SlideShare a Scribd company logo
IBM Global Services (ITS)
10/30/15 © 2004 IBM Corporation
Earned Value Analysis
Dr. Oliver Klapp
IBM Global Services (ITS)
© 2004 IBM Corporation
2 Earned Value analysis 10/30/15
Agenda
1
2
3
4
Earned Value Einführung, Definition, Nutzen
Vergleich verschiedener “Forecast”-Methoden
Terminologie und Fragestellungen
Berechnungsbeispiel zu Earned Value
5 Beispielbericht SOKO Juli 205
Hints & Tips
Anhang
6
7
IBM Global Services (ITS)
© 2004 IBM Corporation
3 Earned Value analysis 10/30/15
Agenda
1
2
3
4
Earned Value Einführung, Definition, Nutzen
Vergleich verschiedener “Forecast”-Methoden
Terminologie und Fragestellungen
Berechnungsbeispiel zu Earned Value
5 Beispielbericht SOKO Juli 205
Hints & Tips
Anhang
6
7
IBM Global Services (ITS)
© 2004 IBM Corporation
4 Earned Value analysis 10/30/15
Objectives
 Understand project financial data analysis
acronyms and formulas
 Analyze project data and PREDICT project
financial performance
 Understand how Earned Value Analysis can
enhance the overall project performance
IBM Global Services (ITS)
© 2004 IBM Corporation
5 Earned Value analysis 10/30/15
Earned Value Management - Definitions
Department of Defense literature defines earned value
management as the following:
"Earned Value Management is the use of an integrated management
system that coordinates work scope, schedule, and cost goals and
objectively measures progress toward those goals."
PMI/WWPMM Glossary describes earned value analysis as:
“The process of comparing actual performance with planned
performance using earned value as the method for measuring project
performance.”
IBM Global Services (ITS)
© 2004 IBM Corporation
6 Earned Value analysis 10/30/15
EV Management – Value (to Organization) 1/2
Benefits are both intrinsic and extrinsic
• Meet budget, schedule and scope objectives
• Earlier awareness of problems (and resolution)
• Improved communication of status
• Solid basis for management decisions
• Hilft dem Management Bereiche zu identifizieren, die zusätzliche
Aufmerksamkeit des Managements erfordern
• Helps identify poor or inadequate planning
• Liefert die Basis für einen realistischen Plan gegen den die
Performance gemessen werden kann
• Basis for better planning on future projects
• Broadens perspective of many Project Managers
• Increased customer satisfaction and profitability
• Wenn ein Aufgabe innerhalb Scope, Zeitplan und Budget erledigt
werden kann, steigt das Vertrauen in eine erfolgreiche Fertigstellung
IBM Global Services (ITS)
© 2004 IBM Corporation
7 Earned Value analysis 10/30/15
EV Management – Value (to Organization) 2/2
 Liefert wahre Kostendaten
– Verhindert Kostenabweichungen
– Ermöglicht realistische Projektionen der Gesamtkosten
– Erhöht die Genauigkeit der Kosten-Schätzungen
 Reduziert die Möglichkeit des Kunden / Managements zusätzliche
Arbeit ohne zusätzliches Budget aufzuerlegen
– Verbindet direkt Budget und Arbeit
– Erzwingt für zusätzliche Arbeit zusätzliches Budget
– Erzwingt für reduziertes Budget eine Reduzierung der Arbeit
 Ermöglicht Management Entscheidungen in einem realistischen
Rahmen gegenüber latenter Unsicherheit
IBM Global Services (ITS)
© 2004 IBM Corporation
8 Earned Value analysis 10/30/15
EV Management - Getting Started
Earned Value Management
• Requires basic project management practices be in place
• Integrate Earned Value (EV) concepts and processes across all
components of the Project Management System
– Documented in an EV management plan
– Uses EV analysis to look at and report on data that is collected
and managed as part of regularly accepted project management
activities
IBM Global Services (ITS)
© 2004 IBM Corporation
9 Earned Value analysis 10/30/15
EV Management - Criteria for Success
Successful implementation of EV Management requires:
• Determine early if EV Management is going to be used and include
in all planning activities
• Define a WBS with clearly identifiable and measurable tasks
• [Include tasks in support of EV in the WBS and fund them]
• Schedule all work within required and achievable time frames
• Assign resources and costs/person days to each task
• Prepare baselines for budget and project plans
• Capture and monitor all project costs
• Track progress for scope, schedule, and budget
• [Adjust project management efforts as a result of EV analyses (i.e.
Recovery plans)]
IBM Global Services (ITS)
© 2004 IBM Corporation
10 Earned Value analysis 10/30/15
EV Management - Processes
Processes need to be in place
• Processes to baseline budgets and project plans and record them
• Processes to obtain expenditures from Planview and other
accounting systems
• Processes to regularly assess and record work accomplished and
costs incurred
• Processes to generate Earned Value analyses and reports
• Processes for reporting status at level of detail needed to measure
progress accurately
IBM Global Services (ITS)
© 2004 IBM Corporation
11 Earned Value analysis 10/30/15
Agenda
1
2
3
4
Earned Value Einführung, Definition, Nutzen
Vergleich verschiedener “Forecast”-Methoden
Terminologie und Fragestellungen
Berechnungsbeispiel zu Earned Value
5 Beispielbericht SOKO Juli 205
Hints & Tips
Anhang
6
7
IBM Global Services (ITS)
© 2004 IBM Corporation
12 Earned Value analysis 10/30/15
Comparison of Methodologies
 Go/No-Go Criteria
 Milestone Tracking
 Spend (Burn) Rate
 Expended Effort
 No Measurement
 Earned Value Management
IBM Global Services (ITS)
© 2004 IBM Corporation
13 Earned Value analysis 10/30/15
Illustration - Go/No Go Criteria
Decision: Has criteria for continuing project
been successfully achieved?
IBM Global Services (ITS)
© 2004 IBM Corporation
14 Earned Value analysis 10/30/15
Illustration - Milestone Tracking
Decision: Has the team met each milestone
on time?
IBM Global Services (ITS)
© 2004 IBM Corporation
15 Earned Value analysis 10/30/15
Illustration - Spend Plan
Decision: Has the rate of budget funding
been expended at the anticipate rate?
IBM Global Services (ITS)
© 2004 IBM Corporation
16 Earned Value analysis 10/30/15
Illustration - Expended Effort
Decision: Has the rate of expended effort
been executed at the anticipated rate?
IBM Global Services (ITS)
© 2004 IBM Corporation
17 Earned Value analysis 10/30/15
No Performance Measurement Methodology
IBM Global Services (ITS)
© 2004 IBM Corporation
18 Earned Value analysis 10/30/15
Earned Value Analysis
Earned Value Analysis is a simple, but effective, way of
understanding how a project is currently performing
against the original (baseline) plan in terms of the value
of the work completed.
IBM Global Services (ITS)
© 2004 IBM Corporation
19 Earned Value analysis 10/30/15
Developing A Baseline
100
40
60
15
25
30
30
3. Allocate Budgets
1. Define the Work
2. Schedule the Work
$ PM Baseline
Contract Budget Base
Time
100
40
60
15
25
30
30
3. Allocate Budgets
1. Define the Work
2. Schedule the Work
$ PM Baseline
Contract Budget Base
Time
IBM Global Services (ITS)
© 2004 IBM Corporation
20 Earned Value analysis 10/30/15
Performance Measurement
 Definition - Effectively controlling the execution of the project
planning parameters, specifically:
– Schedule - Ensuring the timely execution of project milestones.
– Effort - Controlling the efficient expenditure of resources.
– Cost - Controlling the project budget and expenditure of funds.
 Requirements - In order to monitor and control these project
parameters, the team must be able to achieve the following:
– Baseline - A reasonably competent estimate of the effort and time
needed to complete the project can be forecasted.
– Actuals - A mechanism for accurately collecting the expenditure of
effort can be implemented.
– % Complete - The team has a reliable means for accurately
determining the amount of work that has been accomplished.
IBM Global Services (ITS)
© 2004 IBM Corporation
21 Earned Value analysis 10/30/15
Agenda
1
2
3
4
Earned Value Einführung, Definition, Nutzen
Vergleich verschiedener “Forecast”-Methoden
Terminologie und Fragestellungen
Berechnungsbeispiel zu Earned Value
5 Beispielbericht SOKO Juli 205
Hints & Tips
Anhang
6
7
IBM Global Services (ITS)
© 2004 IBM Corporation
22 Earned Value analysis 10/30/15
Earned Value Fragestellungen 1/2
Questions to Ask Earned Value Term Abbreviation and Formulas
What is the project's budget? Budget at completion BAC
What did we plan to spend? Budgeted cost of work
scheduled
BCWS
What is the actual amount spent on the
project to date?
Actual cost of work
performed
ACWP
What has been completed and what is
the estimated value of those items?
Budgeted cost of work
performed
BCWP
What is the efficiency at which tasks are
getting done from a financial point of
view?
Cost performance index CPI = BCWP / ACWP
How far off are we from our scheduled
cost of things to be completed from the
actual amount spent?
Cost variance CV = BCWP - ACWP
How far off are we from our schedule
from a financial point of view?
Schedule variance SV = BCWP - BCWS
How much of the budget at completion
you have used to date?
Percent spent % Spent = ACWP / BAC
IBM Global Services (ITS)
© 2004 IBM Corporation
23 Earned Value analysis 10/30/15
Earned Value Fragestellungen 2/2
Questions to Ask Earned Value Term Abbreviation and
Formulas
How much of the project has been
completed?
Percent complete PC = BCWP / BAC
How well is the project performing in
comparison to how well it is expected
to perform?
Schedule performance index SPI = BCWP / BCWS
How much will the project cost at
completion?
Calculated Estimate at
completion
CEAC = BAC / CPI
What is the estimate of additional
funds needed to complete the project?
Estimate to complete Developed in consultation
with management.
How much will the project cost at
completion?
Estimate at Completion EAC = ACWP + ETC
How efficient must the team be to
complete the remaining work with the
remaining money?
To-complete performance
index
TCPI = (BAC - BCWP) /
(BAC - ACWP)
IBM Global Services (ITS)
© 2004 IBM Corporation
24 Earned Value analysis 10/30/15
EV Management - Glossary
– EV Terms
PV = Planned Value or BCWS (Budgeted Cost of Work Scheduled)
EV = Earned Value or BCWP (Budgeted Cost of Work Performed)
AC = Actual Cost or ACWP (Actual Cost of Work Performed)
BAC = Budget at Completion (Total of planned value at completion)
– EV Variances and indexes
SV = Schedule Variance (negative number is behind schedule, positive is ahead)
CV = Cost Variance (negative number is over budget, positive is under budget)
SPI = Schedule Performance Index (SPI < 1 behind schedule, SPI > 1 ahead)
CPI = Cost Performance Index (CPI < 1 over budget, CPI > 1 under budget)
– EV Forecasting
EAC = Estimate at Completion (derived number based upon current indexes and
budget at completion)
VAC = Variance at Completion (negative number is over budget, positive is under budget)
ETC = Estimate to Complete
IBM Global Services (ITS)
© 2004 IBM Corporation
25 Earned Value analysis 10/30/15
Agenda
1
2
3
4
Earned Value Einführung, Definition, Nutzen
Vergleich verschiedener “Forecast”-Methoden
Terminologie und Fragestellungen
Berechnungsbeispiel zu Earned Value
5 Beispielbericht SOKO Juli 205
Hints & Tips
Anhang
6
7
IBM Global Services (ITS)
© 2004 IBM Corporation
26 Earned Value analysis 10/30/15
BCWS - Budgeted Cost of Work Scheduled
 The sum of approved costs for activites
Scheduled to be performed
 Cumulative financial plan
 The following example shows a BCWS of $50,000
per month for a six month project.
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6
BCWS/
Plan
$50,000 $100,000 $150,000 $200,000 $250,000 $300,000
IBM Global Services (ITS)
© 2004 IBM Corporation
27 Earned Value analysis 10/30/15
BAC - Budget at Completion
 The estimated baseline total cost of the project at
completion
 Also referred to as the original cost estimate
 Many times, your BAC will equal the Total
Contract Value (E-Vorlage).
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 BAC
BCWS/
Plan
$50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $300,000
IBM Global Services (ITS)
© 2004 IBM Corporation
28 Earned Value analysis 10/30/15
BCWP - Budgeted Cost of Work Performed
 The sum of approved cost estimates COMPLETED
during a given period
 Also referred to as Earned Value
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 BAC
BCWS/
Plan
$50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $300,000
BCWP $40,000 $105,000
IBM Global Services (ITS)
© 2004 IBM Corporation
29 Earned Value analysis 10/30/15
ACWP - Actual Cost of Work Performed
 Total costs and/or expenses INCURRED
 Shows actuals or real cost of work performed
 May be equal to, less then, or greater then what
was budgeted
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 BAC
BCWS/
Plan
$50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $300,000
BCWP $40,000 $105,000 $151,000
ACWP $39,000 $107,000 $160,000
IBM Global Services (ITS)
© 2004 IBM Corporation
30 Earned Value analysis 10/30/15
Earned Value Analysis
BCWSBCWS
BCWPBCWP ACWPACWP
IBM Global Services (ITS)
© 2004 IBM Corporation
31 Earned Value analysis 10/30/15
CV - Cost Variance
 The difference between the earned value of an
activity and the actual cost for that activity
 BCWP - ACWP = Cost Variance (CV)
 +CV = under budget, -CV = over budget
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 BAC
BCWS/
Plan
$50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $300,000
BCWP $40,000 $105,000 $151,000
ACWP $39,000 $107,000 $160,000
CV $1,000 ($2,000) ($9,000)
IBM Global Services (ITS)
© 2004 IBM Corporation
32 Earned Value analysis 10/30/15
SV - Schedule Variance
 The difference between the scheduled completion
of tasks and the actual completion of tasks (in
Dollars)
 BCWP - BCWS = Schedule Variance (SV)
 +SV = Ahead of Schedule, -SV = Behind Schedule
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 BAC
BCWS/
Plan
$50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $300,000
BCWP $40,000 $105,000 $151,000
ACWP $39,000 $107,000 $160,000
CV $1,000 ($2,000) ($9,000)
SV ($10,000) $5,000 $1,000
