and determine the minimum time needed. Key PERT concepts discussed include critical path, float, expected and normal times. The document provides a theoretical example and then applies PERT to an industrial example of assembling a switch board. Key steps of PERT execution are outlined. Questions about project management responsibilities are also addressed.
Earned Value Probabilistic Forecasting Using Monte Carlo SimulationRicardo Viana Vargas
The aim of this article is to present a proposal of interconnection between models and probabilistic simulations of project as possible ways to determine EAC (Final cost) through Earned Value Analysis. The article proves that the use of the 3 main models of projection (constant index, CPI and SCI) as the basis of a triangular probabilistic distribution that, through Monte Carlo simulation will permit associate and determine the probability according to the accomplishment of budgets and costs of the project.
The document provides an overview of the Program Evaluation and Review Technique (PERT). It begins by defining PERT as a statistical tool used in project management to analyze and represent tasks involved in completing a project. It then discusses the history and development of PERT by the US Navy in the 1950s. The document goes on to explain key PERT concepts such as events, activities, time estimates, floats, critical paths, and how PERT is used to schedule and manage projects. It concludes by discussing some advantages and limitations of using PERT for project management.
1) Earned value analysis is a technique used to measure project performance and forecast completion costs and dates. It compares planned, actual, and earned values.
2) The document describes a case study of applying earned value analysis to a bridge construction project in India. It involved constructing two flyovers over five phases with a budget of 25 crores.
3) Earned value analysis of the project schedule identified that the project was behind schedule, so activities were crashed to shorten the duration. When actual costs were higher than planned, activities were smoothed to reduce costs by extending durations and optimizing resources.
The document discusses the Program Evaluation and Review Technique (PERT) which is a management tool used to define and integrate project events. PERT uses optimistic, pessimistic, and most likely time estimates to calculate the expected time for tasks. It is event-oriented and models the logical order and dependencies of activities. Variance and standard deviation are also calculated to measure uncertainty. An example project is provided showing how to determine activity times, critical paths, and the probability of meeting a deadline.
Earned Value Management (EVM) is a technique
that forecasts the project giving an early warning of cost &
schedule. It not onely measures the project performance but also
measure the progress of the schedule. It is an effective tool to
measure cost, schedule & performance of the project. The EVA is
useful in various fields such as IT, Industries and Construction
companies etc.
The value of Earned Value Analysis (EVA) is dependent on
two key areas i.e. Precise Cost information and pragmatic
progress of project. If these two key areas are efficient then
benefit of the project will definitely get valued. This paper
summarizes the evolution, basic terminologies of Earned value
Analysis and effective use of it in the construction industries by
MS Project. There are many ways to implement EVA in the
construction project. MS Project is a tool to determine the EV
and its parameters in an efficient way with accuracy and within
time constraints.
The document discusses Project Evaluation and Review Technique (PERT), a method for planning, scheduling, and controlling complex projects. PERT was developed in the late 1950s to manage the Polaris missile program. It involves identifying tasks, durations, dependencies and critical paths to determine the minimum time needed to complete the overall project. The summary analyzes how PERT can be used by nurse managers to plan nursing work schedules and allocate resources efficiently to reduce patient costs and hospital stays.
Study of Probability Distributions of Cpi and Spi in Earned Value Analysistheijes
Earned Value analysis (EVA) is the most efficient tool used for transitional review of project execution .It is helpful to project managers and management team to value the progress of project work throughout the project life cycle. The Earned Schedule (ES) is used to approximate the time or duration of project/ s for appropriate evaluation of project execution. ES also help to forecast the time required to complete the project. When combined with schedule analysis, ES can enhance the project. EVA provides the controlling tool for better decision making in project management. The paper discuss about the probability distribution of Cost performance Index (CPI) and Schedule performance Index (SPI). Best fitted distribution will help for forecasting project duration effectively. This helps the Project Manager to prevent the over budgeted cost in future. So an attempt is made to find the alternative distribution of CPI and SPI for better decision making. If the project schedule performance shows poor results then manager need to take the corrective action with the help of this tool. Weibull, Gamma and Exponentiated Exponential Distribution functions are used to study the effect of SPI on CPI. For making better decision in project scheduling, Project managers can review the parameters using EVM tool. The tool is useful in all types of civil engineering and software engineering projects.
This document discusses project management and the Program Evaluation and Review Technique (PERT). It begins with introductions to project management and PERT. PERT is a statistical tool used to analyze tasks in a project and determine the minimum time needed. Key PERT concepts discussed include critical path, float, expected and normal times. The document provides a theoretical example and then applies PERT to an industrial example of assembling a switch board. Key steps of PERT execution are outlined. Questions about project management responsibilities are also addressed.
Earned Value Probabilistic Forecasting Using Monte Carlo SimulationRicardo Viana Vargas
The aim of this article is to present a proposal of interconnection between models and probabilistic simulations of project as possible ways to determine EAC (Final cost) through Earned Value Analysis. The article proves that the use of the 3 main models of projection (constant index, CPI and SCI) as the basis of a triangular probabilistic distribution that, through Monte Carlo simulation will permit associate and determine the probability according to the accomplishment of budgets and costs of the project.
The document provides an overview of the Program Evaluation and Review Technique (PERT). It begins by defining PERT as a statistical tool used in project management to analyze and represent tasks involved in completing a project. It then discusses the history and development of PERT by the US Navy in the 1950s. The document goes on to explain key PERT concepts such as events, activities, time estimates, floats, critical paths, and how PERT is used to schedule and manage projects. It concludes by discussing some advantages and limitations of using PERT for project management.
“Application of the Program Evaluation Review and TechniquePantho Sarker
The document provides an overview of the Program Evaluation and Review Technique (PERT). It discusses the origin and history of PERT and how it was developed parallel to the Critical Path Method (CPM). The document outlines the key features of PERT, including that it uses three time estimates (optimistic, pessimistic, most likely) to calculate the expected time to complete each task. The advantages of PERT are also summarized, such as how it can be used to determine the estimated project completion date and flexibility in a project schedule.
Programme evaluation & review technique (pert)AnkitaKadam20
This document provides an overview of Programme Evaluation & Review Technique (PERT) and Critical Path Method (CPM). It defines PERT as a technique used to plan, schedule, organize, coordinate, and control uncertain project activities, using three time estimates. CPM is defined as a method used to plan, schedule, coordinate, and control project activities, assuming fixed activity durations. The document outlines the key components, steps, and benefits of PERT and CPM, noting they are both useful for project planning but designed for different types of projects and environments.
