pm using p6

HAKEEM–UR–REHMANGlobal Technology with Innovation & Creativity

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Project Management Using Primavera (P6)

1

Outlines Project, Operations, Program & Portfolio Project Management & Its Processes A Story of a Project Manager (How to Plan?) Primavera (P6): An Overview

o Project Planning without Resources• Starting Up & Navigation• Create a Project• Calendars & WBS• Adding Activities• Format Displaying• Adding Relationships & Scheduling• Project Scheduling: CPM• Constraints• Group, Sort, Layouts, Filter and Printing

o Project Planning with Resources Project Monitoring & Control 2

Project Vs Operation

PROJECT Take place outside the process

world Unique and separate from

normal organization work

OPERATION Ongoing, day-to-day activities

Use existing systems, properties, and capabilities

A complex, non-routine, one-time effort limited by time, budget, resources, andperformance specifications designed to meet customer needs.

Routine, Repetitive Work: Examples

1. Taking class notes

2. Responding to a supply-chain request

3. Routine manufacture of an Apple iPod

Projects: Examples

1. Writing a term paper

2. Developing a supply-chain information system

3. Designing an iPod that is approximately 2 X 4 inches, interfaces with PC, and stores 10,000 songs

3

Is It a Project or Operation?

Consider the following scenario:

You work for a wireless phone provider, and the VP of marketingapproaches you with a fabulous idea – “fabulous” because he’s thebig boss and because he thought it up. He wants to set up Stalls inlocal grocery and big–box stores as mini–offices. These offices willoffer customers the ability to sign up for new wireless phoneservices, make their wireless phone bill payments, and purchaseequipment and accessories. He believes that the exposure in grocerystores will increase awareness of the company’s offerings. After all,everyone has to eat, right? He told you that the board of directors hasalready cleared the project, and he will dedicate as many resources tothis as he can. He wants the new Stalls in place in 12 stores by theend of this year. The best news is he has assigned you to head up thisproject.

Program Vs PortfolioA program is basically a group ofrelated projects managed in acoordinated way to obtain benefitsand control not available frommanaging them individually

A collection of projects or programsand other work that are groupedtogather to facilitate effectivemanagmement of that work to meetstrategic business objecives.

The projects or program of theportfolio may not necessarily beinterdependent or directly related.

Schools Constuction

Facilities Maintenance

Private schools asst

ElementryEducation

Teachers Hiring

Teachers training

Special Initiatives

5

PROJECT MANAGEMENT

A method and a set of techniques based on the accepted principles

of management used for planning, estimating and controlling work

activities to reach a desired end result on time , within budget and

according to specification. (Robert K. Wysocki / Robert Beck Jr. / David B. Crane, Effective

Project Management, 2. ed., John Wiley & Sons, 2002, p. 79)

Initiation Planning Execution & Control

Close Out

6

A STORY OF A PROJECT MANAGER

7

START … SMEDA has just developed a Project Management Office (PMO) at

its Islamabad HQs.

You are appointed as Project Manager at this PMO, workingdirectly under CEO SMEDA

Your responsibility is to plan every SMEDA Project in term of time,schedule, resources and Budget.

Also to develop a tool to monitor the project during implementationphase and provide reports about project progress whenever requiredby CEO.

8

FIRST DAY IN OFFICE… Its first day in your office and your CEO Handover a file to you to work on it.

You open and study the file. It is about a project feasibility in PanjgurBalochistan.

According to this file contents, SMEDA carried out project feasibility on DatesProcessing Centre (DPC) at Panjgur Balochistan in July 2015.

The report was then submitted to the ministry of industries and production forfurther action.

Approval is now given and funds are allocated for the project in March 2016.

The CEO in his comments asked you as PMO Manager to Plan, Schedule andMonitor the project from day onward.

9

THE PROJECT DETAILS

The Project details are as Under:

Project Name: Dates Processing CentreLocation: Panjgur, BalochistanStart Date: July 27, 2016Must Finish By: May 20, 2017Budget: Rs( millions). 80.300

10

OBS & EPS SMEDA is doing a lot of Projects in different fields like Agriculture, Gems, and

Fisheries etc all over the country.

SMEDA have specific budget for every field.

Now where to place this new project among these fields so that it become easier forfuture assessment.

Also make whom responsible for it in the top hierarchy so that CEO can inquireprogress from him.

The PMO is totally new and you are doing the entire thing for the first time.