IBM Global Services (ITS)
© 2004 IBM Corporation
33 Earned Value analysis 10/30/15
Hitting the Mark - Predicting the Future
 Using past performance to predict how your
project will finish financially
 Can change over time
 Project Reviews
 Status Reports
 Validate your "gut feeling"
BCWS
ACWP
BCWP
CV
SV
IBM Global Services (ITS)
© 2004 IBM Corporation
34 Earned Value analysis 10/30/15
CPI - Cost Performance Index
 Ratio of budgeted costs to actual costs
 Also called the Efficiency Index
 BCWP/ACWP = Cost Performance Index (CPI)
 CPI = 1, AWSOME!
 CPI < 1, Over Budget
 CPI > 1, Under Budget
IBM Global Services (ITS)
© 2004 IBM Corporation
35 Earned Value analysis 10/30/15
CPI - Cost Performance Index
 CPI = BCWP/ACWP
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 BAC
BCWS/
Plan
$50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $300,000
BCWP $40,000 $105,000 $151,000
ACWP $39,000 $107,000 $160,000
CV $1,000 ($2,000) ($9,000)
SV ($10,000) $5,000 $1,000
CPI 1.03 .98 .94
IBM Global Services (ITS)
© 2004 IBM Corporation
36 Earned Value analysis 10/30/15
ETC - Estimate To Complete
 The expected additional costs needed to finish the
project
 (BAC - ACWP)/CPI = Estimate to Complete (ETC)
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 BAC
BCWS/
Plan
$50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $300,000
BCWP $40,000 $105,000 $151,000
ACWP $39,000 $107,000 $160,000
CV $1,000 ($2,000) ($9,000)
SV ($10,000) $5,000 $1,000
CPI 1.03 .98 .94
ETC $253,398 $196,938 $148.936
IBM Global Services (ITS)
© 2004 IBM Corporation
37 Earned Value analysis 10/30/15
EAC - Estimate At Completion
 The expected total cost of the project
 ACWP + ETC = Estimate At Completion (EAC)
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 BAC
BCWS/
Plan
$50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $300,000
BCWP $40,000 $105,000 $151,000
ACWP $39,000 $107,000 $160,000
CV $1,000 ($2,000) ($9,000)
SV ($10,000) $5,000 $1,000
CPI 1.03 .98 .94
ETC $253,398 $196,938 $148.936
EAC $292,398 $303,938 $308,936
IBM Global Services (ITS)
© 2004 IBM Corporation
38 Earned Value analysis 10/30/15
Exkurs: Varianten zur Berechnung von EAC
 Es gibt verschiednene EAC Definitionen:
– EAC = ACWP+neuer ETC (wie im Beispiel)
wenn sich Konditionen oder Annahmen ändern, die der
ursprünglichen Schätzung zugrunde liegen
– EAC=BAC-CV
wenn die vergangene Performance kein guter Indikator
ist
– EAC = BAC/CPI
wenn die vergangene Performance ein guter Indikator ist
IBM Global Services (ITS)
© 2004 IBM Corporation
39 Earned Value analysis 10/30/15
SPI - Schedule Performance Index
 Ratio of work performed to work scheduled
 BCWP/BCWS = Schedule Performance Index (SPI)
 SPI = 1, AWSOME! On Schedule
 SPI < 1, Behind Schedule
 SPI > 1, Ahead of Schedule
IBM Global Services (ITS)
© 2004 IBM Corporation
40 Earned Value analysis 10/30/15
SPI - Schedule Performance Index
 BCWP/BCWS = Schedule Performance Index (SPI)
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 BAC
BCWS/
Plan
$50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $300,000
BCWP $40,000 $105,000 $151,000
ACWP $39,000 $107,000 $160,000
CV $1,000 ($2,000) ($9,000)
SV ($10,000) $5,000 $1,000
CPI 1.03 .98 .94
ETC $253,398 $196,938 $148.936
EAC $292,398 $303,938 $308,936
SPI .80 1.05 1.01
IBM Global Services (ITS)
© 2004 IBM Corporation
41 Earned Value analysis 10/30/15
Trend Analysis
 Cost and Schedule
 On Schedule and over budget
Month 1 Month 2 Month 3
0,75
0,8
0,85
0,9
0,95
1
1,05
1,1
IDEAL
CPI
SPI
IBM Global Services (ITS)
© 2004 IBM Corporation
42 Earned Value analysis 10/30/15
Trend Analysis
 Estimate at Completion
Month 1 Month 2 Month 3
290
295
300
305
310
Thousands
Budget at Completion
Estimate at Completion
IBM Global Services (ITS)
© 2004 IBM Corporation
43 Earned Value analysis 10/30/15
Earned Value Analysis
 Project is slightly ahead of schedule
 Approximately 3% over budget with an Increasing
trend
 Estimated final contract costs = $308,900
 Original contract costs = $300,000
IBM Global Services (ITS)
© 2004 IBM Corporation
44 Earned Value analysis 10/30/15
Agenda
1
2
3
4
Earned Value Einführung, Definition, Nutzen
Vergleich verschiedener “Forecast”-Methoden
Terminologie und Fragestellungen
Berechnungsbeispiel zu Earned Value
5 Beispielbericht SOKO Juli 205
Hints & Tips
Anhang
6
7
IBM Global Services (ITS)
© 2004 IBM Corporation
45 Earned Value analysis 10/30/15
Projektkostenanalyse (Stand Ende Juli 2005)
Ergebnis: hinter time (4%), leicht unter Budget (5%);
Projektkostenanalyse Juli
Budgetdaten (in Einheiten Projekttage)
PT aus E-Vorlage 2250
BAC Plantage 2233
BCWS Soll-Tage geplante Arbeit 1207
BCWP Geleistete Arbeit 1162
ACWP Ist-Tage verrichteter Arbeit 1101
Projektfortschritt
PC Fertigstellungsgrad 52%
%spent Budgetverbrauch 49%
Abweichungen (prozentual)
CVP Kostenabweichungen 5%
SVP Planabweichungen -4%
Schätzungen zur Projektfertigstellung
EAC Gesamtkosten bei Fertigstellung 2117
VAC Kostenabweichung bei Fertigstellung (bzgl. Plan-Tage) 116
Kostenabweichung bei Fertigstellung (bzgl. E-Vorlage & CRs) 133
ETC Verbleibende Kosten bis zur Fertigstellung 1015
IBM Global Services (ITS)
© 2004 IBM Corporation
46 Earned Value analysis 10/30/15
Projektkostenanalyse (Stand Ende Juli 2005) Diagramm
0
500
1000
1500
2000
2500
Dez
04
Feb
05
Apr05
Jun
05
Aug
05
O
kt05
Dez
05
Monate
PT
Geplante Arbeit (BCWS)
Kosten der Arbeit
(ACWP)
Geleistete Arbeit
(BCWP)
IBM Global Services (ITS)
© 2004 IBM Corporation
47 Earned Value analysis 10/30/15
Projektkostenanalyse (Stand Ende Juli 2005) Forecast &
Completion
Forecast
benötigte
Personentage
Fertigstellungs-
grad
0
500
1000
1500
2000
2500
Jan
05Feb
05M
rz05Apr05M
ai05Jun
05Jul05Aug
05Sep
05O
kt05Nov05D
ez05
Monate
PT
BAC
E-Vorlage + CRs
EAC5=BAC/CR
EAC3=EAC = BAC/CPI
3%
6%
15%
24%
32%
42%
52%
1%
5%
14%
23%
30%
38%
49%
0%
10%
20%
30%
40%
50%
60%
Jan
05
Feb
05
Mrz
05
Apr
05
Mai
05
Jun
05
Jul
05
Aug
05
Sep
05
Okt
05
Nov
05
Dez
05
Monate
PC = BCWP / BAC
%spent = ACWP/BAC
IBM Global Services (ITS)
© 2004 IBM Corporation
48 Earned Value analysis 10/30/15
Detaildarstellung
Juli 2005
check/anpassenneu neu
Budget E-
Vorlage +
genehmigte
CRs BAC BCWS ACWP BCWP CPI CV PC CEAC SPI SV TCPI
Summe SOKO2005 2.255 2.233 1.207 1.101 1.162 1,06 61 52% 2.116 0,96 (45) 0,95
1000 App 333 228 175 175 167 0,95 (8) 73% 239 0,96 (7) 1,15
2000 DB 450 309 217 251 187 0,75 (64) 60% 414 0,86 (30) 2,09
3000 I*Net 125 99 42 51 37 0,72 (14) 37% 137 0,88 (5) 1,29
4000 SM 220 297 120 54 124 2,31 70 42% 129 1,03 4 0,71
6000 Test 200 185 129 91 121 1,33 30 65% 140 0,94 (8) 0,68
7000 RVM 160 165 27 25 27 1,06 1 16% 156 1,01 0 0,99
8000 KIDM 0 74 27 8 25 3,35 18 34% 22 0,95 (1) 0,73
8000 KID VS 0 67 0 0 0 1,00 - 0% 67 1,00 - 1,00
9000 BKSO 267 160 118 93 120 1,30 28 75% 123 1,02 2 0,59
90000 Projektmanagement 500 500 255 255 255 1,00 (0) 51% 500 1,00 0 1,00
91000 Allgemeines Projekt Management 400
92000 Architektur 100
93000 Abstimmung mit Betrieb 0
99999 TPL Meetings 0
KID 0 149 99 99 99 1,00 - 66% 149 1,00 - 1,00
Restarbeit KID K & HH ca. 5+25 PTs (April/Mai)
KID bis Ende Juli geleistet: 99 PT, s.o.
KID Rest (HH, K, Trouble Shooting): 50 PT
IBM Global Services (ITS)
© 2004 IBM Corporation
49 Earned Value analysis 10/30/15
Agenda
1
2
3
4
Earned Value Einführung, Definition, Nutzen
Vergleich verschiedener “Forecast”-Methoden
Terminologie und Fragestellungen
Berechnungsbeispiel zu Earned Value
5 Beispielbericht SOKO Juli 205
Hints & Tips
Anhang
6
7
IBM Global Services (ITS)
© 2004 IBM Corporation
50 Earned Value analysis 10/30/15
Earned Value Strategies (zur Bestimmung von BCWP)
0-100%
100% of “work to be performed” is reported as earned at completion of the task.
50-50%
50% of “work to be performed” is reported as earned at initiation of task, 50% at
completion of task.
% Complete
A cumulative percentage of the total work planned - which is currently completed
- is reported as earned.
Summary Level %
A declared % of work is allocated for summary activities, and the designated %
of work performed is earned at the completion of the activities.
Remaining Effort
The actual effort expended to date as a percentage of actual and anticipate work
to be expended.
Milestone Gewichtung
Laufende Aufwände (PL, Architektur, etc.)
gleichmäßig ansetzen
CPI unterstützt „Design to Cost“ Ansatz
Kommunikation der CPI Werte auf Teilprojekt-, nicht auf Taskbasis  Teaming wird
unterstützt
IBM Global Services (ITS)
© 2004 IBM Corporation
51 Earned Value analysis 10/30/15
Exkurs: 50-50 Regel (Theorie)
Theorie
• Der Fehler bei einer gerade erst begonnen Aktivität (überbewertet) wird durch eine
kurz vor Abschluß stehende Aktivität (unterbewertet) wieder aufgehoben oder ist
vernachlässigbar.
• Aufgrund der WBS-Detaillierung < 4 Wochen, tritt der Fehler im Folgemonat nicht mehr
auf; neu Aktivitäten kommen jedoch hinzu.
• Mit zunehmender Projektdauer geht er systematische Fehler gegen Null, da der im
Berichtszeitraum liegende Aufwand überproportional kleiner ist als der bereits
geleistete Aufwand in den Vorperioden (BCWP Vorperioden >> BCWP
Berichtsperiode)
• Mit Hilfe der 50/50 Regel wird der obligatorische Schätzaufwand für die geleistete
Arbeit vermieden.
• Die subjektive Schätzung „wie viel einer Arbeit bereits geleistet wurde“, wird reduziert
auf das objektive Eintreten von Ereignissen der Art:
– Liegt der Planstart vor dem Berichtszeitpunkt 0% oder 50%
– Liegt das Planende vor dem Berichtszeitpunkt 0% oder 50%
– Liegt der Iststart vor dem Berichtszeitpunkt 0% oder 50%
– Liegt das Istende vor dem Berichtszeitpunkt 0% oder 50%
IBM Global Services (ITS)
© 2004 IBM Corporation
52 Earned Value analysis 10/30/15
EVA Regeln
 Plane Deine Arbeit bevor Du beginnst;
 Messe Deine Performance mit objektiven, technischen
Kriterien; z.B. #Srv Abbauten, # umgezogene DBs
 Analysiere Deinen Status und deine Vorhersagen anhand
eines in Phasen/Aktivitäten aufgeteilten Projektplans
 Analysiere Deine Ausgaben unter dem Aspekt Deiner
geleisteten Arbeit (nicht der geplanten Arbeit);
 Schätze das Fertigstellungsdatum und die Gesamtkosten;
 Korrigiere Deine Pläne, wenn notwendig;
 Kontrolliere diszipliniert Deine Basis für die Performance
Messung.
IBM Global Services (ITS)
© 2004 IBM Corporation
53 Earned Value analysis 10/30/15
Pitfalls & Special Considerations
 1. Collection of Actuals (Effort Expended and % Complete)
isn’t easy.
 2. Calculation of BCWP (% Complete) must be discrete.
 3. Changes in scope require “Re-Baselining” BAC.
 4. Remaining Effort should not be used to calculate %
Complete.
 5. Works Councils may prevent the implementation Time
Reporting System.
 6. Compute Earned Value with Effort, NOT Cost.
IBM Global Services (ITS)
© 2004 IBM Corporation
54 Earned Value analysis 10/30/15
Link im iRAM zum EV Template und „Cookbook“:
https://w3.tap.ibm.com/com.ibm.ram/assetDetail/generalDetails.faces?guid={244C220E-AA51-D04
Bitte Bewertung nicht vergessen... (-:
IBM Global Services (ITS)
© 2004 IBM Corporation
55 Earned Value analysis 10/30/15
Agenda
1
2
3
4
Earned Value Einführung, Definition, Nutzen
Vergleich verschiedener “Forecast”-Methoden
Terminologie und Fragestellungen
Berechnungsbeispiel zu Earned Value
5 Beispielbericht SOKO Juli 205
Hints & Tips
Anhang
6
7
IBM Global Services (ITS)
© 2004 IBM Corporation
56 Earned Value analysis 10/30/15
Earned Value Analysis:
Entstehung der Methode
 1959 PERT and PERT/Cost
— Milestone Charts And Rate-of Expenditure Curves
— Dollars Spent Vs Estimates Of Percent
Complete (DD 1097)
 1963 Earned Value Concept (MINUTEMAN)
 1964 Cost Accomplishment Concept (TITAN III)
 1966 AF—Cost/schedule Planning And Control
Specification (C/SPCS)
 1967 DOD—Cost/Schedule Control Systems
Criteria (C/SCSC) (DODI 7000.2)
 1972 DOD—-Revised DODI 7000.2 and Issued the
Joint Implementation Guide (JIG)
 1972 NASA Marshall Space Flight Center—C/SPC
 1975 DOE—Performance Measurement System
(PMS)
 1976 DOD—Revised the C/SCSC JIG
 1980 DOD—Revised the C/SCSC JIG
 1982 National Security Agency—Earned Value
 1983 NASA—Goddard Space Flight Center—PMS
 1984 FAA & NASA Lewis Research Center—PMS
 1985 NASA Johnson Space Flight Center—PMS
 1987 DOD—Revised DOD C/SCSC JIG
 1988 NASA Marshall SFC—Revised PMS
(MMI 8020.7C, 44 Criteria)
 1989 Australian DOD—DODI 7000.2
 1990 Canadian DOD—PMS
 1991 DODI 5000.2 replaces DODI 7000.2
 1992 National Oceanic And Atmospheric
Administration (NOAA)—PMS
 1993 Swedish FMV—C/SCSC
 1994 Internal Revenue Service (IRS)—C/SCSC
 1994 Federal Bureau Of Investigation (FBI)
—C/SCSC
 1996 DODR 5000.2-R replaces DODI 5000.2
C/SCSC revised from 35 to 32 criteria
 1996 Revised JIG—Renamed Earned Value
Management Implementation Guide (EVMIG)
 1997 EVMIG Revised
 1998 MIL-STD 881B replaced by MIL HDBK 881
IBM Global Services (ITS)
© 2004 IBM Corporation
57 Earned Value analysis 10/30/15
0
1000
2000
3000
4000
5000
6000
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
EVA Daten Elemente
T/N
Cost Variance Schedule Variance
Projected
Program
Delay
VAC
EAC
BAC
ACWP
BCWP
BCWS
ETC
Schedule Slip
IBM Global Services (ITS)
© 2004 IBM Corporation
58 Earned Value analysis 10/30/15
EVA Informationen (ungeprüft)
 Bücher
 Earned Value
Quentin W. Fleming & Joel M. Koppleman
 Cost/Schedule Control Systems Criteria
Quentin W. Fleming
 Project Performance Measurement
Robert R. Kemps
 Visualizing Project Management
Kevin Forsberg, Ph.D., Hal Mooz and Howard
Cotterman
 Software
 Artemis Views
Artemis Management Systems
Contact: Patrick Perugini (303) 581-3102
Web: http://www.artemispm.com
 Cobra
Welcom Software
Contact: Diana Melton (281) 558-0514
Web: http://www.wst.com
 Software [Fortsetzung]
 Dekker TRAKKER
Dekker Ltd.
Contact: Ron Barry (909) 384-9000
Web: http://www.dtrakker.com
 MicroFrame Project Manager (MPM)
MicroFrame Technologies, Inc.
Contact: Carl Amacker (415) 616-4000
Web: http://www.microframe.com
 Internet
 Project Management Institute
http://www.pmi.org
 US DoD Earned Value
http://www.acq.osd.mil/pm
 Earned Value Bibliography
http://www.uwf.edu/~dchriste/ev-bib.html
 Amazon.com
http://www.amazon.com

