Schedule Training

IMS / Scheduling / Critical Path
Method / Earned Value Management

2
Forrest Kovach
Background
1986 BS Industrial Technology – California State University Long Beach
2001 Masters Business Administration – Woodbury University
Certifications
1992 CPIM – Certified in Production and Inventory Management
American Production and Inventory Control Society
Microsoft Project – Microsoft
2002 User Specialist
2010 Certified Technical Specialist
2011 Project Management Professional – Project Management Institute
2013 ITIL – Information Technology Infrastructure Library

3
Forrest Kovach
Background
1987 – 1990 Manufacturing Resource Planning / Operations Production Scheduling, Lockheed
Burbank, California – P3 Orion
1990 – 2002 Project Scheduler – Space Station Electrical Power System
• Position Growth
• MTAM – Mass Thermal Acoustic Model
• Support Equipment
• Remote Power Control Modules
• Lead Scheduler for Power System
• Kennedy Space Center – Lead Schedule for Port 1 and Starboard 1 Launch
Package Assemblies
2002 – 2004 Lead Scheduler Airport Security Program
• 447 Projects, one for each commercially used US Airport
• Pedestrian traffic flows, Architecture, Construction, Equipment Placement
• Daily updates via Microsoft Project Server

4
Forrest Kovach
Background
2004 – 2011 Raytheon – Future Combat Systems, SWSS
2011 – 2015 Dell – Data Center Migrations, Server Upgrades Service Desk Setups, End User
Migrations
2016 DRS

5
1986 2000
1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000
California State
University-Long Beach,
School of Engineering,
Bachelor of Science
(B.S.), Industrial
Technology
Master Scheduler / MRP
Analyst
at Lockheed, Burbank, CA
Program Planning & Control Analyst at Boeing
/ Planning Lead 1990 - 2004
2001 2014
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
MBA
Forrest E. Kovach - Career Time Line
ACB, CLBoeing
Planning Lead,
Airport
Baggage
Screening
Installations
2004 - 2011
Raytheon
ACS 5/14

7
Project Scheduling
• Identifying relationships among activities
• Project network diagrams
• Identifying critical paths and critical activities
• Determining activity slack times
• Gantt charts

8
Activity Relationships
In addition to estimating activity time duration and cost,
relationships among activities must also be identified
Relationships:
• What task immediately precedes this task?
• What task immediately follows this task?
• What tasks can be done concurrently?
These are referred to as precedence relationships

9
Project Network Diagrams
• Network diagrams show the precedence
relationships among activities
• It’s easier to understand these relationships
graphically
• Network diagrams help to understand the flow of
work in a project
• Network diagrams are a useful tool for project
planning and control, as well as for scheduling

10
Critical Path
Path – any route along the network from start to finish
Critical Path – path with the longest total duration
This is the shortest time in which the project can be
completed.
Critical Activity – an activity on the critical path
*If a critical activity is delayed, the entire project will be
delayed. Close attention must be given to critical
activities to prevent project delay. There may be
more than one critical path.

11
Critical Path
1. Identify all possible paths from start to finish
2. Sum up durations for each path
3. Largest total indicates critical path

12
Slack Times
• EST—Earliest Start Time
– Largest EFT of all predecessors
• EFT—Earliest Finish Time
– EST + duration for this task
• LFT—Latest Finish Time
– Smallest LST of following tasks
• LST—Latest Start Time
– LFT – duration for this task
• Slack—LFT – EFT or LST – EST

13
Computing Slack Times
Task = duration
slack = xxxx
EST EFT
LST LFT

14
Slack Times Example
Task Pred. Dur. Task Pred. Dur.
a -- 4 g c,d 1
b -- 3 h e 4
c a 3 i f 5
d a 2 j e,g 6
e b 6 k h,i 1
f b 4
For each task, compute ES, EF, LF, LS, Slack

15
Start Finish
a=4
slack=
b=3
slack=
c=3
slack=
d=2
slack=
e=6
slack=
f=4
slack=
g=1
slack=
h=4
slack=
i=5
slack=
j=6
slack=
k=1
slack=
Task=dur
slack=xxx
EST EFT
LFTLST

16
Gantt Charts
• The main purpose of a Gantt chart is to display the
schedule of activities
• They are flexible in that you can also show other
information on the chart, such as resources required,
who is responsible, critical activities, percent
complete, etc.

