microsoft project association building an ev system using ms project (and excel) kirsty c. mclean,...
TRANSCRIPT
Microsoft Project Association
Building an EV System using MS Project (and Excel)
Kirsty C. McLean, MBA, PMP
Project Controller, Photonics Division
General Atomics
Overview
• Introduction – 3 eng• EV Explained• Setting up a Project for EV in Project
Standard or Professional• Setting up an EV Process across the
Organization – using Microsoft Project, Sharepoint and Excel
What is EVM?
• Basic project management principles applied in a disciplined and controlled manner
• Allows for accurate information on project performance to enable decision making in a timely manner
EVM is the primary project management tool that integrates the
technical, schedule, and cost
parameters of the contract.
What is EVM?
What Matters?
Intro: Earned Value Timeline•1959PERT and PERT/Cost— (DD 1097)•1963Earned Value Concept (MINUTEMAN)•1967DOD—Cost/Schedule Control Systems Criteria (C/SCSC) (DODI 7000.2)•1972DOD—-Revised DODI 7000.2 and Issued the Joint Implementation Guide (JIG)
•1972NASA Marshall Space Flight Center—C/SPC•1975DOE—Performance Measurement System (PMS)•1982National Security Agency—Earned Value•1984FAA & NASA Lewis Research Center—PMS•1989Australian DOD—DODI 7000.2•1990Canadian DOD—PMS•1992National Oceanic And Atmospheric Administration (NOAA)—PMS•1993Swedish FMV—C/SCSC•1994Internal Revenue Service (IRS)—C/SCSC•1994Federal Bureau Of Investigation (FBI) —C/SCSC•1996DODR 5000.2-R replaces DODI 5000.2 - C/SCSC revised from 35 to 32 criteria
•1996Revised JIG—Renamed EVM Implementation Guide (EVMIG)•1998MIL-STD 881B replaced by MIL HDBK 881•1998ANSI 748 published•1999DOD adopts ANSI 748 for Defense Acquisitions• 2000 PMBOK EV chapter• 2005 PMI new EV Standard
EV Explained
• Your project: – total budget of $100,000– 12 month effort– produce 20 units
• How are you doing? Is everything going to plan?• How far along are you? (64%, 50%, >40%)
– Is this where you expected to be or do you need to take action?
Life without EVMS - A Simple Example
• Status:– spent to date: $64,000– time elapsed: 6 months– units produced: 8
complete, 2 partial
Basic EV TermsPMBOK ANSI Definition Meaning
EV BCWP Earned Value or Budgeted Cost or work Performed
The physical work accomplished
PV BCWS Planned Value or Budgeted Cost of Work Scheduled
The amount of work that should have been accomplished by the status date.
AC ACWP Actual Cost of Work Performed
Total cost incurred to date
SV SV Schedule Variance BCWP-BCWS
CV CV Cost Variance BCWP-ACWP
SPI/ CPI SPI/ CPI Schedule / Cost Performance Index
BCWP/BCWS BCWP/ACWP
EAC EAC Estimate at Completion Total cost at completion
0
500
1000
1500
2000
2500
3000
J F M A M J J A S O N D M J J A S O N D J F
TIME FRAME
UN
IT O
F M
EA
SUR
EM
EN
T
TIMENOW
ACWP (Actual Expenditure)
Project Tracking
0
500
1000
1500
2000
2500
3000
J F M A M J J A S O N D M J J A S O N D J F
TIME FRAME
UN
IT O
F M
EA
SUR
EM
EN
T
TIMENOW
Spend Variance
ACWP (Actual Expenditure)
Planned Spend
Is this project AHEAD of schedule?