More Related Content

What's hot

Earned value management
Earned value managementEarned value management
Earned value management
Ashif AR
 
Introduction to Project Management
Introduction to Project ManagementIntroduction to Project Management
Introduction to Project Management
Waleed Elnaggar
 
Chap 7.0 Project Cost Management Overview
Chap 7.0 Project Cost Management OverviewChap 7.0 Project Cost Management Overview
Chap 7.0 Project Cost Management Overview
Anand Bobade
 
Project Management Methodology
Project Management MethodologyProject Management Methodology
Project Management Methodology
Mohammed Al-Taee
 
PMP_Project Cost Management
PMP_Project Cost ManagementPMP_Project Cost Management
PMP_Project Cost Management
Hisham Haridy MBA, PMP®, RMP®, SP®
 
Project Management Framework
Project Management FrameworkProject Management Framework
Project Management Framework
Wadhwani Foundation
 
Triple Constraints of Projects: Scope, Cost & Schedule
Triple Constraints of Projects: Scope, Cost & ScheduleTriple Constraints of Projects: Scope, Cost & Schedule
Triple Constraints of Projects: Scope, Cost & Schedule
shofiulalom
 
00 Introduction of project scheduling
00 Introduction of project scheduling00 Introduction of project scheduling
00 Introduction of project scheduling
Soe Naing Win
 
PMP 47 process definitions
PMP 47 process definitionsPMP 47 process definitions
PMP 47 process definitions
Anand Bobade
 
Project Risk Management
Project Risk ManagementProject Risk Management
Project Risk Management
Martin Sillaots
 
Project Cost Management
Project Cost ManagementProject Cost Management
Project Cost Management
Kateri Manglicmot
 
Eot claims hr__may2012
Eot claims hr__may2012Eot claims hr__may2012
Eot claims hr__may2012
McLachlan Lister Pty Limited
 
PMP Chap 7 - Project Cost Management - Part 2
PMP Chap 7 - Project Cost Management - Part 2PMP Chap 7 - Project Cost Management - Part 2
PMP Chap 7 - Project Cost Management - Part 2
Anand Bobade
 
Project Controlling and Project Monitoring
Project Controlling and Project MonitoringProject Controlling and Project Monitoring
Project Controlling and Project Monitoring
haroldtaylor1113
 
PMP Prep 3 - Project Integration Management
PMP Prep 3 - Project Integration ManagementPMP Prep 3 - Project Integration Management
PMP Prep 3 - Project Integration Management
Andrew Mikityuk
 
Project cost management-slides
Project cost management-slidesProject cost management-slides
Project cost management-slides
masilamani ramasamy
 
PMP chap 1 - PMP Introduction (PMBOK 6)
PMP chap 1 - PMP  Introduction (PMBOK 6)PMP chap 1 - PMP  Introduction (PMBOK 6)
PMP chap 1 - PMP Introduction (PMBOK 6)
Anand Bobade
 
COST AND TIME CONTROL OF CONSTRUCTION PROJECTS_TKAJ
COST AND TIME CONTROL OF CONSTRUCTION PROJECTS_TKAJCOST AND TIME CONTROL OF CONSTRUCTION PROJECTS_TKAJ
COST AND TIME CONTROL OF CONSTRUCTION PROJECTS_TKAJ
Tapesh Ajmera
 
PMP Training - 08 project quality management
PMP Training - 08 project quality managementPMP Training - 08 project quality management
PMP Training - 08 project quality management
ejlp12
 
Projrct Monitoring & Controling
Projrct   Monitoring  & ControlingProjrct   Monitoring  & Controling
Projrct Monitoring & Controling
Darshana Viduranga
 

What's hot (20)

Earned value management
Earned value managementEarned value management
Earned value management
 
