Earn Value Management Made Simple
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Transcript of Earn Value Management Made Simple
Page 1 of 3 Project Management Basic – EVM made simple © SeeHua Phang
Earned Value Management EVM is a project management cost‐control/performance measurement technique. It compares the PLANNED vs ACTUAL PERFORMANCE.
EVM measures and compares:
• The amount of work actually completed and the resources actually consumed at a point in time in the project, with
• The amount of work planned (budgeted) to be completed and the resources planned to be consumed at the same point in time in the project.
Acronym Term Formula Interpretation
PV Planned Value Planned Values The estimated value of the work planned to be done and the planned resources to be consumed.
EV Earned Value Earned Values The estimated value of the work actually accomplished and the resources consumed.
AC Actual Cost Actual Values The actual cost incurred doing the work and paying for the resources consumed.
CV Cost Variance CV = EV ‐ AC If (+), then we spend less than planned.
CPI Cost Performance Index
CPI = A productivity indicator
SV Schedule Variance SV = EV ‐ PV If (+), then we are ahead of schedule.
SPI Schedule Performance Index
SPI = A productivity indicator
BAC Budget at Completion
Total budgeted cost How much did we budget for the project?
ETC Estimate to Complete
ETC = From this point on, how much MORE do we expect it to cost to finish the job?
EAC Estimate at Completion
EAC = AC + ETC What do we currently expect the total project to cost?
VAC Varian at Completion VAC = BAC ‐ EAC How much over or under budget do we expect to be at the end of the project?
Page 2 of 3 Project Management Basic – EVM made simple © SeeHua Phang
On the work‐package level:
• EV = PV when the work is done, otherwise EV < PV.
• AC is the actual cost of performing the work. It can be more or less than EV, and PV.
Note: A good baseline schedule – accurate and complete estimate of work/resources/time is a must to use EVM.
Page 3 of 3 Project Management Basic – EVM made simple © SeeHua Phang
Using an example to clarify the concept: You have a project to build a new fence around a circular running track. The fence is 5‐sided as shown in the diagram. Each side is to take one day to build, and with a budgeted for AUS$2000 per side. The sides are to be completed one after the other. Today is the end of day three. And, the project status: Day 1’s task: Completed, and spent AUS$2,000. Day 2’s task: Completed, and spent AUS$2,400. Day 3’s task: Completed 50%, and spent AUS$1,200. Day 4’s task: Not yet started. Day 5’s task: Not yet started.
Use the project status information provided to calculate EV, etc and results are captured in the chart below:
What is Formula/ Calculation Answer What it means
PV Planned Values 3 * 2000 = $6,000 The planned work for the 3 days
EV Earned Values $5,000 Completed “planned values” for the 3 days; work‐done
AC Actual Values $5,600 The actual amount spent for the 3 days of work done.
BAC Budget at Completion 5 * 2000 = $10,000 The total planned budget for the project at completion.
CV EV – AC ‐$600 Over spent by $600
CPI EV/AC 0.89 Productivity – over spent
SV EV ‐ PV ‐$1,000 Behind schedule
SPI EV/PV 0.83 Productivity ‐ behind schedule
ETC (BAC – EV)/CPI $5,618 Estimated cost to complete the project.
EAC ETC + AC $11,218 The estimated project’s total cost.
VAC BAC ‐ EAC ‐$1,218 Variance at Completion
Reference:
1. Introduction to Project Management by Kathy Schwalbe. 2. http://en.wikipedia.org/wiki/Earned_value_management