# The Enhanced-Earned Value Management (E-EVM) Model: A Proposal for the Aerospace Industry
## 5 Results
### Double-Vision Results (First Improvement)  
Once the analysis of the WBS has been applied, it is now time to make a forecast about the end of the project by taking into account the main deviations identified in the former section. Figure 6 shows the main estimators of EVM. \begin{table}
\begin{tabular}{c c c c c c c c c c c} \hline \hline
**Subproject** & \multirow{2}{*}{_AC_} & \multirow{2}{*}{_PV_} & \multirow{2}{*}{_EV_} & \multirow{2}{*}{_BAC_} & \multirow{2}{*}{_CV_} & \multirow{2}{*}{_SV_} & \multirow{2}{*}{_CPI_} & \multirow{2}{*}{_SPI_} & \multirow{2}{*}{_EAC_} & \multirow{2}{*}{_ETC_} & \multirow{2}{*}{_VAC_} \\ \# & & & & & & & & & & & \\ \hline
7 & 20,891 & 1805 & 33,703 & 30,820 & 12,812 & 31,898 & 1.6 & 18.7 & 18,008 & \(-\)2883 & 12,812 \\
5 & 15,100 & 1493 & 26,804 & 22,295 & 11,704 & 25,311 & 1.8 & 18.0 & 10,591 & \(-\)4509 & 11,704 \\
4 & 8447 & 8630 & 14,699 & 23,504 & 6252 & 6069 & 1.7 & 1.7 & 17,252 & 8805 & 6252 \\
3 & 11,895 & 10,148 & 18,143 & 17,860 & 6248 & 7995 & 1.5 & 1.8 & 11,612 & \(-\)283 & 6248 \\
6 & 6754 & 2160 & 12,950 & 10,000 & 6196 & 10,790 & 1.9 & 6.0 & 3804 & \(-\)2950 & 6196 \\
8 & 9301 & 3499 & 14,551 & 15,267 & 5250 & 11,052 & 1.6 & 4.2 & 10,017 & 716 & 5250 \\
2 & 34,150 & 37,800 & 17,460 & 113,189 & \(-\)**16,690** & \(-\)20,340 & 0.5 & 0.5 & 129,879 & 95,729 & \(-\)16,690 \\ \hline \hline \end{tabular} Note: Green font means \(SV\) with positive value, and red font means \(SV\) with negative value.  
\end{table} 
Table 4: Cost variance—complete quantitative analysis. Source: Own elaboration. Figure 5: Schedule variance—complete analysis. Source: Own elaboration. \begin{table}
\begin{tabular}{c c c c c c c c c c c} \hline \hline
**Subproject** & \multirow{2}{*}{_AC_} & \multirow{2}{*}{_PV_} & \multirow{2}{*}{_EV_} & \multirow{2}{*}{_BAC_} & \multirow{2}{*}{_CV_} & \multirow{2}{*}{_SV_} & \multirow{2}{*}{_CPI_} & \multirow{2}{*}{_SPI_} & \multirow{2}{*}{_EAC_} & \multirow{2}{*}{_ETC_} & \multirow{2}{*}{_VAC_} \\ \# & & & & & & & & & & & \\ \hline
7 & 20,891 & 1805 & 33,703 & 30,820 & 12,812 & 31,898 & 1.6 & 18.7 & 18,008 & \(-\)2883 & 12,812 \\
5 & 15,100 & 1493 & 26,804 & 22,295 & 11,704 & 25,311 & 1.8 & 18.0 & 10,591 & \(-\)4509 & 11,704 \\
8 & 9301 & 3499 & 14,551 & 15,267 & 5250 & 11,052 & 1.6 & 4.2 & 10,017 & 716 & 5250 \\
6 & 6754 & 2160 & 12,950 & 10,000 & 6196 & 10,790 & 1.9 & 6.0 & 3804 & \(-\)2950 & 6196 \\
2 & 34,150 & 37,801 & 17,461 & 113,189 & \(-\)16,689 & \(-\)**20,340** & 0.5 & 0.5 & 129,878 & 95,728 & \(-\)16,689 \\
1 & 13,657 & 32,204 & 11,867 & 89,600 & \(-\)1790 & \(-\)**20,337** & 0.9 & 0.4 & 91,390 & 77,733 & \(-\)1790 \\ \hline \hline \end{tabular} Note: Green font means \(SV\) with positive value, and red font means \(SV\) with negative value.  
\end{table} 
Table 5: Schedule variance—complete quantitative analysis. Source: Own elaboration. The average hourly rate for each functional area is an input of the general procedure described in Section 4.1, as the values defined by the finance department of each company. Table 6 shows the fictional values used in this paper. By applying these hourly rates to the ETC parameter (previously computed in Tables 4 and 5), an accurate, necessary budget forecast can be made in order to finish pending activities of the subprojects identified out of limits in the \(CV\) and \(SV\) analysis (see Table 7). The _ETC_ (hours) column shows the amount of hours needed to complete each subproject, whilst the _ETC_ (EUR) column shows the same concept but in monetary units after applying the corresponding hourly rate. On the other hand, _VAC_ shows the variance at completion of the subprojects compared to the initial budget. As indicated, we have proposed this improvement which will allow a project manager to work on the project with a \"double\" vision, both in units of time (hours) and in monetary units (EUR).