using earned value to track progress - pmipmibaltimore.org/pmi/events/attachments/1444805.pdf ·...

Last Revision: November 2008Last Revision: November 2008 ©© 20002000--2009 Edwards Project Solutions. All rights reserved.2009 Edwards Project Solutions. All rights reserved.

®CLIENT PROJECT SUCCESSON TARGET ON TIME ON BUDGET

Using Earned Value to Track Using Earned Value to Track ProgressProgress

The PB&J ProjectThe PB&J Project

Last Revision: February 2009Last Revision: February 2009 ©© 20002000--2009 Edwards Project Solutions. All rights reserved.2009 Edwards Project Solutions. All rights reserved.

Using Earned Value to Track ProgressUsing Earned Value to Track ProgressWhat can you tell me about this project?What can you tell me about this project?

Is itIs it…… on schedule,on schedule, ahead schedule,ahead schedule, or behind schedule?or behind schedule?

Is itIs it…… on budget, on budget, over budget, over budget, or under budget?or under budget?

Will the project finish on time?Will the project finish on time?

0

1

2

3

4

5

0 6 12 18 24

Actuals 3.2M

Budget Plan 3.8M

Budget at Completion 4.9M

Project Current Status Point

C

O

S

T

S

(M)

Time (Months ARO)

THE XYZ PROJECT


Using Earned Value to Track ProgressUsing Earned Value to Track ProgressWhat do we know about the projectWhat do we know about the project……We know the original budget (the plan)We know the original budget (the plan)

We know what we spent to date We know what we spent to date ----BUTBUT----

Without additional information to show the project status Without additional information to show the project status ---- ---- we we DONDON’’TT know what progress we have made (if any)know what progress we have made (if any)

Earned value metrics can give us the whole pictureEarned value metrics can give us the whole picture

0

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0 6 12 18 24

Actuals 3.2M

Budget Plan 3.8M

Budget at Completion 4.9M

Project Current Status Point

C

O

S

T

S

(M)

Time (Months ARO)

THE XYZ PROJECT


Using Earned Value to Track ProgressUsing Earned Value to Track ProgressWhat is Earned ValueWhat is Earned Value

An earned value management system (EVMS) integrates the project An earned value management system (EVMS) integrates the project work scope with the schedule and cost elements of the project towork scope with the schedule and cost elements of the project to

optimize status and control.optimize status and control.


Using Earned Value to Track ProgressUsing Earned Value to Track ProgressWhat is Earned Value What is Earned Value -- A Brief SynopsisA Brief Synopsis

EVMS is based upon breaking the project into manageable pieces cEVMS is based upon breaking the project into manageable pieces called alled ““Work PackagesWork Packages””

Each work package defines a piece of the work to be performed. Each work package defines a piece of the work to be performed. It can define It can define several activities or tasks and the resources required to perforseveral activities or tasks and the resources required to perform them m them Each activity (task) will have one to several resources assignedEach activity (task) will have one to several resources assigned

Therefore the activityTherefore the activity’’s s ““WorkWork”” may be greater than the durationmay be greater than the durationWork packages may also have Work packages may also have ““Other Direct CostsOther Direct Costs”” (ODC) assigned such as (ODC) assigned such as materials, subcontractors, vehicles, etc.materials, subcontractors, vehicles, etc.WP Budget = (work assigned to each resource) x (resourceWP Budget = (work assigned to each resource) x (resource’’s rate) + (s rate) + (ODCsODCs) ) The work package will also describe how this The work package will also describe how this ““BudgetBudget”” will be expended will be expended across time across time -- i.e.; The Work Schedule i.e.; The Work Schedule Each work package must have an evaluation criteria for determiniEach work package must have an evaluation criteria for determining the ng the percent completion of the activity (task) percent completion of the activity (task) –– ““what means donewhat means done””


Using Earned Value to Track ProgressUsing Earned Value to Track ProgressWhat is Earned Value What is Earned Value -- A Brief SynopsisA Brief Synopsis

The work packages are then added together across time to create The work packages are then added together across time to create a a ““PlanPlan”” for for the projectthe project

As the work packages are completed and the performance evaluatedAs the work packages are completed and the performance evaluated (against (against the WP evaluation criteria), value is the WP evaluation criteria), value is ““EarnedEarned”” against the planned cost against the planned cost (the(the““WP BudgetWP Budget””) of the work package) of the work package

The value The value ““EarnedEarned”” against work packages is against work packages is NOTNOT linked to the actual cost to linked to the actual cost to perform or complete the workperform or complete the work

