Earned Value Management - Quantifiable project metrics for learning the current state of a project.
Examples and Value Definitions for EVM in relation to project management.
https://agile-mercurial.com
https://twentyfirstcenturyworkforce.com/
Earned value management is a project management technique for measuring project performance and progress. It has the ability to combine measurements of the project management triangle:
Scope
Schedule, and
Costs
In a single integrated system, Earned Value Management is able to provide accurate forecasts of project performance problems, which is an important contribution for project management.
Early EVM research showed that the areas of planning and control are significantly impacted by its use; and similarly, using the methodology improves both scope definition as well as the analysis of overall project performance. More recent research studies have shown that the principles of EVM are positive predictors of project success.[1] Popularity of EVM has grown in recent years beyond government contracting, in which sector its importance continues to rise[2] (e.g., recent new DFARS rules[3]), in part because EVM can also surface in and help substantiate contract disputes.[4]
Essential features of any EVM implementation include
a project plan that identifies work to be accomplished,
a valuation of planned work, called Planned Value (PV) or Budgeted Cost of Work Scheduled (BCWS), and
pre-defined “earning rules” (also called metrics) to quantify the accomplishment of work, called Earned Value (EV) or Budgeted Cost of Work Performed (BCWP).
EVM implementations for large or complex projects include many more features, such as indicators and forecasts of cost performance (over budget or under budget) and schedule performance (behind schedule or ahead of schedule). However, the most basic requirement of an EVM system is that it quantifies progress using PV and EV
This lecture provides a short but comprehensive review of earned value analysis and how this technique helps us to determined the project financial and schedule situation.
A simple approach to understanding Earned Value ManagementProPM Academy
The slide on Earned Value Management focuses on explaining the concepts in a simpler approach. The slides shows about how a project manager can use the Earned value concepts to depict his project progress, variance on the key performance measurement baseline. Project forecasting is been discussed separately with examples.
We are sure that the slides posted above, it would help potential as well as experienced PMs to gain a good insight into the EVM concepts
Hope you found this useful
Any queries / clarifications are most welcome
Earned value management is a project management technique for measuring project performance and progress. It has the ability to combine measurements of the project management triangle:
Scope
Schedule, and
Costs
In a single integrated system, Earned Value Management is able to provide accurate forecasts of project performance problems, which is an important contribution for project management.
Early EVM research showed that the areas of planning and control are significantly impacted by its use; and similarly, using the methodology improves both scope definition as well as the analysis of overall project performance. More recent research studies have shown that the principles of EVM are positive predictors of project success.[1] Popularity of EVM has grown in recent years beyond government contracting, in which sector its importance continues to rise[2] (e.g., recent new DFARS rules[3]), in part because EVM can also surface in and help substantiate contract disputes.[4]
Essential features of any EVM implementation include
a project plan that identifies work to be accomplished,
a valuation of planned work, called Planned Value (PV) or Budgeted Cost of Work Scheduled (BCWS), and
pre-defined “earning rules” (also called metrics) to quantify the accomplishment of work, called Earned Value (EV) or Budgeted Cost of Work Performed (BCWP).
EVM implementations for large or complex projects include many more features, such as indicators and forecasts of cost performance (over budget or under budget) and schedule performance (behind schedule or ahead of schedule). However, the most basic requirement of an EVM system is that it quantifies progress using PV and EV
This lecture provides a short but comprehensive review of earned value analysis and how this technique helps us to determined the project financial and schedule situation.
A simple approach to understanding Earned Value ManagementProPM Academy
The slide on Earned Value Management focuses on explaining the concepts in a simpler approach. The slides shows about how a project manager can use the Earned value concepts to depict his project progress, variance on the key performance measurement baseline. Project forecasting is been discussed separately with examples.
We are sure that the slides posted above, it would help potential as well as experienced PMs to gain a good insight into the EVM concepts
Hope you found this useful
Any queries / clarifications are most welcome
Project management is about acquiring or achieving the project goal and Most projects need to be broken down into a logical sequence of ‘phases’, known as the project life cycle.
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
Project Cost Management includes the processes involved in planning, estimating, budgeting, and controlling costs so that the project can be completed within the approved budget.
The concepts and processes on how to perform project cost management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan cost management, estimate costs, determine budget, and control cost.
Contents are sourced from different authors including PMBOK 5th Edition.
This is provided for free as part of our Continuing Practice in Project Management Professional Certification. You may download, share but please refrain from commercializing it or altering parts. Thanks.
For more on Innovations and Project Management, please visit www.facebook.com/SigmaProcessExcellence
Earned Value AnalysisTracking Project ProgressWh.docxsagarlesley
Earned Value Analysis
Tracking Project Progress
What Is Earned Value?The dollar amount you planned to spend for the work actually completed
Earned Value is the budgeted cost of the work that has actually been performed/completed
Earned Value = Budgeted Cost of the Work Performed (BCWP)
What Is Earned Value Analysis (EVA)?
