breaking evm

04/12/2023

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Construction Leaders Formula to Simplify EVM

Presented by: Ron Babich, PMP CEO / Co-Founder

MobileLogix/DispatchLogix

© MobileLogix / DispatchLogix 2014

04/12/2023

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About Us

© MobileLogix / DispatchLogix

• Ron Babich, CEO MobileLogix

• HQ Phoenix, AZ – Global Partner Support

• GE Capital, Sage, Telesoft, Hard Dollar/Kiewit, RIB

• 100% SAAS, Mobile Field Software

• Over 211 Capital, Maintenance, STO projects

• Finalist in Innovation Southwest Most Innovative Product Award

Goodrich

Uhaul

PetsMart

Tribune

Mitsubishi

Kohler

Payless

HD Supply

Shell

BP

Willbros

Wild Well

Universal

CH2MHill

Bloomberg

Time

Darden Restaurants

HP

Coca-Cola

US Airways

Johnson Controls

State Farm

Hatch

Stantec

FMI

FCI

Barrick

TransCanada

Transfield

Kinross

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EVM Paradigm


Plan

Estimate

Schedule

Report

Financials

Cash Flow

Forecast

Resources

Execution

Highest Risk

Lowest Visibility

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Tough to Train? Cooperate?


Owners

EPCM’s

Contractors

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Revolution in EVM Reporting


Opportunity to Leverage Consumer Training

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Critical Field Data


Quantity

Man Hours

Equip Hours

% Complete

Time to Report

6 to 8 Weeks

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Critical Field Data


Quantity

Man Hours

Equip Hours

% Complete

Planned

Actual

Forecast

Hour by Hour

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Manage by Exception


Instant Notification of Bank Balance Reaches Below Minimum Expectation

Value ($ Spouse Grocery / Hair )

Balance $35.00 Below Standard

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In the know on data…


Outbid by Ebayer007theTerrible on Collectors edition of Star Wars Episode 5 Storm Trooper set

Value $25, (Darth Vader +/- $30)

Lost Lead Position

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Important Notifications


Mothers high score notification, and reminder to join her adventure in Candy Crush

Value ($0, Negative)

Networking Notification

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Value to Visibility


Ebay Bank Project $-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

Instant Updates

Monthly Updates

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Continued Stone Age…


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Pressure from Consumer Products / Youth


Outside (Them…also Us)Inside (US)

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What has created the opportunity?


Size RetainableData Storage

BandwidthData Delivery

MobileData Accessibility

ApplicationCollaboration

(API/Warehouse)

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Storage


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Bandwidth


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Mobility


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Migration to Data Understanding


How we choose to viewData has officially changed…

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Mobility Training


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Anatomy of Breaking EVM Simple


Good News Bad News

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Best Part, more good news…


Legacy systems will do the trick….mostly

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No Magic Potion, No Tricks - Smart Collaboration


Owners

EPCM’s

Contractors

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Why Should We Do Anything Different?


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Its Ok not to Innovate…

Quick quiz:

Name a leading company today that was just as dominant 25 years ago.


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Failure to Innovate Technology


Yesterday Today

Blockbuster (Distribution) Netflix – Mail, Internet

Dell (PC) Tablet, Asian PC, End to End Service

Microsoft (Software) Web TV, Smartphones, Tablet PC

Motorola (Cell Phone) Smartphones, Email, Data Focus

Sears (Catalog/Tower) Insurance, Financial Services, Web Strategy

Sony (Walkman, Devices) Device Brains vs. Circuitry

Sun Microsystems (Dominant Enterprise) Less Costly Servers, Oracle

Toys R Us Online Stores, Better Service

Yahoo Free Services

Where are you today? Where will you be tomorrow?Where will the new force be tomorrow?

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Destiny to Change…


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Why the effort…

Fighting Status Quo

• Increasing Profitability

• Improving Project Delivery Time

• Creating Marketplace Distinctive Competency

• Establishing Long Term Collaboration Standards


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Leveraging New Technology Causes Internal Anxiety


Process Enhance, Technology Plan/Embrace

Sustain Current Behaviors, Maintain Status Quo Technology, Disparate Silo’s

High Stress, Focus Effort

Low Stress,Reduced Effort

Increased,ExponentialResults

Maintained,Reduced Results

Reaction to Surrounding Technology Internal EffectDurationResults

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Traditional Systems of Record – What are we up against???


