Post on 06-Apr-2018
8/2/2019 200504 01 Practice Standard for Earned Value Management
1/22
Pract ice Standard for
Earned Value Management
Padova, 27 maggio 2005
8/2/2019 200504 01 Practice Standard for Earned Value Management
2/22
Pract ice St andard for Earned ValueManagement
Practice Standard
forEarned Value Management
Enrico Masciadra, PMP
8/2/2019 200504 01 Practice Standard for Earned Value Management
3/22
Practice Standard for Earned Value ManagementPractice Standard for Earned Value Management Padova 27 maggio 2005Padova 27 maggio 2005Tutti i diritti riservatiTutti i diritti riservati
Il problema .
Task Giorno 1 Giorno 2 Giorno 3 Giorno 4 Avanzamento
Lato 1 S--------------F Completo. Speso1000
Lato 2 S-------------PF -----F Completo
Speso 1200
Lato 3 PS----S-----PF A metSpeso 600
Lato 4 PS-----------PF Da fare
Costruzione di un recinto Costo 1000 per lato Time now fine del terzo giorno
Fonte R. Mulcahy PMP Exam Prep
Come stiamo andando ?
TN
8/2/2019 200504 01 Practice Standard for Earned Value Management
4/22
Practice Standard for Earned Value ManagementPractice Standard for Earned Value Management Padova 27 maggio 2005Padova 27 maggio 2005Tutti i diritti riservatiTutti i diritti riservati
La risposta !!!
Valore Calcolo Valore
PV 1000 + 1000 + 1000 3000
EV 1000 + 1000 + 500 2500
AC 1000 + 1200 + 600 2800
BAC 1000+1000+1000+1000 4000
CV 2500 - 2800 -300
CPI 2500 / 2800 0.893
SV 2500 - 3000 -500
SPI 2500 / 3000 0.833
EAC 4000 / 0.893 4479
ETC 4479 - 2800 1679
VAC 4000 - 4479 -479
Formula
EV - AC
EV / AC
EV - PV
EV / PV
BAC / CPI
EAC AC
BAC-EAC
Earned values Interpretazione
8/2/2019 200504 01 Practice Standard for Earned Value Management
5/22
Practice Standard for Earned Value ManagementPractice Standard for Earned Value Management Padova 27 maggio 2005Padova 27 maggio 2005Tutti i diritti riservatiTutti i diritti riservati
Che cos la Practice standard
The Earned Value Management (EVM) Practice Standard has been developed asa supplement to A Guide to the Project Management Body of Knowledge(PMBOK Guide). The EVMThe EVM PracticePractice StandardStandard isis designeddesigned tot o provideprovidereadersreaders w how ho areare familiarfamiliar w i thw i th thethe PMBOKPMBOK GuideGuide wi thw i th aa fundamentalfundamental
understandingunderstanding of theof the principlesprinciples of EVM andof EVM and it sit s rolerole inin facil itatingfacil itatingeffectiveeffective project management .project management .
The EVM Practice Standard assumes that the reader has a basic workingknowledge of the project management process groups, knowledge areas and
other key concepts, such as work breakdown structures (WBS) and critical pathmethod (CPM) scheduling, which are outlined in the PMBOK Guide. If that isnot the case, it is recommended that the reader undertake a review of thePMBOK Guide before reading the EVM Practice Standard.
Fonte: Practice Standard for Earned Value Management
8/2/2019 200504 01 Practice Standard for Earned Value Management
6/22
Practice Standard for Earned Value ManagementPractice Standard for Earned Value Management Padova 27 maggio 2005Padova 27 maggio 2005Tutti i diritti riservatiTutti i diritti riservati
In pratica .
Rube Goldberg, Inventions of Professor Lucifer Butts, 1932
St andard per applicare corrett amente la t ecnica degli Earned values
Una macchina per spremere le arance
8/2/2019 200504 01 Practice Standard for Earned Value Management
7/22
Practice Standard for Earned Value ManagementPractice Standard for Earned Value Management Padova 27 maggio 2005Padova 27 maggio 2005Tutti i diritti riservatiTutti i diritti riservati
Il compito di EVM
EVM provides organizations with the methodology needed to integrate themanagement of project scope, schedule, and cost. EVM can play a crucial role inanswering management questions that are critical to the success of everyproject, such as:
Are we ahead of or behind schedule?How efficiently are we using our time?When is the project likely to be completed?Are we under or over our budget?How efficiently are we using our resources?