Go to SMEDA Organ-gram. In other words, Organizational Breakdown Structure(OBS)

Also Develop the chart of the fields in which SMEDA is authorized or mandated towork. It is called Enterprises Project structure (EPS)

11

OBS & EPS…CEO

Out-Reach

GM Punjab

GM Sindh

GM KPK

GM Balochistan

GM AJK

GMBusiness Support & Services

GMCentral Support

GMPolicy & Planning

CEO Secretariat

SMEDA

Support Services Development of Industry

Textile

Horticulture

Fisheries

Gems

Agriculture

Business Development

Services

For the Current Dates Processing CentreProject it is the Agriculture field in EPS to beselect.

Because this project is in Balochistan, so makeGM Balochistan responsible for it.

12

PROJECT PLANNING: How to start? Divide the work (Project) into sections which is called Works Break Down

(WBS) in Project management terminology.

“A deliverable- oriented grouping of project elements that organizes and definesthe total work scope of the project. Each descending level represents anincreasingly detailed definition of the project” (PMBoK-4th Edition)

Dates Processing Centre

FinalizeRequirements

Implementation

AcquireBuildings

Purchasing Plant and Machinery

Install Machinery

Testing & Commissioning

Level – 0

Level – 1

Level – 2

13

PROJECT PLANNING: What Next …

Divide the Project WBS further into deliverable called

activities. This process is called decomposition.

An activity is simply a portion of work

An element of work with expected duration, cost andresources.

Make a table of activities with duration and relationshipsequencing ( dependency)

14

Dependencies Orientation Predecessor: An activity that control the start or finish of another activity

Successor : An activity whose start or finish depends on another activity.

Concept Design Develop

Dependencies Relationships:

Activity Lag: Delay of an activity from its successor is known as lag

B(5)

+ 2day

A(4)

15

Project Activities Make a table for it along with duration and predecessor

16

Project Resources To carry out these activities how many and what type of people (resources) are

available or required by the project Develop a table for it.

Role Name Resource Name

Manager Rashid Aman

Mechanical Engineer Shahid

Office Assistant Gul Badin

Electrician Sher Khan

Fabricators Gul Wali, Kumar doni

Mason Zahid fahim

Labor Ali, Hussain, Qasim

Lifter -17

Assigning Resources to Activities List and quantity of resources against each and every activity Make a table as under:

18

Primavera (P6): An Overview P6: Key Steps

• EPS• OBS

FOR THE FIRST TIME ONLY

• New Project• Calendars• WBS • Adding Activity• Relationships• Scheduling

FOR EVERY NEW PROJECT

• Resources or roles• Expenses• Budgeting• Cost accounts

RESOURCES

• Tracking Progress• ReportsMONITORING

19

Starting Up & Navigation

Logging In

Projects Window

WBS Window

Activities Window

EPS

OBS

20

Starting Up & Navigation… View Menu

o Expand All,o Collapse Allo Collapse To…o Show on Bottom, Details

(Customized Details by Right click)o Show on Top, …o Layouto Hint Helpo Status Bar

Edit Menuo User Preferences…,

o Time Units tabo Date tabo Application tab

Admin Menuo Admin Preferences…,

o General tabo Time periods tab

o Admin Categories…,o Notebook Topics tabo Units of Measure tab

o Currencies…

21


• EPS• OBS


• Creating a Project• Calendars• WBS • Adding Activity• Relationships• Scheduling



RESOURCES


22

Creating a Project File New…

Import & Export a Project

o File Import…

o File Export…

Saving Additional Project & EPS Information: Notebook Topics

o In Projects Window: project Details form Notebook tab

Project Copy & Paste

o Edit Menu Copy & Paste

Project Codes

o Enterprise Project Codes23

Calendars & WBS Primavera has three categories for

calendars:o Globalo Projecto Resource

Enterprise Menu Calendars…

Calculating leads and lags in the Tools Menu Schedule Options form

ProjectWBS

24

Adding Activities & Organizing Under the WBS

EditAdd…

Right click (Activity Window)Add

Press ‘Insert’ Key

Activity Codes

o EnterpriseActivity Codes…

Default Activity Duration(AdminAdmin Preferences…General tab “Activity Duration cell”)

Setting Auto-numbering Defaults:Select the Defaults tab from the Bottom pane in the Project Window.