Introduction to Project Management
Introduction to Project ManagementIntroduction to Project Management
Introduction to Project Management
 
Chap 7.0 Project Cost Management Overview
Chap 7.0 Project Cost Management OverviewChap 7.0 Project Cost Management Overview
Chap 7.0 Project Cost Management Overview
 
Project Management Methodology
Project Management MethodologyProject Management Methodology
Project Management Methodology
 
PMP_Project Cost Management
PMP_Project Cost ManagementPMP_Project Cost Management
PMP_Project Cost Management
 
Project Management Framework
Project Management FrameworkProject Management Framework
Project Management Framework
 
Triple Constraints of Projects: Scope, Cost & Schedule
Triple Constraints of Projects: Scope, Cost & ScheduleTriple Constraints of Projects: Scope, Cost & Schedule
Triple Constraints of Projects: Scope, Cost & Schedule
 
00 Introduction of project scheduling
00 Introduction of project scheduling00 Introduction of project scheduling
00 Introduction of project scheduling
 
PMP 47 process definitions
PMP 47 process definitionsPMP 47 process definitions
PMP 47 process definitions
 
Project Risk Management
Project Risk ManagementProject Risk Management
Project Risk Management
 
Project Cost Management
Project Cost ManagementProject Cost Management
Project Cost Management
 
Eot claims hr__may2012
Eot claims hr__may2012Eot claims hr__may2012
Eot claims hr__may2012
 
PMP Chap 7 - Project Cost Management - Part 2
PMP Chap 7 - Project Cost Management - Part 2PMP Chap 7 - Project Cost Management - Part 2
PMP Chap 7 - Project Cost Management - Part 2
 
Project Controlling and Project Monitoring
Project Controlling and Project MonitoringProject Controlling and Project Monitoring
Project Controlling and Project Monitoring
 
PMP Prep 3 - Project Integration Management
PMP Prep 3 - Project Integration ManagementPMP Prep 3 - Project Integration Management
PMP Prep 3 - Project Integration Management
 
Project cost management-slides
Project cost management-slidesProject cost management-slides
Project cost management-slides
 
PMP chap 1 - PMP Introduction (PMBOK 6)
PMP chap 1 - PMP  Introduction (PMBOK 6)PMP chap 1 - PMP  Introduction (PMBOK 6)
PMP chap 1 - PMP Introduction (PMBOK 6)
 
COST AND TIME CONTROL OF CONSTRUCTION PROJECTS_TKAJ
COST AND TIME CONTROL OF CONSTRUCTION PROJECTS_TKAJCOST AND TIME CONTROL OF CONSTRUCTION PROJECTS_TKAJ
COST AND TIME CONTROL OF CONSTRUCTION PROJECTS_TKAJ
 
PMP Training - 08 project quality management
PMP Training - 08 project quality managementPMP Training - 08 project quality management
PMP Training - 08 project quality management
 
Projrct Monitoring & Controling
Projrct   Monitoring  & ControlingProjrct   Monitoring  & Controling
Projrct Monitoring & Controling
 

Viewers also liked

Earned Value Reporting
Earned Value ReportingEarned Value Reporting
Earned Value Reporting
cfreema7
 
A gentle introduction to earned value management systems (neutral)
A gentle introduction to earned value management systems (neutral)A gentle introduction to earned value management systems (neutral)
A gentle introduction to earned value management systems (neutral)
Glen Alleman
 
Earning Value from Earned Value Management
Earning Value from Earned Value ManagementEarning Value from Earned Value Management
Earning Value from Earned Value Management
Glen Alleman
 
A simple example of Earned Value Management (EVM) in action
A simple example of Earned Value Management (EVM) in actionA simple example of Earned Value Management (EVM) in action
A simple example of Earned Value Management (EVM) in action
Planisware
 
Pisano
PisanoPisano
Pisano
NASAPMC
 
Earned Value Analysis
Earned Value AnalysisEarned Value Analysis
Earned Value Analysis
Saqib Raza
 
Earned value analysis training
Earned value analysis trainingEarned value analysis training
Earned value analysis training
Paul King
 
Integrating Risk With Earned Value
Integrating Risk With Earned ValueIntegrating Risk With Earned Value
Integrating Risk With Earned Value
Glen Alleman
 
Earned Value
Earned ValueEarned Value
Earned Value
ahmad bassiouny
 
Earned value for pmp and pmi acp exam
Earned value for pmp and pmi acp examEarned value for pmp and pmi acp exam
Earned value for pmp and pmi acp exam
Manish Purwar
 
Earned value in five easy pieces
Earned value in five easy piecesEarned value in five easy pieces
Earned value in five easy pieces
Glen Alleman
 
Earned Value fundamentals
Earned Value fundamentalsEarned Value fundamentals
Earned Value fundamentals
Denise Fotopoulou
 
Earned value Project Management (evpm)
Earned value Project Management (evpm)Earned value Project Management (evpm)
Earned value Project Management (evpm)
Ejaz Bhatti
 
Project Controls Expo 13th Nov 2013 - "From Cost Plan To Bid Evaluation To Co...
Project Controls Expo 13th Nov 2013 - "From Cost Plan To Bid Evaluation To Co...Project Controls Expo 13th Nov 2013 - "From Cost Plan To Bid Evaluation To Co...
Project Controls Expo 13th Nov 2013 - "From Cost Plan To Bid Evaluation To Co...
Project Controls Expo
 
Track Project Performance - Earned Value Management
Track Project Performance - Earned Value ManagementTrack Project Performance - Earned Value Management
Track Project Performance - Earned Value Management
Baroness PM
 
Projects Performance Analysis & Forecasting
Projects Performance Analysis & Forecasting Projects Performance Analysis & Forecasting
Earned Value Management
Earned Value ManagementEarned Value Management
Earned Value Management
Mansoor Shoaib
 
Back to basics - Earned Value Management for beginners webinar
Back to basics - Earned Value Management for beginners webinarBack to basics - Earned Value Management for beginners webinar
Back to basics - Earned Value Management for beginners webinar
Association for Project Management
 
Ev+agile=success
Ev+agile=successEv+agile=success
Ev+agile=success
Glen Alleman
 
Big data meets evm (submitted)
Big data meets evm (submitted)Big data meets evm (submitted)
Big data meets evm (submitted)
Glen Alleman
 

Viewers also liked (20)

Earned Value Reporting
Earned Value ReportingEarned Value Reporting
Earned Value Reporting
 
A gentle introduction to earned value management systems (neutral)
A gentle introduction to earned value management systems (neutral)A gentle introduction to earned value management systems (neutral)
A gentle introduction to earned value management systems (neutral)
 
Earning Value from Earned Value Management
Earning Value from Earned Value ManagementEarning Value from Earned Value Management
Earning Value from Earned Value Management
 
A simple example of Earned Value Management (EVM) in action
A simple example of Earned Value Management (EVM) in actionA simple example of Earned Value Management (EVM) in action
A simple example of Earned Value Management (EVM) in action
 
Pisano
PisanoPisano
Pisano
 
Earned Value Analysis
Earned Value AnalysisEarned Value Analysis
Earned Value Analysis
 
Earned value analysis training
Earned value analysis trainingEarned value analysis training
Earned value analysis training
 
Integrating Risk With Earned Value
Integrating Risk With Earned ValueIntegrating Risk With Earned Value
Integrating Risk With Earned Value
 
Earned Value
Earned ValueEarned Value
Earned Value
 
Earned value for pmp and pmi acp exam
Earned value for pmp and pmi acp examEarned value for pmp and pmi acp exam
Earned value for pmp and pmi acp exam
 
Earned value in five easy pieces
Earned value in five easy piecesEarned value in five easy pieces
Earned value in five easy pieces
 
Earned Value fundamentals
Earned Value fundamentalsEarned Value fundamentals
Earned Value fundamentals
 
Earned value Project Management (evpm)
Earned value Project Management (evpm)Earned value Project Management (evpm)
Earned value Project Management (evpm)
 
Project Controls Expo 13th Nov 2013 - "From Cost Plan To Bid Evaluation To Co...
Project Controls Expo 13th Nov 2013 - "From Cost Plan To Bid Evaluation To Co...Project Controls Expo 13th Nov 2013 - "From Cost Plan To Bid Evaluation To Co...
Project Controls Expo 13th Nov 2013 - "From Cost Plan To Bid Evaluation To Co...
 
Track Project Performance - Earned Value Management
Track Project Performance - Earned Value ManagementTrack Project Performance - Earned Value Management
Track Project Performance - Earned Value Management
 
Projects Performance Analysis & Forecasting
Projects Performance Analysis & Forecasting Projects Performance Analysis & Forecasting
Projects Performance Analysis & Forecasting
 
Earned Value Management
Earned Value ManagementEarned Value Management
Earned Value Management
 
Back to basics - Earned Value Management for beginners webinar
Back to basics - Earned Value Management for beginners webinarBack to basics - Earned Value Management for beginners webinar
Back to basics - Earned Value Management for beginners webinar
 
Ev+agile=success
Ev+agile=successEv+agile=success
Ev+agile=success
 
Big data meets evm (submitted)
Big data meets evm (submitted)Big data meets evm (submitted)
Big data meets evm (submitted)
 

Similar to Earned value

L06 cost management
L06 cost managementL06 cost management
L06 cost management
Asa Chan
 
Projects Control Using Earned Value Techniques - Part One
Projects Control Using Earned Value Techniques - Part OneProjects Control Using Earned Value Techniques - Part One
Projects Control Using Earned Value Techniques - Part One
Waleed Hamdy Albana
 
project control using earned value analysis - Part 01
project control using earned value analysis - Part 01 project control using earned value analysis - Part 01
project control using earned value analysis - Part 01
waleed hamdy
 
Schedule Recovery Using Earned Value
Schedule Recovery Using Earned ValueSchedule Recovery Using Earned Value
Schedule Recovery Using Earned Value
Chris Carson
 
Mitigation And Performance Recovery Using Earned Value
Mitigation And Performance Recovery Using Earned ValueMitigation And Performance Recovery Using Earned Value
Mitigation And Performance Recovery Using Earned Value
Chris Carson
 
How to build a credible performance measurement baseline (v5)
How to build a credible performance measurement baseline (v5)How to build a credible performance measurement baseline (v5)
How to build a credible performance measurement baseline (v5)
Glen Alleman
 
CostManagementSlides.pdf
CostManagementSlides.pdfCostManagementSlides.pdf
CostManagementSlides.pdf
AmrishTyagi8
 
D08 Quantify Project Value
D08 Quantify Project ValueD08 Quantify Project Value
D08 Quantify Project Value
Leanleaders.org
 
D08 Quantify Project Value
D08 Quantify Project ValueD08 Quantify Project Value
D08 Quantify Project Value
Leanleaders.org
 
PMansgement-costmanagementforproject.pptx
PMansgement-costmanagementforproject.pptxPMansgement-costmanagementforproject.pptx
PMansgement-costmanagementforproject.pptx
iamasniya07
 
MandC.pdf
MandC.pdfMandC.pdf
MandC.pdf
sadsfcdvdfssd
 
An introduction to project accounting
An introduction to project accountingAn introduction to project accounting
An introduction to project accounting
Association for Project Management
 
07.cost management updated
07.cost management updated07.cost management updated
07.cost management updated
Shraddha PMP
 
Webinar - Slimme besluitvorming over project-portfolio’s in asset management
Webinar - Slimme besluitvorming over project-portfolio’s in asset managementWebinar - Slimme besluitvorming over project-portfolio’s in asset management
Webinar - Slimme besluitvorming over project-portfolio’s in asset management
Stork
 
07 projectcostmanagement
07 projectcostmanagement07 projectcostmanagement
07 projectcostmanagement
Dhamo daran
 
EVA - Metrics.ppt
EVA - Metrics.pptEVA - Metrics.ppt
EVA - Metrics.ppt
NivethaSampath3
 
160155061 project-monitoring-control
160155061 project-monitoring-control160155061 project-monitoring-control
160155061 project-monitoring-control
eidalin95
 
Project m&e & logframe
Project m&e & logframeProject m&e & logframe
Project m&e & logframe
Wesley Opaki
 