17
Part 5 - Project Scheduling 17
Gantt Chart
Activity
a
b
c
d
e
f
g
h
i
Time (weeks)

18
Microsoft Project Example

19

20

21
Other Precedence Relationships
• The typical precedence relationship between two
activities is that when the first activity has finished,
then the second activity can start. In this case the
first activity is called the immediate predecessor of
the second activity.
• This is referred to as a Finish-to-Start linkage.
• Other precedence relationships, or linkages, are also
possible.
• Lead and lag times are also possible.

22
Other Precedence Relationships
Finish-to-Start
Linkage (FS)
Start-to-Start
Linkage (SS)
Finish-to-Finish
Linkage (FF)
Start-to-Finish
Linkage (SF)
Activity 1
Activity 2
Activity 1
Activity 2
Activity 1
Activity 2
Activity 1
Activity 2
Lead and Lag Times
Lead (-) and Lag (+) times are
expressed as part of the
immediate predecessor
notation. So 1FS+3 listed for
the immediate predecessor of
Activity 2 means that Activity 1
is the predecessor with a Finish-
to-Start linkage and a 3-day lag
time after Activity 1 finishes
before Activity 2 can start.
1FS-3 means that Activity 2 can
start 3 days before Activity 1
finishes.
1FF+3; 1SF-5; 1SS+4

23
23
Management of Project Schedules
• Meeting project deadlines is often the most
important goal in project management
• Careful scheduling of project activities is critical to
meeting the project due date
• Effective project managers should have a good
understanding of the issues involved in activity
scheduling

24
Roll-up
Resources
Data by Month or Week
Right
Click for
Details
Menu

25
Produce Labor Profile
Resource Usage
View Right Click
Details Set to Work
Roll-up
Resource
s
Highlight Resource
Names and copy
to Excel
Highlight Work
and copy to Excel

26
BI Architect 690 20 204.27 150 132.85 2.88 140 40
BI Designer 850 40 85.12 120 34.88 30 384 116 40
BI Developer 2,790 240 400 200 40 1,550 320 40
BI Sys Admin 20 10 10
Data Architect 780 40.3 244.82 172.18 195.82 46.88 10 30 40
Data Designer 1,000 40 40 40 304.4 335.2 230.4 10
Data Modeler 510 267.47 239.68 2.85
DBA 104 5.12 14.88 4 80
ETL Architect 1,285 41.12 313.2 168.1 135.92 248 168.68 167.32 2.88 40
ETL Designer 1,083 40 180 182.78 100 242 160 110 19.95 48.05
ETL Developer 2,126 240 155.05 134.22 791.85 602.68 100.2 19.95 82.05
ETL Sys Admin 680 30 483.3 166.7
Infrastructure Architect 180 21.12 38.88 44.27 15.73 60
Project Coordinator 72 13.33 58.83
Project Manager 3,177 245.5 459.1 448.82 346.25 346 336 352 455.28 188.4 70.32
Project Sponsor 12 5 7
Quality Manager 1 0.5 3
Sales Team Leader 8 8
SME 43 28.7 13.97
Solution Architect 60 40 20
Training 320 165.12 154.88
• Globally remove h units with Find and Replace with blank
• Divide all by hours per month