0
500
1000
1500
2000
2500
3000
J F M A M J J A S O N D M J J A S O N D J F
Over-budget, Behind schedule
TIME FRAME
UN
IT O
F M
EA
SUR
EM
EN
T
TIMENOW
BAC
EAC
Schedule Variance
Cost Variance
Baseline
Actual Expenditure
Earned Value (Work Completed)
0
500
1000
1500
2000
2500
3000
J F M A M J J A S O N D M J J A S O N D J F
The Complete Picture
TIME FRAME
UN
IT O
F M
EA
SUR
EM
EN
T
TIMENOW
BAC
MANAGEMENT RESERVE
EACContract Budget Base
Schedule Variance
Cost Variance
Baseline
Actual Expenditure
Earned Value (Work Completed)
Earned Value – the Math
• Your project: – total budget of $100,000– 12 month effort– produce 20 units
The Basics• BAC = Budget at Completion = $100,000• BCWS = Plan =$50,000• ACWP = Actuals = $64,000• BCWP = Performance = $5,000/unit = $40,000
Life with EVMS - A Simple Example
• Status:– spent to date: $64,000– time elapsed: 6 months– units produced: 8
complete, 2 partial
Your project: – total budget of $100,000– 12 month effort– produce 20 units
• Earned Value– BAC = $100,000 ACWP = $64,000– BCWS = $50,000 BCWP = $40,000
The Variance Measures• CV= Cost Variance =BCWP-ACWP= -$24,000• SV =Schedule variance = BCWP-BCWS= -$10,000• CV% = CV/BAC = -24%• SV % = SV/BAC = -10%• CPI = BCWP/ACWP = 40,000/64,000 = 0.625• SPI = BCWP/BCWS = 40,000/50,000 = 0.8
Life with EVMS - A Simple Example
• Status:– spent to date: $64,000– time elapsed: 6 months– units produced: 8 complete,
2 partial
Earned Value– BAC = $100,000, BCWP = $40,000– BCWS = $50,000 CPI = 0.625– ACWP = $64,000 SPI = 0.8
The Estimate at Completion• MS Project:
– EAC = ACWP + (BAC – BCWP) / CPI – = $64,000 + (100,000 – 40,000)/0.625 – = $160,000
• Independent EAC:– IEAC = ACWP + (BAC – BCWP)/(0.8 CPI + 0.2 SPI)– = $64,000 + (60,000)/(0.5 + 0.16) – = $154,909
Life with EVMS - A Simple Example
EV methods• Common EV MethodsEV Method Description Used for
0/100 0 to start, 100% to finish Tasks < 10 days duration r within the reporting period
50/50 50% to start, 50% to finish Tasks around 2 months or periods
25/75 25% start, 75% to finish Tasks for longer durations that are hard to measure
Milestones Break the task into measurable milestones, eg 10% when order placed, 20% when tested, 30% when in production etc
Longer tasks
Units Eg 10% per unit complete Unit oriented tasks, repeatable tasks, even when number is unknown
Level of Effort Used when output isn’t measurable. <20% effort of project should be LOE.
Project Management, Systems Eng, Logistics support
% spent % spent equals % complete As rarely as possible
Source: Blanchard, B. Systems Eng Management
Setting up one EV project in MS Project (Standard or Server)
• WBS– Project will assign a WBS automatically– You can customize the WBS
• Baseline– Schedule out the whole scope of work– Add costs by adding resources, including material
resources– Build contingency for risk into the baseline
• EV Methods– Add a custom field that gives the options
• Tracking– Gather % complete from team members– Add actual costs in a time phased way from the financial
system• Reporting
– Use Excel format
Setting up one EV project in MS Project
Organization & Planning• WBS• Baseline• EV Methods• Tracking
– Gather % complete from team members– Add actual costs in a time phased way from the
financial system
• Reporting– Use Excel format
Organization & Planning
Abraham Lincoln once said that if he had eight hours to cut down a tree he would spend the first six hours sharpening the saw.
Are you ready to baseline your EV Project?
1. WBS includes all the scope and only the scope2. Start and Finish dates match charter or contract3. Budget cost (without profit) matches charter or
contract4. Every task has an EV Method assigned5. All tasks have successors. Critical Path makes
sense.6. Project milestones about every reporting period7. Key risk areas addressed with contingencies8. All requirements covered9. Realistic resource profile and Performance
Measurement Baseline10.Team and Sponsor sign off to resource plan,
milestone chart and baselineBASELINE!!!
