Intro to Earned Value Management Systems (EVMS)
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Transcript of Intro to Earned Value Management Systems (EVMS)
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Intro to Earned Value Management Systems
(EVMS)
Robert E. Marmelstein, Ph.D.
10 Mar 2005
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Past History Shows….
Only 16% of software projects are expected to finish on time and on budget
31% are cancelled before completion The remaining 53% are late and over budget,
with the typical cost growth exceeding the original budget by more than 89%
Of the IT projects completed, the final product contains only 61% of the original functionality.
Note: Statistics from the Standish Group International Report: CHAOS Study, Standish Group, 1999.
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Reasons for this?
Poor or Unrealistic Planning Replanning often exacerbates the problem
Tasks not Sufficiently Resourced Little or No Situational Awareness during
Project Execution Lack of Objective Criteria to Track Progress Insufficient Data on Progress No Tools to Correlate Progress Data Against Plan
Inability to Diagnose and Correct Problems
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What is EVMS?
A system based on detailed project planning that enables managers to accurately: Establish and control baseline Track progress in terms of cost and schedule Make forecasts Isolate and diagnose problem areas
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EVMS Objectives
Plan all work prior to beginning it; Measure performance based on an
objective set of technical criteria; Analyze schedule status and projections Analyze the expenditure of funds in light of
the work accomplished (not work scheduled);
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EVMS Objectives [continued]
Isolate problems: Quantify technical problems within the context of cost
and schedule parameters; Not aimed at replacing or changing the process for
technical problem detection;
Forecast completion date and final cost; Take corrective action; Maintain disciplined control of the
performance measurement baseline.
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The EVMS Building Blocks
Work Organization Work Breakdown Structure (WBS)
Scheduling Budgeting Work Authorization Work Tracking and Reporting Variance Analysis (Cost, Schedule) Efficiency Analysis Estimate At Completion
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Basic EVMS Terms
Budgeted Cost of Work Scheduled (BCWS) The original plan What was I supposed to do by this time & how
much was it supposed to cost? Budget Cost of Work Performed (BCWP)
What did the work I actually accomplished supposed to have cost?
Actual Cost of Work Performed (ACWP) How much have I spent getting to this point?
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Performance Variances
Cost Variance (CV): CV = BCWP – ACWP Budget for Completed Work vs. Actual Costs
Schedule Variance (SV) SV = BCWP – BCWS Budget for Completed Work vs. Scheduled Costs
Absolute Measures in Terms of $$ What it Means:
Negative Variance – Behind Plan Positive Variance – Ahead of Plan No Variance – On Plan
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Performance Indexes
CPI = BCWP / ACWP SPI = BCWP/ BCWS Relative Measures of Efficiency
How effective have I been at achieving my planned baseline?
What it Means: PI > 1 – More Efficient than Planned PI < 1 – Less Efficient than Planned PI = 1 – Achieving Planned Efficiency
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Control Account
Software Engineering
Planning from the WBS
WorkPackages
PlanningPackages
OBS DATA SUMMARIZATION
SOFTWAREINTEGRATION
PROGRAM
Product Development
Master Plannin
g
AdaProducts
Software Tools
Standards
CPCI #1MOS
CPCI #2MOLE
CPCI #3MAC
AdaStudy
AdaConversion
AdaApproach
AdaApplications
Secure Systems
LAN Applications
Marketing
BCWSBCWPACWPBACEAC
FUNCTIONALORGANIZATION
CWBSEXTENSION
SELECTEDREPORTINGELEMENTS
SELECTEDPSWBS
ELEMENTS
Hardware Engineering
Engineering
Operations
WBS
DATA
SUMMARIZATION
VP/GM
Control Accoun
t
Control Account
Control Account
Control Account
Control Account
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Control Account Elements
Work Packages
Detailed, short-span tasks, or
material items, required to
accomplish the CA objectives,
typically in the near term
Task 1
Task 2
Task 4Task 5
Task 3
Work Packages
Planning Packages
Planning PackagesFuture work that has not been
detail planned as work
packages. They are always
scheduled to occur in the
future.
