ceu making project management work in the real world
TRANSCRIPT
CEU
Making Project Management Work in the Real World
Proprietary Information Of Energy 2013
The best way to manage projects is by properly using proper Project Cost Management
Proprietary Information Of Energy 2013
ACRONYM TERM / FORMULA MEANING
AC Actual Cost What did it actually cost us to do the work/complete the work?
BAC Budget at Completion How much did we budget to do the work for the entire/total project?
CPI Cost Performance Index EV/AC
The amount of money we are getting back for each $ 1.00 we spent on the project. A measure of efficiency. ( Good = > $1.00; Bad = < $1.00)
CV Cost Variance EV-AC=
When we check the costs, are we under budget or over budget? [Positive = under budget; negative = over budget] ( Good = + Bad = -– )
EAC Estimate at Completion Today, what do we anticipate/expect/estimate it will have cost us to have completed the total or entire project?
ETC Estimate to Complete BAC/CPI =
or AC+ETC= or AC + (BAC-EV)= or
AC + [(BAC-EV)/CPI]=
From today, what do we think it will cost us to complete the total or entire project? [We know how much we spent already up to today, so how much more will we need to spend to complete all the rest of the work to complete the entire/total project?]
EV Earned Value What is the expected or estimated cost of the work we have actually completed?
PV Planned Value What is the expected or estimated cost of the work we planned to complete or get done?
SPI Schedule Performance Index
EV/PV=
When we check the schedule, we are only progressing at ____% of the rate we planned to progress at. This is a measure of efficiency. ( Good = > 100%; Bad = < 100%)
SV Schedule Variance EV-PV=
When we check the schedule are we ahead of schedule or behind schedule. [Positive = ahead of schedule; negative = behind schedule] ( Good = + Bad = -– )
VAC Variance at Completion BAC – EAC =
At the end of the project, how much under or over budget do we expect to be?
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Earned Value Acronyms
Proprietary Information Of Energy 2013
Earned Value Analysis
Planned Value = Budgeted Cost of Work Scheduled PV = BCWS
Earned Value = Budgeted Cost of Work Performed EV = BCWP
Actual Cost = Actual Cost of Work Performed AC = ACWP
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Spending PlansPoint in Time e.g. Today
BAC
EAC
PV
AC
Original Spending Plan
Actual Spending Plan
Future Spending Plan
ETC
VAC
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Earned Value FormulasEarned Value EV = BAC * % Comp
Cost Variance CV = EV - AC
Schedule Variance
SV = EV - PV
Cost Perf Index
CPI = EV / AC
Schedule Perf Index
SPI = EV / PV
Est at Completion
EAC = AC / % Comp
Est to Complete
ETC = EAC - AC
Variance at Completion
VAC = BAC - EAC
New with 4th Edition
TCPI = BAC-EV / BAC-AC
Proprietary Information Of Energy 2013
Net Present Value (NPV)• NPV is the present value of cash inflow
minus the initial capital investment. Always take the greater NPV choice.
• Present Value = (Future Value) / (1 + r)n
– r = interest rate
– n = number of interest rate time periods
• NPV = sum of [ FV / (1+r)n ] - II- II represents the Initial Investment
Proprietary Information Of Energy 2013
Types of CostCost estimates can be comprised of multiple types of cost
Cost Type Description Example
Fixed Costs that stay the same throughout the life of a project
Piece of equipment
Variable Costs that vary on the project Hourly laborFuel for equipment
Direct Costs that are billed directly to the project
Software licensesTeam’s salary
Indirect Overhead costs that are shared and allocated among several/all projects
Manager’s salary
Sunk Costs that have been invested or expended
Unrecoverable past expenditures
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Budget EstimatingTop-Down Estimating (Rough Estimate)
Bottom-Up Estimating
Rough Order of Magnitude (ROM) - 50 % to + 100 %
Completed during initiation (not very accurate)
Budget - 10 % to + 25 %
Completed during early planning (better accuracy)
Definitive - 5 % to + 10 %
Completed during late planning
Budget Estimates
“Most Accurate”
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EARNED VALUE MANAGEMENT
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What Is It ?
Why Do I Need It ?
How Do I Do It?
Earned Value Analysis
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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
Proprietary Information Of Energy 201318
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 complete
Source: The Standish Group
Proprietary Information Of Energy 201319
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
Proprietary Information Of Energy 201320
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.
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What’s more Important?
• Knowing where you are on schedule?
• Knowing where you are on budget?
• Knowing where you are on work accomplished?
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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.
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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).
Proprietary Information Of Energy 201324
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
Proprietary Information Of Energy 201325
And One More Reason
Why You Need EVA
?
Proprietary Information Of Energy 201326
Because It’s the law !
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."
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How’s this project doing?
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Jan-03 Feb-03 Mar-03 Apr-03 May-03 Jun-03 Jul-03 Aug-03 Sep-03 Oct-03 Nov-03 Dec-03
Projected
Actual
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Let’s Take A Look Under The Hood
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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?
Proprietary Information Of Energy 201330
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:
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WBS & Decomposition…
A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition, Figure 5-13
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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
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Some New(er) TermsBCWS - Budgeted Cost of Work Scheduled
ACWP - Actual Cost of Work Performed
BCWP - Budgeted Cost of Work Performed
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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.
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BCWS - Budgeted Cost of Work Scheduled
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BCWS
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Earned Value Definitions (cont.)
ACWP: “Actual Cost of Work Performed”
Cost incurred to accomplish the work that has been done to date.
Proprietary Information Of Energy 201337
ACWP - Actual Cost of Work Performed
49000
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BCWP
ACWP
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Earned Value Definitions (cont.)
•BCWP: Budgeted Cost of Work Performed
The planned (not actual) cost to complete the work that has been done.
Proprietary Information Of Energy 201339
BCWP - Budgeted Cost of Work Performed
49000
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BCWP
BCWS
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5500049000
56000
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BCWS
BCWP
ACWP
The Whole Story
Proprietary Information Of Energy 201341
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.
FYI
Proprietary Information Of Energy 201342
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
FYI
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•SPI: Schedule Performance IndexSPI=BCWP/BCWS SPI<1 means project is behind schedule•CPI: Cost Performance Index
CPI= BCWP/ACWPCPI<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 MetricsFYI
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Performance MetricsSPI: 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
Cost Schedule Index (combined)
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Making ProjectionsOnce a project is 10% complete, theoverrun at completion will not be lessthan the current overrun.
Once a project is 20% complete,the CPI does not vary from its currentvalue by morethan 10%.
The CPI and SPI are statistically accurate indicators of final cost results.
Source: Defense Acquisition University
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10200090882
103865
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BCWS
BCWP
ACWP
Making Projections
Today
Proprietary Information Of Energy 2013
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116,571
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BCWS
BCWP
ACWP
Estimate to Complete
Today
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A New Criteria
Activities “earn value” as they are completed.
The value earned is the WBS budgeted cost of the activity completed to date.
Proprietary Information Of Energy 201349
Value of Earned Value
• Schedule Status Reporting• Cost Status Reporting• Forecasting
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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’
FYI
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A-11, Part 7 Requires an EVMSSo 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:
FYI
Proprietary Information Of Energy 201352
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
Proprietary Information Of Energy 201353
Shortcomings of Earned Value
• Quantifying/measuring work progress can be difficult.
• Time required for data measurement, input, and manipulation can be considerable.
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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
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Summary
In order to manage a real-world project, a complete understanding and accounting of all time, costs and work must be part of your regular routine.
Proprietary Information Of Energy 2013
Earned Value Analysis