Microsoft Project Association

Building an EV System using MS Project (and Excel)

Kirsty C. McLean, MBA, PMP

Project Controller, Photonics Division

General Atomics

Overview

• Introduction – 3 eng• EV Explained• Setting up a Project for EV in Project

Standard or Professional• Setting up an EV Process across the

Organization – using Microsoft Project, Sharepoint and Excel

What is EVM?

• Basic project management principles applied in a disciplined and controlled manner

• Allows for accurate information on project performance to enable decision making in a timely manner

EVM is the primary project management tool that integrates the

technical, schedule, and cost

parameters of the contract.

What is EVM?

What Matters?

Intro: Earned Value Timeline•1959PERT and PERT/Cost— (DD 1097)•1963Earned Value Concept (MINUTEMAN)•1967DOD—Cost/Schedule Control Systems Criteria (C/SCSC) (DODI 7000.2)•1972DOD—-Revised DODI 7000.2 and Issued the Joint Implementation Guide (JIG)

•1972NASA Marshall Space Flight Center—C/SPC•1975DOE—Performance Measurement System (PMS)•1982National Security Agency—Earned Value•1984FAA & NASA Lewis Research Center—PMS•1989Australian DOD—DODI 7000.2•1990Canadian DOD—PMS•1992National Oceanic And Atmospheric Administration (NOAA)—PMS•1993Swedish FMV—C/SCSC•1994Internal Revenue Service (IRS)—C/SCSC•1994Federal Bureau Of Investigation (FBI) —C/SCSC•1996DODR 5000.2-R replaces DODI 5000.2 - C/SCSC revised from 35 to 32 criteria

•1996Revised JIG—Renamed EVM Implementation Guide (EVMIG)•1998MIL-STD 881B replaced by MIL HDBK 881•1998ANSI 748 published•1999DOD adopts ANSI 748 for Defense Acquisitions• 2000 PMBOK EV chapter• 2005 PMI new EV Standard

EV Explained

• Your project: – total budget of $100,000– 12 month effort– produce 20 units

• How are you doing? Is everything going to plan?• How far along are you? (64%, 50%, >40%)

– Is this where you expected to be or do you need to take action?

Life without EVMS - A Simple Example

• Status:– spent to date: $64,000– time elapsed: 6 months– units produced: 8

complete, 2 partial

Basic EV TermsPMBOK ANSI Definition Meaning

EV BCWP Earned Value or Budgeted Cost or work Performed

The physical work accomplished

PV BCWS Planned Value or Budgeted Cost of Work Scheduled

The amount of work that should have been accomplished by the status date.

AC ACWP Actual Cost of Work Performed

Total cost incurred to date

SV SV Schedule Variance BCWP-BCWS

CV CV Cost Variance BCWP-ACWP

SPI/ CPI SPI/ CPI Schedule / Cost Performance Index

BCWP/BCWS BCWP/ACWP

EAC EAC Estimate at Completion Total cost at completion

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The Complete Picture

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EACContract Budget Base

Schedule Variance

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Actual Expenditure

Earned Value (Work Completed)

Earned Value – the Math

• Your project: – total budget of $100,000– 12 month effort– produce 20 units

The Basics• BAC = Budget at Completion = $100,000• BCWS = Plan =$50,000• ACWP = Actuals = $64,000• BCWP = Performance = $5,000/unit = $40,000

Life with EVMS - A Simple Example

• Status:– spent to date: $64,000– time elapsed: 6 months– units produced: 8

complete, 2 partial

Your project: – total budget of $100,000– 12 month effort– produce 20 units

• Earned Value– BAC = $100,000 ACWP = $64,000– BCWS = $50,000 BCWP = $40,000

The Variance Measures• CV= Cost Variance =BCWP-ACWP= -$24,000• SV =Schedule variance = BCWP-BCWS= -$10,000• CV% = CV/BAC = -24%• SV % = SV/BAC = -10%• CPI = BCWP/ACWP = 40,000/64,000 = 0.625• SPI = BCWP/BCWS = 40,000/50,000 = 0.8

Life with EVMS - A Simple Example

• Status:– spent to date: $64,000– time elapsed: 6 months– units produced: 8 complete,