Source: Gary Christle
WBS – Consider a Visio first
Customizing the WBS
Are you ready to baseline your EV Project?
1. WBS includes all the scope and only the scope2. Start and Finish dates match charter or contract3. Budget cost (without profit) matches charter or
contract4. Every task has an EV Method assigned5. All tasks have successors. Critical Path makes
sense.6. Project milestones about every reporting period7. Key risk areas addressed with contingencies8. All requirements covered9. Realistic resource profile and Performance
Measurement Baseline10.Team and Sponsor sign off to resource plan,
milestone chart and baselineBASELINE!!!
Check that the dates and budget match the contract
Are you ready to baseline your EV Project?
1. WBS includes all the scope and only the scope2. Start and Finish dates match charter or contract3. Budget cost (without profit) matches charter or
contract4. Every task has an EV Method assigned5. All tasks have successors. Critical Path makes
sense.6. Project milestones about every reporting period7. Key risk areas addressed with contingencies8. All requirements covered9. Realistic resource profile (graph over time to
see gaps)10.Team and Sponsor sign off to resource plan and
milestone chartBASELINE!!!
Choosing the EV Method – add a custom text field
Are you ready to baseline your EV Project?
1. WBS includes all the scope and only the scope2. Start and Finish dates match charter or
contract3. Budget cost (without profit) matches charter or
contract4. Every task has an EV Method assigned5. All tasks have successors. Critical Path makes
sense.6. Project milestones about every reporting
period7. Key risk areas addressed with contingencies8. All requirements covered9. Realistic resource profile and Performance
Measurement Baseline10.Team and Sponsor sign off to resource plan,
milestone chart and baseline BASELINE!!!
Check Successors
Finding the Critical Path
Does it make sense?
ID WBS Task Name Duration Start
1 3.1 Photonics Project 585 days Tue 1/3/06
2 3.1.1 Prime System 585 days Tue 1/3/06
3 3.1.1.1 Program Management 585 days Tue 1/3/06
4 3.1.1.1.1 Customer Interface 585 days Tue 1/3/06
5 3.1.1.1.1.1 Pre-Contract Activities 100 days Tue 1/3/06
6 3.1.1.1.1.1.1 Marketing, Proposal Development & Approval3 mons Tue 1/3/06
7 3.1.1.1.1.1.2 Contract Negotiation 2 mons Tue 3/28/06
8 3.1.1.1.1.2 Monthly Reports 450 days Tue 7/11/06
17 3.1.1.1.3 Project Milestones & Tracking 485 days Mon 5/22/06
19 3.1.1.1.3.2 Milestones 485 days Mon 5/22/06
20 3.1.1.1.3.2.1 Contract Awarded 0 days Mon 5/22/06
21 3.1.1.1.3.2.2 Receive WPN 0 days Mon 5/29/06
293.1.1.1.3.2.10 Program complete 0 days Mon 4/7/08
69 3.1.1.5 System Data and Documentation 585 days Tue 1/3/06
Program Mgr IV[10%],Prog Mgr III[20%]
Program Mgr IV[10%],Prog Mgr III[10%]
Prog Mgr II[5%]
5/22
5/22
5/29
4/7
Systems Engineer V[5%]
2/19 7/16 12/10 5/6 9/30 2/24 7/20 12/14 5/10 10/4September 1 July 1 May 1 March 1 January 1
Finding the Critical Path – select tools – options – calculation – multiple critical path
Critical Path: Ignore LOE tasks
ID Name Baseline Finish Finish
1 Smart Fridge Protype Fri 6/1/07 Fri 6/1/07
2 Program Management Fri 6/1/07 Fri 6/1/07
