Earned value management (EVM) provides visibility into a project's technical, cost, and schedule performance. It integrates cost, schedule, and technical data to evaluate progress and forecast completion costs. For a project to use EVM effectively, it must establish measurable work, develop a measurable plan and schedule, decide what work will be completed over time, track work accomplished, and verify costs. Taking action on variances is also important for managing performance.
How to optimize ddc systems to save energy in hospitalsPulse Energy
Hospitals and health care facilities are under increasing pressure to save costs by improving their energy performance. Implementing a plan to check, correct, and optimize their facility Direct Digital Control (DDC) systems can generate significant energy savings for very little cost.
This webinar, presented by Pulse Energy and Nancy Myers, Energy Manager for the Vancouver Island Health Authority (VIHA), was on generating savings in health care facilities DDC system optimization. Nancy’s presentation covered:
- her team's plan and process for investigating and optimizing DDC systems
- examples of energy wasting problems that can occur in hospital DDCs
- an action plan to maintain the savings going forward
A brief introduction on various concepts of Project Cost, covering various types of Project Costs, Processes to be followed for developing project budget, project budget components, contingency and management reserves, earned value management
This is Six Sigma Project sample for manufacturing company. This is helpful for green belt & black belt level projects. for more information, visit www.niqcgroup.com or www.niqcsixsigmatraining.com
How to optimize ddc systems to save energy in hospitalsPulse Energy
Hospitals and health care facilities are under increasing pressure to save costs by improving their energy performance. Implementing a plan to check, correct, and optimize their facility Direct Digital Control (DDC) systems can generate significant energy savings for very little cost.
This webinar, presented by Pulse Energy and Nancy Myers, Energy Manager for the Vancouver Island Health Authority (VIHA), was on generating savings in health care facilities DDC system optimization. Nancy’s presentation covered:
- her team's plan and process for investigating and optimizing DDC systems
- examples of energy wasting problems that can occur in hospital DDCs
- an action plan to maintain the savings going forward
A brief introduction on various concepts of Project Cost, covering various types of Project Costs, Processes to be followed for developing project budget, project budget components, contingency and management reserves, earned value management
This is Six Sigma Project sample for manufacturing company. This is helpful for green belt & black belt level projects. for more information, visit www.niqcgroup.com or www.niqcsixsigmatraining.com
Boost Equipment Performance, Save Money With Proactive MaintenanceJames Fitzgerald
Proactive, timely maintenance of plant equipment is critical to enabling manufacturers to meet a dizzying number of demands, from pressure to achieve target output levels, minimize labor costs, control parts spending and ensure maximum uptime. Manufacturers rely on their maintenance departments to help achieve these goals on a daily basis. However, a great number of manufacturers still use maintenance on a reactive basis rather than viewing it as strategic to operations. Myrtle Consulting helps manufacturers convert maintenance into a proactive, scheduled operation that is used strategically to control costs, maximize uptime, and maintain critical equipment. By following a few fundamental principles, plants can begin to establish a maintenance improvement program that supports operations and improves plant performance.
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.
Incremental improvements in OEE lead to additional uptime, increased capacity, better quality, lower costs, and the ability to grow without adding more machinery. OEE experts from TBM discuss three key areas of opportunity and what you can do now to move the needle and make a big impact.
Monetizing Risks - A Prioritization & Optimization SolutionBlack & Veatch
This presentation explains a budget prioritization process and model that assists utilities with managing the important balance of asset/system performance, cost, and risk. Originally presentation at Texas Water 2015. Learn more at www.bv.com
Boost Equipment Performance, Save Money With Proactive MaintenanceJames Fitzgerald
Proactive, timely maintenance of plant equipment is critical to enabling manufacturers to meet a dizzying number of demands, from pressure to achieve target output levels, minimize labor costs, control parts spending and ensure maximum uptime. Manufacturers rely on their maintenance departments to help achieve these goals on a daily basis. However, a great number of manufacturers still use maintenance on a reactive basis rather than viewing it as strategic to operations. Myrtle Consulting helps manufacturers convert maintenance into a proactive, scheduled operation that is used strategically to control costs, maximize uptime, and maintain critical equipment. By following a few fundamental principles, plants can begin to establish a maintenance improvement program that supports operations and improves plant performance.
