This webinar was presented by Stephen Jones, Chair of the APM Planning, Monitoring and Control SIG and Simon Taylor, Vice-Chair of the same SIG on Thursday 11th December 2014.
Earned value management is a project control process based on a structured approach to planning, cost collection and performance measurement.
Earned value helps us manage a project by:
providing data to enable objective measurement of project status;
providing a basis for estimating final cost;
predicting when the project will be complete;
supporting the effective management of resources;
providing a means of managing and controlling change.
Earned value provides information which enables effective decision making by knowing:
what has been achieved of the plan;
what it has cost to achieve the planned work;
if the work achieved is costing more or less than was planned;
if the project is ahead of or behind the planned schedule.
Good planning leads to good project execution and good management information.
2. Stephen Jones
SPER Programme Lead
Chairman of APM PMC SIG
Simon Taylor
Head of Planning
Introductions
3. What is Earned Value?
Earned Value Management
–Establishing and managing goals throughout the life of a project
–Provides indication of Project efficiency
Three pieces of Information
–Earned Value
–Actual Cost
–Planned Value
4. Earned Value
Budget Cost of Work Performed (BCWP)
The value of the work actually done at a given point in time
How do you decided on the Value of work done?
It’s the portion of the budget which should have been spent to achieve the work done.
5. Actual Cost
The Actual Cost of Work Performed(ACWP) is the cost of the work done.
It is the amount reported as actually expended in completing the work accomplished within a given time period
6. Planned Value
Budgeted Cost of Work Scheduled (BCWS)
It is the value of the work that should have been done at a given point in time.
It indicates the budget at a given point.
7. Example
A builder estimates to build a wall will require 100 bricks at £1 each. The builder can lay 10 bricks per hour. The builder charges £10 per hour
8. Example
After 4 hours the builder has laid 50 bricks
Earned Value = £100, Actual = £90
9. Schedule Performance Index
SPI measures progress against the plan.
Greater than 1.0 is good (ahead of plan)
Less than 1.0 is bad (behind plan)
Equals 1.0 when we are on plan
SPI = BCWP / BCWS
Schedule Variance = BCWP – BCWS
10. Example
In our example
Earned Value (BCWP) = £100
Planned value (BCWS) = £80
SPI = BCWP / BCWS
SPI = 1.25
The builder is ahead of schedule
SV = 100 – 80 = +20
11. Cost Performance Index
CPI is a ratio of the value of work to actual cost incurred.
Greater than 1.0 is good (under budget)
Less than 1.0 is bad (over budget)
Equals 1.0 when we are on budget
CPI = BCWP / ACWP
Cost Variance = BCWP – ACWP
12. Example
In our example, after 4 hours the cost will be £40 for labour plus £50 for brick = £90
Earned Value (BCWP) = £100
Actual cost (ACWP) = £90
CPI = BCWP / ACWP
CPI = 1.11
The cost is under budget
CV = 100 – 90 = +10
13. EAC
Estimate at Completion
A forecast of the cost required to complete the project based on current progress
EAC = Budget at Completion / CPI
EAC = £200 / 1.11
EAC = £180 (should finish under budget)
14. Estimated Duration
A forecast of the time required to complete the project based on current progress
Estimated Duration = Planned Duration / SPI
In our example = 10 hours / 1.25
Estimated Duration = 8 hours
Should finish ahead of schedule
15. Summary
BAC = budget at Completion
Earned Value EV = %complete x BAC
Cost Variance CV = BCWP – ACWP
Schedule Variance SV = BCWP – BCWS
Cost Performance Index CPI = BCWP/ ACWP
Schedule Performance Index SPI = BCWP/ BCWS
EAC = Total Budget / CPI
Est. time at completion = Planned duration / SPI
16. Benefits of Earned Value Analysis
Measures work done against expenditure
Control is achieved by calculating variances
Positive: good, negative: Bad
Indices give a summary of project health
>1.0: good, < 1.0: bad
Generates forecast to completion based on current trends
SPI and CPI can be used as a measure of efficiency
20. Pole Results
Ahead of Schedule / Ahead of Budget
Ahead of Schedule / Over Budget
Behind Schedule / Ahead of Budget
Behind Schedule / Over Budget
On Schedule / On Budget
21. Good News or Bad News
Behind Schedule / Over Budget
Scheduled Variance
Cost Variance
26. What is Earned Value Management?
Earned Value Management (EVM) is a project management system that combines schedule performance and cost performance to answer the question,
“What did we get for the money we spent?”
To summarise....the basics:
How will you do the job? – Plan
How much will it cost? – Cost Loaded
How much have you achieved? - % Complete
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27. Why use EVM?
It enables project teams to ask the questions
“have I spent too much money achieving too little?”