31 Systems Engineering Tue 5/1/07 Tue 5/1/07
33 Experiments, Feasibility & Risk Reduction studies Mon 9/19/05 Mon 9/19/05
34 Customer Needs Analysis Fri 9/2/05 Fri 9/2/05
35 Trade Study and Design Alternatives Mon 9/19/05 Mon 9/19/05
36 Define operational requirements Mon 10/3/05 Mon 10/3/05
50 Component Development Fri 7/21/06 Fri 7/21/06
51 Inventory Management System Fri 7/21/06 Fri 7/21/06
52 Design Fri 2/3/06 Fri 2/3/06
53 Conceptual Design Mon 10/31/05 Mon 10/31/05
54 Preliminary Design Wed 12/14/05 Wed 12/14/05
55 Final Design Fri 2/3/06 Fri 2/3/06
56 Fabricate Fri 6/9/06 Fri 6/9/06
57 Component test Fri 7/21/06 Fri 7/21/06
79 System Integration Fri 1/12/07 Fri 1/12/07
80 Build 0 Integration Fri 9/15/06 Fri 9/15/06
81 Build 1 Integration Fri 1/12/07 Fri 1/12/07
82 System Test and Evaluation Fri 6/1/07 Fri 6/1/07
84 Build 0 T&E Fri 11/10/06 Fri 11/10/06
85 Lab/ Bench Tests Fri 10/13/06 Fri 10/13/06
86 Environmental test Fri 11/10/06 Fri 11/10/06
87 Build 1 T&E Fri 6/1/07 Fri 6/1/07
88 Lab/ Bench Tests Fri 2/9/07 Fri 2/9/07
89 Environmental Test Fri 3/9/07 Fri 3/9/07
90 Operational Test and Evalutation Fri 6/1/07 Fri 6/1/07
8/8 9/2
8/8 9/19
9/6 10/3
9/20 10/31
11/1 12/14
12/15 2/3
2/6 6/9
6/12 7/21
7/24 9/15
11/13 1/12
9/18 10/13
10/16 11/10
1/15 2/9
2/12 3/9
3/12 6/1
M J J A S O N D J F M A M J J A S O N D J F M A M J J A2005 2006 2007
Are you ready to baseline your EV Project?
1. WBS includes all the scope and only the scope2. Start and Finish dates match charter or contract3. Budget cost (without profit) matches charter or
contract4. Every task has an EV Method assigned5. All tasks have successors. Critical Path makes
sense.6. Project milestones about every reporting period7. Key risk areas addressed with contingencies8. All requirements covered9. Realistic resource profile and Performance
Measurement Baseline10.Team and Sponsor sign off to resource plan,
milestone chart and baseline
Milestone ChartName Baseline Finish Finish
Milestones Mon 4/7/08 Mon 4/7/08
Contract Awarded Mon 5/22/06 Mon 5/22/06
Receive WPN Mon 5/29/06 Mon 5/29/06
Baseline Review Wed 8/30/06 Wed 8/30/06
Internal Requirements Review Fri 9/15/06 Fri 9/15/06
Customer Requirements Review Tue 10/3/06 Tue 10/3/06
Fabrication Complete Tue 10/3/06 Tue 10/3/06
Integration complete Fri 9/28/07 Fri 9/28/07
Build 0 Tests complete Fri 9/28/07 Fri 9/28/07
Build 1 Tests complete Fri 12/21/07 Fri 12/21/07
Program complete Mon 4/7/08 Mon 4/7/08
5/22
5/22
5/29
8/29
9/14
10/2
10/3
9/28
9/28
12/21
4/7
4/9 7/16 10/22 1/28 5/6 8/12 11/18 2/24 6/1March 21 October 11 May 1 November 21 June 11
Are you ready to baseline your EV Project?
1. WBS includes all the scope and only the scope2. Start and Finish dates match charter or contract3. Budget cost (without profit) matches charter or
contract4. Every task has an EV Method assigned5. All tasks have successors. Critical Path makes
sense.6. Project milestones about every reporting period7. Key risk areas addressed with contingencies8. All requirements covered9. Realistic resource profile and Performance
Measurement Baseline10.Team and Sponsor sign off to resource plan,
milestone chart and baseline BASELINE!!!