2 partial

Earned Value– BAC = $100,000, BCWP = $40,000– BCWS = $50,000 CPI = 0.625– ACWP = $64,000 SPI = 0.8

The Estimate at Completion• MS Project:

– EAC = ACWP + (BAC – BCWP) / CPI – = $64,000 + (100,000 – 40,000)/0.625 – = $160,000

• Independent EAC:– IEAC = ACWP + (BAC – BCWP)/(0.8 CPI + 0.2 SPI)– = $64,000 + (60,000)/(0.5 + 0.16) – = $154,909

Life with EVMS - A Simple Example

EV methods• Common EV MethodsEV Method Description Used for

0/100 0 to start, 100% to finish Tasks < 10 days duration r within the reporting period

50/50 50% to start, 50% to finish Tasks around 2 months or periods

25/75 25% start, 75% to finish Tasks for longer durations that are hard to measure

Milestones Break the task into measurable milestones, eg 10% when order placed, 20% when tested, 30% when in production etc

Longer tasks

Units Eg 10% per unit complete Unit oriented tasks, repeatable tasks, even when number is unknown

Level of Effort Used when output isn’t measurable. <20% effort of project should be LOE.

Project Management, Systems Eng, Logistics support

% spent % spent equals % complete As rarely as possible

Source: Blanchard, B. Systems Eng Management

Setting up one EV project in MS Project (Standard or Server)

• WBS– Project will assign a WBS automatically– You can customize the WBS

• Baseline– Schedule out the whole scope of work– Add costs by adding resources, including material

resources– Build contingency for risk into the baseline

• EV Methods– Add a custom field that gives the options

• Tracking– Gather % complete from team members– Add actual costs in a time phased way from the financial

system• Reporting

– Use Excel format

Setting up one EV project in MS Project

Organization & Planning• WBS• Baseline• EV Methods• Tracking

– Gather % complete from team members– Add actual costs in a time phased way from the

financial system

• Reporting– Use Excel format

Organization & Planning

Abraham Lincoln once said that if he had eight hours to cut down a tree he would spend the first six hours sharpening the saw.

Are you ready to baseline your EV Project?

1. WBS includes all the scope and only the scope2. Start and Finish dates match charter or contract3. Budget cost (without profit) matches charter or

contract4. Every task has an EV Method assigned5. All tasks have successors. Critical Path makes

sense.6. Project milestones about every reporting period7. Key risk areas addressed with contingencies8. All requirements covered9. Realistic resource profile and Performance

Measurement Baseline10.Team and Sponsor sign off to resource plan,

milestone chart and baselineBASELINE!!!

Source: Gary Christle

WBS – Consider a Visio first

Customizing the WBS

Are you ready to baseline your EV Project?

1. WBS includes all the scope and only the scope2. Start and Finish dates match charter or contract3. Budget cost (without profit) matches charter or

contract4. Every task has an EV Method assigned5. All tasks have successors. Critical Path makes

sense.6. Project milestones about every reporting period7. Key risk areas addressed with contingencies8. All requirements covered9. Realistic resource profile and Performance

Measurement Baseline10.Team and Sponsor sign off to resource plan,

milestone chart and baselineBASELINE!!!

Check that the dates and budget match the contract

Are you ready to baseline your EV Project?

1. WBS includes all the scope and only the scope2. Start and Finish dates match charter or contract3. Budget cost (without profit) matches charter or

contract4. Every task has an EV Method assigned5. All tasks have successors. Critical Path makes

sense.6. Project milestones about every reporting period7. Key risk areas addressed with contingencies8. All requirements covered9. Realistic resource profile (graph over time to

see gaps)10.Team and Sponsor sign off to resource plan and

milestone chartBASELINE!!!

Choosing the EV Method – add a custom text field

Are you ready to baseline your EV Project?

1. WBS includes all the scope and only the scope2. Start and Finish dates match charter or

contract3. Budget cost (without profit) matches charter or

contract4. Every task has an EV Method assigned5. All tasks have successors. Critical Path makes

sense.6. Project milestones about every reporting

period7. Key risk areas addressed with contingencies8. All requirements covered9. Realistic resource profile and Performance

Measurement Baseline10.Team and Sponsor sign off to resource plan,

milestone chart and baseline BASELINE!!!

Check Successors

Finding the Critical Path

Does it make sense?