Status Status ---- I have spent 50% of the budget so therefore I am 50% complete I have spent 50% of the budget so therefore I am 50% complete ---- StatusStatus


An Earned Value ExampleAn Earned Value ExampleProject: Building a Peanut Butter and Jelly Sandwich Project: Building a Peanut Butter and Jelly Sandwich (PB&J)(PB&J)

Primary Resource: Mom (Rate: $0.02)Primary Resource: Mom (Rate: $0.02)

But Wait a Minute!But Wait a Minute!thatthat’’s $0.02/sec ands $0.02/sec and……

$0.02/sec = $1.20/min$0.02/sec = $1.20/min

$1.20/min = $72.00/hr$1.20/min = $72.00/hr

$72.00/hr = $72.00/hr = $150,000/year$150,000/year

Is that better??Is that better??


An Earned Value ExampleAn Earned Value ExampleProject: Building a Peanut Butter and Jelly Sandwich Project: Building a Peanut Butter and Jelly Sandwich (PB&J)(PB&J)

Materials and Tools: Materials and Tools: Bread; Peanut Butter; Jelly; Bread; Peanut Butter; Jelly; Knife; Cutting BoardKnife; Cutting Board

Tasks:Tasks:Lay out Bread onto the Cutting BoardLay out Bread onto the Cutting BoardObtain and Open Peanut Butter JarObtain and Open Peanut Butter JarSpread Peanut Butter on Each Slice of BreadSpread Peanut Butter on Each Slice of BreadObtain and Open the Jelly JarObtain and Open the Jelly JarSpread the Jelly onto One Slice of BreadSpread the Jelly onto One Slice of BreadPlace 2 Slices of Bread together and Cut the Sandwich in HalfPlace 2 Slices of Bread together and Cut the Sandwich in HalfDeliver the SandwichDeliver the Sandwich


An Earned Value ExampleAn Earned Value ExampleOur Project Task Estimates:Our Project Task Estimates:

Task No. Task Description Estimated Work

(Seconds)Estimated Cost(Work x Rate)

Cumulative Planned Project Costs

Planned Value (PV)

1 Lay out Bread onto the Cutting Board 60 sec. $1.20 $1.20

2 Obtain and Open Peanut Butter Jar 30 sec. $0.60 $1.80

3 Spread Peanut Butter on Each Slice of Bread 40 sec. $0.80 $2.60

4 Obtain and Open the Jelly Jar 30 sec. $0.60 $3.20

5 Spread the Jelly onto One Slice of Bread 20 sec. $0.40 $3.60

6 Place 2 Slices of Bread together and Cut in Half 30 sec. $0.60 $4.20

7 Deliver the Sandwich 60 sec. $1.20 $5.40

Totals: 270 sec. $5.40

Task 1 Task 2 Task 3 Task 4 Task 5 Task 6 Task 7


An Earned Value ExampleAn Earned Value ExamplePlot the Cumulative Planned Project Costs (PV):Plot the Cumulative Planned Project Costs (PV):

Our Project Budget Planning is Now CompleteOur Project Budget Planning is Now Complete

We are Ready to Start our ProjectWe are Ready to Start our Project

Total Estimated Project Costs (BAC): $5.40

4.20

1.201.80

3.603.20

2.60

5.40

$0.00

$1.00

$2.00

$3.00

$4.00

$5.00

$6.00

0 60 90 130 160 180 210 270Time (Seconds)

Cos

t ($)

PV


An Earned Value ExampleAn Earned Value ExampleThe Project is now Underway The Project is now Underway

180 seconds has elapsed and we are requested to provide status o180 seconds has elapsed and we are requested to provide status on our n our projectproject

According to our original plan, atAccording to our original plan, at180s we should have completed180s we should have completedTasks 1 through 5Tasks 1 through 5

We should be ready to start task We should be ready to start task 6, 6, ““Place 2 Slices of Bread Place 2 Slices of Bread together and Cut in Halftogether and Cut in Half””

Unfortunately, we ran into a Unfortunately, we ran into a problem! problem!

Task No. Task Description Estimated

Work

Planned Elapsed

Time

1 Lay out Bread onto the Cutting Board 60 sec. 60 sec.

2 Obtain and Open Peanut Butter Jar 30 sec. 90 sec.

3 Spread Peanut Butter on Each Slice of Bread 40 sec. 130 sec.

4 Obtain and Open the Jelly Jar 30 sec. 160 sec.

5 Spread the Jelly onto One Slice of Bread 20 sec. 180 sec.

6 Place 2 Slices of Bread together and Cut in Half 30 sec. 210 sec.

7 Deliver the Sandwich 60 sec. 270 sec.

180 sec.180 sec.