This paper explores using a theoretical S-curve equation to forecast total project duration based on past physical progress data. It presents three case studies applying the method: 1) A petrochemical plant where actual progress of 37.6% in 23 months was used to fit a curve predicting completion in 46 months, close to later reported progress. 2) An oil & gas unit where early and later data fits predicted completion accurately. 3) A civil works project where initial and additional data again closely matched the predicted curve. The method provides a simple tool to forecast duration when detailed schedule data is unavailable.
This document provides an overview of PERT/CPM (Program/Project Evaluation and Review Technique/Critical Path Method). It describes PERT/CPM as methods used to plan, schedule, and control projects involving complex sequences of interdependent activities. The document outlines the history, framework, basic terms, and differences between PERT and CPM. It also discusses the advantages and disadvantages of using PERT/CPM for project management.
PERT (Program (or Project) Evaluation and Review Technique) is a model for project management designed to analyze and represent the tasks involved in completing a given project. It was developed in the 1950s to schedule large, complex US government projects. PERT uses network diagrams and calculations to determine the critical path of tasks, expected task durations, and slack time to optimize schedules and identify risks. Key aspects of PERT include defining tasks as events with durations, determining early and late start/finish times, identifying the critical path, and calculating float to determine which tasks have scheduling flexibility.
The document discusses Project Evaluation Review Technique (PERT), a project management tool used to analyze tasks, time required, and critical paths. It describes various project management methodologies like PRINCE2, Agile, and Critical Path Method (CPM) that are suited for different types of projects. Finally, it discusses setting up an organizational structure and quality management process for a project.
Network analysis techniques like CPM and PERT are useful for planning, scheduling, and controlling projects. They define activities, durations, and dependencies using a network diagram. The critical path is identified as the longest sequence of activities to complete the project. Monitoring progress against the network allows managers to focus on critical tasks and adjust resources if needed to minimize delays. While useful for large projects, activity definitions and time estimates require care to apply these techniques accurately.
This presentation summarizes the Line of Balance (LOB) project scheduling technique. LOB was developed in the 1940s/50s for repetitive construction projects like highways, pipelines, and buildings. It uses a simple diagram to show the location and timing of work crews for each task. The key steps are: 1) creating a logic diagram of tasks, 2) estimating task durations, 3) selecting a buffer time, and 4) calculating targets to meet deadlines. LOB helps optimize resource usage and identifies potential issues. It provides clear visibility into work progress and allows easy schedule updating for repetitive projects.
Economics of project evaluation cpm module2ahsanrabbani
Introduction: The competencies required for developing business cases comprise a range of skills, including those for:
• facilitation and negotiation
• demand management
• risk management
• value management
• economic, social, environmental and budget analyses, and
• strategic planning.
Introduction
CPM/PERT or Network Analysis as the technique is sometimes called, developed along two parallel streams, one industrial and the other military.
CPM (Critical Path Method) was the discovery of M.R.Walker of E.I.Du Pont de Nemours & Co. and J.E.Kelly of Remington Rand, circa 1957. The computation was designed for the UNIVAC-I computer. The first test was made in 1958, when CPM was applied to the construction of a new chemical plant. In March 1959, the method was applied to maintenance shut-down at the Du Pont works in Louisville, Kentucky. Unproductive time was reduced from 125 to 93 hours.
PERT (Project Evaluation and Review Technique) was devised in 1958 for the POLARIS missile program by the Program Evaluation Branch of the Special Projects office of the U.S.Navy, helped by the Lockheed Missile Systems division and the Consultant firm of Booz-Allen & Hamilton. The calculations were so arranged so that they could be carried out on the IBM Naval Ordinance Research Computer (NORC) at Dahlgren, Virginia.
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
The document discusses project management and how to plan and schedule projects in Microsoft Project. It defines key project management terms like tasks, resources, relationships, and views. It outlines the steps to create a new project in Microsoft Project, including setting properties, timetables, and entering tasks and durations. It describes how to visualize projects using Gantt charts, assign relationships between tasks, and format outlines and summaries. Calendar settings allow customizing work schedules for individual tasks.
This chapter discusses key concepts for project scheduling including developing activity networks, estimating activity durations, calculating the critical path, and identifying ways to reduce the critical path. The chapter objectives are to understand scheduling terminology, create activity networks, estimate durations probabilistically, determine the critical path using forward and backward passes, identify float, calculate on-time probability under PERT, and understand how to reduce the critical path.
An Alternate Approach to Cost and Schedule IntegrationAcumen
This paper discusses why the emerging 14 Point Schedule Assessment, developed by the Defense Contract Management Agency (DCMA), is fast becoming an established standard within the scheduling community across multiple industries.
This document discusses several project scheduling and management techniques including Gantt charts, PERT charts, critical path method, critical chain scheduling, and using project management software. It provides descriptions and examples of each technique. Gantt charts track task progress visually on a timeline. PERT uses statistical analysis to estimate activity durations. Critical path method identifies the longest sequence of tasks. Critical chain scheduling accounts for limited resources by removing buffers and adding buffers to the project schedule. Project management software can help facilitate communications and schedule analysis if used properly.
Tools for project management is described some of the commonly used tools such as gantt chart, pert chart, logic network, product breakdown structure, work breakdown structure is defined briefly.
The document discusses a project to move a company's credit card operations from Dallas to Des Moines within a 22 week deadline. It identifies 10 activities in the project including selecting an office site, creating a financial plan, determining personnel needs, and training new employees. It constructs a network diagram to show the precedence relationships between activities and introduces dummy activities to correctly depict relationships. It then estimates optimistic, most likely, and pessimistic times for each activity to find the project's critical path using the Critical Path Method (CPM).
Construction Project Schedule Template- Residential BuildingSHAZEBALIKHAN1
The excel template is a ready-to-use project schedule for a residential building construction project. The article gives the basic idea of a project schedule for residential building construction. Download the excel file through the hyperlink in the article.
1) PERT and CPM are network analysis techniques used to schedule, coordinate, and control complex projects. They analyze the tasks involved in a project and their interdependencies to estimate project duration and identify the critical path.
2) The document discusses key aspects of PERT and CPM including activity networks, time estimates, critical path identification, and slack calculations. It also provides an example of applying PERT/CPM to schedule a construction project.
3) PERT and CPM both help answer questions about project completion date, start/finish times of tasks, critical tasks, and float or slack times. The example project demonstrates how its network diagram can be used to determine a 44-week schedule with identified
Generate a Content Strategy to Create Rabid Fans and BuyersAffiliate Summit
This presentation is from Affiliate Summit East 2014 (August 10-12, 2014 New York City).