27
Resource Rate Total Wrk Start Finish Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12
BI Architect $80/h 630h 10/5/2011 2/20/2012 0.1 1.2 0.9 1.0 0.0 0.8 0.0 0.0 0.3
BI Designer $65/h 770h 10/5/2011 3/23/2012 0.2 0.5 0.8 0.3 0.2 2.3 0.7 0.0 0.3
BI Developer $55/h 2,510h 11/1/2011 3/29/2012 1.4 0.0 2.5 1.5 0.2 9.2 1.8 0.0 0.3
BI Sys Admin $65/h 20h 1/11/2012 3/23/2012 0.0 0.0 0.0 0.0 0.1 0.0 0.1 0.0 0.0
Data Architect $80/h 720h 9/28/2011 3/28/2012 0.2 1.5 1.1 1.4 0.3 0.1 0.2 0.0 0.3
Data Designer $65/h 950h 10/5/2011 2/22/2012 0.2 0.2 0.3 2.2 2.0 1.4 0.0 0.1 0.0
Data Modeler $150/h 510h 12/1/2011 2/1/2012 0.0 0.0 0.0 2.0 1.4 0.0 0.0 0.0 0.0
DBA $65/h 104h 11/30/2011 3/28/2012 0.0 0.0 0.0 0.1 0.0 0.0 0.5 0.0 0.0
ETL Architect $80/h 1,225.22h 9/28/2011 4/2/2012 0.2 1.9 1.1 1.0 1.5 1.0 1.0 0.0 0.3
ETL Designer $65/h 974.78h 10/5/2011 3/28/2012 0.2 1.1 1.1 0.7 1.4 1.0 0.6 0.1 0.3
ETL Developer $55/h 1,784h 11/1/2011 3/20/2012 1.4 0.0 1.0 1.0 4.7 3.6 0.6 0.1 0.5
ETL Sys Admin $65/h 680h 1/9/2012 4/6/2012 0.0 0.0 0.0 0.0 0.2 0.0 2.7 1.0 0.0
Infrastructure Architect $80/h 180h 9/28/2011 3/26/2012 0.1 0.2 0.3 0.1 0.0 0.0 0.3 0.0 0.0
Project Coordinator $55/h 72.17h 10/12/2011 11/28/2011 0.0 0.1 0.4 0.0 0.0 0.0 0.0 0.0 0.0
Project Manager $80/h 2,947.67h 9/12/2011 5/23/2012 1.5 2.7 2.8 2.5 2.1 2.0 2.0 2.7 1.2
Project Sponsor $80/h 12h 9/21/2011 10/13/2011 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Quality Manager $80/h 3.5h 10/26/2011 5/14/2012 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Sales Team Leader $80/h 8h 9/12/2011 9/13/2011 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
SME $80/h 42.67h 10/4/2011 11/28/2011 0.0 0.2 0.1 0.0 0.0 0.0 0.0 0.0 0.0
Solution Architect $80/h 40h 9/28/2011 10/19/2011 0.2 0.1 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Training $65/h 320h 2/1/2012 3/28/2012 0.0 0.0 0.0 0.0 0.0 1.0 0.9 0.0 0.0
Total 6.1 9.7 12.2 13.8 14.1 22.3 11.3 4.0 3.2
Work Hours per Month 168.0 168.0 160.0 136.0 168.0 168.0 176.0 168.0 160.0
Headcount
6.1
9.7
12.2
13.8 14.1
22.3
11.3
4.0
3.2
0
5
10
15
20
25
Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12
Training
Solution Architect
SME
Sales Team Leader
Quality Manager
Project Sponsor
Project Manager
Project Coordinator
Infrastructure Architect
ETL Sys Admin
ETL Developer
ETL Designer
ETL Architect
DBA
Data Modeler
Data Designer
Data Architect
BI Sys Admin

28
Produce Cost Profile
Resource Usage
View Right Click
Details Set to Cost
Highlight Cost Data
and copy to Excel
Roll-up
Resource
s
Highlight Resource
Names and copy
to Excel