ID WBS Task Name Duration Start

1 3.1 Photonics Project 585 days Tue 1/3/06

2 3.1.1 Prime System 585 days Tue 1/3/06

3 3.1.1.1 Program Management 585 days Tue 1/3/06

4 3.1.1.1.1 Customer Interface 585 days Tue 1/3/06

5 3.1.1.1.1.1 Pre-Contract Activities 100 days Tue 1/3/06

6 3.1.1.1.1.1.1 Marketing, Proposal Development & Approval3 mons Tue 1/3/06

7 3.1.1.1.1.1.2 Contract Negotiation 2 mons Tue 3/28/06

8 3.1.1.1.1.2 Monthly Reports 450 days Tue 7/11/06

17 3.1.1.1.3 Project Milestones & Tracking 485 days Mon 5/22/06

19 3.1.1.1.3.2 Milestones 485 days Mon 5/22/06

20 3.1.1.1.3.2.1 Contract Awarded 0 days Mon 5/22/06

21 3.1.1.1.3.2.2 Receive WPN 0 days Mon 5/29/06

293.1.1.1.3.2.10 Program complete 0 days Mon 4/7/08

69 3.1.1.5 System Data and Documentation 585 days Tue 1/3/06

Program Mgr IV[10%],Prog Mgr III[20%]

Program Mgr IV[10%],Prog Mgr III[10%]

Prog Mgr II[5%]

5/22

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2/19 7/16 12/10 5/6 9/30 2/24 7/20 12/14 5/10 10/4September 1 July 1 May 1 March 1 January 1

Finding the Critical Path – select tools – options – calculation – multiple critical path

Critical Path: Ignore LOE tasks

ID Name Baseline Finish Finish

1 Smart Fridge Protype Fri 6/1/07 Fri 6/1/07

2 Program Management Fri 6/1/07 Fri 6/1/07

31 Systems Engineering Tue 5/1/07 Tue 5/1/07

33 Experiments, Feasibility & Risk Reduction studies Mon 9/19/05 Mon 9/19/05

34 Customer Needs Analysis Fri 9/2/05 Fri 9/2/05

35 Trade Study and Design Alternatives Mon 9/19/05 Mon 9/19/05

36 Define operational requirements Mon 10/3/05 Mon 10/3/05

50 Component Development Fri 7/21/06 Fri 7/21/06

51 Inventory Management System Fri 7/21/06 Fri 7/21/06

52 Design Fri 2/3/06 Fri 2/3/06

53 Conceptual Design Mon 10/31/05 Mon 10/31/05

54 Preliminary Design Wed 12/14/05 Wed 12/14/05

55 Final Design Fri 2/3/06 Fri 2/3/06

56 Fabricate Fri 6/9/06 Fri 6/9/06

57 Component test Fri 7/21/06 Fri 7/21/06

79 System Integration Fri 1/12/07 Fri 1/12/07

80 Build 0 Integration Fri 9/15/06 Fri 9/15/06

81 Build 1 Integration Fri 1/12/07 Fri 1/12/07

82 System Test and Evaluation Fri 6/1/07 Fri 6/1/07

84 Build 0 T&E Fri 11/10/06 Fri 11/10/06

85 Lab/ Bench Tests Fri 10/13/06 Fri 10/13/06

86 Environmental test Fri 11/10/06 Fri 11/10/06

87 Build 1 T&E Fri 6/1/07 Fri 6/1/07

88 Lab/ Bench Tests Fri 2/9/07 Fri 2/9/07

89 Environmental Test Fri 3/9/07 Fri 3/9/07

90 Operational Test and Evalutation Fri 6/1/07 Fri 6/1/07

8/8 9/2

8/8 9/19

9/6 10/3

9/20 10/31

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7/24 9/15

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9/18 10/13

10/16 11/10

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2/12 3/9

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M J J A S O N D J F M A M J J A S O N D J F M A M J J A2005 2006 2007

Are you ready to baseline your EV Project?