Session Description: Success through content marketing requires a powerful content strategy. I’ll teach you how to build user personas, optimize your content sales funnel and organize an expert content marketing team.
“Application of the Program Evaluation Review and TechniquePantho Sarker
The document provides an overview of the Program Evaluation and Review Technique (PERT). It discusses the origin and history of PERT and how it was developed parallel to the Critical Path Method (CPM). The document outlines the key features of PERT, including that it uses three time estimates (optimistic, pessimistic, most likely) to calculate the expected time to complete each task. The advantages of PERT are also summarized, such as how it can be used to determine the estimated project completion date and flexibility in a project schedule.
Programme evaluation & review technique (pert)AnkitaKadam20
This document provides an overview of Programme Evaluation & Review Technique (PERT) and Critical Path Method (CPM). It defines PERT as a technique used to plan, schedule, organize, coordinate, and control uncertain project activities, using three time estimates. CPM is defined as a method used to plan, schedule, coordinate, and control project activities, assuming fixed activity durations. The document outlines the key components, steps, and benefits of PERT and CPM, noting they are both useful for project planning but designed for different types of projects and environments.
This paper explores using a theoretical S-curve equation to forecast total project duration based on past physical progress data. It presents three case studies applying the method: 1) A petrochemical plant where actual progress of 37.6% in 23 months was used to fit a curve predicting completion in 46 months, close to later reported progress. 2) An oil & gas unit where early and later data fits predicted completion accurately. 3) A civil works project where initial and additional data again closely matched the predicted curve. The method provides a simple tool to forecast duration when detailed schedule data is unavailable.
This document provides an overview of PERT/CPM (Program/Project Evaluation and Review Technique/Critical Path Method). It describes PERT/CPM as methods used to plan, schedule, and control projects involving complex sequences of interdependent activities. The document outlines the history, framework, basic terms, and differences between PERT and CPM. It also discusses the advantages and disadvantages of using PERT/CPM for project management.
PERT (Program (or Project) Evaluation and Review Technique) is a model for project management designed to analyze and represent the tasks involved in completing a given project. It was developed in the 1950s to schedule large, complex US government projects. PERT uses network diagrams and calculations to determine the critical path of tasks, expected task durations, and slack time to optimize schedules and identify risks. Key aspects of PERT include defining tasks as events with durations, determining early and late start/finish times, identifying the critical path, and calculating float to determine which tasks have scheduling flexibility.
The document discusses Project Evaluation Review Technique (PERT), a project management tool used to analyze tasks, time required, and critical paths. It describes various project management methodologies like PRINCE2, Agile, and Critical Path Method (CPM) that are suited for different types of projects. Finally, it discusses setting up an organizational structure and quality management process for a project.
Network analysis techniques like CPM and PERT are useful for planning, scheduling, and controlling projects. They define activities, durations, and dependencies using a network diagram. The critical path is identified as the longest sequence of activities to complete the project. Monitoring progress against the network allows managers to focus on critical tasks and adjust resources if needed to minimize delays. While useful for large projects, activity definitions and time estimates require care to apply these techniques accurately.
This presentation summarizes the Line of Balance (LOB) project scheduling technique. LOB was developed in the 1940s/50s for repetitive construction projects like highways, pipelines, and buildings. It uses a simple diagram to show the location and timing of work crews for each task. The key steps are: 1) creating a logic diagram of tasks, 2) estimating task durations, 3) selecting a buffer time, and 4) calculating targets to meet deadlines. LOB helps optimize resource usage and identifies potential issues. It provides clear visibility into work progress and allows easy schedule updating for repetitive projects.
Economics of project evaluation cpm module2ahsanrabbani
Introduction: The competencies required for developing business cases comprise a range of skills, including those for:
• facilitation and negotiation
• demand management
• risk management
• value management
• economic, social, environmental and budget analyses, and
• strategic planning.
Introduction
CPM/PERT or Network Analysis as the technique is sometimes called, developed along two parallel streams, one industrial and the other military.
CPM (Critical Path Method) was the discovery of M.R.Walker of E.I.Du Pont de Nemours & Co. and J.E.Kelly of Remington Rand, circa 1957. The computation was designed for the UNIVAC-I computer. The first test was made in 1958, when CPM was applied to the construction of a new chemical plant. In March 1959, the method was applied to maintenance shut-down at the Du Pont works in Louisville, Kentucky. Unproductive time was reduced from 125 to 93 hours.
PERT (Project Evaluation and Review Technique) was devised in 1958 for the POLARIS missile program by the Program Evaluation Branch of the Special Projects office of the U.S.Navy, helped by the Lockheed Missile Systems division and the Consultant firm of Booz-Allen & Hamilton. The calculations were so arranged so that they could be carried out on the IBM Naval Ordinance Research Computer (NORC) at Dahlgren, Virginia.
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
The document discusses project management and how to plan and schedule projects in Microsoft Project. It defines key project management terms like tasks, resources, relationships, and views. It outlines the steps to create a new project in Microsoft Project, including setting properties, timetables, and entering tasks and durations. It describes how to visualize projects using Gantt charts, assign relationships between tasks, and format outlines and summaries. Calendar settings allow customizing work schedules for individual tasks.
This chapter discusses key concepts for project scheduling including developing activity networks, estimating activity durations, calculating the critical path, and identifying ways to reduce the critical path. The chapter objectives are to understand scheduling terminology, create activity networks, estimate durations probabilistically, determine the critical path using forward and backward passes, identify float, calculate on-time probability under PERT, and understand how to reduce the critical path.
An Alternate Approach to Cost and Schedule IntegrationAcumen
This paper discusses why the emerging 14 Point Schedule Assessment, developed by the Defense Contract Management Agency (DCMA), is fast becoming an established standard within the scheduling community across multiple industries.
This document discusses several project scheduling and management techniques including Gantt charts, PERT charts, critical path method, critical chain scheduling, and using project management software. It provides descriptions and examples of each technique. Gantt charts track task progress visually on a timeline. PERT uses statistical analysis to estimate activity durations. Critical path method identifies the longest sequence of tasks. Critical chain scheduling accounts for limited resources by removing buffers and adding buffers to the project schedule. Project management software can help facilitate communications and schedule analysis if used properly.
Tools for project management is described some of the commonly used tools such as gantt chart, pert chart, logic network, product breakdown structure, work breakdown structure is defined briefly.