29
Produce Cost Profile
Resource Rate Total Wrk Start Finish Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12
BI Architect $80/h 630h 10/5/2011 2/20/2012 $1,600 $16,341 $12,000 $10,628 $230 $11,200 $3,200 $55,199
BI Designer $65/h 770h 10/5/2011 3/23/2012 $1,040 $5,533 $7,800 $2,267 $1,950 $24,960 $7,540 $2,600 $53,690
BI Developer $55/h 2,510h 11/1/2011 3/29/2012 $4,800 $22,000 $11,000 $2,200 $85,250 $17,600 $2,200 $145,050
BI Sys Admin $65/h 20h 1/11/2012 3/23/2012 $650 $650 $1,300
Data Architect $80/h 720h 9/28/2011 3/28/2012 $3,225 $19,585 $13,774 $15,666 $3,750 $800 $2,400 $3,200 $62,400
Data Designer $65/h 950h 10/5/2011 2/22/2012 $1,040 $2,600 $2,600 $19,785 $21,788 $14,976 $650 $63,439
Data Modeler $150/h 510h 12/1/2011 2/1/2012 $40,121 $35,953 $426 $76,500
DBA $65/h 104h 11/30/2011 3/28/2012 $333 $967 $260 $5,200 $6,760
ETL Architect $80/h 1,225.22h 9/28/2011 4/2/2012 $3,290 $25,056 $13,449 $10,873 $19,840 $13,494 $13,386 $230 $3,200 $102,818
ETL Designer $65/h 974.78h 10/5/2011 3/28/2012 $1,040 $11,700 $11,881 $6,500 $15,730 $10,400 $7,150 $1,296 $3,124 $68,821
ETL Developer $55/h 1,784h 11/1/2011 3/20/2012 $4,800 $8,528 $7,382 $43,551 $33,149 $5,511 $1,097 $4,513 $108,531
ETL Sys Admin $65/h 680h 1/9/2012 4/6/2012 $1,950 $31,414 $10,836 $44,200
Infrastructure Architect $80/h 180h 9/28/2011 3/26/2012 $1,690 $3,110 $3,541 $1,259 $4,800 $14,400
Project Coordinator $55/h 72.17h 10/12/2011 11/28/2011 $733 $3,236 $3,969
Project Manager $80/h 2,947.67h 9/12/2011 5/23/2012 $19,640 $36,727 $35,906 $27,700 $27,680 $26,880 $28,160 $36,422 $15,072 $254,187
Project Sponsor $80/h 12h 9/21/2011 10/13/2011 $400 $560 $960
Quality Manager $80/h 3.5h 10/26/2011 5/14/2012 $40 $40
Sales Team Leader $80/h 8h 9/12/2011 9/13/2011 $640 $640
SME $80/h 42.67h 10/4/2011 11/28/2011 $2,296 $1,118 $3,414
Solution Architect $80/h 40h 9/28/2011 10/19/2011 $3,200 $1,600 $4,800
Training $65/h 320h 2/1/2012 3/28/2012 $10,733 $10,067 $20,800
Total $46,405 $125,881 $136,166 $154,148 $175,532 $232,268 $133,878 $50,531 $37,109 $1,091,918 $1,091,918
Total % 4.2% 11.5% 12.5% 14.1% 16.1% 21.3% 12.3% 4.6% 3.4%
$46,405
$125,881
$136,166
$154,148
$175,532
$232,268
$133,878
$50,531
$37,109
4.2%
11.5%
12.5%
14.1%
16.1%
21.3%
12.3%
4.6%
3.4%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
$0
$50,000
$100,000
$150,000
$200,000
$250,000
Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12
Training
Solution Architect
SME
Sales Team Leader
Quality Manager
Project Sponsor
Project Manager
Project Coordinator
Infrastructure Architect
ETL Sys Admin
ETL Developer
ETL Designer
ETL Architect
DBA
Data Modeler
Data Designer
Data Architect
BI Sys Admin

30
Earned Value
ManagementMade
Simple
“Earned Value Management has proven itself to be
one of the most effective performance measurement
and feedback tools for managing projects.” - PMI

31
It is called “Project Managementwiththe Lights On” - PMI
• Answers Questions:
– How effectively are we using our time?
– Are we currently over or under budget?
– What is the entire project likely to cost?
– Is the project anticipated to complete over or under
budget?
• Pinpoints Difficulties
– Road Blocks
– The Magnitude of the Problem

32
• Drives Schedule Performance
– Poor performance indices drive inquires
– Inquires identify roadblocks
– Illuminating roadblocks leads to elimination of
impasse or work around
– Keeping the project moving while time and charges
are burning
• Drives Cost Performance
– Poor performance indices drive inquires
– Reviewing actuals against planned value
– Unassigned charges
It is called “Project Managementwiththe Lights On” - PMI

33
PutsPressure on MeasurableAccomplishments
• What is measured gets done
• Quality comes first
• Performance comes next
• Plan is usually baselined against an aggregate
parametric estimate

34
• Flying without instruments is dangerous
• Managing projects with out performance
measurement is disastrous.
• Do not dismiss the EV measurement as
inaccurate, any gauge is better than none.
It is instrumentationfor Project Management

