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  • Earn Value Management (Example)

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    Muhammad Nasir Khan
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    The document provides an example of how to calculate key metrics in Earned Value Management (EVM) for a single task project that took longer and cost more than planned. It defines the key terms like Planned Value (PV), Actual Cost (AC), Earned Value (EV), Budget at Completion (BAC), Estimate at Completion (EAC), Schedule Performance Index (SPI), Cost Performance Index (CPI), and shows how to calculate values for a project that was baselined at 8 hours at $100 per hour, but took 11 hours at a cost of $1100 and had 1 hour remaining, resulting in a cost overrun and schedule delay.

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    EVM Example

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    The document provides an example of how to calculate key metrics in Earned Value Management (EVM) for a single task project that took longer and cost more than planned. It defines the key terms like Planned Value (PV), Actual Cost (AC), Earned Value (EV), Budget at Completion (BAC), Estimate at Completion (EAC), Schedule Performance Index (SPI), Cost Performance Index (CPI), and shows how to calculate values for a project that was baselined at 8 hours at $100 per hour, but took 11 hours at a cost of $1100 and had 1 hour remaining, resulting in a cost overrun and schedule delay.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Flag for inappropriate content
    Download as pdf or txt
    5 views1 page

    Earn Value Management (Example)

    Uploaded by

    Muhammad Nasir Khan
    The document provides an example of how to calculate key metrics in Earned Value Management (EVM) for a single task project that took longer and cost more than planned. It defines the key terms like Planned Value (PV), Actual Cost (AC), Earned Value (EV), Budget at Completion (BAC), Estimate at Completion (EAC), Schedule Performance Index (SPI), Cost Performance Index (CPI), and shows how to calculate values for a project that was baselined at 8 hours at $100 per hour, but took 11 hours at a cost of $1100 and had 1 hour remaining, resulting in a cost overrun and schedule delay.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Flag for inappropriate content
    Download as pdf or txt
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    EARN VALUE MANAGEMENT (Example)

    To illustrate the concept of EVM and all the formulas, assume a project that has exactly one task. The task was baselined at 8 hours, but 11 hours have been spent and the estimate to complete is 1 additional hour. The task was to have been completed already. Assume an Hourly Rate of $100 per hour. Using this information:

    Hourly Rate = $100 PV or BCWS = Hourly Rate * Total Hours Planned or Scheduled PV = $800 ($100 * 8 hours) AC or ACWP = Hourly Rate * Total Hours Spent AC = $1100 ($100 * 11 hours) EV or BCWP = Baselined Cost * % Complete Actual EV = $734 (baseline of $800 * 91.7% complete) (NOTE % Complete Actual (below) to get the 91.7%) BAC = Baselined Effort-hours * Hourly Rate BAC = $800 (8 hours * $100) EAC = AC + ETC EAC = $1200 (1100 + 100) VAC = BAC - EAC VAC = -$400 ($800 - $1200) % Completed Planned = PV / BAC % Complete Planned = 100% ($800 PV / $800 BAC) % Completed Actual = AC / EAC % Complete Actual = 91.7% ($1100 AC / $1200 EAC) SV = Earned Value (EV) - Planned Value (PV) SV = -$100 ($700 EV - $800 PV) SPI = Earned Value (EV) /Planned Value (PV) SPI = 0.88 ($700 EV / $800 PV) CV = Earned Value (EV) - Actual Cost (AC) CV = -$400 ($700 EV - $1100 AC) indicating a cost overrun CPI = Earned Value (EV) /Actual Cost (AC) CPI = 0.64 ($700 EV / $1100 AC) indicating over budget

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    D 16, Block D, North Nazimabad, Karachi Tel. 021-204 6177, GSM. 9221 - 300 275 4636, Email: wbsproject@yahoo.com

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