Re-Numbering Activity IDs:In the Activities Window; “Edit Renumber Activity IDs”

25

An activity that spans over a segment of a project Duration of hammock activities is determined after

the network plan is drawn. The major use of a hammock activity is to identify

the use of fixed resources or costs over a segmentof the project.

Hammock Activities (Level of Efforts)

26

Adding Activities & Organizing Under the WBS…

Percent Complete Typeo Physical % Complete (Progress is manually entered by the User): This field enables the

user to enter the percent complete of an activity and this value is independent of theactivity durations.• Provides a better historical record of the schedule’s progress

o Duration % Complete = �{𝑂𝑂𝑂𝑂𝑂𝑂𝑂𝑂𝑂𝑂𝑂𝑂𝑂𝑂𝑂𝑂 𝐷𝐷𝐷𝐷𝑂𝑂𝑂𝑂𝐷𝐷𝑂𝑂𝐷𝐷𝑂𝑂 𝑂𝑂𝐷𝐷 −𝑅𝑅𝑅𝑅𝑅𝑅𝑂𝑂𝑂𝑂𝑂𝑂𝑂𝑂𝑂𝑂𝑂𝑂 𝐷𝐷𝐷𝐷𝑂𝑂𝑂𝑂𝐷𝐷𝑂𝑂𝐷𝐷𝑂𝑂 𝑅𝑅𝐷𝐷 }

𝑂𝑂𝑂𝑂𝑂𝑂𝑂𝑂𝑂𝑂𝑂𝑂𝑂𝑂𝑂𝑂 𝐷𝐷𝐷𝐷𝑂𝑂𝑂𝑂𝐷𝐷𝑂𝑂𝐷𝐷𝑂𝑂 (𝑂𝑂𝐷𝐷), 𝑂𝑂𝑂𝑂 > 𝑅𝑅𝑂𝑂

0, 𝑅𝑅𝑂𝑂 > 𝑂𝑂𝑂𝑂

o Units % Complete = � 𝐴𝐴𝐴𝐴𝐷𝐷𝐷𝐷𝑂𝑂𝑂𝑂 𝑈𝑈𝑂𝑂𝑂𝑂𝐷𝐷𝑈𝑈𝐴𝐴𝐴𝐴𝐷𝐷𝐷𝐷𝑂𝑂𝑂𝑂 𝑈𝑈𝑂𝑂𝑂𝑂𝐷𝐷𝑈𝑈 + 𝑅𝑅𝑅𝑅𝑅𝑅𝑂𝑂𝑂𝑂𝑂𝑂𝑂𝑂𝑂𝑂𝑂𝑂 𝑈𝑈𝑂𝑂𝑂𝑂𝐷𝐷𝑈𝑈

𝑋𝑋 100• For example: if an activity has a resource assigned 40 Hours, and the resource has

actually completed 30 Hours, the activity is 75% complete

Activity % Complete is always linked to the % Complete displayed on the Gantt Chart bars 27

Activity Duration Types

P6 provides 4 types ofActivity Durations

Fixed Duration Types Fixed Resource Types1. Fixed Duration & Units/Time 3. Fixed Units2. Fixed Duration & Units 4. Fixed Units/time

The Duration type only matters when the activity is assigned to resources.

The following equation must hold true regardless of which variable is updated.Resource Units = Units / Time x Duration

If the activity is not started, the names of the values are :o Budgeted Units = Original Duration x Budgeted Units/Time

If the activity has started, the names of the values are :o Remaining Units = Remaining Duration x Remaining Units/Time

The Duration Type enables you to control which variables of this equation are calculatedwhen you change a value. 28

Activity Duration Types…

1. Fixed Duration & Units /TimeResource Units = Resource Units/Time x Duration

Fixed Resource Types (Resources drive Duration)

2. Fixed Duration & UnitsResource Units = Resource Units/Time x Duration

3. Fixed Units /TimeResource Units = Resource Units/Time x Duration

4. Fixed UnitsResource Units = Resource Units/Time x Duration

Task Dependent Activities.

Duration Drives Resources.

Duration dominates Resources(Units/Time or Units).

Resource Dependent Activities.

Resources Drive Duration.

Resources (Units / Time orUnits) dominates Duration.