An Earned Value ExampleAn Earned Value ExampleThe Problem and SolutionThe Problem and Solution

The problem: The problem: When Mom opened the jar of jelly, she discovered it to be moldy When Mom opened the jar of jelly, she discovered it to be moldy and and could not use it.could not use it.

The solution:The solution:Fortunately, Mom had an extra jar of jelly in the closet and senFortunately, Mom had an extra jar of jelly in the closet and sent Dadt Dadto get it. Dad retrieved the new jar and placed it on the countto get it. Dad retrieved the new jar and placed it on the counter nexter nextto Mom. to Mom. However However ---- It took an extra 20s to retrieve the second jelly jar by Dad anIt took an extra 20s to retrieve the second jelly jar by Dad and the d the jar is still not opened.jar is still not opened.Therefore:Therefore:

Task 4, Task 4, ““Obtain and Open the Jelly JarObtain and Open the Jelly Jar”” is only 50% completed;is only 50% completed;It has taken 50s to complete half (50%) of Task 4;It has taken 50s to complete half (50%) of Task 4;And, Dad (an unplanned resource) has worked 20s on the project.And, Dad (an unplanned resource) has worked 20s on the project.

DadDad’’s Rate is also $0.02/Sec.s Rate is also $0.02/Sec.


An Earned Value ExampleAn Earned Value ExampleLets summarize our current statusLets summarize our current status

Clearly we are now behind schedule and we still have to perform Clearly we are now behind schedule and we still have to perform the 2nd the 2nd half of Task 4, half of Task 4, ““Opening the Jelly JarOpening the Jelly Jar””


Work

Planned Elapsed

Time

Status (% Completion)

Actual Time Spent

Actual Time Spent

1 Lay out Bread onto the Cutting Board 60 sec. 60 sec. 100% 60 sec. 60 sec.

2 Obtain and Open Peanut Butter Jar 30 sec. 90 sec. 100% 30 sec. 90 sec.

3 Spread Peanut Butter on Each Slice of Bread 40 sec. 130 sec. 100% 40 sec. 130 sec.

4 Obtain and Open the Jelly Jar 30 sec. 160 sec. 50% 50 sec. 180 sec.

5 Spread the Jelly onto One Slice of Bread 20 sec. 180 sec. - - -

6 Place 2 Slices of Bread together and Cut in Half 30 sec. 210 sec. - - -

7 Deliver the Sandwich 60 sec. 270 sec. - - -


An Earned Value ExampleAn Earned Value ExampleLets determine our actual costs to date for the project (AC)Lets determine our actual costs to date for the project (AC)

We know Mom has charged fullWe know Mom has charged full--time since the beginning of the project and time since the beginning of the project and has worked on ALL the tasks (180s x $0.02 = $3.60)has worked on ALL the tasks (180s x $0.02 = $3.60)Dad got involved on the 4th task and spent 20s obtaining the extDad got involved on the 4th task and spent 20s obtaining the extra jelly jar ra jelly jar (20s x $0.02 = $0.40).(20s x $0.02 = $0.40).


Work

Actual Time

(Mom)

Actual Time (Dad)

Cumulative Actual Costs

Actual Costs (AC)

1 Lay out Bread onto the Cutting Board 60 sec. 60 sec. 0 sec. $1.20

2 Obtain and Open Peanut Butter Jar 30 sec. 30 sec. 0 sec. $1.80

3 Spread Peanut Butter on Each Slice of Bread 40 sec. 40 sec. 0 sec. $2.60

4 Obtain and Open the Jelly Jar 30 sec. 50 sec. 20 sec. $4.00

5 Spread the Jelly onto One Slice of Bread 20 sec. - - -

6 Place 2 Slices of Bread together and Cut in Half 30 sec. - - -

7 Deliver the Sandwich 60 sec. - - -

Totals: 270 sec.


An Earned Value ExampleAn Earned Value ExamplePlot the actual costs (AC) incurred on the projectPlot the actual costs (AC) incurred on the project--to date:to date:

The Actual Costs (AC) incurred on this project to date are $4.00The Actual Costs (AC) incurred on this project to date are $4.00 verses the verses the $3.60 that was planned $3.60 that was planned

Thus we have spent more than we planned to this point.Thus we have spent more than we planned to this point.