Resource PlanID Task Name Work
1 Photonics Project 43,358 hrs2 Prime System 9,680.4 hrs70 Sub-System A 10,459.2 hrs151 Sub-System B 10,459.2 hrs232 Sub-System C 10,459.2 hrs313 Facilities and Equipment 2,300 hrs334 Training and safety 0 hrs
Details
WorkWorkWorkWorkWorkWorkWork
Jan Feb Mar Apr May Jun Jul Aug Sep Oct NovQtr 1, 2006 Qtr 2, 2006 Qtr 3, 2006 Qtr 4, 2006
2,249.6h 2,862.4h 2,883.2h 2,196h 2,793.2h 3,180.8h 3,475.2h 3,024.4h 2,808.4h 4,561.6h90.8h 56h 61.2h 40h 221.6h 681.6h 442.8h 407.2h 448h 513.6h
576.8h 800h 804h 656h 750.8h 824h 781.2h 855.6h 781.2h 1,390.4h610.4h 832h 840.8h 688h 856.4h 793.6h 1,083.6h 834.8h 747.6h 1,284.8h610.4h 832h 840.8h 688h 856.4h 793.6h 1,083.6h 834.8h 747.6h 1,284.8h361.2h 342.4h 336.4h 124h 108h 88h 84h 92h 84h 88h
• Use the Task Usage view
• Set the status date to the end of the project
• Graph adds clarity
• Do you need to Level?
FTEs Required
0
5
10
15
20
25
30Ja
n-0
6
Fe
b-0
6
Ma
r-0
6
Ap
r-0
6
Ma
y-0
6
Jun
-06
Jul-
06
Au
g-0
6
Se
p-0
6
Oct
-06
No
v-0
6
De
c-0
6
MM
Performance Measurement Baseline
ID Task Name
1 Photonics Project2 Prime System70 Sub-System A151 Sub-System B232 Sub-System C313 Facilities and Equipment334 Training and safety
Details
BCWSBCWSBCWSBCWSBCWSBCWSBCWS
Jan Feb Mar Apr May Jun Jul AugQtr 1, 2006 Qtr 2, 2006 Qtr 3, 2006
333,050.35 752,435.10 1,173,507.50 1,492,488.10 1,947,197.58 2,346,773.41 2,792,237.9015,103.23 25,366.27 36,592.42 43,973.70 77,481.43 180,428.82 248,568.2282,764.74 197,122.68 311,655.54 405,578.50 512,917.65 609,257.48 700,320.2087,308.14 205,993.11 325,502.06 423,752.06 546,205.49 638,434.63 774,010.4487,308.14 205,993.11 325,502.06 423,752.06 546,205.49 638,434.63 774,010.4460,566.10 117,959.92 174,255.42 195,431.78 264,387.52 280,217.84 295,328.60
0.00 0.00 0.00
Smart Fridge Protype
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
Aug
-05
Sep
-05
Oct
-05
Nov
-05
Dec
-05
Jan-
06
Feb
-06
Mar
-06
Apr
-06
May
-06
Jun-
06
Jul-0
6
Aug
-06
Sep
-06
Oct
-06
Nov
-06
Dec
-06
Jan-
07
Feb
-07
Mar
-07
Apr
-07
May
-07
Jun-
07
Time
$ CY 07CY 06CY 05
• Does the funding profile match the
baseline?
Are you ready to baseline your EV Project?
1. WBS includes all the scope and only the scope2. Start and Finish dates match charter or contract3. Budget cost (without profit) matches charter or
contract4. Every task has an EV Method assigned5. All tasks have successors. Critical Path makes
sense.6. Project milestones about every reporting period7. Key risk areas addressed with contingencies8. All requirements covered9. Realistic resource profile and Performance
Measurement Baseline10.Team and Sponsor sign off resource plan,
milestone chart and baseline BASELINE!!!