ConstantChanges

Fixed Duration Types (Duration drives Resources)

Resource Units = Units / Time x Duration

29


40 Hrs = 8 Hrs/Day x 5 Days

Resource Units = Units / Time x Duration

UnitsInput 80 Hrs

Units/Time Input

16 Hrs/Day

Duration Input

10 DaysUnits (Hrs) 80 80 80Units/Time (Hrs/Day) 16 16 8Duration (Day) 5 5 10

When Units were Changed, Units / time were changed to maintain theequation, Duration is never recalculated with this type

Organizations which have the project deadline fixed and is also concerned with levelingresources used this activity duration type

DurationType

When YouChange Duration,What Changes?

When You Change units / time,

What Changes?

When You Change units,

What Changes?

When you add a resource, what changes?

Fixed Duration & Units / time

Units Units Units / Time Units

30

Activity Duration Types…Duration

Type



What Changes?


What Changes?


Fixed Duration & Units

Units / time Units Units / Time Units / time

40 Hrs = 8 Hrs/Day x 5 DaysResource Units = Units / Time x Duration

UnitsInput 80 Hrs

Units/Time Input

16 Hrs/Day

Duration Input


When Units / Time were Changed, Units were changed to maintain theequation, Duration is never recalculated with this type

Mostly used when time period and the total amount of work are fixed. Rate at which a resource can work on the activity can be changed. Can use this; if your organization is more concerned about coming in on the schedule date and within

the costs. 31


Type



What Changes?


What Changes?


Fixed Units Units / time Duration Duration Duration


UnitsInput 80 Hrs

Units/Time Input

16 Hrs/Day

DurationInput


When Units were Changed, Duration changed to maintain the equation,Units / Time remained Constant. Resource variables take precedence overDuration.

Generally used when you have resource under contract basis and you have ‘X’ units of work toget to be done from that particular resource.

32


Type



What Changes?


What Changes?


Fixed Units / time Units Duration Duration Duration


UnitsInput 80 Hrs

Units/Time Input

16 Hrs/Day

DurationInput


When Units / Time were Changed, Duration changed to maintain the equation,Units remained Constant. Resource variables take precedence over Duration.

Used when resources with productivity output per time period is fixed. Mostly used when Activity type is Resource Dependent. This option is selected if your organization is concerned with leveling resources and you

assign resources specific hours per day on activities. 33


Typically Used:

Activity Type: Task Dependent

&

Activity Duration type: Fixed Duration & Units/Time

34

Formatting the Display Formatting Columns

o View Columnso Click on

Formatting Activity Barso View Barso Click on

Format Gridlines (Bar Chart Gridlines) & Data Dateo View Bars Options… Sightlines tabo View Bars Options… Data Date tab

Format Row Height, Font & Colorso View Table Font and Rowo View Group and Sort

Format Timescaleo View Timescaleo Click on

35

Adding Relationships & Scheduling the Project

By opening the Activity Details formo Predecessor and Successors may be added and deleted from the

Relationships, Predecessor or Successor tabs.

Graphically in the Bar Charto Click on

Scheduling the Project

o Select Tools, Schedule…, or

o Press F9 key to open the Schedule form

36

PROJECT SCHEDULING: SCHEDULING

The process of calculating start and finish dates of activities according to its

relationship is called scheduling

RELATIONSHIPS PRESENTATION:

o Gantt Chart: Graph or bar chart with a bar for each project activity that

shows passage of time; Provides visual display of project schedule

o Network diagram is the preferred technique for showing activity

sequencing. It is a schematic display of the logical relationship among

project activities

37

PROJECT MANAGEMENT TOOLS:GANTT CHART

Developed by Harry Gantt in 1916 Graph or bar chart with a bar for each project activity that shows passage of time Provides visual display of project schedule

| | | | |Activity

Design house and obtain financing

Lay foundation

Order and receive materials

Build house

Select paint

Select carpet

Finish work

0 2 4 6 8 10Month

Month1 3 5 7 9

38

NETWORK EXERCISEInformation

ABC Department

ACTIVITY DESCRIPTION PROCEDING ACTIVITY

ACTIVITY TIME(Duration)

A Application Approval None 5

B Construction Plans A 15C Traffic Study A 10D Service Availability Check A 5

E Staff Report B,C 15F Commission Approval B,C,D 10

G Wait for Construction F 170

H Occupancy E,G 35

39

CRITICAL PATH METHOD (CPM)

KOLL BUSINESS CENTERCounty Engineers Design Department

B

15

Constructionplans

C

10

Trafficstudy

D

5

Servicecheck

A

5

Applicationapproval

ES ID EF

SL

LS Dur LF

Description

F

10

Commissionapproval

G

170

Wait for construction

H

35

Occupancy

E

15

Staff report

EF

AON NETWORK:

40

CRITICAL PATH METHOD (CPM) is a procedure for using network analysis to identify those tasks

which are on the critical path;

where any delay in the completion of these tasks will lengthen theproject timescale, unless action is taken.

