Earned Value Management
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This document provides an overview of earned value management (EVM) concepts through a slide presentation. It introduces key EVM terms like planned value, actual cost, and earned value. It then explains how to calculate variances like cost variance and schedule variance to determine if a project is on budget and on time. Finally, it defines performance indicators like CPI and SPI to analyze project performance.
Earned Value Management
- 1. Earned Value ManagementEVM in 1+10 + 1 slidesTiago Franco (gama.franco@gmail.com)
- 2. AgendaOnce upon a time…The ProjectMental NoteHow Much Did I Spent?Am I On Time?Am I On Budget?The Full PictureThe Variances & Indicators (juicy)Quiz
- 3. Once upon a time…
- 4. The ProjectImage from: http://www.fiosinc.com/
- 5. Mental NotePV - Planned ValueHow much should I spend and execute?AC - Actual CostHow much did I spent?EV - Earned ValueHow much did I execute?
- 6. How Much Did I Spent?Image from: http://www.wikipedia.org
- 7. Am I On Time?Image from: http://www.wikipedia.org
- 8. Am I On Budget? Image from: http://www.wikipedia.org
- 9. The FullPictureImage from: http://www.wikipedia.org
- 10. The Variances & Indicators (Juicy)CV = Cost Variance = EV – ACIf CV < 0 then executing at an higher costIf CV > 0 then executing at an lower costSV = Schedule Variance = EV – PVIf SV < 0 then going slower than plannedIf SV > 0 then going faster than planned
- 11. The Variances & Indicators (Juicy)CPI – Cost Performance Index = EV/ACIf CPI < 1 then executing at an higher costIf CPI > 1 then executing at an lower costSPI - Schedule Performance Indicator = EV/PVIf SPI < 1 then going slower than plannedIf SPI > 1 then going faster than planned
- 12. QuizIs a CPI > 1 and/or an SPI > 1 a good thing?