“is the project behind or ahead of schedule?”
Allows efficient and effective use of time and deployment of resource
Requires discipline and rigour to operate successfully (i.e. Robust baseline & proactive change control)
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28. Managing Multiple Contracts
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Week 1
Week 2
Week 4
Week 5
This is a proven way to measure performance
Contract 2
Contract 3
Contract 4
Contract 5
Contract 1
SPI: 0.95 – CPI: 0.98
Week 3
SPI: 0.99 – CPI: 1.01
SPI: 0.89 – CPI: 0.76
SPI: 0.98 – CPI: 1.10
SPI: 0.98 – CPI: 1.15
If can you only make 1 phone call today who should it be too?
30. Trending EV Graphs
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EVM Metric shows
underachievement
and overspend.
In a programme with
complex plans and
multiple contracts
EVM quickly shows
areas that need
further analysis.
£-
£10
£20
£30
£40
£50
£60
£70
£80
Week 1 Week 2 Week 3 Week 4 Week 5
Work P ac kag e 1
P lanned Value E arned Value Ac tual C os t
0.69
0.61
S P I:
C P I:
P otential
Overs pend
P otential D elay
Trend
Week 6 Week 7
Project will need to over
perform in order to
recover
31. EVM and progress
% complete examples for
–Software (closing logs or validated functionality)
–Design, 25% across task, 75% on FDR
–Units, RWI’s etc.
–No persistent 99% crawl
32. EVM in Contracts
NEC WI T&C’s as measuring in working schedule is preferred
–Agree structure
–Agree % complete for work type
–Agree data format and align with systems
–Separate EVM baseline outside of accepted schedule
33. EVM & Risk
Risk monies not held in baseline plan as there is not 100% chance of occurrence and subsequent earn
EV baseline budget = Project authority – Risk & Contingency
Risk events are time phased activities
35. EVM & Risk
As risk occurs the baseline is updated with the allocated funds maintaining historic performance measures and validity of baseline going forward
As project proceeds EFC stays the same but baseline budget increases
36. Using Banana Curves for EVM
EV baseline is based on early CPM logic
Initial early plan know as P0
Not much hope of positive SPI
Too much red hides real issues
37. Generating a mid curve for EVM
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£20
£20
£20
Early Finish
£20
£20
38. Generating a mid curve for EVM
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£- £20 £40 £60 £80 £100 £120 Day1Day3Day5Day7Day9Day11Day13Day15Day17Day19Day21Day23Day25Day27Day29Cost TimeEarly FinishEarly Finish
39. Generating a mid curve for EVM
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£20
£20
£20
£20
£20
Late Finish
40. £-
£20
£40
£60
£80
£100
£120
Day1
Day3
Day5
Day7
Day9
Day11
Day13
Day15
Day17
Day19
Day21
Day23
Day25
Day27
Day29
Day31
Day33
Day35
Cost
Time
Early & Late Finish
Early Finish
Late Finish
Generating a mid curve for EVM
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Terminal Float
41. Generating a mid curve for EVM
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£-
£20
£40
£60
£80
£100
£120
Day1
Day3
Day5
Day7
Day9
Day11
Day13
Day15
Day17
Day19
Day21
Day23
Day25
Day27
Day29
Day31
Day33
Day35
Cost
Time
Mid Curve (Baseline Cost Forecast)
Early Finish
Late Finish
Baseline
Terminal Float
42. Using Banana Curves for EVM
Done outside planning tool
Requires some skill
Is totally worth doing
43. Key Points
Used to measure performance only at contract / project level by the project team (not summarised)
Baseline midpoint generated from the approved working schedule
Costs associated with non productivity based tasks will not be included in baseline (PM costs, Materials, Risk, Contingency etc.)
Budgets and progress will be quantified using an agreed method of measuring progress (agreed units of measurement shall be identified and standardised wherever possible)
EV based progress analysis and reporting should be part of any regular progress meetings
Application for payment can be based on earned value achieved
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44. Common Issues around using EV
Senior management reaction to low SPI & CPI
Non effort based costs skewing EV figures
Schedule quality and baseline control
No standardised way of EV implementation across supply chain
Varied levels of cost information from others
Non standardised, scientific progress quantification to inform physical % complete
Summarisation of EV at programme and portfolio level clouded real performance issues
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47. CARBs – Energising your project
Full Day event, 21st January. £60+ vat
Complex
Agile
Risk
Benefits
Lunch included
http://www.apm.org.uk/event/carbs-energising-your-projects
48. Join the PMC SIG
Register at your email address at
http://www.apm.org.uk/
It’s Free!!! You don’t have to be a member of APM.
49. This presentation was delivered for an APM webinar
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