35
Project Actuals without EVM is Inconclusive
• Actuals alone do not communicate how much work is accomplished during the
project.
• EVM is needed to measure performance objectively.
• Brief Timeline
– 1967, the Department of Defense established the Cost/Schedule Control
Systems Criteria (C/SCSC)
.
– 1989, EVM is required for most Defense and NASA Acquisitions.
• Added needed controls for cost plus contracts
– Construction industry adopts EVM.
– 1999 Project Management Institute (PMI) creates the College of
Performance Management.
– 2002 EVM receives attention by publicly traded companies in response to
the Sarbanes-Oxley Act.

36
Key EVMS Terms
• Planned Value (PV)
• Earned Value (EV)
• Actual Cost (AC)
• Schedule Variance = EV – PV (to date)
• Budget at Complete (BAC)
• Schedule Performance Index (SPI) = EV / PV
– Answers what % of the planned work was completed to date
– > 1 great
– < 1 below optimal

37
Key EMVS Terms
• Cost Performance Index (CPI) = EV / AC
– Answers how effectively are we using our resources?
– > 1 great
– < 1 below optimal
• Analytical Estimate at Complete (EAC)
– Uses CPI to forecast resource efficiency
– Uses SPI to forecast future schedule performance
– EAC = AC + ((BAC – EV) / (CPI * SPI))

38
PuttingEVMS to Work
• Baselined Microsoft Project Plan (MPP) file
Unique ID Name
Baseline
Work
Resource Names
16514 Firewall 280h
16515 Initial Assessment 40h Network Engineer[50%]
16518 Routing on DMZ/MDMZ to Reach Client Firewalls 16h Network Engineer[50%]
16526 Best Practices Configuration 24h Network Engineer[50%]
16519 DMZ nats IP Re-Addressing Plan (When Servers are All Up) 56h Network Engineer[50%]
16520 Software Upgrade 24h Network Engineer[50%]
16521
Configure Standard Access from Firewall Leverage Team Servers (Need MPLS
connection, dedicated circuit to PTC)
32h Network Engineer[50%]
16522 Add TACACS Authentication 8h Network Engineer[50%]
16523 Setup Firewall Logs 16h Network Engineer[50%]
16524 Add Monitoring to Firewalls (Needs OPAS) 24h Network Engineer[50%]
16525 Add Firewalls to Voyence (Backup Tool) 16h Network Engineer[50%]
16527 Transition FWs to Firewall Leverage Team (After Go-Live) 40h Network - Transition SME
16719 End User Computing (EUC) Onsite Design and Deployment 302h
16720 EUC Design 172h
16802 Build machine specific drivers into image 40h POC EUC
16803 Operating System patches and updates 20h POC EUC[50%]
16804 Package and script additional software packages (per) 20h POC EUC[50%]
16805 Desktop look and feel (EUC Design Complete) 12h POC EUC[50%]
16806 Run machine consistently 20h POC EUC[50%]
16807 Test driver, office apps and OS integrity 20h POC EUC[50%]
16808 Open and test additional applications 20h POC EUC[50%]
16809 Replicate Test Image to distribution shares 20h POC EUC[50%]
16754 EUC Deployment (PC's, Displays) 130h POC EUC[25%]

39
MPPTask Settings
• Fixed Work
– Duration increases will not increase estimated hours
– Assumes duration increases are due to delays
– Completed tasks earn baseline hours as actual hours when completed

40
MPPSettingfor Project Summary Task

42
MPPTime Phased Data
• Status File
• View – Task Usage – Line 0
• Set Scale to Weeks or Months as Desired
• Right Click to Display both Base and Actual Work
• Actuals are earned by completing planned work
• We are using MPP Actual Work as Earned Value (EV)