The document discusses a project to move a company's credit card operations from Dallas to Des Moines within a 22 week deadline. It identifies 10 activities in the project including selecting an office site, creating a financial plan, determining personnel needs, and training new employees. It constructs a network diagram to show the precedence relationships between activities and introduces dummy activities to correctly depict relationships. It then estimates optimistic, most likely, and pessimistic times for each activity to find the project's critical path using the Critical Path Method (CPM).
Construction Project Schedule Template- Residential BuildingSHAZEBALIKHAN1
The excel template is a ready-to-use project schedule for a residential building construction project. The article gives the basic idea of a project schedule for residential building construction. Download the excel file through the hyperlink in the article.
1) PERT and CPM are network analysis techniques used to schedule, coordinate, and control complex projects. They analyze the tasks involved in a project and their interdependencies to estimate project duration and identify the critical path.
2) The document discusses key aspects of PERT and CPM including activity networks, time estimates, critical path identification, and slack calculations. It also provides an example of applying PERT/CPM to schedule a construction project.
3) PERT and CPM both help answer questions about project completion date, start/finish times of tasks, critical tasks, and float or slack times. The example project demonstrates how its network diagram can be used to determine a 44-week schedule with identified
Generate a Content Strategy to Create Rabid Fans and BuyersAffiliate Summit
This presentation is from Affiliate Summit East 2014 (August 10-12, 2014 New York City).
Session Description: Success through content marketing requires a powerful content strategy. I’ll teach you how to build user personas, optimize your content sales funnel and organize an expert content marketing team.
El boletín resume las principales actividades realizadas en el colegio durante la semana, incluyendo: 1) una actividad para mejorar las relaciones entre padres e hijos del grado 3B, 2) la realización de maquetas de ciudades en inglés por estudiantes de primaria, y 3) la participación de dos estudiantes en competencias deportivas.
Este estudo analisa a representação do espaço geográfico em seis relatórios de Avaliação Ambiental Estratégica de planos de transportes na América Latina. Os resultados mostram que há fraquezas na representação do espaço geográfico e na técnica cartográfica nos relatórios, afetando a qualidade da informação e do planejamento. É necessário melhorar as representações do espaço e refletir metodologicamente sobre os planos antes de avaliações estratégicas do território.
O documento contém relatórios de 8 alunos com dificuldades de aprendizagem. Menciona desafios como baixo compromisso, ansiedade, falta de estratégias de estudo e necessidade de acompanhamento contínuo para promover o sucesso escolar no futuro.
La Unión Europea ha anunciado nuevas sanciones contra Rusia por su invasión de Ucrania. Las sanciones incluyen prohibiciones de viaje y congelamiento de activos para más funcionarios rusos, así como restricciones a las importaciones de productos rusos de acero y tecnología. Los líderes de la UE esperan que estas medidas adicionales aumenten la presión económica sobre Rusia y la disuadan de continuar su guerra contra Ucrania.
Este documento discute cómo los seres humanos aprenden de diferentes maneras y dependen de otros para adquirir conocimiento. La educación es fundamental para la existencia humana y nos distingue de otros mamíferos. Los humanos aprenden observando y imitando a otros, y también a través de la enseñanza intencionada donde tanto el maestro como el alumno contribuyen al proceso de aprendizaje.
Este documento describe los 7 principios del liderazgo auténtico. El liderazgo no se trata de mandar u controlar a otros, sino de hacerse cargo de uno mismo, enfrentar los desafíos con optimismo y fuerza, seguir persiguiendo las metas a pesar del esfuerzo requerido, celebrar los pequeños logros, dejar atrás culpas y resentimientos, continuar el camino aunque se esté solo, y ver la meta más allá de los obstáculos. El verdadero liderazgo consiste en mirar el futuro con esperanza
This document describes a study that evaluated the color changes of orthodontic elastic ligatures over time using a portable sphere spectrophotometer. The spectrophotometer was used to take initial color readings and subsequent readings of the ligatures placed on standardized backgrounds to measure color variation using CIE L*a*b* parameters. The study aimed to objectively quantify color changes of elastic ligatures during orthodontic treatment.
This document is a sales flyer for Anchor Hocking glassware that can be purchased using gold points earned from shopping at a store. Key details include:
- Anchor Hocking glassware is on sale for 8 weeks while supplies last and gold points can be used to purchase glassware items at deep discounts.
- Several glassware items like storage containers, baking dishes and bowls are listed with the price that can be saved by using gold points to purchase the item.
- Instructions are provided on how to redeem gold points by burning the listed number of points for each item to reduce the price.
- The flyer encourages shopping to earn more gold points to purchase more glassware and other
Polynomial Function and Fuzzy Inference for Evaluating the Project Performanc...IJERA Editor
The objectives of this paper are two folds. The first one is to improve the time forecasting produced from the well known Earned Value Management (EVM), using the polynomial function. The time prediction observed from the polynomial model, which is compared against that observed from the most common method for time forecasting (critical path method), is a more accurate (mean absolute percentage of error is less than 2%) than that observed from the conventional deterministic forecasting methods (CDFMs). The second is to evaluate and forecast the overall project performance under uncertainty using the fuzzy inference. As the uncertainty is inherent in real life projects, the polynomial function and fuzzy inference model (PFFI) can assist the project managers, to estimate the future status of the project in a more robust and reliable way. Two examples are used to illustrate how the new method can be implemented in reality.
Applying Statistical Forecasting Of Project Duration To Earned Schedule-Longe...Daphne Smith
This document proposes applying statistical forecasting methods to improve the Earned Schedule - Longest Path (ES-LP) technique for forecasting project duration. ES-LP identifies the longest duration forecast path at each time period to improve forecasts for highly parallel project schedules. However, the accuracy of ES-LP forecasts can be further enhanced through statistical analysis. The document outlines computing confidence limits for ES-LP forecasts using the variation in schedule performance index values over time. Applying this statistical approach could validate forecast ranges and potentially improve duration estimates compared to ES or total project forecasts alone.
Project monitoring refers to tracking project metrics like team performance, task duration, and identifying potential problems to ensure a project is on schedule, budget, and scope. It clarifies objectives, links activities to objectives, reports progress to management, and alerts managers to issues. Project monitoring assesses results, improves planning, promotes learning, ensures accountability, and answers questions about task progress, unforeseen consequences, team performance, needed changes, and impact on results. Earned value analysis is a monitoring tool that compares planned, actual, and earned values to measure progress and performance through metrics like schedule and cost variances, and indexes. Regular reporting keeps stakeholders informed of project status.
