Complete notes second part of the course

Pagina 1

An exercise on Earned Value Analysis ? EVA: Earned Value Management (EVM):(The things you earned according to milestones and the paymants are according to finish each part of the project) • It adds a third dimension on costs: Planned Cost, Actual Cost, Earned Value • EVA is calculated as comparison to the Performance Measurement Baseline (PMB) • PMB at minimum is a list of milestones with actual dates  BCWS: (PV) Budgeted Cost of Work Scheduled (planned)  ACWP: (AC) Actual Cost of Work Performed (burned)  BCWP: (EV) Budgeted Cost of Work Performed (Earned) : Cost Variance=BCWP – ACWP (=EV-AC) • >0 Then Under Budget  • <0 Then Over Budget  : Schedule Variance=BCWP – BCWS (=EV-PV) • >0 Then Ahead of Schedule  • < 0 Then Behind Schedule  : Cost Performance Index=BCWP / ACWP (=EV/AC) : Schedule Performance Index=BCWP / BCWS (=EV/PV) Problems are when these indexes are less than 1 : Critical Ratio=SPI x CPI = it‟s a proportional combination • 1 = everything is on track • < 1 = worse than planned • > 1 = better than planned • Pragmatically: – > 0.8 and < 1.2 = acceptable– < 0.8 = too bad – > 1.2 = over-performing • Consistent unit of measure for total progress • Consistent methodology – Across cost and completed activity– Apples and apples comparisons • Ability to forecast cost & schedule • Can provide early warnings as early as 15% • A full WBS is required • Beware of GIGO: Garbage-in, garbage-out • BCWS: Use „loaded labor‟ rates if possible- Consider direct pay and overhead • Remember that EVA variables are aggregate figures –may hide where the problem lies–counterbalancing issues - Over in one area vs. under in another area Requirement gathering techniques:  Interviews Best practice: use „context free‟ questions • Early questions which are applicable to any…