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.
Incremental improvements in OEE lead to additional uptime, increased capacity, better quality, lower costs, and the ability to grow without adding more machinery. OEE experts from TBM discuss three key areas of opportunity and what you can do now to move the needle and make a big impact.
Monetizing Risks - A Prioritization & Optimization SolutionBlack & Veatch
This presentation explains a budget prioritization process and model that assists utilities with managing the important balance of asset/system performance, cost, and risk. Originally presentation at Texas Water 2015. Learn more at www.bv.com
Mitigation And Performance Recovery Using Earned ValueChris Carson
This paper discusses the practical use of Earned Value metrics and calculations in monitoring and controlling schedule slippage, and, more importantly, in identifying appropriate mitigation plans to regain time.
EBS Answers Webinar Series - Ace your Audit: Preparing Your Oracle E-Business...eprentise
During a traditional audit, users of Oracle E-Business Suite run into the same pain point: they struggle to identify and extract accurate data out because there are not adequate controls around reporting. The data usually ends up coming from multiple places, the level of detail needed isn’t found in the system, and significant time is spent by high-dollar resources to prepare for the audit. However, there are ways to leverage EBS to run industry standard audit procedures and proactively identify areas of non-compliance in advance for a smoother process. In this session, explore the recommended year-round practices and tools available to ace your audit.
Measure Customer and Business Feedback to Drive ImprovementTechWell
Companies often go to great lengths to collect metrics. However, even the most rigorously collected data tends to be ignored, despite the findings and potential for improving practices. Today, one metric that cannot be ignored is customer satisfaction. Customers are more than willing to share their thoughts in a manner that can impact your bottom line. Social media gives consumers a stronger voice than ever, and damage to your brand is only one tweet away. The question is: Are you listening to your customers? Paul Fratellone helps you break down current process metrics so you can build them back up with business and customer value at the forefront. With feedback on how well you are attaining your objectives, you can create a powerful action plan for change that will receive the attention it deserves. If you are serious about improving the value of your projects to the business, join this session and let the right data drive your improvement actions.
Development of Calibrated Operational Models for Real-Time Decision Support a...Daniel Coakley
Presented at CIBSE Technical Symposium 2016, April 14-15, Heriot Watt Uni, Edinburgh
Full paper available here: https://www.researchgate.net/publication/301621663_Development_of_Calibrated_Operational_Models_of_Existing_Buildings_for_Real-Time_Decision_Support_and_Performance_Optimisation
Building simulation tools are commonly used in design for performance appraisal and optimisation. However, numerous studies have found that actual building performance often deviates significantly from simulation predictions. This paper proposes a detailed framework to produce calibrated operational models, which can support operational decision-making, and real-time control optimisation. The approach centres around a three-tier calibration process: Tier 1 focuses on Building-level (Demand-side) variables (e.g. occupancy, equipment, infiltration). Tier 2 focuses on system-level (HVAC) model components (e.g. heating / cooling coil capacities). In this phase, we use detailed building data combined with genetic optimisation techniques to calibrate relevant input parameters. In the case where system performance modelling is not necessary, we use free-form profiles (i.e. measured building data) to supplement these model components. Once system-level noise has been eliminated, in Tier 3 we calibrate the remaining plant-level parameters (e.g. central plant, electricity consumption, etc.). The approach is supported by two novel developments: (1) Free-form profiles: These are actual historic trends from existing building controllers, which are used to supplement model components where appropriate; (2) Genetic Optimisation algorithms are utilised to efficiently navigate the solution space to reduce discrepancies between the model and actual system performance. The proposed calibration approach builds upon prior research efforts to standardise the calibration process using evidence-based model development, combined with sensitivity and uncertainty analysis.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
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Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
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Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Memorandum Of Association Constitution of Company.pptseri bangash