4.20

1.20 1.80

3.603.20

2.60

5.40

4.00

$0.00

$1.00

$2.00

$3.00

$4.00

$5.00

$6.00

0 60 90 130 160 180 210 270Time (Seconds)

Cos

t ($)

PVAC



An Earned Value ExampleAn Earned Value ExampleNow lets determine our earned performance value (EV)Now lets determine our earned performance value (EV)

The Earned Performance Value or Earned Value (The Earned Performance Value or Earned Value (““EVEV””) for the project is ) for the project is based on the percent completion for based on the percent completion for each taskeach task in the project in the project ––timestimes–– the the original budget established for that task. original budget established for that task.

(Task Earned Value = Task % Completion x Original Estimated Task(Task Earned Value = Task % Completion x Original Estimated Task Cost)Cost)Task No. Task Description Estimated

WorkPlanned

Cost

Cumulative Planned

Cost

Cumulative Actual Time

Spent


Status Value

Earned

Cumulative Earned Performance

Earned Value (EV)

1 Lay out Bread onto the Cutting Board 60 sec. $1.20 $1.20 60 sec. 100% $1.20 $1.20

2 Obtain and Open Peanut Butter Jar 30 sec. $0.60 $1.80 90 sec. 100% $0.60 $1.80

3 Spread Peanut Butter on Each Slice of Bread 40 sec. $0.80 $2.60 130 sec. 100% $0.80 $2.60

4 Obtain and Open the Jelly Jar 30 sec. $0.60 $3.20 180 sec. 50% $0.30 $2.90

5 Spread the Jelly onto One Slice of Bread 20 sec. $0.40 $3.60 - - - -

6 Place 2 Slices of Bread together and Cut in Half 30 sec. $0.60 $4.20 - - - -

7 Deliver the Sandwich 60 sec. $1.20 $5.40 - - - -

Totals: 270 sec. $5.40


An Earned Value ExampleAn Earned Value ExamplePlot the status value earned (EV) to date:Plot the status value earned (EV) to date:

The total value earned in status to date is $2.90 The total value earned in status to date is $2.90 This is less than what was planned, $3.60; This is less than what was planned, $3.60;

We did not finish as much as we planned. Thus, we are behind scWe did not finish as much as we planned. Thus, we are behind schedule. hedule.

4.20

1.20 1.80

3.603.20

2.60

5.40

4.00

2.90

$0.00

$1.00

$2.00

$3.00

$4.00

$5.00

$6.00

0 60 90 130 160 180 210 270Time (Seconds)

Cos

t ($)

PVACEV



An Earned Value ExampleAn Earned Value ExampleFinally, let determine what it will take to finish our project, Finally, let determine what it will take to finish our project, the estimate to complete (ETC)the estimate to complete (ETC)

Since Task 4 was only 50% complete, it will require another 15s Since Task 4 was only 50% complete, it will require another 15s to complete to complete by Mom.by Mom.Mom believes the other remaining individual tasks can be completMom believes the other remaining individual tasks can be completed as ed as originally planned and budgetedoriginally planned and budgeted..

Task Description Estimated Work

Cumulative Actual Time

Spent

Cumulative Actual Costs

to Date


Estimated Work to Finish

Cumulative Time to Finish

Estimated Cost to Finish

Cumulative Cost to

Finish (ETC)Lay out Bread onto the Cutting Board 60 sec. 60 sec. $1.20 100% - -

Obtain and Open Peanut Butter Jar 30 sec. 90 sec. $1.80 100% - -

Spread Peanut Butter on Each Slice of Bread 40 sec. 130 sec. $2.60 100% - -

Obtain and Open the Jelly Jar 30 sec. 180 sec. $4.00 50% 15 sec. 195 sec. $0.30 $4.30

Spread the Jelly onto One Slice of Bread 20 sec. - - 20 sec. 215 sec. $0.40 $4.70

Place 2 Slices of Bread together and Cut in Half 30 sec. - - 30 sec. 245 sec. $0.60 $5.30

Deliver the Sandwich 60 sec. - - 60 sec. 305 sec. $1.20 $6.50

Totals: 270 sec.


An Earned Value ExampleAn Earned Value ExamplePlot the Estimate to Complete the Project (EAC):Plot the Estimate to Complete the Project (EAC):

We now see that due to the problem encounteredWe now see that due to the problem encountered……

It is expected that our sandwich will now cost more and will be It is expected that our sandwich will now cost more and will be delivered delivered late.late.