2 Year Project Average

23,000 Activities

Estimate

Controls/Execution/Progress

Schedule

Finance Actuals

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Expansion of Size


1 Complex 3D Model

300 Gig

Average Project DataScope/Schedule/Cost

50 Gig

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Data Growth Leaders in Construction


50 X Times by 2020Average Organization

Structural Leads: Building, Bridges

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Data Multiplication


Data Rate Almost X 2 Each Year

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Construction Industry Response…


Revenue of $10 billion

1.1%

Revenue of $250 million

1.6% IT

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Lowest in adaptation…


IT SPEND AS PERCENTAGE OF REVENUE

INDUSTRYANNUAL REVENUE APPROXIMATELY $250 MILLION

ANNUAL REVENUE APPROXIMATELY $10 BILLION

BANKING 7.3% 6.2%

CONSTRUCTION & MATERIALS

1.6% 1.1%

EDUCATION 5.6% 3.3%

FEDERAL GOVERNMEnT 10.8% 7.9%

STATE AND LOCAL GOVERNMENT

4.6% 1.8%

SOFTWARE AND INTERNET 8.4% 5.4%

INSURANCE 5.3% 2.9%

HEALTH CARE 3.5% 3.3%

MEDIA 5.4% 3.2%

PHARMACEUTICALS 3.0% 2.6%

PROFESSIONAL SERVICES 5.6% 3.4%

RETAIL AND WHOLESALE 1.9% 0.9%

TELECOMMUNICATIONS 4.9% 3.8%

TRANSPORTATION 3.5% 2.3%

UTILITIES 4.2% 1.7%

ACROSS ALL 15 INDUSTRIES 5.04% 3.16%

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Look for Gains…


70% of US ProductivityOriginates from….

Forrester 2014

IT / Data Manage/Understand

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Highest Rewards…


Front End PlanningHighest ROI….

Historic, Virtual

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Lessons from Projects


Common Faulty LogicMultinational Crews

Massive Project Scales

Estimated Turnaround Time = 3 Hours

Actual Historic Turnaround Time = 3 Weeks

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1 of 1000 Reasons


Omission of History/BenchmarksMissing Scope Items

Identified Late in Project

10%-15%+ Project Impact

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1 of 1000 Reasons


Delivery of Steel to SiteOver-Complex Schedules

Logic Ties don’t work

Faucets on 23rd Floor

Delay Concrete on 5th Floor

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1 of 1000 Reasons - Pro


Use of Collaboration Data – Single Project

• 80% Reduction in Design Time

• 98% Reduction in Number of Field Travel Days

• Less Field Rework for Craft

Source: KPMG

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Planning Overcomes Barriers


Barriers:

• Code Variations

• Lack of Infrastructure Jigs and Templates

Leading Companies Make it:• Repeatable

• Scalable

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Lessons from Manufacturing - Shipbuilding


Product Database:

• Products• Production• Reconfigurable for each project

• Standard Modules• Sub-Assemblies• Grouped by Families

Example:

• Plant zones for mechanical systems or public zones for lobbies

• Built in Manufacturing Type Facility to be shipped to jobsite for installation

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1 of 1000 Reasons


Dive into a Schedules WBSAssociate Costs…

Size of Data Out of Control

Associate Costs to:

3 Day Schedule of Crane

5 Day Schedule of it’s Crew

7 Day Schedule of Materials

1 WBS / PHASE CODE

What is Earned Value Management?

• Earned Value Management (EVM)• Is a project management process that combines schedule performance and cost

performance • Answers the question, “What did we get for the money we spent?”• Has been used since the 1960s by the Department of Defense• Is a central part of CERT and C/SCSC (Cost/Schedule Control Systems Criteria)• Revised and adopted as ANSI/EIA 748

What is Earned Value Management?

The Essence of Earned Value Management (EVM)

Budgetx % Complete= Earned Value

EVM Scenario: Railroad Track

4 miles

4 weeks; $4 million

Contract says:

After 3 weeks of work, only $2 million has been spent.