Critical path is based on two factors:

Longest path

Path with zero float How long will the entire project take to complete?

Which activities determine total project time?

Which activity times should be shortened, if possible, or in otherwords, how many resources should be allocated to each activity?

41

CRITICAL PATH METHOD (CPM) Forward Pass – Earliest Times; remember three things when computing early activity times:

1. Add activity time along each path in the network (ES + Dur. = EF)2. Carry the early finish (EF) to the next activity where it becomes its early start (ES),

unless3. Next succeeding activity is a merge activity; select the largest early finish number (EF)

of all its predecessor activities

Backward Pass – Latest Times; similar to Forward Pass; remember three things:1. Subtract activity times along each path starting with the project end activity (LF – Dur. =

LS)2. Carry the LS to the next preceding activity to establish its LF, unless3. Next preceding activity is a burst activity; select the smallest LS of all its immediate

successor activities to establish its LF

Slack or Float – SL Forward & Backward Passes Computed Possible to determine which activities can be delayed by computing “Slack” or “Float”

LS – ES = SL (or) LF – EF = SL Total Slack: tells us the amount of time an activity can be delayed; not delay project

42

CRITICAL PATH METHOD (CPM)


B

15

Constructionplans

C

10

Trafficstudy

D

5

Servicecheck

A

5

Applicationapproval

ES ID EF

SL

LS Dur LF

Description

F

10

Commissionapproval

G

170


H

35

Occupancy

E

15

Staff report

EF

50

205

5 15

5 10

20

20 30

35

30 200

200 235

20

15

10

20

15

35

200235

43

CRITICAL PATH METHOD (CPM)B

5 15 20

Constructionplans

C

10 10 20

Trafficstudy

D

15 5 20

Servicecheck

A

0 5 5

Applicationapproval

ES ID EF

SL

LS Dur LF

Description

F

20 10 30

Commissionapproval

G

30 170 200


H

200 35 235

Occupancy

E

185 15 200

Staff report

LS


20

20

185

185

10

15

5

20

44

CRITICAL PATH METHOD (CPM)5 B 20

0

5 15 20

Constructionplans

5 C 15

5

10 10 20

Trafficstudy

5 D 10

10

15 5 20

Servicecheck

0 A 5

0

0 5 5

Applicationapproval

ES ID EF

SL

LS Dur LF

Description

20 F 30

0

20 10 30

Commissionapproval

30 G 200

0

30 170 200


200 H 235

0

200 35 235

Occupancy

20 E 35

165

185 15 200

Staff report

LS EF


20

15

185

185

10

15

5

20

20

20

10

20

15

45

PRACTICE QUESTION

Activities PredecessorsDuration

(Days)

A - 4

B - 12

C A 9

D A 15

E A 7.5

F B, C 9

G D 3.5

H E, F, G 5

Develop AON Network and find the Critical Path. 46

Constraints List of constraints available in Primavera (Activity detail pane Status tab)

o <None>: An activity by default is scheduled to occur As Soon As Possible anddoes not have a Constraint.

o Start On (i.e. Must Start On): Sets a date on which the activity will start.Therefore, the activity has no float. The early start and the late start dates are setto be the same as the Constraint Date.

o Start On or Before: Also known as Start No Later Than or Late Start, thisconstraint sets the late date after which the activity will not start.

o Start On or After: Also known as Start No Earlier Than or Early Start, thisconstraint sets the early date before which the activity will not start.

o As Late As Possible (Zero Free Float): An activity will be scheduled to occuras late as possible. It consumes Free Float only and does not have any particularConstraint Date. The Early and Late dates have the same date.

o Mandatory Start: This constraint prevents float being calculated through thisactivity and effectively breaks a schedule into two parts. This is also sometimescalled a Hard Constraint

o … 47

Group, Sort, Layouts, Filter and Printing

View Menu Group and Sort …

View Layout Save as… (To create user defined Layout)

View Filters…

File Print Preview

File Page Setup…

48

Scheduling Options and Setting A Baseline

MAIN STEPS FOR MONITORING PROGRESS:o Saving a Baseline schedule, also known as a Target. This schedule

holds the dates against which progress is compared.“The current project may be copied and used as a baseline or an existingproject may be assigned as a baseline”

o Recording or marking-up progress as of a specific date, titled the DataDate. Also known as the Status Date, Update Date, Current Date,Report Date, and As-Of-Date.

o Updating or Progressing the schedule.

o Scheduling the project and at the same time moving the Data Date tothe new Data Date and recalculating all the activities dates.

o Comparing and Reporting actual progress against planned progress andrevising the plan and schedule, if required.