This document discusses project management using the network model known as PERT/CPM. It uses the example of planning seminars to illustrate key concepts. The document outlines the two key pieces of information needed for project planning and control: 1) the length of time to complete each task and 2) which tasks must be completed before another can begin. It presents this information for the seminar planning project in a table. The document then explains how to represent the information as a network diagram with activities as nodes and sequencing as arrows. It defines the critical path as the longest path of connected activities, which determines the shortest time to complete the entire project. The document outlines how to calculate early start/finish times and late start/finish times
Earned schedule role in performance reporting and other important delay indicators.
Video: https://www.youtube.com/watch?v=FbA6RWB1gDM&feature=youtu.be
The full course: https://www.luqmanacademy.com/course?course=project-control-using-evm_399sl6015424f8aba9
Video: https://twitter.com/magedkom/status/1354678096683618305?s=20
The paper proposes a new hybrid model for forecasting project total duration in earned value management that combines artificial neural networks, random number simulation, and statistical methods. The model uses an artificial neural network to forecast the next period's earned schedule value based on prior periods' actual values. It then uses the forecast along with statistical methods to calculate confidence intervals and point estimates for total project duration at each period. The model was tested on real project data and found to outperform traditional earned value management forecasting methods in terms of accuracy.
Available online at www.sciencedirect.comInternational Jou.docxrock73
This document proposes two new metrics that combine Earned Value Management (EVM) and Project Risk Management for project monitoring. The metrics are called the Cost Control Index and the Schedule Control Index. They compare EVM cost and schedule variances to the expected deviation from the risk analysis, to determine if overruns are within expected variability or due to structural changes. The document outlines EVM concepts and how risk baselines can represent remaining uncertainty over the project timeline. Buffers are defined based on risk baselines to estimate acceptable deviation per time period. The new indexes allow managers to assess if a project remains under control or is moving outside expected variability.
Abstract— Execution of engineering projects are tracked against critical metrics such as safety, quality,
delivery cost and inventory. Earned value is a key parameter that helps in assessing delivery (schedule) and cost.
Static shows that 70% of projects are over budget behind schedule, 52% of all projects finish at 189% of their
initial budget and some, after huge investments of time and money, are simply never completed. The rest of this
paper gives a perspective on monitoring project health by Earned value analysis.
project control using earned value analysis - Part 01 waleed hamdy
Project control using earned value analysis - Part 01
Mission of the projects control division
Why the earned value management?
Establishment of the Performance Measurement Baseline
EVM Analysis & Forecasting
Develop a network schedule for your project using either the arrow.docxkhenry4
Develop a network schedule for your project using either the arrow diagramming method or the precedence method. Also, your project schedule should illustrate float/slack for each activity.
Table 1.1. Project Tasks details
Activity
Predecessor
Anticipated Resources
Added Resources
Duration
Early start date
A (Retirement and social security benefits)
None
$126
$50
One year
1/1/2019
B (Audit & risk evaluation)
A
$118
$25
11 months
2/1/2019
C (Equipment Maintenance)
B
$121
$30
8 months
2/1/2019
D (Training & Development)
A, B
$109
$25
One year
1/2/2019
E (Logistics, appraisals & rewards)
D, C
$118
$30
One year
1/2/2019
Precedence Diagramming Method:
ES
Duration
EF
Activity Legend
LS
Float/slack
LF
LS= Late start Dependency
LF= Late Finish
ES= Early start
EF= Early finish
F= Float/Slack
08/09/2019
1 year 7 months
03/04/2021
Activity B Audit & Risk Evaluation
12/19/2020
2 months
Resources=$25
03/04/2021
07/25/2019
11 months
06/22/2020
Activity C Equipment & Maintenance
08/1/2019
4 months
Resources=$30
12/22/2020
12/27/2019
8 months
08/05//2020
Activity A Retirement & social security
Resources =$50
03/05/2020
3 days
03/8/2020
07/31/2019
2 months
09/23/2019
Activity E Logistics, Appraisals & Rewards
08/10/2019
2 days
Resources=$30
08/12/2019
03/22/2019
1 month
04/09/2019
Activity D Training & Development
03/22/19
5 days
Resources =$25
03/28/2019
5 Activities with 6 dependencies
Running head: EVM PAPER 1
EVM PAPER 1
EVM Paper
Mary Krenisky
Joe Scott
BUS 419
August 27, 2018
EVM Paper
In the current project, additional resources are added at in each work activity to complete the work packages in a quickly. The resources are added to these activities to reduce the slack that may originate if the project is accomplished based on planned resources only. An earned value analysis has to be performed to keep track of a project’s performance. This type of assessment gives a general review about the performance of a project along the chosen course. It has been noted that after adding more resources for the achievement of the ventures successfully, the slack time has been decreased and the work is going on faster than planned.
Earned value management is employed in different forms to determine the performance of the projects. By using this technique, the cost, schedule and, scope of the project are integrated that in turn aids the team of project administration to calculate and evaluate fulfillment and growth of the plan (Usmani, n.d.). The measurements of earned value are utilized by all managers of the projects. There are three main components of earned value management which are
• Actual cost
• Earned value
• Planned value
Planned value
It is the value of a task to be accomplished in a specified time. Overall planned value is known as ‘Budget at completion.’ Planned value also acts as a project’s baseline (Usmani, n.d.).
Actual cost
Actual cost denotes the quantity of money which is i.
This document discusses earned value analysis (EVA), which is a project management technique used to measure project performance and progress in an objective manner. It introduces key EVA concepts like planned value, earned value, and actual cost. It then describes three software tools - Microsoft Project, Primavera, and a custom developed software - that can be used to perform EVA. The remainder of the document provides more details on EVA concepts, calculations, and indicators like schedule performance index and cost performance index. It explains how EVA integrates measurements of project scope, time and costs to provide accurate forecasts of performance problems.
Project monitoring and control involves collecting data on project performance and using it to control the project and ensure it stays on track. Key aspects of monitoring include what to monitor (inputs, outputs, time, costs, quality), when to monitor (regularly and at milestones), and how (meetings, reports, Earned Value Analysis). Earned Value Analysis compares the budgeted cost of work performed, actual cost of work performed, and budgeted cost of work scheduled to calculate cost and schedule variances, helping project managers identify issues. Other techniques for monitoring and control include critical ratios and re-planning as needed to correct deviations from the project plan.