Sound good?Let’s do an EVM analysis.


1 mile

Only 25% complete. Project IN TROUBLE.

EVM analysis says:


Budgetx % Complete= Earned Value

$4 millionx 25%

= $1 million EV

But $2 million already spent in 3 weeks.At this rate, project will cost $8 million

and take 12 weeks to complete.

EVM: RR Project:

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Simplified Collaboration


Schedule Cost

Scope

Collaborate

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Benefits of Collaboration8 Steps to Best Practice


Clear Identification of Task

Broad Participation in Preparation

Availability of Valid Data

Standardized Structure For Estimate

Provision for ProgramUncertainties

Recognition of Inflation

Recognition of Excluded Costs

Independent Review Of Estimates

Clean it Up

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Measure Twice


Cost Element Valid and Applicable

Labor Includes Time Phase Break Down

Calculations on each element are correct

Program is Accurate TotalOf Sub-Elements

Escalation was applied Over time

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Single Zen = Not in this lifetime…or the nextSplit by - Technology / Disciplines


Estimating

TimberlineHCSSMaxwellHard DollarCleopatraMC2Others…

ERP

TimberlineDexter ChaneyViewpointJD EdwardsSAPExplorerOthers…

Schedule

P6MS Project

Field

Spreadsheets

Fact vs. FictionTools / Platform Dilemma

Lesson: Prepare to Integrate!!!

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Practical Approach to “Connect the Dots” – Collaborate


Schedule

Estimate Controls

ERP

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Practical Approach to “Connect the Dots” – Collaborate


Schedule

Estimate Controls

ERP

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Pick a Problem - Match GameForget about Technology – What do we need??


Cash FlowProgress

Forecast BenchmarkHistory

Resources

Time (Start / Finish)

Scope (WBS/Activity/Phase)

Activity Factor (Time/Quantity/Fixed)

Historic (Past, Original, Current Approved, Current Commits)

Profit

Actual Costs / Accruals

Got to be all or Nothing

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Resources (Factored)




History (Past, Original, Current Approved, Current Commits)


Estimating

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Schedule

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ERP

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FieldSpreadsheet Paper Time

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Build a Project


Estimating

Schedule

ProgressMeasure/Collect

Report

Forecast

Finance

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Crossroads – Resource Driver VarianceProject Phase 1


Cost Model Schedule

Duration Driven

Progress %

Duration Driven

Quantity Driven

Fixed CostDriven

Utilize Cost ModelResource Activity Driver

Fix: Cash Flow, Resource Graph,

Forecast

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Crossroads – Resource Driver VarianceProject Phase 1


Cost Model Schedule

Duration Driven

Progress %

Duration Driven

Quantity Driven

Fixed CostDriven

Utilize Cost ModelResource Activity Driver

Fix: Cash Flow, Resource Graph,

Forecast

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Crossroads – Resource Driver VarianceProject Step 2


Cost Model Schedule

Start / Finish

Time Phase Cost Model

Fix: Cash Flow, Resource Graph, Forecast, Accrual

Duration Driven

Progress %

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Cost Model Schedule

ActivitiesStepsResources

Resource/Cost LoadSchedule


Activities

Activity Factors

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Field Data Schedule

% CompleteCost/Phase/GL

Create “Repeatable” Cost/Phase/GL

Codes:Execution


Quantity

Activity FactorWork Package

ERP

Reconcile toCost Model

Cost/Phase/GL

“Earned Actual”Build Accrual

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Field Data Schedule

% CompleteQuantities

Drive % Complete From Factor Driven

Field Data Collection


Man/Equip Hours

Duration

Quantity

Activity FactorWork Package

ERP

Reconcile toCost Model

Cost/Phase/GL

“Earned Actual”Build Accrual

Pass Values toSchedule/ERP

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Heavy Lifting vs. Making Simple

• CPI - Cost Performance Index is .8333

• MHE – Man Hour Production 30% Less than Expected on Crew Performance

• SPI – Schedule Performance Index= $116,000 / $125,000 = 0.93

• Cash Flow does not reflect impact of actual vs. planned performance

• Current Schedule Does not reflect when we will finish based on production

• Average time to receive performance indicators, 32 days after root cause


Quick Fix

“To Detail or not Detail?

