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  • Earned Value Calculation: Scheduled To Be Performed by The Milestone Date

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    mallyavittal
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    This document discusses earned value calculations for project management. It defines key terms like planned value, earned value, actual cost of work performed, budgeted cost of work performed, schedule variance, and cost variance. It shows how to calculate schedule performance index, cost performance index, and cost schedule index to measure project performance. The document indicates that once a project is 10% complete, the cost overrun will not be less than the current overrun, and once 20% complete, the cost performance index will not vary more than 10% from its current value.

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    Earned Value Calculation

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    This document discusses earned value calculations for project management. It defines key terms like planned value, earned value, actual cost of work performed, budgeted cost of work performed, schedule variance, and cost variance. It shows how to calculate schedule performance index, cost performance index, and cost schedule index to measure project performance. The document indicates that once a project is 10% complete, the cost overrun will not be less than the current overrun, and once 20% complete, the cost performance index will not vary more than 10% from its current value.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as DOC, PDF, TXT or read online from Scribd
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    Download as doc, pdf, or txt
    89 views4 pages

    Earned Value Calculation: Scheduled To Be Performed by The Milestone Date

    Uploaded by

    mallyavittal
    This document discusses earned value calculations for project management. It defines key terms like planned value, earned value, actual cost of work performed, budgeted cost of work performed, schedule variance, and cost variance. It shows how to calculate schedule performance index, cost performance index, and cost schedule index to measure project performance. The document indicates that once a project is 10% complete, the cost overrun will not be less than the current overrun, and once 20% complete, the cost performance index will not vary more than 10% from its current value.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as DOC, PDF, TXT or read online from Scribd
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    Earned Value Calculation

    Earned Value = real progress in work in $ value EV = BCWP (Budgeted Cost of Work Performed) Planned Value = planned value of work scheduled PV = BCWS (Budgeted value of work scheduled) BCWS - Budgeted Cost of Work Scheduled - Planned cost of the total amount of work scheduled to be performed by the milestone date.

    120000 100000 80000 60000 40000 20000 0 May-03 Aug-03 Sep-03 Nov-03 Jan-03 Jun-03 Jul-03 Dec-03 Feb-03 Mar-03 Apr-03 Oct-03 BCWS

    ACWP - Actual Cost of Work Performed - Cost incurred to accomplish the work that has been done to date.

    120000 100000 80000 60000 40000 20000 0 May-03 Feb-03 Mar-03 Aug-03 Sep-03 Nov-03 Jan-03 Jun-03 Apr-03 Jul-03 Oct-03 Dec-03 56000 49000 BCWP ACWP

    BCWP - Budgeted Cost of Work Performed - The planned (not actual) cost to complete the work that has been done.

    120000 100000 80000 60000 40000 20000 0 May-03 Aug-03 Sep-03 Nov-03 Jan-03 Jun-03 Apr-03 Jul-03 Oct-03 Dec-03 Feb-03 Mar-03 55000 49000 BCWP BCWS

    120000 100000 80000 56000 60000 40000 20000 0 Feb-03 Mar-03 May-03 Sep-03 Aug-03 Nov-03 Jan-03 Jun-03 Apr-03 Jul-03 Oct-03 Dec-03 55000 49000 BCWS BCWP ACWP

    SV: Schedule Variance (BCWP-BCWS) A comparison of amount of work performed during a given period of time to what was scheduled to be performed. A negative variance means the project is behind schedule

    Schedule Variance = BCWP-BCWS $49,000 - 55,000 SV = - $ 6,000 Cost Variance = BCWP-ACWP $49,000 56,000

    CV = - $7,000 CV: Cost Variance (BCWP-ACWP) A comparison of the budgeted cost of work performed with actual cost. A negative variance means the project is over budget. SPI: Schedule Performance Index SPI=BCWP/BCWS SPI<1 means project is behind schedule CPI: Cost Performance Index CPI= BCWP/ACWP CPI<1 means project is over budget CSI: Cost Schedule Index (CSI=CPI x SPI)

    The further CSI is from 1.0, the less likely project recovery becomes. SPI: BCWP/BCWS 49,000/55,000 = 0.891 CPI: BCWP/ACWP 49,000/56000 = 0.875 CSI: SPI x CPI .891 x .875 = 0.780

    Projections: Once a project is 10% complete, the overrun at completion will not be less than the current overrun. Once a project is 20% complete, the CPI does not vary from its current value by more than 10%. The CPI and SPI are statistically accurate indicators of final cost results.

    120000 100000 80000 60000 40000 20000 0 Feb-03 Mar-03 May-03 Aug-03 Sep-03 Nov-03 Jun-03 Jan-03 Jul-03 Oct-03 Apr-03 Dec-03 103865 102000 90882 BCWS BCWP ACWP

    Making Projections:

    140000 120000 100000 80000 60000 40000 20000 0


    Ja n03 M ar -0 3 M ay -0 3 Ju l-0 3 Se p03 No v03 Ja n04 ar -0 4
    116,571 102000

    BCWS BCWP ACWP

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