Project cost management involves planning, estimating, budgeting, and controlling costs to complete a project within an approved budget. Key terms include planned value, earned value, actual costs, budget at completion, estimate at completion, and estimate to complete. There are three main processes: 1) estimate costs using methods like analogous, bottom-up, and parametric estimating, 2) determine the budget by aggregating costs and establishing a cost baseline, and 3) control costs using earned value management, variance analysis, and forecasting estimates to complete. Earned value, schedule and cost variances, and performance indexes are calculated and monitored to assess performance and get projects back on track if over budget or behind schedule.
This paper presents concepts and explanations about how to apply the Earned Effort Analysis in Projects, showing how the use of this technique should contribute to the project controls management and predictability of the project results. It describes the elements, formulas, indicators, results obtained by method and also presents examples of how the Earned Effort can be implemented.
Cost over-runs and time over-runs are prevalent in most of the projects carried out in developing nations such as India. There may be multiple reasons for these overruns. In order to
reduce them, there should be efficient use of the construction softwares available in the market. This paper emphasises the use of these softwares to reduce these issues by the use of a scientific technique called earned value analysis. Earned Value Analysis is an industry standard method of measuring a
project’s progress at any given point of time, forecasting its completion date and final cost, analysing variances in the schedule and budget as the project proceeds.
Forecasting cost and schedule performanceGlen Alleman
For credible decisions to be made, we need confidence intervals on all the numbers we use to make decisions.
These confidence intervals come from the underlying statistics and the related probabilities.
Statistical forecasting, using time series analysis of past performance, is mandatory for any credible discussion of project performance in the future.
The document provides lessons learned from implementing Earned Value Management (EVM) on the Constellation (CxP) EVA Systems Project Office (ESPO) pilot project. Key lessons include: distinguishing between budget and funding to avoid replanning the performance measurement baseline for funding changes; tying risk assessments to developing management reserve and estimate at completion updates; ensuring all work scope is covered by authorization documents; and using consistent work breakdown structure and integrated master schedule structures across project tools and partners. The pilot project terminated early but documented lessons to improve NASA's agency-wide EVM processes.
This document discusses project monitoring and control. It defines monitoring as tracking key parameters like cost, schedule and risks throughout the project duration. Control is defined as comparing actual performance to the baseline plan and taking corrective actions. The document outlines the project control process and tools used like tracking Gantt charts and control charts. It also discusses topics like baselines, earned value analysis, updating estimates and using software like MS Project for project execution and control.
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8 applying-es-to-critical-path-and-more
1. 1
Applying Earned Schedule
to Critical Path Analysis and More
Walt Lipke
Retired Deputy Chief
Software Division
Tinker Air Force Base
Abstract. Earned Schedule is a fairly new method for analyzing schedule performance;
it is a derived application of Earned Value Management (EVM) data. Created three
years ago, the method has propagated to several countries and been used for various
types of work spanning a large range of project sizes. During this period of infancy, a
misperception may have emerged that ES is only applicable to the total project and thus
is limited for schedule performance analysis. As has been shown in the article,
“Connecting Earned Value to the Schedule,” ES can be used for much more. It
facilitates the ability to identify constraints, impediments, and the possibility of rework at
the task level [1]. This information is very useful for management purposes, but it does
not provide performance indicators below the project level. This paper describes how
ES can be applied to sub-levels of the project. Using this capability, the project manager
can analyze schedule performance at virtually any level desired – control accounts,
work packages, and critical path activities.
During presentations about Earned Schedule (ES) I am sometimes asked, “Can
Earned Schedule be used to analyze the critical path?” My response is always,
“Certainly, simply treat the critical path as the project.” I notice then that the person
doesn’t say anything else, but has the look of someone who didn’t have his question
answered. This question is asked often enough …with the same result …that it is
apparent a more complete response is needed. Hopefully this paper will satisfy all those
who have voiced the question in the past, as well as those who are seeking a way to
use ES as a “drill-down” tool.
In this paper, it is assumed the reader has good understanding of Earned Value
Management (EVM) and that Earned Schedule is being used as one of the project
management tools. Although it is likely the reader has a working knowledge of ES, a
review of the concept, the time-based indicators and the forecasting calculation is
needed to establish a common foundation for the remainder of the paper.
Earned Schedule
The ES idea is simple: identify the time at which the amount of earned value (EV)
accrued should have been earned [2]. By determining this time, time-based indicators
can be formed to provide schedule variance and performance efficiency management
information.
2. 2
Figure 1, Earned Schedule Concept, illustrates how the ES measure is obtained.
Projecting the cumulative EV onto the project management baseline (PMB), as shown
by the diagram, determines where planned value (PV) equals the EV accrued. This
intersection point identifies the time that amount of EV should have been earned in
accordance with the schedule. The vertical line from the point on the PMB to the time
axis determines the “earned” portion of the schedule. The duration from the beginning of
the project to the intersection of the time axis is the amount of earned schedule (ES).
With ES determined, time based indicators can be created. It is now possible to
compare where the project is time-wise with where it should be in accordance with the
PMB. “Actual time,” denoted AT, is the duration at which the EV accrued is recorded.
The time-based indicators are easily formulated from the two measures, ES and AT.
Schedule Variance becomes SV(t) = ES – AT, and Schedule Performance Index is
SPI(t) = ES / AT.
PV
EV
SPI =
AT
ES
SPI(t) =
$$
Time
PV
EV
Projection of EV
onto PV curve
7AT
PV(May)-PV(June)
PV(May)-EV
5ES
JuneofPortionMaythruJanES
=
+=
+=
J J JF M MA A S O N
PVEVSV −=
ATESSV(t) −=
Figure 1. Earned Schedule Concept
The graphic and the box in the lower right of figure 1 portray how ES is
calculated. While ES could be determined graphically as described previously, the
concept becomes much more useful when facilitated as a calculation. As observed from
the figure, all of the PV through May has been earned. However, only a portion of June
has been completed with respect to the baseline. Thus the duration of the completed
portion of the planned schedule is in excess of 5 months. The EV accrued appears at
3. 3
the end of July, making actual time equal to 7 months. The method of calculation to
determine the portion of June to credit to ES is a linear interpolation. The amount of EV
extending past the cumulative PV for May divided by the incremental amount of PV
planned for June determines the fraction of the June schedule that has been earned.
The creation of ES and the derivative time-based schedule performance
efficiency, i.e. SPI(t), facilitates forecasting the duration of the project and its completion
date. Two formulas are presently in use; one is termed the “short form” and the other
the “long form.” The short form is IEAC(t) = PD / SPI(t), where IEAC(t) is the
Independent Estimate at Completion (time) and PD is the planned duration for the
project [3]. The long form is not needed in the subsequent discussion and,
consequently, is not stated.