That is the Question.

Whether tis nobler in the mind to sling through piles of data or take arms against it”

Lesser KnownBarry Shakespeare

How much is to much?

Building Perfection in Progress

Progress1. Eliminate Internal Speculation – Determine Consistent Method of Measurement (Qty/%)

2. Report on Summary – Record , Capture Detail

3. Open progress to vendor input on measurements

4. Leverage the schedule for true EVM performance (SPI, CPI)

5. Standardize WBS for consistent current and historical measurement

Create Model for Project Reconciliation against ERP

Now vs. Later

End of Project Real Progress = Actual Hours/Total

Late to modify Performance

Progress by Hours…

ManualProgressPhaseHours/Cost

Hours Spent

Principles Applied

• Budget• Time • Receipts• Progress• Actual Cost• Reconciliation

Common Touch Points - Budget

• Master Data (ERP->Cost Model System)• Job/CR/WO/PO numbers• Cost Codes• Cost Types

• Structure, $, Quantities, Dates (Cost Model System->ERP)• Original Budget• Budget Revisions• Change Requests• Work Orders• Purchase Orders• Forecasts

Common Touch Points – Time Entry

• Master Data (ERP<->FIELD SYSTEM)• Job Steps, Job Types, Pay Types• Employees• Equipment

• Date, Account Code, Resource ID, Hrs, Notes, Weather (FIELD SYSTEM->JDE)

Common Touch Points – Purchase Order

• PO, Line Item, Qty Received, Estimated Value, Date Received (FIELD SYSTEM --> ERP)

Common Touch Points Progress Entry

• Date, % Complete, Quantity Complete, Foreman(FIELD System->ERP or ERP->FIELD System)

• **Also Drives Primavera % Complete Calculation

Common Touch Points

• Reconciling G/L to Job Cost ERP <<->> FIELD System• Accrual of Estimated Actual• Quantity/Cost/Man Hours/Equip Hours• Payroll• Asset Management• Procurement Management• Subcontract Management

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Keys to Success

• Initiate at the Cost Model Estimate Level (Calculation of Production)• Time Phase Costs• Cost Phase Scheduling Activities• Cautious Burden in the Field – Leverage Existing Process• Extend Collaboration (Vendor, Owner, EPCM, Contractor)• Leverage Existing Technology (Last 2 Years = API, Size, Bandwidth)• Core Process, Top Down Strategy


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15%-30% Results Outcome


Cost Estimate to Measure Original Plan Strong leadership demands EVM Stakeholders make it clear on accountability Management open to mitigating risk on results EVM at the program level EVM planned detail Use past performance Integrate: Cost, Schedule and Performance Visual Planning, Execution

CoreEVM

Cost Management

ERP

Project Structure

Budget Values (original budget, curr. budget, curr. est.)

End Result - Project Reconciliation – Holistic

CRM

Estimate

Quote Mgmt

ProgressMeasurement

Scheduling(P6 & MSP)

Document Management - SharePoint

Vendor POs

Contracts & Change Orders

Actuals Tracking

HR Master Data

Equipment Rates & Types

Takeoff BIM

Materials Master & Pricing

Vendor Master

Project Number

Pay Items

Project Status

WBS Structure & Dates

Schedule Dates

Current Forecast

Earned Values

(optional) Time Entry (hours & Qtys)

Actuals

Customer, Opportunity, or

Project Information

Estimate Pricing

Doc

umen

t

Link

Doc

umen

t

Link

Material Qtys

Field DataMobileLogix

Control Tower

Time Entry (hours & qtys)

MobileField Collection

MobileLogix

Send SAP Vendor and Material Data to Field System

Receive Budget Values from Cost Model into SAP WBS

SAP Actual Quantities and Dollars Compared to Original Budget

EVM to SAP (QTY/% Complete) % from Field Data System

Forecast Dollars & Quantities from Field Data System to SAP

Field Data Pay Items to SAP for AR & Revenue Recognition

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Core Collaboration – Non-glamorous


AFE’sAccount Codes

Cost CodesCost

GL CodeAccount Codes

Cost Codes

GL CodeAccount Codes

Cost CodesWork Package

AreaDiscipline

Quantities (Unit)Man / Equip Hr

%

Account CodesCost Codes

AreaDiscipline

Rules of Credit / %

Estimate / Planning Accounting

Field ExecutionCollaborationExternal

Redefining Customer Service

Re-Define Customer Service

• Expectations Schedule Time

• Visibility Performance

• Communication Throughout Field Touch Points

Number 1 Field Complaint = “Where is my person?”