Program Management 2.0: Work Breakdown Structure
Program Management 2.0: Work Breakdown StructureProgram Management 2.0: Work Breakdown Structure
Program Management 2.0: Work Breakdown Structure
John Carter
 
Chapter 2 -project evaluation
Chapter 2 -project evaluationChapter 2 -project evaluation
Chapter 2 -project evaluation
RohanMistry15
 

Similar to Earned value (20)

L06 cost management
L06 cost managementL06 cost management
L06 cost management
 
Projects Control Using Earned Value Techniques - Part One
Projects Control Using Earned Value Techniques - Part OneProjects Control Using Earned Value Techniques - Part One
Projects Control Using Earned Value Techniques - Part One
 
project control using earned value analysis - Part 01
project control using earned value analysis - Part 01 project control using earned value analysis - Part 01
project control using earned value analysis - Part 01
 
Schedule Recovery Using Earned Value
Schedule Recovery Using Earned ValueSchedule Recovery Using Earned Value
Schedule Recovery Using Earned Value
 
Mitigation And Performance Recovery Using Earned Value
Mitigation And Performance Recovery Using Earned ValueMitigation And Performance Recovery Using Earned Value
Mitigation And Performance Recovery Using Earned Value
 
How to build a credible performance measurement baseline (v5)
How to build a credible performance measurement baseline (v5)How to build a credible performance measurement baseline (v5)
How to build a credible performance measurement baseline (v5)
 
CostManagementSlides.pdf
CostManagementSlides.pdfCostManagementSlides.pdf
CostManagementSlides.pdf
 
D08 Quantify Project Value
D08 Quantify Project ValueD08 Quantify Project Value
D08 Quantify Project Value
 
D08 Quantify Project Value
D08 Quantify Project ValueD08 Quantify Project Value
D08 Quantify Project Value
 
PMansgement-costmanagementforproject.pptx
PMansgement-costmanagementforproject.pptxPMansgement-costmanagementforproject.pptx
PMansgement-costmanagementforproject.pptx
 
MandC.pdf
MandC.pdfMandC.pdf
MandC.pdf
 
An introduction to project accounting
An introduction to project accountingAn introduction to project accounting
An introduction to project accounting
 
07.cost management updated
07.cost management updated07.cost management updated
07.cost management updated
 
Webinar - Slimme besluitvorming over project-portfolio’s in asset management
Webinar - Slimme besluitvorming over project-portfolio’s in asset managementWebinar - Slimme besluitvorming over project-portfolio’s in asset management
Webinar - Slimme besluitvorming over project-portfolio’s in asset management
 
07 projectcostmanagement
07 projectcostmanagement07 projectcostmanagement
07 projectcostmanagement
 
EVA - Metrics.ppt
EVA - Metrics.pptEVA - Metrics.ppt
EVA - Metrics.ppt
 
160155061 project-monitoring-control
160155061 project-monitoring-control160155061 project-monitoring-control
160155061 project-monitoring-control
 
Project m&e & logframe
Project m&e & logframeProject m&e & logframe
Project m&e & logframe
 
Program Management 2.0: Work Breakdown Structure
Program Management 2.0: Work Breakdown StructureProgram Management 2.0: Work Breakdown Structure
Program Management 2.0: Work Breakdown Structure
 
Chapter 2 -project evaluation
Chapter 2 -project evaluationChapter 2 -project evaluation
Chapter 2 -project evaluation
 

Recently uploaded

Girls Call Laxmi Nagar 9711199171 Provide Best And Top Girl Service And No1 i...
Girls Call Laxmi Nagar 9711199171 Provide Best And Top Girl Service And No1 i...Girls Call Laxmi Nagar 9711199171 Provide Best And Top Girl Service And No1 i...
Girls Call Laxmi Nagar 9711199171 Provide Best And Top Girl Service And No1 i...
Ak47
 
Hamster kombat withdrawal date - what you need to know!
Hamster kombat withdrawal date - what you need to know!Hamster kombat withdrawal date - what you need to know!
Hamster kombat withdrawal date - what you need to know!
CRYPTO SPACE 🪙
 
AI.It's simple to believe artificial intelligence (AI) has the solution to ev...
AI.It's simple to believe artificial intelligence (AI) has the solution to ev...AI.It's simple to believe artificial intelligence (AI) has the solution to ev...
AI.It's simple to believe artificial intelligence (AI) has the solution to ev...
Thailand Appreciative Inquiry Network
 
how to increase profit as an hamster Miner - earn over 100,000,000+ token's p...
how to increase profit as an hamster Miner - earn over 100,000,000+ token's p...how to increase profit as an hamster Miner - earn over 100,000,000+ token's p...
how to increase profit as an hamster Miner - earn over 100,000,000+ token's p...
CRYPTO SPACE 🪙
 
How do I sell my Hamster kombat currency?
How do I sell my Hamster kombat currency?How do I sell my Hamster kombat currency?
How do I sell my Hamster kombat currency?
CRYPTO SPACE 🪙
 
Most Girls Call Navi Mumbai 9930245274 Provide Best And Top Girl Service And ...
Most Girls Call Navi Mumbai 9930245274 Provide Best And Top Girl Service And ...Most Girls Call Navi Mumbai 9930245274 Provide Best And Top Girl Service And ...
Most Girls Call Navi Mumbai 9930245274 Provide Best And Top Girl Service And ...
sharonblush
 
Monthly Market Risk Update: July 2024 [SlideShare]
Monthly Market Risk Update: July 2024 [SlideShare]Monthly Market Risk Update: July 2024 [SlideShare]
Monthly Market Risk Update: July 2024 [SlideShare]
Commonwealth
 
Hamster kombat - A simple and effective method to withdraw mined tokens.
Hamster kombat - A simple and effective method to withdraw mined tokens.Hamster kombat - A simple and effective method to withdraw mined tokens.
Hamster kombat - A simple and effective method to withdraw mined tokens.
CRYPTO SPACE 🪙
 
Perfect trading ebook - is it a legitimate forex trading Ebook or SCAM!
Perfect trading ebook - is it a legitimate forex trading Ebook or SCAM!Perfect trading ebook - is it a legitimate forex trading Ebook or SCAM!
Perfect trading ebook - is it a legitimate forex trading Ebook or SCAM!
TRADERS SPACE 💱
 
2024 Q2 Crypto Industry Report | CoinGecko
2024 Q2 Crypto Industry Report | CoinGecko2024 Q2 Crypto Industry Report | CoinGecko
2024 Q2 Crypto Industry Report | CoinGecko
CoinGecko
 
学生妹丝袜【网芷:ht28.co】校服做爱下载app观看>>>[网趾:ht28.co】]<<<
学生妹丝袜【网芷:ht28.co】校服做爱下载app观看>>>[网趾:ht28.co】]<<<学生妹丝袜【网芷:ht28.co】校服做爱下载app观看>>>[网趾:ht28.co】]<<<
学生妹丝袜【网芷:ht28.co】校服做爱下载app观看>>>[网趾:ht28.co】]<<<
amzhoxvzidbke
 
How can I withdraw my hamster tokens to real money in India.
How can I withdraw my hamster tokens to real money in India.How can I withdraw my hamster tokens to real money in India.
How can I withdraw my hamster tokens to real money in India.
CRYPTO SPACE 🪙
 
Briefing paper on Pension SuperHaven 200520 (3).pdf
Briefing paper on Pension SuperHaven 200520 (3).pdfBriefing paper on Pension SuperHaven 200520 (3).pdf
Briefing paper on Pension SuperHaven 200520 (3).pdf
Henry Tapper
 
How do I cash out hamster kombat tokens?
How do I cash out hamster kombat tokens?How do I cash out hamster kombat tokens?
How do I cash out hamster kombat tokens?
CRYPTO SPACE 🪙
 
Girls Call Marine lines 9910780858 Provide Best And Top Girl Service And No1 ...
Girls Call Marine lines 9910780858 Provide Best And Top Girl Service And No1 ...Girls Call Marine lines 9910780858 Provide Best And Top Girl Service And No1 ...
Girls Call Marine lines 9910780858 Provide Best And Top Girl Service And No1 ...
maigasapphire
 
Girls call Service Hyderabad 000XX00000 Provide Best And Top Girl Service And...
Girls call Service Hyderabad 000XX00000 Provide Best And Top Girl Service And...Girls call Service Hyderabad 000XX00000 Provide Best And Top Girl Service And...
Girls call Service Hyderabad 000XX00000 Provide Best And Top Girl Service And...
avanikakapoor
 
how to sell hamster kombat at high rate - $1 per token.
how to sell hamster kombat at high rate - $1 per token.how to sell hamster kombat at high rate - $1 per token.
how to sell hamster kombat at high rate - $1 per token.
CRYPTO SPACE 🪙
 
High Profile Girls Call Delhi 🎈🔥9711199171 🔥💋🎈 Provide Best And Top Girl Serv...
High Profile Girls Call Delhi 🎈🔥9711199171 🔥💋🎈 Provide Best And Top Girl Serv...High Profile Girls Call Delhi 🎈🔥9711199171 🔥💋🎈 Provide Best And Top Girl Serv...
High Profile Girls Call Delhi 🎈🔥9711199171 🔥💋🎈 Provide Best And Top Girl Serv...
fatima shekh$A17
 
Northeastern University degree offer diploma Transcript
Northeastern University degree offer diploma TranscriptNortheastern University degree offer diploma Transcript
Northeastern University degree offer diploma Transcript
oywfdy
 
how do I sell my hamster coins on OKX exchange.
how do I sell my hamster coins on OKX exchange.how do I sell my hamster coins on OKX exchange.
how do I sell my hamster coins on OKX exchange.
CRYPTO SPACE 🪙
 

Recently uploaded (20)

Girls Call Laxmi Nagar 9711199171 Provide Best And Top Girl Service And No1 i...
Girls Call Laxmi Nagar 9711199171 Provide Best And Top Girl Service And No1 i...Girls Call Laxmi Nagar 9711199171 Provide Best And Top Girl Service And No1 i...
Girls Call Laxmi Nagar 9711199171 Provide Best And Top Girl Service And No1 i...
 
Hamster kombat withdrawal date - what you need to know!
Hamster kombat withdrawal date - what you need to know!Hamster kombat withdrawal date - what you need to know!
Hamster kombat withdrawal date - what you need to know!
 
AI.It's simple to believe artificial intelligence (AI) has the solution to ev...
AI.It's simple to believe artificial intelligence (AI) has the solution to ev...AI.It's simple to believe artificial intelligence (AI) has the solution to ev...
AI.It's simple to believe artificial intelligence (AI) has the solution to ev...
 
how to increase profit as an hamster Miner - earn over 100,000,000+ token's p...
how to increase profit as an hamster Miner - earn over 100,000,000+ token's p...how to increase profit as an hamster Miner - earn over 100,000,000+ token's p...
how to increase profit as an hamster Miner - earn over 100,000,000+ token's p...
 
How do I sell my Hamster kombat currency?
How do I sell my Hamster kombat currency?How do I sell my Hamster kombat currency?
How do I sell my Hamster kombat currency?
 
Most Girls Call Navi Mumbai 9930245274 Provide Best And Top Girl Service And ...
Most Girls Call Navi Mumbai 9930245274 Provide Best And Top Girl Service And ...Most Girls Call Navi Mumbai 9930245274 Provide Best And Top Girl Service And ...
Most Girls Call Navi Mumbai 9930245274 Provide Best And Top Girl Service And ...
 
Monthly Market Risk Update: July 2024 [SlideShare]
Monthly Market Risk Update: July 2024 [SlideShare]Monthly Market Risk Update: July 2024 [SlideShare]
Monthly Market Risk Update: July 2024 [SlideShare]
 
Hamster kombat - A simple and effective method to withdraw mined tokens.
Hamster kombat - A simple and effective method to withdraw mined tokens.Hamster kombat - A simple and effective method to withdraw mined tokens.
Hamster kombat - A simple and effective method to withdraw mined tokens.
 