Why the Question?
In the previous discussion of the concept, it is established that the determination
of ES requires the Project Management Baseline (PMB), and is a cumulative measure.
It is the cumulative “earned” portion of the schedule. The cumulative nature of ES is,
also, emphasized in the seminal paper, “Schedule is Different” [2]. And, the instructions
for using the ES calculator also stress that the complete PMB of the project must be
entered to expect correctly calculated results [4].
My conjecture is the emphasis of these statements could cause the
misunderstanding that the method is only applicable to the total project. With the
repeated overtures to use the project PMB along with the statements that ES is a
cumulative measure, it is a reasonable deduction.
However, ES is not limited to only the total project. It is much more applicable. I
intend to dispel the perception of the limitation and show how the ES method can be
applied at any level of interest within a project, including work packages, control
accounts, and critical path activities. In other words, the capability is available for “drill-
down” schedule analysis by applying the ES method to the project EVM data.
What’s the Trick?
To broaden the applicability of ES to detailed schedule performance analysis is
not difficult. All that is required is to view the subject of the analysis as if it is the total
project. This response is very similar to my answer, earlier in the paper, to the question
concerning applying ES to analyze the critical path. It should be. But, just as it was for
the persons who posed the question during my presentations, the answer is incomplete.
Thus, the question becomes, “How do I make a portion of a project appear like a total
project?”
To answer this question, let us view Table 1, Project Plan and Performance
Measures by Task. The table depicts the time-phased plan, earned value (EV), and
actual costs (AC) for each of ten tasks comprising the notional project. The time-phased
plan, the performance baseline, is created from the planned value (PV) amounts. All
amounts are in units of cost and are periodic, not to be understood as cumulative. The
diamond symbol indicates the initiation of the task. At project completion, the sum of the
periodic EV amounts for each task equals the sum of its PV quantities.
To construct the PMB, first sum the periodic PV amounts across all tasks by
performance period (PP). Then, finalize the PMB by creating the cumulative quantities
4. 4
by PP. This is accomplished by adding, successively, the periodic PV determined from
the summing across tasks. For example, add the total periodic PV in period two to
period one to obtain the cumulative PV for period two; then for period three add its
periodic PV to the cumulative PV for period two. This process is repeated through
period ten. The resultant cumulative values for periods one through ten is the PMB. This
is the project performance baseline from which ES for the total project is determined.
Project Data
••• Performance Period •••
Task Nr Measure 0 1 2 3 4 5 6 7 8 9 10 11 12
PV ♦ 5 5 5
1 EV ♦ 4 5 6
AC ♦ 5 5 7
PV ♦ 10
2 EV ♦ 7 3
AC ♦ 10 5
PV ♦ 10 10 10
3 EV ♦ 8 13 9
AC ♦ 10 15 10
PV ♦ 5 5
4 EV ♦ 3 4 3
AC ♦ 5 5 5
PV ♦ 5 5 5
5 EV ♦ 5 3 5 2
AC ♦ 5 5 5 2
PV ♦ 5 5
6 EV ♦ 6 4
AC ♦ 5 5
PV ♦ 10 10 10 10 10
7 EV ♦ 8 9 7 13 8 5
AC ♦ 10 10 10 15 10 5
PV ♦ 5 10 5
8 EV ♦ 12 8
AC ♦ 15 12
PV ♦ 5 5 5
9 EV ♦ 4 5 3 3
AC ♦ 5 6 5 3
PV ♦ 5 5
10 EV ♦ 10
AC ♦ 14
Table 1. Project Plan and Performance Measures by Task
5. 5
To analyze tasks (work packages), control accounts or critical path a
performance baseline must be created specific to the analysis area; i.e., if a cost
account is to be analyzed, its comprising tasks must be segregated and grouped. Then
the process for creating the project PMB is applied to this set of tasks to create a PMB
for the cost account, PMBa. Having PMBa allows ES to be calculated specifically for the
cost account. In turn, the determination of ES facilitates the calculations of SPI(t) and
IEAC(t) for the specific evaluation of cost account performance.
Critical Path Example
With the methods in place, the process for applying ES to critical path analysis
can be described. As discussed in the previous section of the paper, segregate and
group the critical path tasks, and create a PMB representing them, PMBc. For this
example, the critical path for the notional project includes tasks one, four, eight, and ten
(1-4-8-10). Table 2, Performance Baselines and Earned Value Measures, aggregates
the data for both the total project and the critical path.
••• Performance Period •••
Measure 0 1 2 3 4 5 6 7 8 9 10 11 12
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
PVper 0 5 5 35 30 40 30 20 5 10 5 0 0
PVcum 0 5 10 45 75 115 145 165 170 180 185 185 185
Total 0 0 0 0 0 0 0 0 0 0 0 0 0
Project EVper 0 0 4 16 43 27 18 31 16 9 15 3 3
EVcum 0 0 4 20 63 90 108 139 155 164 179 182 185
0 0 0 0 0 0 0 0 0 0 0 0 0
ACper 0 0 5 20 52 35 20 37 22 10 20 5 3
ACcum 0 0 5 25 77 112 132 169 191 201 221 226 229
0 0 0 0 0 0 0 0 0 0 0 0 0 0
PVper 0 5 5 5 5 5 5 10 5 5 5 0 0
PVcum 0 5 10 15 20 25 30 40 45 50 55 55 55
Critical 0 0 0 0 0 0 0 0 0 0 0 0 0
Path EVper 0 0 4 8 10 3 0 12 8 0 10 0 0
1-4-8-10 EVcum 0 0 4 12 22 25 25 37 45 45 55 55 55
0 0 0 0 0 0 0 0 0 0 0 0 0
ACper 0 0 5 10 12 5 0 15 12 0 14 0 0
ACcum 0 0 5 15 27 32 32 47 59 59 73 73 73
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Table 2. Performance Baselines and Earned Value Measures
The project management baselines for the total project (PMB) and critical path
(PMBc) are their respective PVcum rows. The PVper rows represent the summation of
the planned values of the representative tasks for the specific performance period. As
described previously, the PVcum is obtained from the PVper values. For example the
calculation for PVcum for period three of the total project is determined by adding PVper
for period three to PVcum of period two: PVcum(3) = PVcum(2) + PVper(3). Using the
values from the Table 2, the calculation can be performed: PVcum(3) = 10 + 35 = 45.