What is the remaining work likely to cost?What is the entire project likely to cost?How much will we be under or over budget?
If the application of EVM to a project revealsthat it is behind schedule or over budget, theproject manager can use the EVM methodologyto help identify:
Where problems are occurring;Whether the problems are critical or not;What it will take to get the project back on track.
Fonte: Practice Standard for Earned Value Management
8/2/2019 200504 01 Practice Standard for Earned Value Management
8/22
Practice Standard for Earned Value ManagementPractice Standard for Earned Value Management Padova 27 maggio 2005Padova 27 maggio 2005Tutti i diritti riservatiTutti i diritti riservati
La struttura del Practice standard
Chapter 1 Introduction1.1 The Role of Earned Value Management1.2 EVM and the Project Management Process
Chapter 2 Basic Elements of Earned Value Management2.1 Descriptions of the Basic EVM Elements2.2 Derivations of the Basic EVM Elements2.3 Putting it All Together
Chapter 3 EVM Performance Analysis and Forecasting3.1 Schedule Analysis and Forecasting3.2 Cost Analysis and Forecasting3.3 Management by Exception
Chapter 4 Guidance for the Use of Key EVM Practices4.1 Establish a Performance Measurement Baseline4.2 Measure and Analyze Performance Against PMB
Fonte: Practice Standard for Earned Value Management
8/2/2019 200504 01 Practice Standard for Earned Value Management
9/22
Practice Standard for Earned Value ManagementPractice Standard for Earned Value Management Padova 27 maggio 2005Padova 27 maggio 2005Tutti i diritti riservatiTutti i diritti riservati
EVM & Project Management
8/2/2019 200504 01 Practice Standard for Earned Value Management
10/22
Practice Standard for Earned Value ManagementPractice Standard for Earned Value Management Padova 27 maggio 2005Padova 27 maggio 2005Tutti i diritti riservatiTutti i diritti riservati
Gli indicatori BASE
Fonte: Practice Standard for Earned Value Management
8/2/2019 200504 01 Practice Standard for Earned Value Management
11/22
Practice Standard for Earned Value ManagementPractice Standard for Earned Value Management Padova 27 maggio 2005Padova 27 maggio 2005Tutti i diritti riservatiTutti i diritti riservati
Gli indicatori
How are we doing time wise? How we will proceede ? How are we doing cost wise?
PV Pla n n ed Va lu e
EV Ea rned Value AC Actu a l Cos t
CV Cost Var iance SC Sched ul e v ar ian ce
CPI Co st p e r f o r m a n ce i n d e x CPI C Cum ula t ive CPI
SPI Schedu le pe r f o rm anceindex
ETC based on new estimate ETC based on atypical variance ETC based on typical variance EAC using a new estimate EAC using remaining budget
EAC using CPIC
TheTheresultresult
InformationInformation need
edneeded
Perform
ance
F
orecasting
Project Baseline
Time nowAvanzamento
Basic
8/2/2019 200504 01 Practice Standard for Earned Value Management
12/22
Practice Standard for Earned Value ManagementPractice Standard for Earned Value Management Padova 27 maggio 2005Padova 27 maggio 2005Tutti i diritti riservatiTutti i diritti riservati
Lapplicazione
Come scegliere le modalit di applicazione
Come definire le modalit di misurazione
8/2/2019 200504 01 Practice Standard for Earned Value Management
13/22
Practice Standard for Earned Value ManagementPractice Standard for Earned Value Management Padova 27 maggio 2005Padova 27 maggio 2005Tutti i diritti riservatiTutti i diritti riservati
Lapplicazione teorica
As project significance and uncertaintyincrease, the rigor with which EVM isapplied also needs to increase. There aretwo basic dimensions to EVM rigor: thegranularity and the frequency of themeasurement of project performance.Granularity refers to the level of detail to
which the project work scope is brokendown using a WBS. Frequency is the timeinterval at which project performance isassessed, analyzed and reported, rangingfrom daily to monthly or longer. EVM
implementation can be scaled along thesetwo dimensions (granularity and frequency)to achieve the degree of rigor required bythe significance and the uncertainty of the
project.