Baseline control is key – check the date
Setting up one EV project in MS Project
Organization & Planning• WBS• Baseline• EV Methods• Tracking• Reporting
Steps in Tracking your project1. Decide on the reporting period based on
when your financial system delivers verified actual costs
2. Set the status date to the end of the previous period
3. Set up a tracking view4. Set up to use Physical % complete5. Update dates and % using Physical %
Complete and the EV methods6. Add in actual costs and validate7. Customize an EV View8. Consider adding a budget/ commitment view
Steps in Tracking your project1. Decide on the reporting period based on
when your financial system delivers verified actual costs
2. Set the status date to the end of the previous period
3. Set up a tracking view4. Set up to use Physical % complete5. Update dates and % using Physical %
Complete and the EV methods6. Add in actual costs and validate7. Customize an EV View8. Consider adding a budget/ commitment view
Project – Project Information – Status Date
Steps in Tracking your project1. Decide on the reporting period based on
when your financial system delivers verified actual costs
2. Set the status date to the end of the previous period
3. Set up a tracking view4. Set up to use Physical % complete5. Update dates and % using Physical %
Complete and the EV methods6. Add in actual costs and validate7. Customize an EV View8. Consider adding a budget/ commitment view
Tracking View
Steps in Tracking your project1. Decide on the reporting period based on
when your financial system delivers verified actual costs
2. Set the status date to the end of the previous period
3. Set up a tracking view4. Set up to use Physical % complete5. Update dates and % using Physical %
Complete and the EV methods6. Add in actual costs and validate7. Customize an EV View8. Consider adding a budget/ commitment view
Set up for Physical % Complete
Select all tasks, then ‘multiple task information’ button, then General – Earned Value Method – Physical % complete
Set up to roll up Physical % Complete
Format – Layout – Always Roll up Gantt bars
Steps in Tracking your project1. Decide on the reporting period based on
when your financial system delivers verified actual costs
2. Set the status date to the end of the previous period
3. Set up a tracking view4. Set up to use Physical % complete5. Update dates and % using Physical %
Complete and the EV methods6. Add in actual costs and validate7. Customize an EV View8. Consider adding a budget/ commitment view
Add in Actual Costs on a monthly basis
ID Task Name Actual Cost ACWP
22 3.1.1 Mirror Task 30,221 30,22165 3.1.2 Mirror Task 343,468 343,46898 3.1.3 Mirror Task 588,763 588,763122 3.1.4 Mirror Task 108,529 108,529175 3.2.1 Mirror Task 551,603 551,603197 3.2.2 Mirror Task 275,264 275,264212 3.2.3 Mirror Task 417,380 417,380218 3.2.4 Mirror Task 33,429 33,429230 3.2.5 Mirror Task 192,430 192,430253 3.2.6 Mirror Task 113,857 113,857264 3.3.1 Mirror Task 164,014 164,014288 3.3.2 Mirror Task 760,918 760,918299 3.3.3 Mirror Task 128,037 128,037313 3.3.4 Mirror Task 29,364 29,364314 Power Supply Procurement 372,580 372,580
Details
Act. CostAct. CostAct. CostAct. CostAct. CostAct. CostAct. CostAct. CostAct. CostAct. CostAct. CostAct. CostAct. CostAct. CostAct. Cost
Sep Oct Nov Dec Jan Feb Mar Apr MayQtr 3, 2004 Qtr 4, 2004 Qtr 1, 2005 Qtr 2, 2005
(45) 2,450 144 (198) 0 0 633,292 25,808 2,756 (5,943) 231 0 86,437 54,774 122,321 56,923 27,829 11,085 0
