Презентации УП 2013 / Wake
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EVM: Performance Measurement Baseline
1. DEFINE THE WORK SCOPE
CONTRACT BUDGET BASE
MR
PMB
2. SCHEDULE THE WORK
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3. ALLOCATE BUDGETS TO SCHEDULE |
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100 |
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TIME |
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40 |
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60
80
Where are we?
3000 |
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2500 |
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Total Project |
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Budget |
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2000 |
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1500 |
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1000 |
Actual Costs |
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500 |
Budget (Plan) |
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Reporting Cut-off Date |
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0 |
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J F M A M J J A S O N D J F M A M J J A S O N D J F |
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•Build a plan and baseline it.
•Calculate physical progress
Physical progress
•How much do I want to spend?
•How much have I spent?
•What have I got to show for it?
What does this tell us?
3000 |
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2500 |
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Total Project |
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Budget |
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Cost Variance |
2000 |
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1500 |
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Schedule Variance |
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Actual Costs |
(Currency) |
1000 |
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Work Performed (Earned Value) |
500 |
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Budget (Plan) |
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Reporting Cut-off |
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Date |
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J F M A M J J A S O N D J F M A M J J A S O N D J F |
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•I planned to spend £1300
•I spent £1500
•I’ve achieved £1100
•I am completing 73p of work for every £1 planned.
•It is costing me £1.36 to earn £1of work.
The Earned Value line
•Is an additional line
•Tracks physical completeness. What has been done.
•It should not be treated as a discretionary add-on.
•It is not possible to manage a project well without it.
•And yet some project managers say they don’t need earned value.
Earned Value is the best way to determine the status of a project.
And yet….
If you don’t know where you
are.
How do you manage?