1. WBS includes all the scope and only the scope2. Start and Finish dates match charter or contract3. Budget cost (without profit) matches charter or

contract4. Every task has an EV Method assigned5. All tasks have successors. Critical Path makes

sense.6. Project milestones about every reporting period7. Key risk areas addressed with contingencies8. All requirements covered9. Realistic resource profile and Performance

Measurement Baseline10.Team and Sponsor sign off to resource plan,

milestone chart and baseline

Milestone ChartName Baseline Finish Finish

Milestones Mon 4/7/08 Mon 4/7/08

Contract Awarded Mon 5/22/06 Mon 5/22/06

Receive WPN Mon 5/29/06 Mon 5/29/06

Baseline Review Wed 8/30/06 Wed 8/30/06

Internal Requirements Review Fri 9/15/06 Fri 9/15/06

Customer Requirements Review Tue 10/3/06 Tue 10/3/06

Fabrication Complete Tue 10/3/06 Tue 10/3/06

Integration complete Fri 9/28/07 Fri 9/28/07

Build 0 Tests complete Fri 9/28/07 Fri 9/28/07

Build 1 Tests complete Fri 12/21/07 Fri 12/21/07

Program complete Mon 4/7/08 Mon 4/7/08

5/22

5/22

5/29

8/29

9/14

10/2

10/3

9/28

9/28

12/21

4/7

4/9 7/16 10/22 1/28 5/6 8/12 11/18 2/24 6/1March 21 October 11 May 1 November 21 June 11

Are you ready to baseline your EV Project?

1. WBS includes all the scope and only the scope2. Start and Finish dates match charter or contract3. Budget cost (without profit) matches charter or

contract4. Every task has an EV Method assigned5. All tasks have successors. Critical Path makes

sense.6. Project milestones about every reporting period7. Key risk areas addressed with contingencies8. All requirements covered9. Realistic resource profile and Performance

Measurement Baseline10.Team and Sponsor sign off to resource plan,

milestone chart and baseline BASELINE!!!

Resource PlanID Task Name Work

1 Photonics Project 43,358 hrs2 Prime System 9,680.4 hrs70 Sub-System A 10,459.2 hrs151 Sub-System B 10,459.2 hrs232 Sub-System C 10,459.2 hrs313 Facilities and Equipment 2,300 hrs334 Training and safety 0 hrs

Details

WorkWorkWorkWorkWorkWorkWork

Jan Feb Mar Apr May Jun Jul Aug Sep Oct NovQtr 1, 2006 Qtr 2, 2006 Qtr 3, 2006 Qtr 4, 2006

2,249.6h 2,862.4h 2,883.2h 2,196h 2,793.2h 3,180.8h 3,475.2h 3,024.4h 2,808.4h 4,561.6h90.8h 56h 61.2h 40h 221.6h 681.6h 442.8h 407.2h 448h 513.6h

576.8h 800h 804h 656h 750.8h 824h 781.2h 855.6h 781.2h 1,390.4h610.4h 832h 840.8h 688h 856.4h 793.6h 1,083.6h 834.8h 747.6h 1,284.8h610.4h 832h 840.8h 688h 856.4h 793.6h 1,083.6h 834.8h 747.6h 1,284.8h361.2h 342.4h 336.4h 124h 108h 88h 84h 92h 84h 88h

• Use the Task Usage view

• Set the status date to the end of the project

• Graph adds clarity

• Do you need to Level?

FTEs Required

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1 Photonics Project2 Prime System70 Sub-System A151 Sub-System B232 Sub-System C313 Facilities and Equipment334 Training and safety

Details

BCWSBCWSBCWSBCWSBCWSBCWSBCWS

Jan Feb Mar Apr May Jun Jul AugQtr 1, 2006 Qtr 2, 2006 Qtr 3, 2006

333,050.35 752,435.10 1,173,507.50 1,492,488.10 1,947,197.58 2,346,773.41 2,792,237.9015,103.23 25,366.27 36,592.42 43,973.70 77,481.43 180,428.82 248,568.2282,764.74 197,122.68 311,655.54 405,578.50 512,917.65 609,257.48 700,320.2087,308.14 205,993.11 325,502.06 423,752.06 546,205.49 638,434.63 774,010.4487,308.14 205,993.11 325,502.06 423,752.06 546,205.49 638,434.63 774,010.4460,566.10 117,959.92 174,255.42 195,431.78 264,387.52 280,217.84 295,328.60

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• Does the funding profile match the

baseline?

Are you ready to baseline your EV Project?

