# Presentation: 551482

## What Is It ?Why Do I Need It ?How Do I Do It?

- Earned Value Analysis

## Today’s Situation

- Need for _accurate_ and _consistent_ status information
- Numerous complex (and interrelated) projects
- Projects with many WBS activities
- Virtual offices
- Diverse technology platforms

## There’s Room For Improvement

- 70% of projects are:
- Over budget
- Behind schedule
- 52% of all projects finish at 189% of their initial budget
- And some, after huge investments of time and money, are simply never comple
- Source:The Standish Group

## How to answer the question: “Have we done what we said we’d do?”

- % complete estimating  	% of Budget spent	% of work done	% of time elapsed
- subjective, incomplete
- draws false conclusions

## Enter Earned Value Analysis

- “Earned Value Analysis” is:
- an industry standard way to:
- measure a project’s progress,
- forecast its completion date and final cost, and
- provide schedule and budget variances along the way.
- By integrating three measurements, it provides consistent, numerical indicators with which you can evaluate and compare projects.

**Notes:**

(2) Those three measurements are:
	time expired
	work accomplished
	money spent

## What’s more Important?

- Knowing where you are on schedule?
- Knowing where you are on budget?
- Knowing where you are on work accomplished?

## EVA Integrates All Three

- It compares the PLANNED amount of work with what has actually been COMPLETED, to determine if *COST* , *SCHEDULE**, and** WORK ACCOMPLISHED* are progressing as planned.
- Work is “Earned” or credited as it is completed.

**Notes:**

(2) Thus the name Earned Value; you can actually assign a VALUE to the project at a particular time

## Earned Value needed because...

- Different measures of progress for different types of tasks
- Need to “roll up” progress of many tasks into an overall project status
- Need for a uniform unit of measure (dollars or work-hours).

## Earned Value needed because...

- Provides an “Early Warning” signal for prompt corrective action.
- Bad news does not age well.
- Still time to recover
- Timely request for additional funds

## ?

- Why You Need EVA

## Because You Gotta !

- _These Set the Stage_:
- GPRA; 1993
- FASA, Title V; 1994
- Clinger-Cohen Act; 1996

- _And Then Along Came OMB! (Circular A-11, Part 7)_
*"Agencies must use a performance based acquisition management system, based on ANSI/EIA Standard 748, to measure achievement of the cost, schedule, and performance goals."*

**Notes:**
GIPRA – (performance measures): clearly define missions, set realistic goals, and report on accomplishments.

  FASA – Said you had to meet 90% of your goals (cost, schedule, and performance)

Clinger-Cohen Act   -  Tried to ensure that IT investments aligned with mission goals and that they are properly justified
					(also tried to ensure that systems are secure)

Change to A-11 in July 2002    (A real shot across the bow)

## OK, So What Is This Stuff?

## So, Is This Stuff New ?

- It’s been around since the sixties.
- “Cost/Schedule Control Systems Criteria”
- (C/SCSC)

**Notes:**
Was developed by DoD (As are many very specific metrical techniques.
You know, they like for everybody to be:
	walking in step
	counting cadence together
		calling out the same number,
		at the same time.

Was in response to a need to keep track of very large and very complex contracts.

## Examples of informal Earned Value Analysis

- It’s done informally without realizing it.
- 30% time used,
- 30% **$$** spent
- So, if 30% of the work is done, I must be OK ??
- Shop floor estimates
- Cost comparisons
- Budget vs. Actual

## How’s this project doing?

**Notes:**
We’re looking at a year-long project; Comparing our budget with our expenditures,
Complete through about July, and we don’t appear to be TOO far off track.

BUT, what we don’t know is:
	How much WORK have we gotten done?
	How tough  - in terms of BOTH time and money - will it be to get back on track?

## Let’s Take A Look Under The Hood

## But First! - We gotta get organized

- EVA works best when work is ‘compartmentalized’.
- Compartmentalization is best achieved with a well-planned Work Breakdown Structure.
- So, how do I create a WBS for a really complex project?

**Notes:**
The more complex the project, the more difficult it is to tell where you are.

## Obviously in small bites.

- How am I gonna eat this elephant?

## Proper WBS Design

- One WBS per program
- Deliverable-oriented
- Work not in the WBS is out-of-scope
- Each descending level represents more detail
- Full (and accurate) definition is key
- Defined deliverable(s)
- Timeframe for delivery of product
- Total cost (direct and indirect) to deliver product
- Let’s Look at an example:

**Notes:**
The WBS should describe
	What is to be done
	When it is to be completed
	How much it will cost

## A sample Work Breakdown Structure

- Serve Pizzas to Customers

- Provide the Place

- Cook the Food

- Serve Customers

*(Others)*

- Cook the Sauce

- Make the Dough

- Build the Pizza

**Notes:**
WBS needs to be broken down into manageable, meaningful pieces.

The danger here is in getting them too small.