EVA enables the project progress to be tracked in terms of:
The work that has actually been completed
--- Compared To ---
The work that was scheduled to be completed
Why Is Earned Value Analysis Important?EVA enables the project team to know:If the project is ahead of, or behind schedule
How far the project is ahead of, or behind schedule
If the project is over or under budget
How much the project is over or under budget
Why Is Earned Value Analysis Important?EVA enables the team to address the project’s triple constraints earlier rather than later Scope – re-prioritize/reduce requirements
--- and/or ---
Schedule – adjust the timeline
--- and/or ---
Cost – request additional funding
The Components of Earned Value Analysis WBS – Work Breakdown StructureIdentifies products to be delivered by the project Products or sub-products should be broken down to what can be completed in 80 hours (“80-hour rule”), when applicable
Provides the basis for Distinct products or sub-products – which help to provideValid estimates – which enableTracking earned value / project progress
The Components of Earned Value Analysis Earned Value (EV) ---- or BCWPThe budgeted cost of the work actually performed How much work was actually completed
Planned Value (PV) ---- or BCWSThe budgeted cost of the work scheduled to be performed How much work should have been completed
Actual Cost (AC) ------- or ACWPThe actual cost of the work performedHow much money has been actually spent
The Components of Earned Value AnalysisBudget at Completion (BAC)Dollar amount originally budgeted to complete the project
Estimate at Completion (EAC)Estimate of dollar amount needed to complete the project
Variance at Completion (VAC)Estimate of the dollar amount projected above or below budget
Schedule at Completion (SAC)Projection of the time needed to complete the project
The Components of Earned Value Analysis
Schedule Variance (SV)The work completed vs. the work planned to be completed
SV = (Earned Value – Planned Value)
Tells us if the project is ahead of, or behind schedule
Negative value means the project is behind schedule
The Components of Earned ValueSchedule Performance Index (SPI)Utilized to forecast how long it will take to complete the project
SPI = (Earned Value / Planned Value)
Tells us if the project is ahead of, or behind schedule
Less than 1.00 means the project is behind schedule
The Components of Earned Value
Cost Variance (CV)What we planned to spend on the work completed vs. what was actually spent on the work completed
CV = (Earned Value – Actual Cost)
Tells us if the project is over or under budget ...
Project management is about acquiring or achieving the project goal and Most projects need to be broken down into a logical sequence of ‘phases’, known as the project life cycle.
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
Project Cost Management includes the processes involved in planning, estimating, budgeting, and controlling costs so that the project can be completed within the approved budget.
The concepts and processes on how to perform project cost management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan cost management, estimate costs, determine budget, and control cost.
Contents are sourced from different authors including PMBOK 5th Edition.
This is provided for free as part of our Continuing Practice in Project Management Professional Certification. You may download, share but please refrain from commercializing it or altering parts. Thanks.
For more on Innovations and Project Management, please visit www.facebook.com/SigmaProcessExcellence
Earned Value AnalysisTracking Project ProgressWh.docxsagarlesley
Earned Value Analysis
Tracking Project Progress
What Is Earned Value?The dollar amount you planned to spend for the work actually completed
Earned Value is the budgeted cost of the work that has actually been performed/completed
Earned Value = Budgeted Cost of the Work Performed (BCWP)
What Is Earned Value Analysis (EVA)?
EVA enables the project progress to be tracked in terms of:
The work that has actually been completed
--- Compared To ---
The work that was scheduled to be completed
Why Is Earned Value Analysis Important?EVA enables the project team to know:If the project is ahead of, or behind schedule
How far the project is ahead of, or behind schedule
If the project is over or under budget
How much the project is over or under budget
Why Is Earned Value Analysis Important?EVA enables the team to address the project’s triple constraints earlier rather than later Scope – re-prioritize/reduce requirements
--- and/or ---
Schedule – adjust the timeline
--- and/or ---
Cost – request additional funding
The Components of Earned Value Analysis WBS – Work Breakdown StructureIdentifies products to be delivered by the project Products or sub-products should be broken down to what can be completed in 80 hours (“80-hour rule”), when applicable
Provides the basis for Distinct products or sub-products – which help to provideValid estimates – which enableTracking earned value / project progress
The Components of Earned Value Analysis Earned Value (EV) ---- or BCWPThe budgeted cost of the work actually performed How much work was actually completed
Planned Value (PV) ---- or BCWSThe budgeted cost of the work scheduled to be performed How much work should have been completed
Actual Cost (AC) ------- or ACWPThe actual cost of the work performedHow much money has been actually spent
The Components of Earned Value AnalysisBudget at Completion (BAC)Dollar amount originally budgeted to complete the project
Estimate at Completion (EAC)Estimate of dollar amount needed to complete the project
Variance at Completion (VAC)Estimate of the dollar amount projected above or below budget
Schedule at Completion (SAC)Projection of the time needed to complete the project
The Components of Earned Value Analysis
Schedule Variance (SV)The work completed vs. the work planned to be completed
SV = (Earned Value – Planned Value)
Tells us if the project is ahead of, or behind schedule
Negative value means the project is behind schedule
The Components of Earned ValueSchedule Performance Index (SPI)Utilized to forecast how long it will take to complete the project
SPI = (Earned Value / Planned Value)
Tells us if the project is ahead of, or behind schedule
Less than 1.00 means the project is behind schedule
The Components of Earned Value
Cost Variance (CV)What we planned to spend on the work completed vs. what was actually spent on the work completed
CV = (Earned Value – Actual Cost)
Tells us if the project is over or under budget ...