1. WBS includes all the scope and only the scope2. Start and Finish dates match charter or contract3. Budget cost (without profit) matches charter or

contract4. Every task has an EV Method assigned5. All tasks have successors. Critical Path makes

sense.6. Project milestones about every reporting period7. Key risk areas addressed with contingencies8. All requirements covered9. Realistic resource profile and Performance

Measurement Baseline10.Team and Sponsor sign off resource plan,

milestone chart and baseline BASELINE!!!

Baseline control is key – check the date

Setting up one EV project in MS Project

Organization & Planning• WBS• Baseline• EV Methods• Tracking• Reporting

Steps in Tracking your project1. Decide on the reporting period based on

when your financial system delivers verified actual costs

2. Set the status date to the end of the previous period

3. Set up a tracking view4. Set up to use Physical % complete5. Update dates and % using Physical %

Complete and the EV methods6. Add in actual costs and validate7. Customize an EV View8. Consider adding a budget/ commitment view

Steps in Tracking your project1. Decide on the reporting period based on

when your financial system delivers verified actual costs

2. Set the status date to the end of the previous period

3. Set up a tracking view4. Set up to use Physical % complete5. Update dates and % using Physical %

Complete and the EV methods6. Add in actual costs and validate7. Customize an EV View8. Consider adding a budget/ commitment view

Project – Project Information – Status Date

Steps in Tracking your project1. Decide on the reporting period based on

when your financial system delivers verified actual costs

2. Set the status date to the end of the previous period

3. Set up a tracking view4. Set up to use Physical % complete5. Update dates and % using Physical %

Complete and the EV methods6. Add in actual costs and validate7. Customize an EV View8. Consider adding a budget/ commitment view

Tracking View

Steps in Tracking your project1. Decide on the reporting period based on

when your financial system delivers verified actual costs

2. Set the status date to the end of the previous period

3. Set up a tracking view4. Set up to use Physical % complete5. Update dates and % using Physical %

Complete and the EV methods6. Add in actual costs and validate7. Customize an EV View8. Consider adding a budget/ commitment view

Set up for Physical % Complete

Select all tasks, then ‘multiple task information’ button, then General – Earned Value Method – Physical % complete

Set up to roll up Physical % Complete

Format – Layout – Always Roll up Gantt bars

Steps in Tracking your project1. Decide on the reporting period based on

when your financial system delivers verified actual costs

2. Set the status date to the end of the previous period

3. Set up a tracking view4. Set up to use Physical % complete5. Update dates and % using Physical %

Complete and the EV methods6. Add in actual costs and validate7. Customize an EV View8. Consider adding a budget/ commitment view

Add in Actual Costs on a monthly basis

ID Task Name Actual Cost ACWP

22 3.1.1 Mirror Task 30,221 30,22165 3.1.2 Mirror Task 343,468 343,46898 3.1.3 Mirror Task 588,763 588,763122 3.1.4 Mirror Task 108,529 108,529175 3.2.1 Mirror Task 551,603 551,603197 3.2.2 Mirror Task 275,264 275,264212 3.2.3 Mirror Task 417,380 417,380218 3.2.4 Mirror Task 33,429 33,429230 3.2.5 Mirror Task 192,430 192,430253 3.2.6 Mirror Task 113,857 113,857264 3.3.1 Mirror Task 164,014 164,014288 3.3.2 Mirror Task 760,918 760,918299 3.3.3 Mirror Task 128,037 128,037313 3.3.4 Mirror Task 29,364 29,364314 Power Supply Procurement 372,580 372,580

Details

Act. CostAct. CostAct. CostAct. CostAct. CostAct. CostAct. CostAct. CostAct. CostAct. CostAct. CostAct. CostAct. CostAct. CostAct. Cost

Sep Oct Nov Dec Jan Feb Mar Apr MayQtr 3, 2004 Qtr 4, 2004 Qtr 1, 2005 Qtr 2, 2005

(45) 2,450 144 (198) 0 0 633,292 25,808 2,756 (5,943) 231 0 86,437 54,774 122,321 56,923 27,829 11,085 0

37,441 27,301 5,333 (647) 801 17,138 1227,303 66,596 77,787 86,116 96,504 80,962 60,74528,720 27,793 32,806 45,022 40,187 3,214 032,779 99,190 64,190 71,411 75,084 973 0

