Earned Schedule Training
Earned Schedule Training Earned Schedule Training
The EVM and ES Approach • Microsoft Project 2002 schedule •Resource Resource loaded for time phased effort and cost estimation •Control Control Account – Work Package views developed in the schedule •Actual Actual Costs captured in SAP time recording system • Limited (actual) cost – schedule integration •Contingency (Management Reserve) managed outside the schedule •Top Top level Planned Values cum “copied and pasted” into Excel EVM and ES template • High level of cost – schedule integration achieved EVA-11 Jun 12-17, 17, 2006 Copyright 2006 Lipke & Henderson 80
Schedule Management • Weekly schedule updates from week 3 focusing on: • Accurate task level percentage work completion updates • The project level percentage work completion (cumulative) calculated by Microsoft Project • Percentage work complete transferred to the EVM and ES template to derive the progressive Earned Value (cumulative) measure • Schedule review focusing on critical path analysis • Schedule updates occurred as needed with • Revised estimates of task duration and • Changes to network schedule logic particularly when needed to facilitate schedule based corrective action • Actual costs entered into the EVM and ES template as they became available (weekly) EVA-11 Jun 12-17, 17, 2006 Copyright 2006 Lipke & Henderson 81
- 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 and 76: EVA-11 Jun 12-17, 17, 2006 The Sche
- Page 77 and 78: To further compound schedule comple
- Page 79: Case Study Project • Commercial s
- 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
- Page 127 and 128: Outcome Prediction • Apply SPC to
- Page 129 and 130: Summary - Advanced EVA-11 Jun 12-17
The EVM and ES Approach<br />
• Microsoft Project 2002 schedule<br />
•Resource Resource loaded for time phased effort and cost<br />
estimation<br />
•Control Control Account – Work Package views developed in the<br />
schedule<br />
•Actual Actual Costs captured in SAP time recording system<br />
• Limited (actual) cost – schedule integration<br />
•Contingency (Management Reserve) managed outside the<br />
schedule<br />
•Top Top level Planned Values cum “copied and pasted” into<br />
Excel EVM and ES template<br />
• High level of cost – schedule integration achieved<br />
EVA-11<br />
Jun 12-17, 17, 2006<br />
Copyright 2006<br />
Lipke & Henderson 80
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