43
Transfer Time PhasedData to Excel
Monday Week Start 28-Nov 5-Dec 12-Dec 19-Dec 26-Dec 2-Jan 9-Jan 16-Jan 23-Jan 30-Jan 6-Feb 13-Feb 20-Feb 27-Feb 5-Mar 12-Mar 19-Mar 26-Mar 2-Apr
Sunday Week End 4-Dec 11-Dec 18-Dec 25-Dec 1-Jan 8-Jan 15-Jan 22-Jan 29-Jan 5-Feb 12-Feb 19-Feb 26-Feb 4-Mar 11-Mar 18-Mar 25-Mar 1-Apr 8-Apr
Base hrs 34h 57h 59h 80h h 61h 128h 199h 239h 117h 185h 327h 153h 179h 140h 162h 118h 118h 130h
EV hrs 34h 57h 59h 80h 61h 128h 199h 239h 117h 185h 327h 143h 168h 130h 153h 107h 107h 119h
• Create Matching Timescale in Spreadsheet
• Replace all h units with Blank so Excel will use the values as
numbers

44
Get Actual Hours
• From PeopleSoft
• Combine Actual Hours
• From Financial Analyst
• Filter for Weekly Totals
• Team Must Record Weekly Time

45
PeopleSoftData
ID Name Financial Depar DeptID Rpt Dt Quantity TRC PC Bus Unit Proj/Grt ActivityID
109767 PRSER01 Q18A12A00Z 5/1/2012 8.000000 RGR CORP PERMS00100 PROJMGMT
52260 GFISS01 B5A2A0000Z 5/2/2012 2.000000 RGR CORP PERMS00100 INFOASSUR
50176 PRSER01 Q18A12C50Z 5/1/2012 1.000000 RGR CORP PERMS00100 SERVICEDESK
90337 GMEND01 Q18C9C000Z 5/1/2012 4.000000 RGR CORP PERMS00100 SERVICEDESK
112191 GFBUP01 QA8F00000Z 5/1/2012 4.000000 RGR CORP PERMS00100 PROJMGMT
112191 GFBUP01 QA8F00000Z 5/2/2012 4.000000 RGR CORP PERMS00100 PROJMGMT

46
Transfer Time PhasedData to Excel
• Input Actual Hours
• May need to combine several sources
Monday Week Start 28-Nov 5-Dec 12-Dec 19-Dec 26-Dec 2-Jan 9-Jan 16-Jan 23-Jan 30-Jan 6-Feb 13-Feb 20-Feb 27-Feb 5-Mar 12-Mar 19-Mar 26-Mar 2-Apr 9-Apr 16-Apr 23-Apr
Sunday Week End 4-Dec 11-Dec 18-Dec 25-Dec 1-Jan 8-Jan 15-Jan 22-Jan 29-Jan 5-Feb 12-Feb 19-Feb 26-Feb 4-Mar 11-Mar 18-Mar 25-Mar 1-Apr 8-Apr 15-Apr 22-Apr 29-Apr
Base hrs 34h 57h 59h 80h h 61h 128h 199h 239h 117h 185h 327h 153h 179h 140h 162h 118h 118h 130h 89h 145h 364h
EV hrs 34h 57h 59h 80h 61h 128h 199h 239h 117h 185h 327h 143h 168h 130h 153h 107h 107h 119h 78h 125h 341h
Actual hrs 1,265 187 187 188 202 239 178 213 236 261
Base Cum hrs 34 91 150 230 230 290 418 617 855 972 1,158 1,485 1,638 1,817 1,957 2,118 2,236 2,354 2,484 2,573 2,718 3,082
EV Cum hrs 34 91 150 230 230 290 418 617 855 972 1,158 1,485 1,627 1,795 1,925 2,078 2,185 2,291 2,410 2,489 2,614 2,955
Actual Cum hrs 1,265 1,452 1,639 1,827 2,029 2,268 2,446 2,659 2,895 3,156
SPI 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.99 0.99 0.98 0.98 0.98 0.97 0.97 0.97 0.96 0.96
CPI 1.24 1.17 1.14 1.08 1.01 0.99 0.94 0.90 0.94
SV hrs. 0 0 0 0 0 0 0 0 0 0 0 0 -11 -11 -11 -9 -11 -11 -11 -11 -20 -23
EAC hrs. 8,441 8,919 9,230 9,777 10,448 10,734 11,328 11,790 11,377
VAC hrs. +is below budget 1,895 1,417 1,106 559 -112 -398 -992 -1,453 -1,041