37,441 27,301 5,333 (647) 801 17,138 1227,303 66,596 77,787 86,116 96,504 80,962 60,74528,720 27,793 32,806 45,022 40,187 3,214 032,779 99,190 64,190 71,411 75,084 973 0
81 0 316 361 953 9,101 18,07461,474 10,392 6,677 71,468 475 3,037 10,0366,371 14,025 13,683 16,487 11,540 17,210 14,9882,170 2,402 6,560 5,851 6,864 51,773 72,0911,675 37,847 5,399 (1,886) 1,111 298,963 321,7421,110 1,257 0 71,522 0 0 54,148
0 0 4,246 3,454 6,640 8,631 6,393(3) 0 7,579 364,713 0 0 0
Hints:
Use mirror tasks if you don’t collect actual costs at the same level as you track progress
Customize a flag field and build a task usage view where you only see the cost tasks
Make sure that tools – options – calculations – Project Always Calculates Actual Costs is turned off
Check that Actual Cost and ACWP match – sometimes Project still calculates actual costs that appear in ACWP but not in actual costs. Zero out all cells that you are not going to use to enter actual costs
Steps in Tracking your project1. Decide on the reporting period based on
when your financial system delivers verified actual costs
2. Set the status date to the end of the previous period
3. Set up a tracking view4. Set up to use Physical % complete5. Update dates and % using Physical %
Complete and the EV methods6. Add in actual costs and validate7. Customize an EV View8. Consider adding a budget/ commitment view
Customize an EV View
Hints:
Customize the ‘lights’ based on your threshold eg +/- 10% = green, 10-20% = yellow, <-20% = red, >20% = blue
Consider adding a Commitment View
Setting up one EV project in MS Project
Organization & Planning• WBS• Baseline• EV Methods• Tracking• Reporting
– Informal– Formal
Informal Report
• email report covering– Cost status (including commitment)– Labor hour status– Schedule Status (including critical path)– Earned Value report
Contractor Format – EV Report
EARNED VALUE REPORT (SEPTEMBER 2005)
ITEM Current Period Cumulative At Completion
Budgeted Cost Variance Budgeted Cost Variance Physical
WBS Element PV EV AC SPI CPI PV EV AC SPI CPI Budget Estimate Variance
% Complete
3 Project 340 468 898 1.38 0.52 2,540 1,220 1,585 0.48 0.77 2,540 2,640 -100 48.03%
3.1 Task A 85 32 122 0.38 0.26 680 340 445 0.50 0.76 680 780 -100 50.00%
3.1.1 Sub task 1 20 20 2 1.00 10.00 25 20 25 0.80 0.80 25 35 -10 80.00%
3.1.2 Sub task 2 50 10 2 0.20 5.00 55 40 60 0.73 0.67 55 100 -45 72.73%
3.1.3 Sub task 3 10 2 15 0.20 0.13 100 80 110 0.80 0.73 100 200 -100 80.00%
3.1.4 Sub task 4 5 0 103 0.00 0.00 500 200 250 0.40 0.80 500 500 0 40.00%
3.2 Task B 75 192 326 2.56 0.59 1,860 880 1,140 0.47 0.77 1,860 1,860 0 47.31%
3.2.1 Sub task 1 20 20 2 1.00 10.00 680 340 445 0.50 0.76 680 500 180 50.00%
3.2.2 Sub task 2 50 10 2 0.20 5.00 25 20 25 0.80 0.80 25 60 -35 80.00%
3.2.3 Sub task 3 10 2 15 0.20 0.13 55 40 60 0.73 0.67 55 90 -35 72.73%
3.2.4 Sub task 4 5 60 103 12.00 0.58 100 80 110 0.80 0.73 100 130 -30 80.00%
3.2.5 Sub task 5 5 60 103 12.00 0.58 500 200 250 0.40 0.80 500 500 0 40.00%
3.2.6 Sub task 6 5 60 103 12.00 0.58 500 200 250 0.40 0.80 500 350 150 40.00%
Contractor Format – Variance report
WBS Description SPI CPI Root Cause of Variance Impact to the Project Corrective Action Plan Change in EAC3 Project 0.48 0.77 The schedule slip in Aug 05 is due to rework
required on the design and mechanical fabrication.
EV data indicates a negative cost variance at completion.
A bottoms up ETC will be completed in Sep 05 to clarify the cost and schedule plan to completion.