Culture Check on using Earned Value in OrganizationGhassan Kabbara
Organizations failing to implement Earned Value need to under that Technology is only a tool at their disposal. Processes/Procedures and the Culture are paramount to a successful Earned Value Program.
Introduction
Overview of Key Performance Indicators ( KPI )
What Is The Earned Value Management ?
Why Project Managers Use EVM ?
Earned Value Management Terms and Formulas
Planned value (PV)
Earned value (EV)
Actual cost (AC)
Variance
Schedule Variance ( SV )
Cost Variance ( CV )
Performance Index
Schedule Performance Index (SPI)
Cost Performance Index (CPI)
Example ( Case Study )
Project Forecasting
Budget at Completion (BAC)
Estimate at Completion (EAC)
Estimate to Complete (ETC).
Variance at Completion (VAC)
To Complete Performance Index (TCPI)
Earned value management (EVM) is a methodology that combines scope, schedule, and resource measurements to assess project performance and progress.
It is a commonly used method of performance measurement for projects.
It integrates the scope baseline with the cost baseline, along with the schedule baseline, to form the performance baseline, which helps the project management team assess and measure project performance and progress
By Er.Nikhil Raj, Senior Planning Enginner, Navig Solution Pvt Ltd
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Setting and achieving goals using S.M.A.R.T.
S.M.A.R.T. Goals
• Specific
• Measurable
• Achievable
• Relevant
• Time-Based/Timely
What Are SMART GOALS? https://agile-mercurial.com/2019/08/20/what-are-smart-goals/
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MacGregor’s XY Theory and Ouchi’s Theory Z: https://agile-mercurial.com/2019/06/28/macgregors-xy-theory-and-ouchis-theory-z/
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Conscientiousness
Extroversion
Agreeableness
Neuroticism
Blogs: https://agile-mercurial.com/
Big Five Personality Traits Explained: https://agile-mercurial.com/2019/02/08/the-big-five-personality-traits-explained/
Alternative to the Tuckman Model
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Read more at https://agile-mercurial.com/2019/06/13/drexler-and-sibbets-team-performance-model/
Blogs:
https://agile-mercurial.com/
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View more on Kanban and its history/origins: https://agile-mercurial.com/2019/02/15/what-is-kanban/
https://agile-mercurial.com
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The 7 Core Concepts of Lean: https://agile-mercurial.com/2019/02/11/7-core-concepts-of-lean/
https://agile-mercurial.com
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Blog: https://agile-mercurial.com
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Storming
Norming
Performing
Adjourning
View video: https://www.youtube.com/watch?v=8LzsQbJV2Aw
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Tuckman’s Model – 5 Stages of Team Development and Practical Limitations: https://agile-mercurial.com/2019/04/16/tuckmans-model-5-stages-of-team-development-and-practical-limitations/
Overview of the Process Groups in Project Management - PMP
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
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Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
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Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
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Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
Communication Management Knowledge AreaJoshua Render
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Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
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Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
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Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
Project Mangement - overview of the Cost Management knowledge area within project management. Describes the 4 processes within Project Cost Management and the process groups impacted.
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
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Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
What is Osmotic Communication? The accidental overhearing of background information that may later end up being important.
What is Osmotic Communication? https://agile-mercurial.com/2019/01/26/what-is-osmotic-communication/
Flawed Process: https://agile-mercurial.com/2018/07/23/osmotic-communication-is-a-symptom-of-a-flawed-process/
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
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Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
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Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
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www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
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𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
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2. What is Earned
Value
Management?
Earned Value Management (EVM) is comprised
of several formulas that provide an analysis of a
project and its current state regarding budget
and schedule.