## WBS Units are “Work Packages”

- Lowest level WBS elements
- Have an accompanying narrative
- Have three measurable components
- Scope of work to be accomplished
- Total (direct and indirect) cost
- Timeframe for completion

**Notes:**
The Work Package needs to be of the size that it can be handed off to a task manager.

Too large and you have multiple people responsible for the work.
Too small and the program manager winds up micro-managing everything.

The “accompanying narrative” is really an SOW – or Statement of Work.

## Control Account Plans

- A CAP is essentially a Work Package with some added features:
- Assignment of responsibility
- Organization
- Individual
- Division (if necessary) into lower-level Work Packages.
- Metrics for measuring EV performance
- Milestones
- % complete
- Other
- The sum of the CAPs constitutes the Performance Measurement Baseline

**Notes:**
If you get into EVA in depth, you may here about a CAP.

Previously called Cost Account Plan.

## Enough With the WBS Stuff Already !

**Enough With the WBS Stuff Already !**

- We came here to talk about Earned Value.

**Notes:**
That’s probably the shortest course on Work Breakdown Structure you’ll ever see.

(And maybe the longest you’ll ever want to see.)
OK, let’s look at some real Earned Value stuff.

## Some New Terms

- BCWS - Budgeted Cost of Work Scheduled
- ACWP - Actual Cost of Work Performed
- BCWP - Budgeted Cost of Work Performed

**Notes:**
The Work Package needs to be of the size that it can be handed off to a task manager.

Too large and you have multiple people responsible for the work.
Too small and the program manager winds up micro-managing everything.

The “accompanying narrative” is really an SOW – or Statement of Work.

## Earned Value Definitions

- BCWS: “Budgeted Cost of Work Scheduled”
*Planned cost of the total amount of work *_*scheduled*_* to be performed by the milestone date.*

## BCWS - Budgeted Cost of Work Scheduled

**Notes:**
Sort of looks like the “planned” line doesn’t it?

At this point, that’s all it is.  We’re looking at how we expect to perform for the year.

## Earned Value Definitions (cont.)

- ACWP:  “Actual Cost of Work Performed”
*Cost incurred to accomplish the work t*_*hat has been done*_* to date.*

**Notes:**
This is simply the actual cost to date.

## ACWP - Actual Cost of Work Performed

**Notes:**
And here’s that dreaded actual vs. planned situation.

Well the project is “somewhat” over cost.
	“Somewhat” could have  a lot of different meanings.

So far we’ve spent 56K when we should have spent 49K.

OK, we’re 7K over budget, is that bad?   Well, let’s find out how bad.

## Earned Value Definitions (cont.)

- BCWP: Budgeted Cost of Work Performed
*The *_*planned*_* (not actual) cost to complete the work *_*that has been done*_*.*

**Notes:**
The next factor is BCWP and this is the factor that rounds out EVA and makes it possible to capture the full picture of where the project stands.

Note that this is the cost of the work performed and,it is the budgeted amount, not the actual amount.

## BCWP - Budgeted Cost of Work Performed

**Notes:**
SO, we’re about half-way through the year now, and you can see that the Budgeted cost of Work Performed is less than the Budgeted Cost of Work Scheduled.

What does this mean?

It doesn’t mean that we’ve spent less than we planned.
Your looking at the cost of what should have been done.  The project is behind schedule.

The significance of this situation becomes a lot clearer when you combine cost performance with schedule performance on one chart.

## The Whole Story 

- The Whole Story

**Notes:**
And here’s the full picture.
	The project is over budget by a thousand dollars.
	We’ve only gotten 49 thousand dollars worth of work down.   And what does that mean?  - - - (we’re behind schedule.)

So what does all this mean?

Well, pay particular attention to the comparison of ACWP compared to BCWP. 

## Some Derived Metrics

- SV:  Schedule Variance (BCWP-BCWS)
- A comparison of amount of work performed during a given period of time to what was scheduled to be performed.
- A negative variance means the project is behind schedule
- CV:  Cost Variance (BCWP-ACWP)
- A comparison of the budgeted cost of work performed with actual cost.
- A negative variance means the project is over budget.

**Notes:**
Oh Boy! Some derived metrics – you were all waiting for some of those, weren’t you?

Cost Variance and Schedule Variance are simply arithmetic differences of where we are and where we should be.

## Schedule Variance & Cost Variance

- Schedule Variance = BCWP-BCWS
- 			  $49,000
- 			_-  55,000_
- 		SV  = - $  6,000
- Cost Variance        = BCWP-ACWP
- 			$49,000
- 			_  __56,000_
- 		CV  = - $7,000

**Notes:**
Simple arithmetic.

We’ve accomplished $6,000 worth of output less than we should have

And we’re $7,000 over budget

We need some more derived metrics.

## SPI: Schedule Performance Index		SPI=BCWP/BCWS					SPI<1 means project is behind schedule
CPI: Cost Performance Index			CPI= BCWP/ACWP					CPI<1 means project is over budget

CSI: Cost Schedule Index  (CSI=CPI x SPI)
The further CSI is from 1.0, the less likely project recovery becomes.