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
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
2. Concept of Earned Value Management
(EVM)
• A tool for the Customer and Supplier to have visibility into
technical, cost and planned progress
http://www.acq.osd.mil/evm
• Integrates the cost, planned (schedule) and technical aspects
into programmatic report synopses
• Insight into progress that provided information on cost and
planned (schedule) performance data
• Visually depicts budget efficiencies for both time and cost
• Time-phased budgets to specific tasks and/or statements of
work
3. Management Needs
• Indicates work progress that properly relates cost, schedule
and technical accomplishments
• Data presented are valid, timely, and can be audited
Supplies management with information at a practical level of
summarization
• Data presented to the customer are from the same internal EVM
system used by the supplier to manage the project
4. Guideline Concepts
• The guideline approach established the framework of an
integrated cost, schedule, and technical management system
• EVM Guidelines provides rules for a system that is acceptable
and that provides valid, timely data that can be audited
• The guidelines can be used for Research and Development,
construction, modification, and production projects
5. Industry Standards
• Industry recognizes the importance of earned value in
managing both supplies and services
• There are thirty two (32) Guidelines from industry standard
that should become your baseline in determining the validity
of any earned value management system
6. Management System
• In designing, implementing and improving the EVM system,
the objective should be to do what makes sense
• The management system that meets the letter of the criteria
but not their intent will not support management’s needs
7. Compliance will facilitate:
• Timely baseline development and control will provide
information break down by product as well as by organizational
function
• Objective measurement of accomplishment against the plan
that summarized reporting to higher management for use in
decision-making
• With reporting discipline and in objective analysis of variances,
will direct management actions to manage cost and schedule
performance
8. Earned Value Management
• TO BE EFFECTIVE:
ESTABLISH MEASURABLE EFFORTS - You cannot manage
what you cannot measure
DEVELOP A PLAN THAT IS MEASURABLE - That becomes
your budget
DECIDE WHAT WORK IS TO BE ACCOMPLISHED OVER TIME
- That becomes your baseline plan
ESTABLISH WHAT WORK HAS BEEN ACCOMPLISHED - That
is your work earned or earned value
VERIFY THE COST TO ACCOMPLISH THAT WORK - That is
what has been expended
9. Earned Value Management
• TAKE ACTION DUE TO SCHEDULE VARIANCES:
What was to be accomplished at this point in time?
What has been accomplished at this point in time?
– The difference is the Schedule Variance
– Determine cause, effect and mitigation
• TAKE ACTION DUE TO COST VARIANCES:
What has been accomplished at this point in time?
What was the cost to accomplish the efforts at this point in time?
– The difference is the Cost Variance
– Determine cause, effect and mitigation
10. Earned Value Management
Master
Planning
Selected
Reporting
Elements
ADA
Products
Software
Tools
Standards
ADA
Study
ADA
Controls
ADA
Interface
CPCO #1
MOS
CPCO #2
MOL
CPCO #3
MAC
Marketing
Functional
Manager
ADA
Applications
Control
Account
Control
Account
Control
Account
Program
Manager
Engineering
Functional
Manager
Software
Engineering
Security
Systems
Control
Account
Operations
Functional
Manager
Hardware
Engineering
LAN
Applications
Control
Account
Control
Account
Planning
Packages
Contract Work Breakdown Structure &
Organization Breakdown Structure
Product
Development
Software Instigation Program
Selected
PSWBS
Elements
OBS DATA SUMMARIZATION
W
B
S
D
A
T
A
S
U
M
M
I
Z
A
T
I
O
N
Functional
Organization
Work
Packages
Planned
Earned
Expended
BAC
EAC
CWBS
Extension
14. Status and Trends
Red indicates at least 3 weeks negative Schedule Variance
AS OF DATE
23-Nov-03
Task
No. Tasking
Status
SV
Status
CV
Percent
Earned
2110 Task Lead Degrading 71.5%
2220 Modeling Degrading 82.2%
2230 Integration Degrading Degrading 76.6%
2310 Docs Degrading 77.1%
3110 Software Degrading 72.6%
3210 SW Devel Improving Degrading 91.0%
3215 KG-84 WF Improving Degrading 80.6%
3224 KWR-46 W/F Improving Degrading 96.1%
3330 Gen Infras Improving Degrading 83.5%
3410 HMI Desg Holding Degrading 87.3%
3624 Algor Holding Degrading 96.0%
5120 Envir. Test Improving Holding 98.1%
OVER ALL Improving Degrading 82.4%
About 2 weeks behind schedule
About 2 weeks behind schedule
About 7 weeks behind schedule
About 1 week behind schedule
About 3 weeks behind schedule
About 2 weeks behind schedule
About 1 week behind schedule
About 2 weeks behind schedule
About 6 weeks behind schedule
About 3 weeks behind schedule
About 5 weeks behind schedule
Schedule
Position
Green Block
WAVEFORMS
Task Status due to change in Cumulative Schedule & Cost Variances.