Yes - see commitments sheet for details
3.2
3.3
3.3.1
CUMULATIVE VARIANCE REPORT (SEPTEMBER 2005)
Contractor Format – Commitment Report
ITEM Commitment Status At Completion Status
WBS Element AC Commitments TotalFunds
remaining Budget Estimate VariancePhysical % Complete Explanation
3 Project 1,585 85 1,670 870 2,540 2,640 -100 48.03%
3.1 Task A 445 65 510 170 680 780 -100 50.00%
3.1.1 Sub task 1 25 5 30 -5 25 35 -10 80.00%
3.1.2 Sub task 2 60 30 90 -35 55 100 -45 72.73%
3.1.3 Sub task 3 110 20 130 -30 100 200 -100 80.00%
3.1.4 Sub task 4 250 10 260 240 500 500 0 40.00%
3.2 Task B 1,140 20 1,160 700 1,860 1,860 0 47.31%
3.2.1 Sub task 1 445 5 450 230 680 500 180 50.00%
3.2.2 Sub task 2 25 30 55 -30 25 60 -35 80.00%
3.2.3 Sub task 3 60 20 80 -25 55 90 -35 72.73%
3.2.4 Sub task 4 110 10 120 -20 100 130 -30 80.00%
3.2.5 Sub task 5 250 50 300 200 500 500 0 40.00%
3.2.6 Sub task 6 250 50 300 200 500 350 150 40.00%
COMMITMENTS REPORT (SEPTEMBER 2005)
Contractor Format – EV Chart
PV EV AC AC, MonthlyActual Cost With
Commitments
Feb-05 $400 $250 $200 $100 $250
Mar-05 $450 $270 $500 $300 $550
Apr-05 $500 $300 $700 $200 $700
May-05 $1,000 $750 $900 $200 $1,050
Jun-05 $1,500 $900 $1,000 $100 $1,100
Jul-05 $2,000 $1,100 $1,200 $200 $1,200
Aug-05 $2,200 $1,150 $1,350 $150 $1,500
Sep-05 $2,540 $1,220 $1,585 $235 $1,815
HISTORICAL COST REPORT (SEP 2005)
Monthly EV
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
Feb
-05
Mar
-05
Apr
-05
May
-05
Jun-
05
Jul-0
5
Aug
-05
Sep
-05
Co
st,
$
PV
EV
AC
W/C
Contractor Format – Baseline Change Summary
Baseline Change SummaryBudget
Original Budget 680Contractual addition of scope 1,860New baseline 2,540
Contractor Format – Baseline Log
WBS ElementBaseline 1
BudgetBaseline 2
BudgetVariance
Explanation
3 Project 680 2,540 1,860
3.1 Task A 680 680 0
3.1.1 Sub task 1 25 25 0
3.1.2 Sub task 2 55 55 0
3.1.3 Sub task 3 100 100 0
3.1.4 Sub task 4 500 500 0
3.2 Task B 0 1,860 1,860 Addition of task B
3.2.1 Sub task 1 0 680 680
3.2.2 Sub task 2 0 25 25
3.2.3 Sub task 3 0 55 55
3.2.4 Sub task 4 0 100 100
3.2.5 Sub task 5 0 500 500
3.2.6 Sub task 6 0 500 500
Contractor Format – Baseline Chart
Baseline 1 Baseline 2
Jan-05 $100 $100
Feb-05 $120 $120
Mar-05 $150 $150
Apr-05 $200 $300
May-05 $300 $500
Jun-05 $350 $1,000
Jul-05 $400 $1,345
Aug-05 $440 $1,566
Sep-05 $502 $2,000
Oct-05 $560 $2,200
Nov-05 $680 $2,560
Baseline changes
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
Jan-
05
Feb
-05
Mar
-05
Apr
-05
May
-05
Jun-
05
Jul-0
5
Aug
-05
Sep
-05
Oct
-05
Nov
-05
Baseline 1
Baseline 2
The Benefits of Earned Value
• Accurate picture of contract status– cost, schedule, AND technical
• Early and accurate identification of trends and problems
• Basis for corrective action• Supports mutual goals of contractor
and customer– bring project in on schedule and cost
Questions?