81 0 316 361 953 9,101 18,07461,474 10,392 6,677 71,468 475 3,037 10,0366,371 14,025 13,683 16,487 11,540 17,210 14,9882,170 2,402 6,560 5,851 6,864 51,773 72,0911,675 37,847 5,399 (1,886) 1,111 298,963 321,7421,110 1,257 0 71,522 0 0 54,148

0 0 4,246 3,454 6,640 8,631 6,393(3) 0 7,579 364,713 0 0 0

Hints:

Use mirror tasks if you don’t collect actual costs at the same level as you track progress

Customize a flag field and build a task usage view where you only see the cost tasks

Make sure that tools – options – calculations – Project Always Calculates Actual Costs is turned off

Check that Actual Cost and ACWP match – sometimes Project still calculates actual costs that appear in ACWP but not in actual costs. Zero out all cells that you are not going to use to enter actual costs

Steps in Tracking your project1. Decide on the reporting period based on

when your financial system delivers verified actual costs

2. Set the status date to the end of the previous period

3. Set up a tracking view4. Set up to use Physical % complete5. Update dates and % using Physical %

Complete and the EV methods6. Add in actual costs and validate7. Customize an EV View8. Consider adding a budget/ commitment view

Customize an EV View

Hints:

Customize the ‘lights’ based on your threshold eg +/- 10% = green, 10-20% = yellow, <-20% = red, >20% = blue

Consider adding a Commitment View

Setting up one EV project in MS Project

Organization & Planning• WBS• Baseline• EV Methods• Tracking• Reporting

– Informal– Formal

Informal Report

• email report covering– Cost status (including commitment)– Labor hour status– Schedule Status (including critical path)– Earned Value report

Contractor Format – EV Report

EARNED VALUE REPORT (SEPTEMBER 2005)  

  ITEM Current Period   Cumulative       At Completion    

    Budgeted Cost Variance Budgeted Cost Variance       Physical

  WBS Element PV EV AC SPI CPI PV EV AC SPI CPI Budget Estimate Variance

% Complete

3 Project 340 468 898 1.38 0.52 2,540 1,220 1,585 0.48 0.77 2,540 2,640 -100 48.03%

3.1 Task A 85 32 122 0.38 0.26 680 340 445 0.50 0.76 680 780 -100 50.00%

3.1.1 Sub task 1 20 20 2 1.00 10.00 25 20 25 0.80 0.80 25 35 -10 80.00%

3.1.2 Sub task 2 50 10 2 0.20 5.00 55 40 60 0.73 0.67 55 100 -45 72.73%

3.1.3 Sub task 3 10 2 15 0.20 0.13 100 80 110 0.80 0.73 100 200 -100 80.00%

3.1.4 Sub task 4 5 0 103 0.00 0.00 500 200 250 0.40 0.80 500 500 0 40.00%

3.2 Task B 75 192 326 2.56 0.59 1,860 880 1,140 0.47 0.77 1,860 1,860 0 47.31%

3.2.1 Sub task 1 20 20 2 1.00 10.00 680 340 445 0.50 0.76 680 500 180 50.00%

3.2.2 Sub task 2 50 10 2 0.20 5.00 25 20 25 0.80 0.80 25 60 -35 80.00%

3.2.3 Sub task 3 10 2 15 0.20 0.13 55 40 60 0.73 0.67 55 90 -35 72.73%

3.2.4 Sub task 4 5 60 103 12.00 0.58 100 80 110 0.80 0.73 100 130 -30 80.00%

3.2.5 Sub task 5 5 60 103 12.00 0.58 500 200 250 0.40 0.80 500 500 0 40.00%

3.2.6 Sub task 6 5 60 103 12.00 0.58 500 200 250 0.40 0.80 500 350 150 40.00%

Contractor Format – Variance report

WBS Description SPI CPI Root Cause of Variance Impact to the Project Corrective Action Plan Change in EAC3 Project 0.48 0.77 The schedule slip in Aug 05 is due to rework

required on the design and mechanical fabrication.

EV data indicates a negative cost variance at completion.

A bottoms up ETC will be completed in Sep 05 to clarify the cost and schedule plan to completion.