47
Create Formulas for Analysis
• Base Cum = Base Cum Last Week + Base Hours Current Week
• EV Cum = EV Cum Last Week + EV Hours Current Week
• Actual Cum = Actual Cum Last Week + Actual Hours Current Week
• SPI = Cum EV Hours / Cum Base Hours
• CPI =Cum EV Hours / Cum Actual Hours
• SV = Cum EV Hours - Cum Base Hours
• EAC = Cum Actual + ((Cum Planed Hours- EV Hours)/(SPI*CPI))
• VAC = Cum Hours at Complete – EAC
Monday Week Start 28-Nov 5-Dec 12-Dec 19-Dec 26-Dec 2-Jan 9-Jan 16-Jan 23-Jan 30-Jan 6-Feb 13-Feb 20-Feb 27-Feb 5-Mar 12-Mar 19-Mar 26-Mar 2-Apr 9-Apr 16-Apr 23-Apr
Sunday Week End 4-Dec 11-Dec 18-Dec 25-Dec 1-Jan 8-Jan 15-Jan 22-Jan 29-Jan 5-Feb 12-Feb 19-Feb 26-Feb 4-Mar 11-Mar 18-Mar 25-Mar 1-Apr 8-Apr 15-Apr 22-Apr 29-Apr
Base hrs 34h 57h 59h 80h h 61h 128h 199h 239h 117h 185h 327h 153h 179h 140h 162h 118h 118h 130h 89h 145h 364h
EV hrs 34h 57h 59h 80h 61h 128h 199h 239h 117h 185h 327h 143h 168h 130h 153h 107h 107h 119h 78h 125h 341h
Actual hrs 1,265 187 187 188 202 239 178 213 236 261
Base Cum hrs 34 91 150 230 230 290 418 617 855 972 1,158 1,485 1,638 1,817 1,957 2,118 2,236 2,354 2,484 2,573 2,718 3,082
EV Cum hrs 34 91 150 230 230 290 418 617 855 972 1,158 1,485 1,627 1,795 1,925 2,078 2,185 2,291 2,410 2,489 2,614 2,955
Actual Cum hrs 1,265 1,452 1,639 1,827 2,029 2,268 2,446 2,659 2,895 3,156
SPI 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.99 0.99 0.98 0.98 0.98 0.97 0.97 0.97 0.96 0.96
CPI 1.24 1.17 1.14 1.08 1.01 0.99 0.94 0.90 0.94
SV hrs. 0 0 0 0 0 0 0 0 0 0 0 0 -11 -11 -11 -9 -11 -11 -11 -11 -20 -23
EAC hrs. 8,441 8,919 9,230 9,777 10,448 10,734 11,328 11,790 11,377
VAC hrs. +is below budget 1,895 1,417 1,106 559 -112 -398 -992 -1,453 -1,041

48
Graph Resultfor Analog Communication

49
Conclusions
• Implement Weekly EVM on Projects
• Focus on Indices will Spot Concerns
• Concerns will Drive Performance
• An EVM Adherence Cycle will Increase Company:
– Performance
– Utilization
– Profits
– And crank out projects with more horsepower than ever!

50
Why EVMs and Metric Tools
• When SPI variances occur drill into Microsoft Data for Late tasks.
• Tasks baselined in the past with Start or Finish Variances
• When CPI variances occur review labor charge details where hours are
charged and not earning as much Earned Value in Microsoft Project Tasks.
• Look for a common cause or theme to Identify and take corrective action
• Data is only data if it is not acted upon.

51
NationalDefenseIndustrialAssociation (NDIA)

52
DOD 14 Points
1. Logic<=5% without logic
2. Leads = 0
3. Lags <=5% of tasks
4. Relationships = 90% should be Finish Start
5. Hard Constraints <=5% of tasks
6. High Float (Total Slack) (over 44 working
days)
7. Negative Float (Total Slack) = 0
8. High Duration
9. Invalid Dates
10.Resources
11.Missed Tasks
12.Critical Path Test
13.Critical Path Length Index (CPLI)
14.Baseline Execution Index (BEI) = Completed
tasks/Baselined to Complete

53
NationalDefenseIndustrialAssociation (NDIA)

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