See Every Activity…

• Project Status

• Plan vs. Progress

• % Complete/Qty Update

• Cash Flow, Earned Value

• Resource Planning

• Exception Alerts

• Expedite Invoicing

Visibility:

Answer: How the Project/Work is doing….

Web / IPAD Based “Control Tower” View

Launch New Activity

Add/ModifyEquipment

ScheduleSub/Crew

Todays Tasks within the Project“Play of the Day”

Scheduled/Assigned Activities

Vehicles/Equipment Requiring Maintenance

Material Add/Search/Location

Activity Assigned on Resource Expertise

Transparent Field to Plan Comparison

Schedule of Activities

Work Package A

Work Package B

Work Package C

Planned / Estimated Execution / Controls Owner / Reporting

Cost / ProductivityQty / % Complete

Planned vs. Actual Performance Comparison

Transparent Field to Plan Comparison

Schedule of Activities

Planned / Estimated Execution / Controls Owner / Reporting

ACTIVITY ID / WORK PACKAGE Schedule ID

Cost Code / Account Code Rollup

Schedule ID ACTIVITY ID / WORK PACKAGE

Owner ReportsCost Overrun

Past Due ActivitiesRoll Up Cost Codes

Manage Vendors and Self Perform Work

View Today’s Assigned Jobs“Play of the Day”

Including Resources, Material, Equipment.

Categorized by:Sub Contractor’s

Self Perform Work

Assign Unscheduled Activities

View Unscheduled ActivitiesTo Assign

Attach Images and Notes from Field

Insert User Based Reminder Notes for Daily / WeeklyTasks

Activity Scheduler

Schedule Daily ActivitiesBy Craft Expertise, Availability

For weekly planning

Joe’s crew is available andIs qualified to performThis weeks activities

Organize Work Types and Categories

Work TypesBy Classification Category

Water Treatment

Material / Inventory Reorder Alerts

Receive Inventory ReorderAlerts On Material for Operations,

Construction, and Equipment

Vehicle Maintenance Management

Real time updates visible in Control Tower

Vehicle / EquipAssigned to Sub / Supervisor

Update / AlertVehicle / Equipment

Maint. Records In the Field

Past/Present View of All Activities/Resources/Equipment/Vehicles

View Current Location of Sub/Self Perform

View Current Location of Equipment / Vehicles

View Status of Jobs by Location

View Historic Activity/ResourceBy Activity ID

No Service RequiredNo App to Download

No Batteries to ChargeNative to Device

Field to Control Tower Workflow

Field Select ActivitySelect In ProgressSelect Complete

Time/GPS Reflected in Record

Updates from Field on All Activities

Are displayed in Control Tower Status

Safety Certification Reports / Meetings

Sub Contractor Insurance On File

Safety Qualification

Meeting Requirements:Pre Construction Meeting

Site Safety OrientationForeman’s Site Requirement Review

Foreman’s MeetingSafety Review

Daily Safety Walk Around Checklist

Quick Start Set Up…

Leverage existing• Configure All Master Data

• Employee Master• Inventory Master• Vendor Master• Equipment Master• Material Master

Connect master data with Event Monitor for Master Data Updates

Anatomy of a Project

Project

Job Type

Job

Work Type(Activity)

Work Package

Job Skill

Labor Rates

Hours

Price

Material

Unit Cost

ServiceableAssets

(Recurring)Location

Vehicles

EquipmentStaffSchedule

Contact:

Ron Babich Co-Founder/CEO

Email: [email protected]

Telephone: 602-492-8940

THANK YOU106

breaking evm

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