49

Scheduling Options and Setting A Baseline Tools Schedule… Options (Compute Total Float as)

Saving and Deleting and Setting a Baseline:o ProjectMaintain Baselines…

Setting a Baseline Project:o ProjectAssign Baselines…

Updating a Baseline:o ProjectMaintain Baselines… Update tab

The Planned Dates from a Baseline schedule will be displayed as the Baseline Bars when theAdmin, Admin Preferences…, Earned Value tab is set to Budget values with planned dates.Thus the Baseline Bars from an in progress schedule will be incorrect.

Never Select this Option

50


• EPS• OBS


• Creating a Project• Calendars• WBS • Adding Activity• Relationships• Scheduling



RESOURCES


51

What is a ‘S’ Curve?A ‘S’ Curve is defined as "a display of cumulative costs, labour hours or otherquantities plotted against time.S-Curve using Primavera P6:o In Activity Window, View show on bottom Activity usage Profileo Right click on the Activity usage profile window and choose activity usage

profile options

52

‘S’ Curve: Activity Usage To show the Cumulative

cost S curves select the 1.

Cost Radio button andenable the check box from18. To 22.

To show the cumulativeof all the definedvariables. Selecting checkbox from 23. to 25. Showsthe Earned value costcurves.

To show the Cumulative labor hours S curves select the 2.

Units Radio button and enable the check box from 18. To 22.

To show the cumulative of all the defined variables. Selecting check boxes from 23. to 25shows the Earned value curves in terms of labor units.

53

‘S’ Curve: Resource UsageSelect and open the project you want to do the S Curve analysis on. In Activity Window; View show on bottom Resource usage Profile. Right click on the Resource usage profile window and choose Resource usage

profile options

By checking radiobutton 1. Or 2. (forunits or Cost)

Cumulative curvesfor resources in termsof cost and labor units, tick the checkboxfrom 8. through 11.

54

Project Monitoring and Control

Budget Variance

ScheduleVarianceAhead

Under

Over

Behind

E

A

D B

CGood Shape

Slow the effortsto save money

Spend more to catch up

Rescope

On Critical Path

EARNED VALUE ANALYSIS“COST / SCHEDULE SYSTEM”

55

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 providesconsistent, numerical indicators with which you canevaluate and compare projects.

56

WHAT’S MORE IMPORTANT?

Knowing where you are on schedule?

Knowing where you are on budget?

Knowing where you are on work accomplished?

57

PV: “Planned Value” It answers the question “how much did we plan to spend as of this date?” A

variant of this question is “how much work should have been completed bythis date?”

AC: “Actual Cost” It answers the question “how much have we actually spent?”. This is usually

determined from the organization’s accounting system, or can often beapproximated by multiplying the number of people by the number of hours ordays or weeks worked.

EV: “EARNED VALUE” It answers the question “how much work has actually been completed?”

EARNED VALUE ANALYSIS

58

Some Derived Metrics

SV: Schedule Variance = (EV – PV) = �0, 𝑅𝑅𝑅𝑅𝑅𝑅𝑅𝑅𝑅 𝑜𝑜𝑜𝑜 𝑆𝑆𝑆𝑆𝑅𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑁𝑁𝑆𝑆𝑅𝑅𝑁𝑁𝑅𝑅𝑅𝑅𝑁𝑁𝑆𝑆, 𝐵𝐵𝑆𝑆𝑅𝑅𝑅𝑜𝑜𝑆𝑆 𝑅𝑅𝑅𝑆𝑆 𝑆𝑆𝑆𝑆𝑅𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑃𝑃𝑜𝑜𝑃𝑃𝑅𝑅𝑅𝑅𝑁𝑁𝑆𝑆, 𝐴𝐴𝑅𝑆𝑆𝑁𝑁𝑆𝑆 𝑜𝑜𝑜𝑜 𝑆𝑆𝑆𝑆𝑅𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆

SPI: Schedule Performance Index = EV/PV = �1, 𝑅𝑅𝑅𝑅𝑅𝑅𝑅𝑅𝑅 𝑜𝑜𝑜𝑜 𝑆𝑆𝑆𝑆𝑅𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝐿𝐿𝑆𝑆𝑃𝑃𝑃𝑃 𝑅𝑅𝑅𝑁𝑁𝑜𝑜 1, 𝐵𝐵𝑆𝑆𝑅𝑅𝑅𝑜𝑜𝑆𝑆 𝑅𝑅𝑅𝑆𝑆 𝑆𝑆𝑆𝑆𝑅𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝐺𝐺𝐺𝐺𝑆𝑆𝑁𝑁𝑅𝑅𝑆𝑆𝐺𝐺 𝑅𝑅𝑅𝑁𝑁𝑜𝑜 1 𝐴𝐴𝑅𝑆𝑆𝑁𝑁𝑆𝑆 𝑜𝑜𝑜𝑜 𝑆𝑆𝑆𝑆𝑅𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆

CPI: Cost Performance Index = EV/AC = �1, 𝑅𝑅𝑅𝑅𝑅𝑅𝑅𝑅𝑅 𝑜𝑜𝑜𝑜 𝑏𝑏𝑆𝑆𝑆𝑆𝑅𝑅𝑆𝑆𝑅𝑅𝐿𝐿𝑆𝑆𝑃𝑃𝑃𝑃 𝑅𝑅𝑅𝑁𝑁𝑜𝑜 1, 𝑂𝑂𝑁𝑁𝑆𝑆𝐺𝐺 𝐵𝐵𝑆𝑆𝑆𝑆𝑅𝑅𝑆𝑆𝑅𝑅𝐺𝐺𝐺𝐺𝑆𝑆𝑁𝑁𝑅𝑅𝑆𝑆𝐺𝐺 𝑅𝑅𝑅𝑁𝑁𝑜𝑜 1, 𝑈𝑈𝑜𝑜𝑆𝑆𝑆𝑆𝐺𝐺 𝐵𝐵𝑆𝑆𝑆𝑆𝑅𝑅𝑆𝑆𝑅𝑅

CV: Cost Variance = (EV – AC) = �0, 𝑅𝑅𝑅𝑅𝑅𝑅𝑅𝑅𝑅 𝑜𝑜𝑜𝑜 𝑏𝑏𝑆𝑆𝑆𝑆𝑅𝑅𝑆𝑆𝑅𝑅𝑁𝑁𝑆𝑆𝑅𝑅𝑁𝑁𝑅𝑅𝑅𝑅𝑁𝑁𝑆𝑆, 𝑂𝑂𝑁𝑁𝑆𝑆𝐺𝐺 𝐵𝐵𝑆𝑆𝑆𝑆𝑅𝑅𝑆𝑆𝑅𝑅𝑃𝑃𝑜𝑜𝑃𝑃𝑅𝑅𝑅𝑅𝑁𝑁𝑆𝑆, 𝑈𝑈𝑜𝑜𝑆𝑆𝑆𝑆𝐺𝐺 𝐵𝐵𝑆𝑆𝑆𝑆𝑅𝑅𝑆𝑆𝑅𝑅

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EXAMPLE–1: Earned Value Analysis

Suppose you are making cookies for a large party to be held tomorrow. Suppose the following are your plans:

Plans: 40 cookies per batch 5 batches per hour (200 cookies) Schedule: 5 hours to make a total of 1000 cookies Budgeted cost per cookie is $0.05 Total budget is $50.00 for cookie ingredients, or $10 per hour

We'll use earned value to examine our progress.

PROGRESS REPORT AT END OF HOUR 1: 150 edible cookies have been made (some were burnt and had to be thrown

away) Total actual cost of ingredients used so far is $9.00 (AC)

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Example (Cont…): Earned Value Analysis

ANALYSIS: PV= $10.00 EV= $7.50(Earned Value)[150 cookiesx0.05 per cookie] AC = $9.00 [from above]

Therefore: SV = EV – PV = -$2.50 (you are behind schedule)

SPI = EV / PV = 0.75 (you are running at 75% of the planned schedule)

CV = EV – AC = $7.50 - $9.00 = -$1.50 (you are $1.50 over budget)

CPI = EV / AC = 0.833 (you are running over budget by about 17%)