Yes - see commitments sheet for details

3.2

3.3

3.3.1

CUMULATIVE VARIANCE REPORT (SEPTEMBER 2005)

Contractor Format – Commitment Report

ITEM Commitment Status At Completion Status

WBS Element AC Commitments TotalFunds

remaining Budget Estimate VariancePhysical % Complete Explanation

3 Project 1,585 85 1,670 870 2,540 2,640 -100 48.03%

3.1 Task A 445 65 510 170 680 780 -100 50.00%

3.1.1 Sub task 1 25 5 30 -5 25 35 -10 80.00%

3.1.2 Sub task 2 60 30 90 -35 55 100 -45 72.73%

3.1.3 Sub task 3 110 20 130 -30 100 200 -100 80.00%

3.1.4 Sub task 4 250 10 260 240 500 500 0 40.00%

3.2 Task B 1,140 20 1,160 700 1,860 1,860 0 47.31%

3.2.1 Sub task 1 445 5 450 230 680 500 180 50.00%

3.2.2 Sub task 2 25 30 55 -30 25 60 -35 80.00%

3.2.3 Sub task 3 60 20 80 -25 55 90 -35 72.73%

3.2.4 Sub task 4 110 10 120 -20 100 130 -30 80.00%

3.2.5 Sub task 5 250 50 300 200 500 500 0 40.00%

3.2.6 Sub task 6 250 50 300 200 500 350 150 40.00%

COMMITMENTS REPORT (SEPTEMBER 2005)

Contractor Format – EV Chart

PV EV AC AC, MonthlyActual Cost With

Commitments

Feb-05 $400 $250 $200 $100 $250

Mar-05 $450 $270 $500 $300 $550

Apr-05 $500 $300 $700 $200 $700

May-05 $1,000 $750 $900 $200 $1,050

Jun-05 $1,500 $900 $1,000 $100 $1,100

Jul-05 $2,000 $1,100 $1,200 $200 $1,200

Aug-05 $2,200 $1,150 $1,350 $150 $1,500

Sep-05 $2,540 $1,220 $1,585 $235 $1,815

HISTORICAL COST REPORT (SEP 2005)

Monthly EV

$0

$500

$1,000

$1,500

$2,000

$2,500

$3,000

Feb

-05

Mar

-05

Apr

-05

May

-05

Jun-

05

Jul-0

5

Aug

-05

Sep

-05

Co

st,

$

PV

EV

AC

W/C

Contractor Format – Baseline Change Summary

Baseline Change SummaryBudget

Original Budget 680Contractual addition of scope 1,860New baseline 2,540

Contractor Format – Baseline Log

WBS ElementBaseline 1

BudgetBaseline 2

BudgetVariance

Explanation

3 Project 680 2,540 1,860

3.1 Task A 680 680 0

3.1.1 Sub task 1 25 25 0

3.1.2 Sub task 2 55 55 0

3.1.3 Sub task 3 100 100 0

3.1.4 Sub task 4 500 500 0

3.2 Task B 0 1,860 1,860 Addition of task B

3.2.1 Sub task 1 0 680 680

3.2.2 Sub task 2 0 25 25

3.2.3 Sub task 3 0 55 55

3.2.4 Sub task 4 0 100 100

3.2.5 Sub task 5 0 500 500

3.2.6 Sub task 6 0 500 500

Contractor Format – Baseline Chart

Baseline 1 Baseline 2

Jan-05 $100 $100

Feb-05 $120 $120

Mar-05 $150 $150

Apr-05 $200 $300

May-05 $300 $500

Jun-05 $350 $1,000

Jul-05 $400 $1,345

Aug-05 $440 $1,566

Sep-05 $502 $2,000

Oct-05 $560 $2,200

Nov-05 $680 $2,560

Baseline changes

$0

$500

$1,000

$1,500

$2,000

$2,500

$3,000

Jan-

05

Feb

-05

Mar

-05

Apr

-05

May

-05

Jun-

05

Jul-0

5

Aug

-05

Sep

-05

Oct

-05

Nov

-05

Baseline 1

Baseline 2

The Benefits of Earned Value

• Accurate picture of contract status– cost, schedule, AND technical

• Early and accurate identification of trends and problems

• Basis for corrective action• Supports mutual goals of contractor

and customer– bring project in on schedule and cost

Questions?