Perfect trading ebook - is it a legitimate forex trading Ebook or SCAM!
Perfect trading ebook - is it a legitimate forex trading Ebook or SCAM!Perfect trading ebook - is it a legitimate forex trading Ebook or SCAM!
Perfect trading ebook - is it a legitimate forex trading Ebook or SCAM!
 
2024 Q2 Crypto Industry Report | CoinGecko
2024 Q2 Crypto Industry Report | CoinGecko2024 Q2 Crypto Industry Report | CoinGecko
2024 Q2 Crypto Industry Report | CoinGecko
 
学生妹丝袜【网芷:ht28.co】校服做爱下载app观看>>>[网趾:ht28.co】]<<<
学生妹丝袜【网芷:ht28.co】校服做爱下载app观看>>>[网趾:ht28.co】]<<<学生妹丝袜【网芷:ht28.co】校服做爱下载app观看>>>[网趾:ht28.co】]<<<
学生妹丝袜【网芷:ht28.co】校服做爱下载app观看>>>[网趾:ht28.co】]<<<
 
How can I withdraw my hamster tokens to real money in India.
How can I withdraw my hamster tokens to real money in India.How can I withdraw my hamster tokens to real money in India.
How can I withdraw my hamster tokens to real money in India.
 
Briefing paper on Pension SuperHaven 200520 (3).pdf
Briefing paper on Pension SuperHaven 200520 (3).pdfBriefing paper on Pension SuperHaven 200520 (3).pdf
Briefing paper on Pension SuperHaven 200520 (3).pdf
 
How do I cash out hamster kombat tokens?
How do I cash out hamster kombat tokens?How do I cash out hamster kombat tokens?
How do I cash out hamster kombat tokens?
 
Girls Call Marine lines 9910780858 Provide Best And Top Girl Service And No1 ...
Girls Call Marine lines 9910780858 Provide Best And Top Girl Service And No1 ...Girls Call Marine lines 9910780858 Provide Best And Top Girl Service And No1 ...
Girls Call Marine lines 9910780858 Provide Best And Top Girl Service And No1 ...
 
Girls call Service Hyderabad 000XX00000 Provide Best And Top Girl Service And...
Girls call Service Hyderabad 000XX00000 Provide Best And Top Girl Service And...Girls call Service Hyderabad 000XX00000 Provide Best And Top Girl Service And...
Girls call Service Hyderabad 000XX00000 Provide Best And Top Girl Service And...
 
how to sell hamster kombat at high rate - $1 per token.
how to sell hamster kombat at high rate - $1 per token.how to sell hamster kombat at high rate - $1 per token.
how to sell hamster kombat at high rate - $1 per token.
 
High Profile Girls Call Delhi 🎈🔥9711199171 🔥💋🎈 Provide Best And Top Girl Serv...
High Profile Girls Call Delhi 🎈🔥9711199171 🔥💋🎈 Provide Best And Top Girl Serv...High Profile Girls Call Delhi 🎈🔥9711199171 🔥💋🎈 Provide Best And Top Girl Serv...
High Profile Girls Call Delhi 🎈🔥9711199171 🔥💋🎈 Provide Best And Top Girl Serv...
 
Northeastern University degree offer diploma Transcript
Northeastern University degree offer diploma TranscriptNortheastern University degree offer diploma Transcript
Northeastern University degree offer diploma Transcript
 
how do I sell my hamster coins on OKX exchange.
how do I sell my hamster coins on OKX exchange.how do I sell my hamster coins on OKX exchange.
how do I sell my hamster coins on OKX exchange.
 