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EVM cost forecasting–final cost

Estimate At Completion (EAC): “The expected TOTAL cost required tofinish complete work”

o EAC = AC + ETC (or)o EAC = BAC / CPI Where: BAC = Sum of all PV (Planned Value)

Estimate to complete (ETC): “The expected cost required to finish all theREMAINING work”

o ETC = (BAC – EV) / CPI (or)o ETC = EAC – AC

Time to complete (TC) = (BAC – EV) / SPI

Variance At Completion (VAC): “Estimated cost overrun at the end ofproject”

o VAC = BAC – EAC

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EXAMPLE–2: Earned Value AnalysisA project has a budget of £10M and schedule for 10 months. It is assumed that thetotal budget will be spent equally each month until the 10th month is reached. After2 months the project manager finds that only 5% of the work is finished and a totalof £1M spent. Find the following:

o Variances: CV, SVo Indices: CPI, SPIo Forecasting: EAC, ETC, Time to completion

PV = £2MEV = £10M * 0.05 = £0.5MAC = £1M

CV = EV-AC = 0.5-1 = -0.5M

SV = EV-PV = 0.5-2 = -1.5 months

CPI = EV/AC = 0.5/1 = 0.5

SPI = EV/PV = 0.5/2 = 0.25

EAC = BAC/CPI = 10/0.5 = £20M

ETC = (BAC-EV) / CPI = (10-0.5)/0.5 = £19M

Time to compete = (BAC – EV)/SPI

= (10-0.5)/0.25 = 38 Months

This project will take TOTAL £20M (19+1) and40 (38+2) Months to complete.

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Exercise: EVAYou have a project that is scheduled to be completed in 10 days at abudgeted cost of $100,000. At the end of day 6 you do an analysis andyou determine the job is 70% complete and you have spent $65,000.Questions:1. What is the project’s earned value?2. What is the project’s budget at completion?3. Is the project ahead, behind schedule or on time?4. Is the project expected to complete on budget, under or over

budget?5. What is the project’s SPI?6. What is the project’s CPI?1. At Day 6th, EV = $70,0002. BAC = $100,0003. Ahead of schedule.4. Under budget.5. At Day 6th, SPI = 1.176. At Day 6th, CPI = 1.08 64

Steps for EV Analysis Using P6STEP – 1: Add Activities & Relationships, Set % Complete to Physical

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Steps for EV Analysis Using P6…STEP – 2: Add & Assign Resources

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Steps for EV Analysis Using P6…STEP – 3: Maintain Baseline and Assign to ProjectSTEP – 4: Customize Columns for analysisSTEP – 5: Update Physical % Complete

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Steps for EV Analysis Using P6…

STEP – 6: Update Resource Actual Units (Or Expenses)

STEP – 7: Schedule Project, Advance Data Date

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Steps for EV Analysis Using P6…We can now analyze our “Earned Value”

Conclusions Based on Earned Value Analysis Schedule Performance

o The baseline indicates that 50% of the work should be complete. With only 30%Performance % Complete (Actual Labor Units). This shows the project is behindschedule.

Cost Performanceo The baseline indicates that $500 worth of work should be complete (Planned Value Cost)

As of the Data Date, (Actual cost) is $600 to achieve $300 worth of work (Earned ValueCost). This shows the project is over budget 69

Using CPI & SPI to analyze project efficiency Cost Performance Index relates the amount of Physical Work completed vs. the $

spent to accomplish the work.o CPI = (EV) / (AC)

Schedule Performance Index relates to the Physical Work completed vs. the amountof work plannedo SPI = (EV) / (PV)

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Using CPI/SPI to calculate your “Estimate to Complete”Open WBS Window; Detail Pane

What is it going to cost to complete this project? ETC uses one of two formulas

o ETC = Remaining Cost of the activity

o ETC = Performance Factor * (Budget at Completion – Earned Value Cost)

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Using CPI/SPI to calculate your “Estimate to Complete”Using Remaining Costs for Activities to Calculate (ETC)

Using CPI to Calculate (ETC) – Yields an Optimistic Result

Using CPI/SPI to calculate ETC – Worst Case ScenarioETC = [1/(CPI * SPI)] * Budget at Completion – Earned Value Cost

PF = 1/CPI *Most likely Result ETC = (1/CPI)* Budget at Completion – Earned Value Cost

PF = 1/CPI*SPI *Pessimistic Result

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