Earned Schedule Training
Earned Schedule Training Earned Schedule Training
EVA-11 Jun 12-17, 17, 2006 The Scheduling Challenge • From small projects into large projects and programs, scheduling requirements becomes exponentially more complex • Integration •Of Of schedules between “master” and “subordinate” schedules •Often Often across multiple tiers of • Activities and • Organisations contributing to the overall program of work • Essential for producing a useful integrated master schedule Copyright 2006 Lipke & Henderson 76
To further compound schedule complexity • Once an initial schedule baseline has been established progress monitoring inevitably results in changes •Task Task and activity durations change because “actual performance” does not conform to plan •Additional unforeseen activities may need to be added •Logic Logic changes as a result of corrective actions to contain slippages; and •Improved understanding of the work being undertaken •Other Other “planned changes” (Change Requests) also contribute to schedule modifications over time EVA-11 Jun 12-17, 17, 2006 Copyright 2006 Lipke & Henderson 77
- Page 25 and 26: Earned Schedule Key Points • ES I
- Page 27 and 28: ES Applied to Real Project Data: La
- Page 29 and 30: Early Finish Project: SV($) and SV(
- Page 31 and 32: Prediction Comparisons EVA-11 Jun 1
- Page 33 and 34: IEAC(t) Prediction Comparison Early
- Page 35 and 36: EVA-11 Jun 12-17, 17, 2006 IEAC(t)
- Page 37 and 38: IECD Predictions using ES Technique
- Page 39 and 40: 2 My Experience Summarised • Sche
- Page 41 and 42: Earned Schedule Calculator Earned S
- Page 43 and 44: Interpolation Error EVA-11 Jun 12-1
- Page 45 and 46: Interpolation Error $$ ES(calc) BCW
- Page 47 and 48: Interpolation Error • After a few
- Page 49 and 50: BREAK - 15 Minutes EVA-11 Jun 12-17
- Page 51 and 52: Exercise # 1 • Complete Early & L
- Page 53 and 54: ES Exercise - Worksheet Year 01 Yea
- Page 55 and 56: ES Exercise - Answers Year 01 Year
- Page 57 and 58: Early Adopters • EVM Instructors
- Page 59 and 60: Available Resources • PMI-Sydney
- Page 61 and 62: 0,10 0,05 0,00 -0,05 -0,10 -0,15 -0
- Page 63 and 64: Summary - Basic • Derived from EV
- Page 65 and 66: BREAK - 15 Minutes EVA-11 Jun 12-17
- Page 67 and 68: Analysis Tool Demonstration EVA-11
- Page 69 and 70: ES and Re-Baselining EVA-11 Jun 12-
- Page 71 and 72: Earned Schedule - Re-Baseline Examp
- Page 73 and 74: Critical Path Study EVA-11 Jun 12-1
- Page 75: EVA-11 Jun 12-17, 17, 2006 The Sche
- Page 79 and 80: Case Study Project • Commercial s
- Page 81 and 82: Schedule Management • Weekly sche
- Page 83 and 84: • Initial expectation EVA-11 Jun
- Page 85 and 86: The IECD vs Critical Path Predictor
- Page 87 and 88: Questions of Scale • We know that
- Page 89 and 90: Final Thoughts • ES is expected b
- Page 91 and 92: Schedule Analysis with EVM? • The
- Page 93 and 94: Earned Schedule Bridges EVM to “R
- Page 95 and 96: BREAK - 15 Minutes EVA-11 Jun 12-17
- Page 97 and 98: Earned Value Research • Most rese
- Page 99 and 100: EVA-11 Jun 12-17, 17, 2006 Discussi
- Page 101 and 102: Schedule Adherence EVA-11 Jun 12-17
- Page 103 and 104: Schedule Adherence • Result from
- Page 105 and 106: Schedule Adherence • Characterist
- Page 107 and 108: Effective Earned Value Effective EV
- Page 109 and 110: Effective EV Relationships • Rewo
- Page 111 and 112: Effective Earned Value • Effectiv
- Page 113 and 114: Graphs of CPI & SPI(t) with the P -
- Page 115 and 116: Forecasting with Effective Earned V
- Page 117 and 118: EVA-11 Jun 12-17, 17, 2006 Summary:
- Page 119 and 120: Statistical Prediction • Statisti
- Page 121 and 122: Statistical Process Control • SPC
- Page 123 and 124: Planning for Risk • Risk mitigati
- Page 125 and 126: Performance Indication & Analysis
To further compound<br />
schedule complexity<br />
• Once an initial schedule baseline has been<br />
established progress monitoring inevitably<br />
results in changes<br />
•Task Task and activity durations change because “actual<br />
performance” does not conform to plan<br />
•Additional<br />
unforeseen activities may need to be added<br />
•Logic Logic changes as a result of corrective actions to<br />
contain slippages; and<br />
•Improved understanding of the work being<br />
undertaken<br />
•Other Other “planned changes” (Change Requests) also<br />
contribute to schedule modifications over time<br />
EVA-11<br />
Jun 12-17, 17, 2006<br />
Copyright 2006<br />
Lipke & Henderson 77
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