Earned value

  • 1. IBM Global Services (ITS) 10/30/15 © 2004 IBM Corporation Earned Value Analysis Dr. Oliver Klapp
  • 2. IBM Global Services (ITS) © 2004 IBM Corporation 2 Earned Value analysis 10/30/15 Agenda 1 2 3 4 Earned Value Einführung, Definition, Nutzen Vergleich verschiedener “Forecast”-Methoden Terminologie und Fragestellungen Berechnungsbeispiel zu Earned Value 5 Beispielbericht SOKO Juli 205 Hints & Tips Anhang 6 7
  • 3. IBM Global Services (ITS) © 2004 IBM Corporation 3 Earned Value analysis 10/30/15 Agenda 1 2 3 4 Earned Value Einführung, Definition, Nutzen Vergleich verschiedener “Forecast”-Methoden Terminologie und Fragestellungen Berechnungsbeispiel zu Earned Value 5 Beispielbericht SOKO Juli 205 Hints & Tips Anhang 6 7
  • 4. IBM Global Services (ITS) © 2004 IBM Corporation 4 Earned Value analysis 10/30/15 Objectives  Understand project financial data analysis acronyms and formulas  Analyze project data and PREDICT project financial performance  Understand how Earned Value Analysis can enhance the overall project performance
  • 5. IBM Global Services (ITS) © 2004 IBM Corporation 5 Earned Value analysis 10/30/15 Earned Value Management - Definitions Department of Defense literature defines earned value management as the following: "Earned Value Management is the use of an integrated management system that coordinates work scope, schedule, and cost goals and objectively measures progress toward those goals." PMI/WWPMM Glossary describes earned value analysis as: “The process of comparing actual performance with planned performance using earned value as the method for measuring project performance.”
  • 6. IBM Global Services (ITS) © 2004 IBM Corporation 6 Earned Value analysis 10/30/15 EV Management – Value (to Organization) 1/2 Benefits are both intrinsic and extrinsic • Meet budget, schedule and scope objectives • Earlier awareness of problems (and resolution) • Improved communication of status • Solid basis for management decisions • Hilft dem Management Bereiche zu identifizieren, die zusätzliche Aufmerksamkeit des Managements erfordern • Helps identify poor or inadequate planning • Liefert die Basis für einen realistischen Plan gegen den die Performance gemessen werden kann • Basis for better planning on future projects • Broadens perspective of many Project Managers • Increased customer satisfaction and profitability • Wenn ein Aufgabe innerhalb Scope, Zeitplan und Budget erledigt werden kann, steigt das Vertrauen in eine erfolgreiche Fertigstellung
  • 7. IBM Global Services (ITS) © 2004 IBM Corporation 7 Earned Value analysis 10/30/15 EV Management – Value (to Organization) 2/2  Liefert wahre Kostendaten – Verhindert Kostenabweichungen – Ermöglicht realistische Projektionen der Gesamtkosten – Erhöht die Genauigkeit der Kosten-Schätzungen  Reduziert die Möglichkeit des Kunden / Managements zusätzliche Arbeit ohne zusätzliches Budget aufzuerlegen – Verbindet direkt Budget und Arbeit – Erzwingt für zusätzliche Arbeit zusätzliches Budget – Erzwingt für reduziertes Budget eine Reduzierung der Arbeit  Ermöglicht Management Entscheidungen in einem realistischen Rahmen gegenüber latenter Unsicherheit
  • 8. IBM Global Services (ITS) © 2004 IBM Corporation 8 Earned Value analysis 10/30/15 EV Management - Getting Started Earned Value Management • Requires basic project management practices be in place • Integrate Earned Value (EV) concepts and processes across all components of the Project Management System – Documented in an EV management plan – Uses EV analysis to look at and report on data that is collected and managed as part of regularly accepted project management activities
  • 9. IBM Global Services (ITS) © 2004 IBM Corporation 9 Earned Value analysis 10/30/15 EV Management - Criteria for Success Successful implementation of EV Management requires: • Determine early if EV Management is going to be used and include in all planning activities • Define a WBS with clearly identifiable and measurable tasks • [Include tasks in support of EV in the WBS and fund them] • Schedule all work within required and achievable time frames • Assign resources and costs/person days to each task • Prepare baselines for budget and project plans • Capture and monitor all project costs • Track progress for scope, schedule, and budget • [Adjust project management efforts as a result of EV analyses (i.e. Recovery plans)]
  • 10. IBM Global Services (ITS) © 2004 IBM Corporation 10 Earned Value analysis 10/30/15 EV Management - Processes Processes need to be in place • Processes to baseline budgets and project plans and record them • Processes to obtain expenditures from Planview and other accounting systems • Processes to regularly assess and record work accomplished and costs incurred • Processes to generate Earned Value analyses and reports • Processes for reporting status at level of detail needed to measure progress accurately
  • 11. IBM Global Services (ITS) © 2004 IBM Corporation 11 Earned Value analysis 10/30/15 Agenda 1 2 3 4 Earned Value Einführung, Definition, Nutzen Vergleich verschiedener “Forecast”-Methoden Terminologie und Fragestellungen Berechnungsbeispiel zu Earned Value 5 Beispielbericht SOKO Juli 205 Hints & Tips Anhang 6 7
  • 12. IBM Global Services (ITS) © 2004 IBM Corporation 12 Earned Value analysis 10/30/15 Comparison of Methodologies  Go/No-Go Criteria  Milestone Tracking  Spend (Burn) Rate  Expended Effort  No Measurement  Earned Value Management
  • 13. IBM Global Services (ITS) © 2004 IBM Corporation 13 Earned Value analysis 10/30/15 Illustration - Go/No Go Criteria Decision: Has criteria for continuing project been successfully achieved?
  • 14. IBM Global Services (ITS) © 2004 IBM Corporation 14 Earned Value analysis 10/30/15 Illustration - Milestone Tracking Decision: Has the team met each milestone on time?
  • 15. IBM Global Services (ITS) © 2004 IBM Corporation 15 Earned Value analysis 10/30/15 Illustration - Spend Plan Decision: Has the rate of budget funding been expended at the anticipate rate?
  • 16. IBM Global Services (ITS) © 2004 IBM Corporation 16 Earned Value analysis 10/30/15 Illustration - Expended Effort Decision: Has the rate of expended effort been executed at the anticipated rate?
  • 17. IBM Global Services (ITS) © 2004 IBM Corporation 17 Earned Value analysis 10/30/15 No Performance Measurement Methodology
  • 18. IBM Global Services (ITS) © 2004 IBM Corporation 18 Earned Value analysis 10/30/15 Earned Value Analysis Earned Value Analysis is a simple, but effective, way of understanding how a project is currently performing against the original (baseline) plan in terms of the value of the work completed.
  • 19. IBM Global Services (ITS) © 2004 IBM Corporation 19 Earned Value analysis 10/30/15 Developing A Baseline 100 40 60 15 25 30 30 3. Allocate Budgets 1. Define the Work 2. Schedule the Work $ PM Baseline Contract Budget Base Time 100 40 60 15 25 30 30 3. Allocate Budgets 1. Define the Work 2. Schedule the Work $ PM Baseline Contract Budget Base Time
  • 20. IBM Global Services (ITS) © 2004 IBM Corporation 20 Earned Value analysis 10/30/15 Performance Measurement  Definition - Effectively controlling the execution of the project planning parameters, specifically: – Schedule - Ensuring the timely execution of project milestones. – Effort - Controlling the efficient expenditure of resources. – Cost - Controlling the project budget and expenditure of funds.  Requirements - In order to monitor and control these project parameters, the team must be able to achieve the following: – Baseline - A reasonably competent estimate of the effort and time needed to complete the project can be forecasted. – Actuals - A mechanism for accurately collecting the expenditure of effort can be implemented. – % Complete - The team has a reliable means for accurately determining the amount of work that has been accomplished.
  • 21. IBM Global Services (ITS) © 2004 IBM Corporation 21 Earned Value analysis 10/30/15 Agenda 1 2 3 4 Earned Value Einführung, Definition, Nutzen Vergleich verschiedener “Forecast”-Methoden Terminologie und Fragestellungen Berechnungsbeispiel zu Earned Value 5 Beispielbericht SOKO Juli 205 Hints & Tips Anhang 6 7
  • 22. IBM Global Services (ITS) © 2004 IBM Corporation 22 Earned Value analysis 10/30/15 Earned Value Fragestellungen 1/2 Questions to Ask Earned Value Term Abbreviation and Formulas What is the project's budget? Budget at completion BAC What did we plan to spend? Budgeted cost of work scheduled BCWS What is the actual amount spent on the project to date? Actual cost of work performed ACWP What has been completed and what is the estimated value of those items? Budgeted cost of work performed BCWP What is the efficiency at which tasks are getting done from a financial point of view? Cost performance index CPI = BCWP / ACWP How far off are we from our scheduled cost of things to be completed from the actual amount spent? Cost variance CV = BCWP - ACWP How far off are we from our schedule from a financial point of view? Schedule variance SV = BCWP - BCWS How much of the budget at completion you have used to date? Percent spent % Spent = ACWP / BAC
  • 23. IBM Global Services (ITS) © 2004 IBM Corporation 23 Earned Value analysis 10/30/15 Earned Value Fragestellungen 2/2 Questions to Ask Earned Value Term Abbreviation and Formulas How much of the project has been completed? Percent complete PC = BCWP / BAC How well is the project performing in comparison to how well it is expected to perform? Schedule performance index SPI = BCWP / BCWS How much will the project cost at completion? Calculated Estimate at completion CEAC = BAC / CPI What is the estimate of additional funds needed to complete the project? Estimate to complete Developed in consultation with management. How much will the project cost at completion? Estimate at Completion EAC = ACWP + ETC How efficient must the team be to complete the remaining work with the remaining money? To-complete performance index TCPI = (BAC - BCWP) / (BAC - ACWP)
  • 24. IBM Global Services (ITS) © 2004 IBM Corporation 24 Earned Value analysis 10/30/15 EV Management - Glossary – EV Terms PV = Planned Value or BCWS (Budgeted Cost of Work Scheduled) EV = Earned Value or BCWP (Budgeted Cost of Work Performed) AC = Actual Cost or ACWP (Actual Cost of Work Performed) BAC = Budget at Completion (Total of planned value at completion) – EV Variances and indexes SV = Schedule Variance (negative number is behind schedule, positive is ahead) CV = Cost Variance (negative number is over budget, positive is under budget) SPI = Schedule Performance Index (SPI < 1 behind schedule, SPI > 1 ahead) CPI = Cost Performance Index (CPI < 1 over budget, CPI > 1 under budget) – EV Forecasting EAC = Estimate at Completion (derived number based upon current indexes and budget at completion) VAC = Variance at Completion (negative number is over budget, positive is under budget) ETC = Estimate to Complete
  • 25. IBM Global Services (ITS) © 2004 IBM Corporation 25 Earned Value analysis 10/30/15 Agenda 1 2 3 4 Earned Value Einführung, Definition, Nutzen Vergleich verschiedener “Forecast”-Methoden Terminologie und Fragestellungen Berechnungsbeispiel zu Earned Value 5 Beispielbericht SOKO Juli 205 Hints & Tips Anhang 6 7
  • 26. IBM Global Services (ITS) © 2004 IBM Corporation 26 Earned Value analysis 10/30/15 BCWS - Budgeted Cost of Work Scheduled  The sum of approved costs for activites Scheduled to be performed  Cumulative financial plan  The following example shows a BCWS of $50,000 per month for a six month project. Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 BCWS/ Plan $50,000 $100,000 $150,000 $200,000 $250,000 $300,000
  • 27. IBM Global Services (ITS) © 2004 IBM Corporation 27 Earned Value analysis 10/30/15 BAC - Budget at Completion  The estimated baseline total cost of the project at completion  Also referred to as the original cost estimate  Many times, your BAC will equal the Total Contract Value (E-Vorlage). Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 BAC BCWS/ Plan $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $300,000
  • 28. IBM Global Services (ITS) © 2004 IBM Corporation 28 Earned Value analysis 10/30/15 BCWP - Budgeted Cost of Work Performed  The sum of approved cost estimates COMPLETED during a given period  Also referred to as Earned Value Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 BAC BCWS/ Plan $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $300,000 BCWP $40,000 $105,000
  • 29. IBM Global Services (ITS) © 2004 IBM Corporation 29 Earned Value analysis 10/30/15 ACWP - Actual Cost of Work Performed  Total costs and/or expenses INCURRED  Shows actuals or real cost of work performed  May be equal to, less then, or greater then what was budgeted Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 BAC BCWS/ Plan $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $300,000 BCWP $40,000 $105,000 $151,000 ACWP $39,000 $107,000 $160,000
  • 30. IBM Global Services (ITS) © 2004 IBM Corporation 30 Earned Value analysis 10/30/15 Earned Value Analysis BCWSBCWS BCWPBCWP ACWPACWP
  • 31. IBM Global Services (ITS) © 2004 IBM Corporation 31 Earned Value analysis 10/30/15 CV - Cost Variance  The difference between the earned value of an activity and the actual cost for that activity  BCWP - ACWP = Cost Variance (CV)  +CV = under budget, -CV = over budget Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 BAC BCWS/ Plan $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $300,000 BCWP $40,000 $105,000 $151,000 ACWP $39,000 $107,000 $160,000 CV $1,000 ($2,000) ($9,000)
  • 32. IBM Global Services (ITS) © 2004 IBM Corporation 32 Earned Value analysis 10/30/15 SV - Schedule Variance  The difference between the scheduled completion of tasks and the actual completion of tasks (in Dollars)  BCWP - BCWS = Schedule Variance (SV)  +SV = Ahead of Schedule, -SV = Behind Schedule Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 BAC BCWS/ Plan $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $300,000 BCWP $40,000 $105,000 $151,000 ACWP $39,000 $107,000 $160,000 CV $1,000 ($2,000) ($9,000) SV ($10,000) $5,000 $1,000
  • 33. IBM Global Services (ITS) © 2004 IBM Corporation 33 Earned Value analysis 10/30/15 Hitting the Mark - Predicting the Future  Using past performance to predict how your project will finish financially  Can change over time  Project Reviews  Status Reports  Validate your "gut feeling" BCWS ACWP BCWP CV SV