Positive Performance
SV is Schedule Variance. The difference between Earned and Planned
CV is Cost Variance. The difference between Earned and Expended.
15. Estimate at Completion (EAC)
Development
MCS S/W
MCS 15855 Form: 28-Feb-02 To: 23-Nov-03
EAC 6 3 FUTURE Dollars or Hours EFF.
PRODUCT CUM. Periods Periods EST. TCPI %of % @
CATEGORY EFF. EFF. EFF. EFF. BAC LRE TO LRE EAC BAC Prog EAC
Project Mgmt 94.1% 76.1% 56.0% 50.0% $3,243,748 $3,720,714 67.6% $4,063,375 12.0% 79.7% 79.8%
MCS Systems 96.3% 89.3% 57.9% 50.0% 5,554,948 6,005,669 80.9% 6,924,546 20.5% 78.3% 80.2%
MCS S/W Dev. 76.2% 47.5% 39.7% 35.0% 7,460,475 11,038,572 43.2% 11,713,646 27.6% 83.4% 63.7%
Hardware 102.2% 62.6% 58.3% 58.3% 954,518 1,008,655 0.0% 934,044 3.5% 100.0% 102.2%
Testing 75.4% 59.7% 40.7% 35.0% 801,306 1,070,940 72.0% 1,267,302 3.0% 83.3% 63.2%
MFG 90.4% 43.8% 14.9% 10.0% 2,275,732 2,607,016 54.5% 3,599,423 8.4% 94.7% 63.2%
ILS 95.3% 50.6% 62.4% 50.0% 1,192,135 1,255,701 94.0% 1,537,874 4.4% 74.7% 77.5%
Closeout N/A N/A N/A 80.0% 152,364 151,142 100.8% 190,455 0.6% 0.0% 80.0%
CAS 414 104.4% 150.3% -283.8% 75.0% 149,154 147,209 88.9% 152,584 0.6% 82.7% 97.8%
G & A 88.5% 65.7% 57.1% 50.0% 5,255,485 6,430,939 59.7% 6,727,024 19.4% 82.7% 78.1%
PMB 87.1% 60.8% 47.3% 72.9% $27,039,865 $33,436,557 60.5% $37,110,272 100% 82.4% 72.9%
WR BAC/EAC
Developed by: Roger H. Mandel LRE Remain
S/W for Chris Newborn
Budget at Completion (BAC) is the authorized budget. Latest Revised Estimate (LRE) is latest
revised estimate. Progress (Prog.). Cost efficiency (EFF)
16. Formula Card
PERFORMANCE INDICES Developed by: RMandel @PramsCo.Com
Less than 1.0 is unfavorable
Cost Efficiencies (Expended)
Earned
Expended
Schedule Efficiencies (Planned)
Dollars
Earned
Planned Percent
OVERALL STATUS Items
Budget at Completion (BAC)
Earned
BAC
Expended
BAC
TO COMPLETE PERFORMANCE INDEX
Work Remaining
Unexpended Budget Time Line
BAC - Earned Cost Variance (CV) = Earned - Expended
BAC - Expended
Earned
Latest Revised Estimate by the supplier (LRE) Expended
Estimate at Completion is your projection (EAC)
Schedule Variance (SV) = Earned - Planned
You can substitute LRE or EAC for BAC in the Denominator
Earned
ESTIMATE at COMPLETION (EAC) Planned
BAC - Earned Variance at Completion (VAC) = BAC - LRE
Projected Efficiencies
Note: Negatives are unfavorable
x 100
x 100
Cost Variance % (CV%) =
Schedule Variance % (SV%) =
EAC = EXPENDED +
Cost Performance Index (CPI) =
Schedule Performance Index (SPI) =
Percent Complete =
Percent Spent =
TCPI BAC =
TCPI BAC =
1 2 3 4 5 6 7 8 9 10 11 12 13
EXPENDED or
CONSUMED
EARNED or
ACCOMPLISHED
SCHEDULED
or PLANNED
BUDGETED
Cost
Variance
Schedule
Variance
Time Now
BAC
17. Purpose of Earned Value Management
• What does Earned Value Management do for Management?