6. Planned
Value (PV)
The value of the work that should have
been completed at any given point for the
total project to remain on budget and
schedule
PV =
(Planned Percentage Completed)
Multiplied by the Budget At Completion
(BAC)
7. Planned
Value (PV):
Example
•Budget At Completion: $20,000
•Planned Schedule Duration: 100 Days
•Current Day in the Project: 15 Days
•Actual Work Completed: 12%
•Actual Costs (AC): $3,000
•Planned Percent Completed: 15 Days / 100 Days = 0.15 = 15%
15% X $20,000 = $3,000
Planned Value = $3,000
9. Earned Value
(EV):
Example
•Budget At Completion: $20,000
•Planned Schedule Duration: 100 Days
•Current Day in the Project: 15 Days
•Actual Work Completed: 12%
•Actual Costs (AC): $3,000
•Planned Percent Completed: 15 Days / 100 Days = 0.15 = 15%
•Planned Value: $3,000
12% X $20,000 = $2,400
Earned Value = $2,400
10. Cost
Variance
(CV)
The difference between the Earned Value
(EV) and the Actual Cost (AC) that shows
how much ahead or behind in the budget
the project is at any given point
A negative CV is the amount the project is
over budget
A positive CV is the amount the project is
under budget
11. Cost
Variance
(CV):
Example
•Budget At Completion: $20,000
•Planned Schedule Duration: 100 Days
•Current Day in the Project: 15 Days
•Actual Work Completed: 12%
•Actual Costs (AC): $3,000
•Planned Percent Completed: 15 Days / 100 Days = 0.15 = 15%
•Planned Value: $3,000
•Earned Value: $2,400
$2,400 - $3,000 = -$600
Cost Variance = -$600
This Project is over budget
12. Cost
Performance
Index (CPI)
An indicator into the speed or rate of spending compared
to the value being generated (Is the project budget on
track)
CPI less than 1 shows the project is spending too fast and is
over budget
CPI equal to 1 shows the project budget is on track
CPI greater than 1 shows the project is under budget
Cost Performance Index = Earned Value Divided by Actual
Cost
13. Cost
Performance
Index (CPI):
Example
•Budget At Completion: $20,000
•Planned Schedule Duration: 100 Days
•Current Day in the Project: 15 Days
•Actual Work Completed: 12%
•Actual Costs (AC): $3,000
•Planned Percent Completed: 15 Days / 100 Days = 0.15 = 15%
•Planned Value: $3,000
•Earned Value: $2,400
•Cost Variance: -$600
$2,400/$3,000 = 0.8
Cost Performance Index = 0.8
This Project is over budget
14. Schedule
Variance
(SV)
The difference between the planned work
completed versus the amount of work that
was completed
A negative SV is an estimate of how much
the project is behind schedule
A positive SV is an estimate of how much
the project is ahead of schedule
Schedule Variance = Earned Value – Planned
Value
15. Schedule
Variance
(SV):
Example
•Budget At Completion: $20,000
•Planned Schedule Duration: 100 Days
•Current Day in the Project: 15 Days
•Actual Work Completed: 12%
•Actual Costs (AC): $3,000
•Planned Percent Completed: 15 Days / 100 Days = 0.15 = 15%
•Planned Value: $3,000
•Earned Value: $2,400
•Cost Variance: -$600
•Cost Performance Index: 0.8
$2,400 - $3,000 = -$600
Schedule Variance = -$600
This Project is $600 worth of work
behind schedule
16. Schedule
Performance
Index (SPI)
The indicator into the speed or rate of the work being getting
completed compared to the work that was expected to be
completed
SPI less than 1 shows the project as being behind schedule
SPI equal to 1 shows the project as being on track
SPI greater than 1 shows that the project is ahead of
schedule
Schedule Performance Index = Earned Value divided by
Planned Value
17. Schedule
Performance
Index (SPI):
Example
•Budget At Completion: $20,000
•Planned Schedule Duration: 100 Days
•Current Day in the Project: 15 Days
•Actual Work Completed: 12%
•Actual Costs (AC): $3,000
•Planned Percent Completed: 15 Days / 100 Days = 0.15 = 15%
•Planned Value: $3,000
•Earned Value: $2,400
•Cost Variance: -$600
•Cost Performance Index: 0.8
•Schedule Variance: -$600
$2,400/$3,000 = 0.8
Schedule Performance Index = 0.8
This Project is behind schedule
18. Other EVM Values
Estimate At Completion
(EAC)
• Based on the current
spending rate, EAC is
an estimate of how
much it will actually
cost to complete the
whole project
• EAC = BAC/CPI
Estimate To Completion
(ETC)
• Based on the current
spending rate, ETC is an
estimate of how much
it will actually cost
from a specified point
forward to complete
the project; it is simply
the EAC minus the
current actual costs
• ETC = EAC – AC
Variance At Completion
(VAC)
• The difference
between the planned
budget (BAC) and the
new forecast budget
(EAC)
• VAC = BAC – EAC
To-Complete
Performance Index
• An estimate of how
hard it would be to
meet the project’s
objectives
• TCPI (BAC – EV)/(BAC –
AC)