- CPI: Cost Performance Index			CPI= BCWP/ACWP					CPI<1 means project is over budget
- CSI: Cost Schedule Index  (CSI=CPI x SPI)
- The further CSI is from 1.0, the less likely project recovery becomes.

- Some More Derived Metrics

**Notes:**
Well, we know we’re behind schedule and over cost,
and we know exactly much for each one, but so what?

Well, now we can begin to integrate these two pieces of information and get an overall picture.

The Performance Indices are really just a way of calculating, on a  percentage basis, where we are.
	SPI
	CPI

But now, when we combine the two, the percentage figure becomes more significant.

## Performance Metrics

- SPI: BCWP/BCWS
- 	49,000/55,000 = 0.891
- CPI: BCWP/ACWP
- 	49,000/56000 = 0.875
- CSI: SPI x CPI
- 	.891 x .875 = 0.780

**Notes:**
Too many numbers!

OK, we’re performing at about 89% of where we should be on performance,
	our cost performance is a little worse,

But look at the impact when you combine the two!

What do we do now? 

## Making Projections

- Once a project is 10% complete, the
- overrun at completion will not be less
- than the current overrun.
- Once a project is 20% complete,
- the CPI does not vary from its current
- value by more
- than 10%.
- The CPI and SPI are statistically accurate indicators of final cost results.
- Source: Defense Acquisition University

**Notes:**
Unlike the stock market, in the program management world,
Past Performance is an indicator of future results.

Let’s take a look at what this would mean for our sample project.

## Making Projections

- Today

**Notes:**
We can expect to finish the year having spent a bit more than was budgeted.

But look at the ACWP curve:  We have only delivered 89% of the product
	but we’ve spent everything we had, plus more.

Final line?  Without a change in performance, we would have to spend an additional 28% of our budget to complete the job.

Why 28% when we’re only 11% behind?  Because our Cost/Schedule Index says we will only be able to perform to a 78% level, and we’ll continue to fall behind.

## Estimate to Complete

- Today

## A New Criteria

*Activities “earn value” as they are completed.*
*The value earned is the WBS *_*budgeted cost*_* of the activity completed to date.*

## Value of Earned Value

- Schedule Status Reporting
- Cost Status Reporting
- Forecasting

## But How Do I Do All This Stuff ?

- With an _E_arned _V_alue _M_anagement _S_ystem

## A-11, Part 7 Requires an EVMS

- “ . . . *based on ANSI/EIA Standard 748”*
- And what does that mean?
- ANSI/EIA 748 provides a list of guidelines
- Organization
- Planning, Scheduling, and Budgeting
- Accounting Considerations
- Analysis and Management Reports
- Revisions and Data Maintenance
- But, ANSI/EIA 748 _doesn’t_ identify ‘approved systems’

## A-11, Part 7 Requires an EVMS

- So where do I get one?
- Buy a prepackaged one. (Lot of ‘em around)
- Make your own.
- Microsoft Project
- Microsoft Excel
- Or it could be as simple as this:

**Notes:**
Prepackaged EVMS may not fit in terms of
	level of WBS
	task description (SOW)
	flexibility for a variety of projects

Microsoft Project 2002 purported to support EVA

Calculations are simple in and of themselves.

## Requirements of Earned Value

- Proper WBS Design
- Baseline Budget Control Accounts
- Baseline Schedule
- Work measurement by Control Account
- work-hours, dollars, units, etc.
- Good Project Management Practices

**Notes:**
You need the WBS structure to be able to quantify output  (what is the deliverable?)

Baselines provide a measuring stick.

And if there are not good management practices in place, it won’t work.

## Shortcomings of Earned Value	

- Quantifying/measuring work progress can be difficult.
- Time required for data measurement, input, and manipulation can be considerable.

## Summary

- EVA & EVMS will help reduce guesswork in:
- Measuring performance
- forecasting
- Need to get beyond misleading measures of progress.
- Reasons to use EVA and EVMS:
- Good project management practice
- OMB requirement
- Incorporate into contracts

**Notes:**
OMB requirements are going to be strongly focused on Project Management and Performance Measurement

But Earned Value makes sense without OMB’s motivation

OMB’s requirement applies specifically to contractors.

## Earned Value Resources

- _[http://www.pmi.org/](http://www.pmi.org/)_
- _[http://www.acq.osd.mil/pm/](http://www.acq.osd.mil/pm/)_
- ANSI/EIA 748 is available from:
- 		Global Engineering Documents
- 		800-854-7179

## Some “Compliant” Systems

- Welcom “Cobra” 	_[http://www.welcom.com/](http://www.welcom.com/)_
- Schedulemaker	_[http://www.schedulemaker.com/](http://www.schedulemaker.com/)_
- Planisware “OPX2”	http://www.planisware.com/
- RiskTrak		_[http://www.risktrak.com/index.htm](http://www.risktrak.com/index.htm)_
- Winsight		_[http://www.cs-solutions.com](http://www.cs-solutions.com/)_
- Primavera Systems	_[http://www.primavera.com](http://www.primavera.com/)_

## Earned Value Analysis

- Questions/Discussion