Measurement of accomplished efforts against the plan so
management can effectively make risk management decisions
In designing, implementing and improving the EVM system, the
objective is to do what makes sense
Directs management’s decisions for cost and schedules
performance
18. Conclusion
• EVM is a proven value over many years
Integrates cost, schedule and technical performance
Provides planning and control discipline on projects
• Reports summarize objective data from the internal system
The program achieves improvements where accountability
derives systems effectiveness
• American National Standards Institute (ANSI)
It is now part of the International Standards Organization’s
requirement to become certified as a ISO 9000 organization
• Electronics Industries Alliance (EIS)
• ANSI/EIS-748-C
The new ANSI standard on Earned Value Management System
guidelines has been approved
35. Definitions and Acronyms
Variance at Completion (VAC): The difference between the total budgets assigned to a contract, WBS element, organizational entity
ACRONYMS
ACE: Actual Cost Expended
ACWP: Actual Cost of Work Performed (Expended Resources in $)
BAC: Budget at Completion in $
BCWP: Budgeted Cost for Work Performed in $
BCWS: Budgeted Cost for Work Scheduled in $
CPI: Cost Performance Index
CV: Cost Variance
CV%: Cost Variance as a percent
ETC: Estimate to Complete
EV: Earned Value
PMB: Performance Measurement Baseline
SPI: Schedule Performance Index
SV: Schedule Variance
SV%: Schedule Variance as a percent
TCPI: To Complete Performance Indices
VAC: Variance at Completion
RMandel@PramsCo.com
r cost account and the estimate at completion. Variance at Completion equals Budget at Completion less Estimate at Completion. It represents the amount o
expected overrun or under run.
Editor's Notes
Roger H. Mandel
2 Mar 2015
Only one data base used by the vendor and compiled to present to the customer.
Cost Performance Report changed to Contract Performance Report and now Integrated Program Management Report that contains 7 formats.
Generally all budgets are in dollars.
Cost is consumed budget or as an obligation such as an account payable.
Work packages that are budgeted and time phased in time to start and schedule time to complete.
Work package is such as IKEA purchased furniture. Inside is your work package to assumable the furniture.
What was planned to be accomplished in dollars over a specific period of time
Valid being true
Timely such a weeks or monthly per the Vendors account system.
Auditable can be verified. Objective verse subjective.
Objective could be a brick wall
Subjective a like developing software and the results are not well defined.
Well defined well written guidelines
Rule to be used
Some Federal agencies developed their own shortened (abbreviated) guidelines such as HHS.
First saw EVM used outside the DoD for the Sewage Outflow Treatment Plant in south bay.
Major corporations used EVM with their internal R&D projects.
If you cannot measure it you cannot manage it
What matters gets measured
You cannot manage what you cannot measure
What is measured gets managed
What gets measured can get improved
Failing to plan is planning to fail
Earned Value Management measures the efforts so you can manage the efforts
Schedule Variance of greater than 1.05 and less than 0.95 is a triggering point to determine cause, effect and the development of a mitigation plan.
Cost Variance of greater than 1.05 and less than 0.95 is a triggering point to determine cause, effect and the development of a mitigation plan.
Develop a trend and do not use only one data point.
I was once told that to develop trend you should have 8 data points.
In project management and the use of EVM data you should start with no less than 3 data points.
To manage a project you must know who is responsible and the WBS to OBS does that for you.
How are we doing?
As of period 5 are we on schedule and on cost?
Should the trends continue will we consume the budget and when will the project be 100% complete?
Visual
Just made larger
How are we doing?
Senior Engineer requested the chart and requested status and trends. This customer support.
Where should we concentrate?
Real project that was not successful concerning, it came in over budget and late to the original schedule.