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Earned Value Techniques
A predetermined amount of value, i.e., budget, that is claimed, or earned, when the work is accomplished. The budget value is earned in one of the following ways:
0/100 (All or Nothing) X/Y Percent
25/75 40/60 50/50
Milestone Weights Level of Effort
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Example: 0/100 Task
Budget = $1000.00
2 weeks
PTask #1
Plan:
Cost to Date = $1500.00 PTask #1
Actual:
3 weeks
What is:
• BCWS?• ACWP?• BCWP?• CV?• SV?
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0/100 Task: Answers
Plan: BCWS = $1000
Actual: BCWP = $0 (No credit if product not finished) ACWP = $1500 (Actual cost so far)
Variances: CV = BCWP – ACWP = 0 - $1500 = -$1500 SV = BCWP – BCWS = 0 - $1000 = - $1000
Need to Roll-Up Results Over ALL Planned Tasks
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Earned Value Analysis -The Big Picture
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Example: Cost and Schedule Performance (Earned Value)
Jul-03 Aug-03 Sep-03 Oct-03 Nov-03 Dec-03 Jan-04 Feb-04 Mar-04 Apr-04 May-04CPI 78% 79% 78% 75% 73% 73% 71% 70% 69% 68% 66%SPI 96% 97% 96% 94% 92% 92% 100% 99% 100% 99% 99%
Cumulative Software Cost and Schedule Performance Index
60%
70%
80%
90%
100%
110%
120%
130%
140%
Jan-01 Apr-01 Jul-01 Oct-01 Jan-02 Apr-02 Jul-02 Oct-02 Jan-03 Apr-03 Jul-03 Oct-03 Jan-04 Apr-04
CPI SPIGoal
CPI = BCWP/ACWP SPI = BCWP/BCWS
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Characterize these Programs
1.0
CPI
SPI
1.0
SPI
CPI
Under-Executing Accelerated
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EVMS Best Practices
Establish unambiguous exit criteria for each task
Take credit for scheduled tasks when the exit criteria have been verified as passed and report actual costs for those tasks
Establish cost and schedule budgets that are within uncertainty acceptable to the project
Realistically allocate labor and other resources to each task
Forecasting is not performed to completion
Soft task completion criteriaMore than 20% of the total
development effort is LOE Long task durations Data is old or inaccurate Replans require radically more
efficiency than achieved to date Management doesn’t utilize the
EVMS results
1.1
ALARMS
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Benefits of EVMS
Forces Solid Planning to Occur Up Front Realistic plan against which to measure performance
Provides Objective Measures of Task Completion Ties Accomplished Work To Budget Provides Clear Measures of Project Progress Fosters Management Decisions within a
Framework of Reality!
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Don’t Take My Word For It….
“If you don’t measure, there is no real way of determining whether you are improving. And if you’re not improving, you’re lost.”
-- Roger S. Pressman
“A good metric lets you see if your technical people are doing the right things and doing them well. Moreover, it lets them know too.”
-- Lawrence H. Putnam and Ware Meyers
“When performance is measured, it improves (it improves by the mere fact it is being measured). When performance is measured and compared to goals, it improves still more. And when performance is measured, compared, and significant improvement is recognized and rewarded, then productivity really takes off.”
-- W.L. Creech, General, USAF (ret.) Commander, Tactical Air Command (1979-1984)
.
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Any Questions?Any Questions?
Dr. Marmelstein
Were Done!
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EVMS Resources
Books Earned Value
Quentin W. Fleming & Joel M. Koppleman Cost/Schedule Control Systems
CriteriaQuentin W. Fleming
Project Performance MeasurementRobert R. Kemps
Visualizing Project ManagementKevin Forsberg, Ph.D., Hal Mooz and Howard Cotterman
Software Artemis Views
Artemis Management SystemsContact: Patrick Perugini (303) 581-3102Web: http://www.artemispm.com
CobraWelcom SoftwareContact: Diana Melton (281) 558-0514Web: http://www.wst.com
Software [continued]
Dekker TRAKKERDekker Ltd.Contact: Ron Barry (909) 384-9000Web: http://www.dtrakker.com
MicroFrame Project Manager (MPM)MicroFrame Technologies, Inc.Contact: Carl Amacker (415) 616-4000Web: http://www.microframe.com
Internet Project Management Institute
http://www.pmi.org US DoD Earned Value
http://www.acq.osd.mil/pm Earned Value Bibliography
http://www.uwf.edu/~dchriste/ev-bib.html Amazon.com
http://www.amazon.com
Sean Alexander(703) 503-5000 or (888) 860-0700