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ENTC 419 Technical Project Management

ENTC 419 Technical Project Management. Electronics and Telecommunications Engineering Technology Earned Value. Status Updates. White Paper Presentations: Legendary Applications – 80 Dynamic Design -- 88 Extra Credit proposals Meeting scheduled for Legendary Applications?

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ENTC 419 Technical Project Management

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  1. ENTC 419 Technical Project Management Electronics and Telecommunications Engineering Technology Earned Value

  2. Status Updates • White Paper Presentations: • Legendary Applications – 80 • Dynamic Design -- 88 • Extra Credit proposals • Meeting scheduled for Legendary Applications? • Presentation and Review Sessions • CDD – Graded and returned -- Wednesday • NLDs – Monday after spring break • Others • ELE seminars – Guest approved by week 9

  3. Tasking • Review all requirements for Formal Technical Proposal (FTP) • Have questions ready for discussion

  4. Project Control

  5. Project Control • Need quantitative tools • Assess project “health” • Normalized for magnitude • Fair and impartial • Trends important • Easy to utilize • Scaleable

  6. Basic Concepts • All linked to “Budgeted Time and Cost” • Each task or unit of work has a cost and a time associated with it in the plan • Need to get “big picture” view of entire project • Compare planned vs. actual performance • Allow for variations at lower levels • “Earned Value” method is used widely in private sector

  7. Project Control • Earned Value • Cost Metrics • BCWP – Earned Value • BCWS – Planned Value • ACWP – Actual Value • Calculated Values • Variances • Cost (CV) • Schedule (SV) • Indices • Cost Performance (CPI) • Schedule Performance (SPI)

  8. Earned Value Definitions • BCWS (Planned Value) • What should be done • Budgeted Task Cost x %Task Scheduled • BCWP (Earned Value) • What is done • Budgeted Task Cost x %Task Completed • ACWP (Actual Value) • Cost to achieve what is done • Actual Task Cost of Work Performed

  9. Earned Value Terms Budget Cost of Work Performed = BCWP(Earned Value) Budget Cost of Work Scheduled = BCWS(Planned Value) Actual Cost of Work Performed = ACWP(Actual Value) Schedule Variance: SV = BCWP – BCWS (Earned – Planned) Cost Variance: CV = BCWP – ACWP (Earned – Actual) Schedule Performance Index: SPI = BCWP/BCWS (Earned/Planned) Cost Performance Index: CPI = BCWP/ACWP (Earned/Actual)

  10. Budgeted at Completion (BAC), Estimated at Completion (EAC), Variance at Completion (VAC) EAC VAC BAC $540,000 ETC VAC = BAC-EAC EAC = ACWP + ETC EAC = BAC/CPI EAC = BAC * ACWP BCWP ACWP 16 Weeks

  11. Trend Analysis 1.4 1.3 1.2 1.1 1.0 0.9 0.8 0.7 0.6 2. Ahead of Schedule Under Budget Ahead of Schedule Over Budget 6. SCHEDULE PERFORMANCE I N D E X SPI = BCWP BCWS = Earned Planned 5. 3. CPI = BCWP ACWP = Earned Actual 4. 1. Behind Schedule Over Budget Behind Schedule Under Budget 0.6 0.7 0.8 0.9 1.0 1.1 1.2 1.3 1.4 COST PERFORMANCE INDEX

  12. CPI/SPI

  13. Earned Value • End of Week: 13 November 2007 • Total Number of hours worked: team member, total • Estimate of manpower needed to complete: 750 Hours • Total baseline hours: 1360 • Number of visits to Advisor: 6 (36) • Current Project Status: • SPI = 0.939 • CPI = 1.46 • Projection: Your best estimate in terms of: • Scope • Time • Budget 0.5 0.6 0.7 0.8 0.9 1.2 1.3 1.4 1.5 1.0 1.1 1.5 1.4 SPI 1.3 1.2 1.1 1.0 CPI X 0.9 0.8 0.7 0.6 0.5

  14. 9 12 4 9 6 11 10 7 XYZ Project Earned Planned Actual BCWP BCWS ACWP Budget = $108M 8 8 8 10 10 10 2.5 5 5 15 7.5 15 Not started (0%) 10 0 10 Not completed (50%) Completed (100%) 6 3 6 9 9 18 SV=$59M-$60M= -$1M CV=$59M-$68M = -$9M 10 0 10 6 0 12 SPI=$59M/$60M = .98 CPI=$59M/$68M = .87 14 0 0 TOTALS 59 60 68 NOW

  15. Trend Analysis 1.4 1.3 1.2 1.1 1.0 0.9 0.8 0.7 0.6 Ahead of Schedule Under Budget Ahead of Schedule Over Budget PERFORMANCE SCHEDULE SPI = BCWP BCWS = Earned Planned I N D E X CPI = BCWP ACWP = Earned Actual Behind Schedule Over Budget Behind Schedule Under Budget 0.6 0.7 0.8 0.9 1.0 1.1 1.2 1.3 1.4 COST PERFORMANCE INDEX (PRODUCTIVITY)

  16. SPI SPI – CPI GRN = .85 to 1.15 YEL = .70 to 1.30 RED < .70, > 1.30 What is Scale: 0.5 to 1.5 CPI

  17. Class Assignment • Determine the Earned Value BCWP, BCWS, ACWS, CV, SV, CPI and SPI for the example project • Plot these values on the Earned Value graph • Why is it better to use indices than variances? • Determine and plot BAC, EAC, and VAC

  18. XYZ Project BCWP BCWS ACWP Budget = $108K 8 10 5 15 10 6 18 10 12 14 93 TOTALS NOW

  19. SPI SPI – CPI GRN = .85 to 1.15 YEL = .70 to 1.30 RED < .70, > 1.30 Scale: 0.5 to 1.5 CPI

  20. Determine and PlotBAC, EAC, VAC

  21. Expanded Responsibility Assignment MatrixRAM-Gantt-Earned Value PERSONNEL Dur PM HW NE Tech Sponsor Other TASKS L = Lead P = Participant R = Reviewer I = Input

  22. Responsibility Assignment Matrix Critical Path Earned Value Team Members Gantt MP SPI CPI Dur TASKS Earned Value – for each task, Labor Only Total Cost of Work Package % Complete – (0, 25, 50, 75, 100) % Planned to be complete – (0, 25, 50, 75, 100) BCWS BCWP ACWP SPI CPI

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