Fonte: Practice Standard for Earned Value Management
8/2/2019 200504 01 Practice Standard for Earned Value Management
14/22
Practice Standard for Earned Value ManagementPractice Standard for Earned Value Management Padova 27 maggio 2005Padova 27 maggio 2005Tutti i diritti riservatiTutti i diritti riservati
Earned values measurement techniques
Fonte: Practice Standard for Earned Value Management
8/2/2019 200504 01 Practice Standard for Earned Value Management
15/22
Practice Standard for Earned Value ManagementPractice Standard for Earned Value Management Padova 27 maggio 2005Padova 27 maggio 2005Tutti i diritti riservatiTutti i diritti riservati
EVM Performance analysis & forecasting - 1
8/2/2019 200504 01 Practice Standard for Earned Value Management
16/22
Practice Standard for Earned Value ManagementPractice Standard for Earned Value Management Padova 27 maggio 2005Padova 27 maggio 2005Tutti i diritti riservatiTutti i diritti riservati
EVM Performance analysis & forecasting - 2
Variances: Schedule Variance (SV); Cost Variance (CV); and Variance atCompletion (VAC)
Indices: Schedule Performance Index (SPI); Cost Performance Index (CPI);and To-Complete Performance Index (TCPI)
Forecasts: Time Estimate at Completion (EACt); Estimate at Completion
(EAC); and Variance at Completion (VAC)
8/2/2019 200504 01 Practice Standard for Earned Value Management
17/22
Practice Standard for Earned Value ManagementPractice Standard for Earned Value Management Padova 27 maggio 2005Padova 27 maggio 2005Tutti i diritti riservatiTutti i diritti riservati
Tutti insieme appassionatamente
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
T/N
VAC
EAC
BAC
ProjectedProgram
Delay
Schedule Variance
Cost Variance
EV
PV
AC
Schedule Slip
PM
8/2/2019 200504 01 Practice Standard for Earned Value Management
18/22
Practice Standard for Earned Value ManagementPractice Standard for Earned Value Management Padova 27 maggio 2005Padova 27 maggio 2005Tutti i diritti riservatiTutti i diritti riservati
Time-Based Schedule Measures
Time based
SV(t) = PT ET = 12 16 = 4 monthsSPI(t) = PT / ET = 12 / 16 = 0.75
Cost based
SV($) = EV PV = 100 100 = 0SPI($) = EV / PV = 100 / 100 = 1.0
SV = EV PV = 24 32 = 8
SPI = EV / PV = 24 / 32 = 0.75
If the work were to continue at this rate,then all of the work of Project EZ wouldtake 16 months to accomplish instead ofthe 12 months planned (12 / 0.75 = 16).
8/2/2019 200504 01 Practice Standard for Earned Value Management
19/22
Practice Standard for Earned Value ManagementPractice Standard for Earned Value Management Padova 27 maggio 2005Padova 27 maggio 2005Tutti i diritti riservatiTutti i diritti riservati
Le stime a finire
( )( )
++
++
+=
ACkACjACi
EVkEVjEVi
EVBACACEAC
SPICPI
EVBACACEAC
2.08.0
+=
SPICPI
EVBACACEAC
*
+=
CPI
BACEAC=
Future costperformance will bethe same as all pastcost performance
Future cost performance will be influencedadditionally by past schedule performance
Future cost performance will be thesame as the last three measurementperiods (i, j, k)
Future cost performance will be influenced jointly insome proportion by both indices
8/2/2019 200504 01 Practice Standard for Earned Value Management
20/22
Practice Standard for Earned Value ManagementPractice Standard for Earned Value Management Padova 27 maggio 2005Padova 27 maggio 2005Tutti i diritti riservatiTutti i diritti riservati
Guidance for the Use of Key EVM Practices
Establish a Performance Measurement Baseline (PMB) Decompose work scope to a manageable level Assign unambiguous management responsibility Develop time-phased budget for each work task
Select EV measurement techniques for all tasks Maintain integrity of PMB throughout the project
Measure and analyze performance against the baseline Record resource usage during project execution Objectively measure physical work progress
Credit earned value according to EV techniques Analyze and forecast cost/schedule performance Report performance problems and/or take action
8/2/2019 200504 01 Practice Standard for Earned Value Management
21/22
Practice Standard for Earned Value ManagementPractice Standard for Earned Value Management Padova 27 maggio 2005Padova 27 maggio 2005Tutti i diritti riservatiTutti i diritti riservati
Conclusioni
8/2/2019 200504 01 Practice Standard for Earned Value Management
22/22
Practice Standard for Earned Value ManagementPractice Standard for Earned Value Management Padova 27 maggio 2005Padova 27 maggio 2005Tutti i diritti riservatiTutti i diritti riservati
Any questions ?Any questions ?