The remainder of Table 2 contains the performance data, earned value (EV) and
actual costs (AC), for the total project and for the specific critical path tasks. The
accumulation of this information allows analysis and prediction to occur for both the total
project and the critical path.
6. 6
The EVM performance indicators and duration forecasts calculated from the
Table 2 data are aggregated in Table 3, Performance Indicators and Duration
Forecasts. The “p” and “c” appended to the indicators shown in the table indicate period
and cumulative, respectively.
From Table 2 it can be determined that the project is planned to complete in 10
time periods, but actually completes in 12. Similarly, Table 2 indicates the tasks on the
critical path completed at the planned time, 10 periods. For comparison purposes both
SPI and SPI(t) indicators are shown in Table 3. The familiar behavior of the two
indicators is seen for the critical path and total project. The values for SPI(t) compare
favorably to those for SPI for the critical path which completes as planned. However for
the total project, the values for the two indicators are significantly different. The
corresponding values for SPI(t)c and SPIc noticeably begin departing in period eight,
and conclude as expected for late finishing projects; at project completion, SPI(t)c is a
valid number (0.8333) truly depicting the actual schedule performance efficiency, while
SPIc illogically equals 1.0.
••• Performance Period •••
Indicator 0 1 2 3 4 5 6 7 8 9 10 11 12
CPIp xxx xxx 0.8000 0.8000 0.8269 0.7714 0.9000 0.8378 0.7273 0.9000 0.7500 0.6000 1.0000
CPIc xxx xxx 0.8000 0.8000 0.8182 0.8036 0.8182 0.8225 0.8115 0.8159 0.8100 0.8053 0.8079
Total SPI(t)p xxx 0.0000 0.8000 1.4857 1.3143 0.7750 0.4500 0.9750 0.7000 0.4500 1.9500 0.5000 0.6000
Project SPI(t)c xxx 0.0000 0.4000 0.7619 0.9000 0.8750 0.8042 0.8286 0.8125 0.7722 0.8900 0.8545 0.8333
SPIp xxx 0.0000 0.8000 0.4571 1.4333 0.6750 0.6000 1.5500 3.2000 0.9000 3.0000 xxx xxx
SPIc xxx 0.0000 0.4000 0.4444 0.8400 0.7826 0.7448 0.8424 0.9118 0.9111 0.9676 0.9838 1.0000
IEAC(t) xxx xxx 25.00 13.13 11.11 11.43 12.44 12.07 12.31 12.95 11.24 11.70 12.00
CPIp xxx xxx 0.8000 0.8000 0.8333 0.6000 xxx 0.8000 0.6667 xxx 0.7143
CPIc xxx xxx 0.8000 0.8000 0.8148 0.7813 0.7813 0.7872 0.7627 0.7627 0.7534
Critical Path SPI(t)p xxx 0.0000 0.8000 1.6000 2.0000 0.6000 0.0000 1.7000 1.3000 0.0000 2.0000
1-4-8-10 SPI(t)c xxx 0.0000 0.4000 0.8000 1.1000 1.0000 0.8333 0.9571 1.0000 0.8889 1.0000
SPIp xxx 0.0000 0.8000 1.6000 2.0000 0.6000 0.0000 1.2000 1.6000 0.0000 2.0000
SPIc xxx 0.0000 0.4000 0.8000 1.1000 1.0000 0.8333 0.9250 1.0000 0.9000 1.0000
IEAC(t) xxx xxx 25.00 12.50 9.09 10.00 12.00 10.45 10.00 11.25 10.00 xxx xxx
Table 3. Performance Indicators and Duration Forecasts
By inspection of Table 2, it is obvious the critical path changed during project
execution. Knowing this begs the question, “Does the simultaneous application of ES to
both the critical path and total project provide advance warning of this condition?” If the
answer is “Yes,” then applying ES has been shown to yield analysis advantages to
project managers.
One significant implication of a response of “Yes” is detailed schedule
performance information can be obtained solely from the EVM data …without the
laborious bottom-up analysis performed by skilled schedulers.
Another point is detailed schedule analysis takes time and considerable effort by
sometimes several people, oftentimes becoming a distraction to those performing
project work. For any size, but especially for larger projects, performing a detailed
schedule analysis involving several subcontractors in the time-frame the ES schedule
forecasting calculations can be made is virtually impossible.
7. 7
The time advantage offered by IEAC(t) does not mean to imply that detailed
bottom-up schedule analysis should never be performed. Certainly, just as the final cost
estimate obtained from IEAC is not relied on solely at critical points without a detailed
cost analysis, a bottom-up schedule estimation should be performed for confirmation of
the ES forecast.
By reviewing and comparing the IEAC(t) numbers for the total project and critical
path we can answer the question posed a few paragraphs earlier. The answer is “Yes,”
it can be observed that the critical path is likely to have changed. From examining Table
3 it is seen very early, beginning with period 3, that the forecast duration for the total
project is always greater than the forecast for the critical path. It is reasonably clear that
the critical path changed early in the project execution from tasks 1-4-8-10. From this
example, it may be said that ES can provide advance warning that the critical path has
changed.
Without going into the detail, the project duration forecasting method from ES
can further be used to identify the longest duration path; i.e., the changed critical path.
By forecasting duration for each task and inserting the forecasts into the network
structure of the schedule, the actual critical path can be determined as well as
conditions for float. With some technical ingenuity, this analysis could be completely
automated.
Summary
The Earned Schedule analysis method is demonstrated in this paper to be
applicable to more than the total project. Segregating and grouping EVM data for a
specific portion of the project is the technique by which ES is made applicable to the
total project and any sub-level desired. Specifically, the technique is shown to be
capable of analyzing the schedule performance for the critical path. By employing the
same techniques to analyze critical path, schedule performance by individual tasks can
be evaluated, which then allows identification of the longest duration path for the project
(actual critical path) along with schedule float.
References
1. Lipke, Walt. “Connecting Earned Value to the Schedule,” CrossTalk, June 2005:
On-line (http://www.stsc.hill.af.mil/crosstalk/2005/06/0506Lipke.html).
2. Lipke, Walt. “Schedule is Different,” The Measurable News, March 2003: 10-15.
3. Henderson, Kym. “Further Developments in Earned Schedule,” The Measurable
News, Spring 2004: 15-22.
4. http://www.earnedschedule.com/Calculator.shtml
About the Author
Walt Lipke recently retired as the deputy chief of the Software Division at the Oklahoma
City Air Logistics Center. The division employs approximately 600 people, primarily
electronics engineers. He has over 35 years of experience in the development,
maintenance, and management of software for automated testing of avionics and jet