  • 34. IBM Global Services (ITS) © 2004 IBM Corporation 34 Earned Value analysis 10/30/15 CPI - Cost Performance Index  Ratio of budgeted costs to actual costs  Also called the Efficiency Index  BCWP/ACWP = Cost Performance Index (CPI)  CPI = 1, AWSOME!  CPI < 1, Over Budget  CPI > 1, Under Budget
  • 35. IBM Global Services (ITS) © 2004 IBM Corporation 35 Earned Value analysis 10/30/15 CPI - Cost Performance Index  CPI = BCWP/ACWP Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 BAC BCWS/ Plan $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $300,000 BCWP $40,000 $105,000 $151,000 ACWP $39,000 $107,000 $160,000 CV $1,000 ($2,000) ($9,000) SV ($10,000) $5,000 $1,000 CPI 1.03 .98 .94
  • 36. IBM Global Services (ITS) © 2004 IBM Corporation 36 Earned Value analysis 10/30/15 ETC - Estimate To Complete  The expected additional costs needed to finish the project  (BAC - ACWP)/CPI = Estimate to Complete (ETC) Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 BAC BCWS/ Plan $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $300,000 BCWP $40,000 $105,000 $151,000 ACWP $39,000 $107,000 $160,000 CV $1,000 ($2,000) ($9,000) SV ($10,000) $5,000 $1,000 CPI 1.03 .98 .94 ETC $253,398 $196,938 $148.936
  • 37. IBM Global Services (ITS) © 2004 IBM Corporation 37 Earned Value analysis 10/30/15 EAC - Estimate At Completion  The expected total cost of the project  ACWP + ETC = Estimate At Completion (EAC) Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 BAC BCWS/ Plan $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $300,000 BCWP $40,000 $105,000 $151,000 ACWP $39,000 $107,000 $160,000 CV $1,000 ($2,000) ($9,000) SV ($10,000) $5,000 $1,000 CPI 1.03 .98 .94 ETC $253,398 $196,938 $148.936 EAC $292,398 $303,938 $308,936
  • 38. IBM Global Services (ITS) © 2004 IBM Corporation 38 Earned Value analysis 10/30/15 Exkurs: Varianten zur Berechnung von EAC  Es gibt verschiednene EAC Definitionen: – EAC = ACWP+neuer ETC (wie im Beispiel) wenn sich Konditionen oder Annahmen ändern, die der ursprünglichen Schätzung zugrunde liegen – EAC=BAC-CV wenn die vergangene Performance kein guter Indikator ist – EAC = BAC/CPI wenn die vergangene Performance ein guter Indikator ist
  • 39. IBM Global Services (ITS) © 2004 IBM Corporation 39 Earned Value analysis 10/30/15 SPI - Schedule Performance Index  Ratio of work performed to work scheduled  BCWP/BCWS = Schedule Performance Index (SPI)  SPI = 1, AWSOME! On Schedule  SPI < 1, Behind Schedule  SPI > 1, Ahead of Schedule
  • 40. IBM Global Services (ITS) © 2004 IBM Corporation 40 Earned Value analysis 10/30/15 SPI - Schedule Performance Index  BCWP/BCWS = Schedule Performance Index (SPI) Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 BAC BCWS/ Plan $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $300,000 BCWP $40,000 $105,000 $151,000 ACWP $39,000 $107,000 $160,000 CV $1,000 ($2,000) ($9,000) SV ($10,000) $5,000 $1,000 CPI 1.03 .98 .94 ETC $253,398 $196,938 $148.936 EAC $292,398 $303,938 $308,936 SPI .80 1.05 1.01
  • 41. IBM Global Services (ITS) © 2004 IBM Corporation 41 Earned Value analysis 10/30/15 Trend Analysis  Cost and Schedule  On Schedule and over budget Month 1 Month 2 Month 3 0,75 0,8 0,85 0,9 0,95 1 1,05 1,1 IDEAL CPI SPI
  • 42. IBM Global Services (ITS) © 2004 IBM Corporation 42 Earned Value analysis 10/30/15 Trend Analysis  Estimate at Completion Month 1 Month 2 Month 3 290 295 300 305 310 Thousands Budget at Completion Estimate at Completion
  • 43. IBM Global Services (ITS) © 2004 IBM Corporation 43 Earned Value analysis 10/30/15 Earned Value Analysis  Project is slightly ahead of schedule  Approximately 3% over budget with an Increasing trend  Estimated final contract costs = $308,900  Original contract costs = $300,000
  • 44. IBM Global Services (ITS) © 2004 IBM Corporation 44 Earned Value analysis 10/30/15 Agenda 1 2 3 4 Earned Value Einführung, Definition, Nutzen Vergleich verschiedener “Forecast”-Methoden Terminologie und Fragestellungen Berechnungsbeispiel zu Earned Value 5 Beispielbericht SOKO Juli 205 Hints & Tips Anhang 6 7
  • 45. IBM Global Services (ITS) © 2004 IBM Corporation 45 Earned Value analysis 10/30/15 Projektkostenanalyse (Stand Ende Juli 2005) Ergebnis: hinter time (4%), leicht unter Budget (5%); Projektkostenanalyse Juli Budgetdaten (in Einheiten Projekttage) PT aus E-Vorlage 2250 BAC Plantage 2233 BCWS Soll-Tage geplante Arbeit 1207 BCWP Geleistete Arbeit 1162 ACWP Ist-Tage verrichteter Arbeit 1101 Projektfortschritt PC Fertigstellungsgrad 52% %spent Budgetverbrauch 49% Abweichungen (prozentual) CVP Kostenabweichungen 5% SVP Planabweichungen -4% Schätzungen zur Projektfertigstellung EAC Gesamtkosten bei Fertigstellung 2117 VAC Kostenabweichung bei Fertigstellung (bzgl. Plan-Tage) 116 Kostenabweichung bei Fertigstellung (bzgl. E-Vorlage & CRs) 133 ETC Verbleibende Kosten bis zur Fertigstellung 1015
  • 46. IBM Global Services (ITS) © 2004 IBM Corporation 46 Earned Value analysis 10/30/15 Projektkostenanalyse (Stand Ende Juli 2005) Diagramm 0 500 1000 1500 2000 2500 Dez 04 Feb 05 Apr05 Jun 05 Aug 05 O kt05 Dez 05 Monate PT Geplante Arbeit (BCWS) Kosten der Arbeit (ACWP) Geleistete Arbeit (BCWP)
  • 47. IBM Global Services (ITS) © 2004 IBM Corporation 47 Earned Value analysis 10/30/15 Projektkostenanalyse (Stand Ende Juli 2005) Forecast & Completion Forecast benötigte Personentage Fertigstellungs- grad 0 500 1000 1500 2000 2500 Jan 05Feb 05M rz05Apr05M ai05Jun 05Jul05Aug 05Sep 05O kt05Nov05D ez05 Monate PT BAC E-Vorlage + CRs EAC5=BAC/CR EAC3=EAC = BAC/CPI 3% 6% 15% 24% 32% 42% 52% 1% 5% 14% 23% 30% 38% 49% 0% 10% 20% 30% 40% 50% 60% Jan 05 Feb 05 Mrz 05 Apr 05 Mai 05 Jun 05 Jul 05 Aug 05 Sep 05 Okt 05 Nov 05 Dez 05 Monate PC = BCWP / BAC %spent = ACWP/BAC
  • 48. IBM Global Services (ITS) © 2004 IBM Corporation 48 Earned Value analysis 10/30/15 Detaildarstellung Juli 2005 check/anpassenneu neu Budget E- Vorlage + genehmigte CRs BAC BCWS ACWP BCWP CPI CV PC CEAC SPI SV TCPI Summe SOKO2005 2.255 2.233 1.207 1.101 1.162 1,06 61 52% 2.116 0,96 (45) 0,95 1000 App 333 228 175 175 167 0,95 (8) 73% 239 0,96 (7) 1,15 2000 DB 450 309 217 251 187 0,75 (64) 60% 414 0,86 (30) 2,09 3000 I*Net 125 99 42 51 37 0,72 (14) 37% 137 0,88 (5) 1,29 4000 SM 220 297 120 54 124 2,31 70 42% 129 1,03 4 0,71 6000 Test 200 185 129 91 121 1,33 30 65% 140 0,94 (8) 0,68 7000 RVM 160 165 27 25 27 1,06 1 16% 156 1,01 0 0,99 8000 KIDM 0 74 27 8 25 3,35 18 34% 22 0,95 (1) 0,73 8000 KID VS 0 67 0 0 0 1,00 - 0% 67 1,00 - 1,00 9000 BKSO 267 160 118 93 120 1,30 28 75% 123 1,02 2 0,59 90000 Projektmanagement 500 500 255 255 255 1,00 (0) 51% 500 1,00 0 1,00 91000 Allgemeines Projekt Management 400 92000 Architektur 100 93000 Abstimmung mit Betrieb 0 99999 TPL Meetings 0 KID 0 149 99 99 99 1,00 - 66% 149 1,00 - 1,00 Restarbeit KID K & HH ca. 5+25 PTs (April/Mai) KID bis Ende Juli geleistet: 99 PT, s.o. KID Rest (HH, K, Trouble Shooting): 50 PT
  • 49. IBM Global Services (ITS) © 2004 IBM Corporation 49 Earned Value analysis 10/30/15 Agenda 1 2 3 4 Earned Value Einführung, Definition, Nutzen Vergleich verschiedener “Forecast”-Methoden Terminologie und Fragestellungen Berechnungsbeispiel zu Earned Value 5 Beispielbericht SOKO Juli 205 Hints & Tips Anhang 6 7
  • 50. IBM Global Services (ITS) © 2004 IBM Corporation 50 Earned Value analysis 10/30/15 Earned Value Strategies (zur Bestimmung von BCWP) 0-100% 100% of “work to be performed” is reported as earned at completion of the task. 50-50% 50% of “work to be performed” is reported as earned at initiation of task, 50% at completion of task. % Complete A cumulative percentage of the total work planned - which is currently completed - is reported as earned. Summary Level % A declared % of work is allocated for summary activities, and the designated % of work performed is earned at the completion of the activities. Remaining Effort The actual effort expended to date as a percentage of actual and anticipate work to be expended. Milestone Gewichtung Laufende Aufwände (PL, Architektur, etc.) gleichmäßig ansetzen CPI unterstützt „Design to Cost“ Ansatz Kommunikation der CPI Werte auf Teilprojekt-, nicht auf Taskbasis  Teaming wird unterstützt
  • 51. IBM Global Services (ITS) © 2004 IBM Corporation 51 Earned Value analysis 10/30/15 Exkurs: 50-50 Regel (Theorie) Theorie • Der Fehler bei einer gerade erst begonnen Aktivität (überbewertet) wird durch eine kurz vor Abschluß stehende Aktivität (unterbewertet) wieder aufgehoben oder ist vernachlässigbar. • Aufgrund der WBS-Detaillierung < 4 Wochen, tritt der Fehler im Folgemonat nicht mehr auf; neu Aktivitäten kommen jedoch hinzu. • Mit zunehmender Projektdauer geht er systematische Fehler gegen Null, da der im Berichtszeitraum liegende Aufwand überproportional kleiner ist als der bereits geleistete Aufwand in den Vorperioden (BCWP Vorperioden >> BCWP Berichtsperiode) • Mit Hilfe der 50/50 Regel wird der obligatorische Schätzaufwand für die geleistete Arbeit vermieden. • Die subjektive Schätzung „wie viel einer Arbeit bereits geleistet wurde“, wird reduziert auf das objektive Eintreten von Ereignissen der Art: – Liegt der Planstart vor dem Berichtszeitpunkt 0% oder 50% – Liegt das Planende vor dem Berichtszeitpunkt 0% oder 50% – Liegt der Iststart vor dem Berichtszeitpunkt 0% oder 50% – Liegt das Istende vor dem Berichtszeitpunkt 0% oder 50%
  • 52. IBM Global Services (ITS) © 2004 IBM Corporation 52 Earned Value analysis 10/30/15 EVA Regeln  Plane Deine Arbeit bevor Du beginnst;  Messe Deine Performance mit objektiven, technischen Kriterien; z.B. #Srv Abbauten, # umgezogene DBs  Analysiere Deinen Status und deine Vorhersagen anhand eines in Phasen/Aktivitäten aufgeteilten Projektplans  Analysiere Deine Ausgaben unter dem Aspekt Deiner geleisteten Arbeit (nicht der geplanten Arbeit);  Schätze das Fertigstellungsdatum und die Gesamtkosten;  Korrigiere Deine Pläne, wenn notwendig;  Kontrolliere diszipliniert Deine Basis für die Performance Messung.
  • 53. IBM Global Services (ITS) © 2004 IBM Corporation 53 Earned Value analysis 10/30/15 Pitfalls & Special Considerations  1. Collection of Actuals (Effort Expended and % Complete) isn’t easy.  2. Calculation of BCWP (% Complete) must be discrete.  3. Changes in scope require “Re-Baselining” BAC.  4. Remaining Effort should not be used to calculate % Complete.  5. Works Councils may prevent the implementation Time Reporting System.  6. Compute Earned Value with Effort, NOT Cost.
  • 54. IBM Global Services (ITS) © 2004 IBM Corporation 54 Earned Value analysis 10/30/15 Link im iRAM zum EV Template und „Cookbook“: https://w3.tap.ibm.com/com.ibm.ram/assetDetail/generalDetails.faces?guid={244C220E-AA51-D04 Bitte Bewertung nicht vergessen... (-:
  • 55. IBM Global Services (ITS) © 2004 IBM Corporation 55 Earned Value analysis 10/30/15 Agenda 1 2 3 4 Earned Value Einführung, Definition, Nutzen Vergleich verschiedener “Forecast”-Methoden Terminologie und Fragestellungen Berechnungsbeispiel zu Earned Value 5 Beispielbericht SOKO Juli 205 Hints & Tips Anhang 6 7
  • 56. IBM Global Services (ITS) © 2004 IBM Corporation 56 Earned Value analysis 10/30/15 Earned Value Analysis: Entstehung der Methode  1959 PERT and PERT/Cost — Milestone Charts And Rate-of Expenditure Curves — Dollars Spent Vs Estimates Of Percent Complete (DD 1097)  1963 Earned Value Concept (MINUTEMAN)  1964 Cost Accomplishment Concept (TITAN III)  1966 AF—Cost/schedule Planning And Control Specification (C/SPCS)  1967 DOD—Cost/Schedule Control Systems Criteria (C/SCSC) (DODI 7000.2)  1972 DOD—-Revised DODI 7000.2 and Issued the Joint Implementation Guide (JIG)  1972 NASA Marshall Space Flight Center—C/SPC  1975 DOE—Performance Measurement System (PMS)  1976 DOD—Revised the C/SCSC JIG  1980 DOD—Revised the C/SCSC JIG  1982 National Security Agency—Earned Value  1983 NASA—Goddard Space Flight Center—PMS  1984 FAA & NASA Lewis Research Center—PMS  1985 NASA Johnson Space Flight Center—PMS  1987 DOD—Revised DOD C/SCSC JIG  1988 NASA Marshall SFC—Revised PMS (MMI 8020.7C, 44 Criteria)  1989 Australian DOD—DODI 7000.2  1990 Canadian DOD—PMS  1991 DODI 5000.2 replaces DODI 7000.2  1992 National Oceanic And Atmospheric Administration (NOAA)—PMS  1993 Swedish FMV—C/SCSC  1994 Internal Revenue Service (IRS)—C/SCSC  1994 Federal Bureau Of Investigation (FBI) —C/SCSC  1996 DODR 5000.2-R replaces DODI 5000.2 C/SCSC revised from 35 to 32 criteria  1996 Revised JIG—Renamed Earned Value Management Implementation Guide (EVMIG)  1997 EVMIG Revised  1998 MIL-STD 881B replaced by MIL HDBK 881
  • 57. IBM Global Services (ITS) © 2004 IBM Corporation 57 Earned Value analysis 10/30/15 0 1000 2000 3000 4000 5000 6000 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun EVA Daten Elemente T/N Cost Variance Schedule Variance Projected Program Delay VAC EAC BAC ACWP BCWP BCWS ETC Schedule Slip
  • 58. IBM Global Services (ITS) © 2004 IBM Corporation 58 Earned Value analysis 10/30/15 EVA Informationen (ungeprüft)  Bücher  Earned Value Quentin W. Fleming & Joel M. Koppleman  Cost/Schedule Control Systems Criteria Quentin W. Fleming  Project Performance Measurement Robert R. Kemps  Visualizing Project Management Kevin Forsberg, Ph.D., Hal Mooz and Howard Cotterman  Software  Artemis Views Artemis Management Systems Contact: Patrick Perugini (303) 581-3102 Web: http://www.artemispm.com  Cobra Welcom Software Contact: Diana Melton (281) 558-0514 Web: http://www.wst.com  Software [Fortsetzung]  Dekker TRAKKER Dekker Ltd. Contact: Ron Barry (909) 384-9000 Web: http://www.dtrakker.com  MicroFrame Project Manager (MPM) MicroFrame Technologies, Inc. Contact: Carl Amacker (415) 616-4000 Web: http://www.microframe.com  Internet  Project Management Institute http://www.pmi.org  US DoD Earned Value http://www.acq.osd.mil/pm  Earned Value Bibliography http://www.uwf.edu/~dchriste/ev-bib.html  Amazon.com http://www.amazon.com

Editor's Notes

  1. To replace the title / subtitle with your own: Click on the title block -&amp;gt; select all the text by pressing Ctrl+A -&amp;gt; press Delete key -&amp;gt; type your own text
  2. &amp;lt;number&amp;gt;
  3. &amp;lt;number&amp;gt;
  4. &amp;lt;number&amp;gt;
  5. &amp;lt;number&amp;gt;
  6. &amp;lt;number&amp;gt;
  7. This is not all inclusive, just a sample of EV major terms
  8. &amp;lt;number&amp;gt;
  9. &amp;lt;number&amp;gt;
  10. &amp;lt;number&amp;gt;
  11. &amp;lt;number&amp;gt;
  12. &amp;lt;number&amp;gt;
  13. &amp;lt;number&amp;gt;
  14. &amp;lt;number&amp;gt;
  15. &amp;lt;number&amp;gt;
  16. &amp;lt;number&amp;gt;
  17. &amp;lt;number&amp;gt;
  18. &amp;lt;number&amp;gt;