5.40

1.20 1.80

3.603.20

2.60

4.204.00

2.90

6.505.30

4.804.30

$0.00

$1.00

$2.00

$3.00

$4.00

$5.00

$6.00

$7.00

0 60 90 130

160

180

195

210

215

245

270

305

Time (Seconds)

Cos

t ($)

PVACEVETC


Final Estimate to Complete the Project (EAC): $6.50


BAC=5.40

AC@180s=4.00

EV@180s=2.90

EAC=6.50

$0.00

$1.00

$2.00

$3.00

$4.00

$5.00

$6.00

$7.00

0 60 90 130

160

180

195

210

215

245

270

305

Time (Seconds)

Cos

t ($)

PVACEVETC

An Earned Value ExampleAn Earned Value ExampleNow Now –– Lets look at some Key Measurement pointsLets look at some Key Measurement points

C D

B

E

A

“A” - This distance reflects the amount the project is behind schedule at the current status time (180 seconds).“B” - This reflects the amount of time the project will finish late as compared to the original plan.“C” - This reflects the schedule variance (SV) in dollars (SV=EV-PV).“D” - This reflects the cost variance (CV) in dollars (CV=EV-AC).“E” - This reflects the cost variance at the completion of the project (VAC=BAC-EAC)


An Earned Value ExampleAn Earned Value ExampleConclusions from our Earned Value exercise:Conclusions from our Earned Value exercise:

At the present time (180s into the project) we are approximatelyAt the present time (180s into the project) we are approximately 3030--40 40 seconds behind scheduleseconds behind schedule

(Time at Present EV) (Time at Present EV) -- (Time when current EV was (Time when current EV was ScheduledScheduled))Point Point ““AA”” on the Charton the Chart

We will finish our sandwich 35 seconds lateWe will finish our sandwich 35 seconds late(Time at EAC) (Time at EAC) -- (Time at BAC)(Time at BAC)Point Point ““BB”” on the Charton the Chart

It will cost an addition $1.10 to complete our sandwich for a toIt will cost an addition $1.10 to complete our sandwich for a total cost of tal cost of $6.50 (verses a planned cost of $5.40)$6.50 (verses a planned cost of $5.40)

(BAC) (BAC) -- (EAC)(EAC)Point Point ““EE”” on the Charton the Chart


Using Earned Value to Track ProgressUsing Earned Value to Track ProgressLets take another look at our XYZ ProjectLets take another look at our XYZ Project

This time with earned value status information includedThis time with earned value status information includedNow we see Now we see THE REAL STORY!

0

1

2

3

4

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0 6 12 18 24

Actuals 3.2M (AC)

Budget Plan 3.8M (PV)

Budget at Completion 4.9M (BAC)

Progress Value Earned 2.7M (EV)

Time (Months ARO)Time (Months ARO)

THE XYZ PROJECTTHE XYZ PROJECT

CC

OO

SS

TT

SS

(M)(M) Project Current Status Point


Using Earned Value to Track ProgressUsing Earned Value to Track ProgressThe XYZ Project The XYZ Project –– The Real StoryThe Real Story

Project is behind schedule (7Project is behind schedule (7--months late at this point)months late at this point)Project is over budget ($500K overProject is over budget ($500K over--spent at this point)spent at this point)

0

1

2

3

4

5

0 6 12 18 24

Actuals 3.2M (AC)

Budget Plan 3.8M (PV)

Budget at Completion 4.9M (BAC)

Progress Value Earned 2.7M (EV)

Schedule Variance (SV) 7 Months Late

CPI = 0.844SPI = 0.710

Cost Variance (CV)0.5M

Time (Months ARO)

THE XYZ PROJECT

C

O

S

T

S

(M)


Earned Value Analysis ToolsEarned Value Analysis ToolsFormulas helpful in Earned Value AnalysisFormulas helpful in Earned Value Analysis

Variance MeasurementsVariance MeasurementsCost Variance Cost Variance (CV) = EV (CV) = EV -- ACAC

Schedule Variance Schedule Variance (SV) = EV (SV) = EV -- PVPV

Variance at Completion Variance at Completion (VAC) = BAC (VAC) = BAC -- EACEAC

Cost Variance Percentage Cost Variance Percentage (CV %) = (CV %) = CV CV EVEV

Schedule Variance Percentage Schedule Variance Percentage (SV %) = (SV %) = SV SV PVPV


Earned Value Analysis ToolsEarned Value Analysis ToolsFormulas helpful in Earned Value AnalysisFormulas helpful in Earned Value Analysis

Performance IndicesPerformance IndicesCost Performance Index Cost Performance Index (CPI) = (CPI) = EVEV

ACAC

Schedule Performance Index Schedule Performance Index (SPI) =(SPI) = EVEVPVPV

To Complete Performance Index To Complete Performance Index (TCPI) = (TCPI) = (BAC (BAC –– EV)EV)(EAC (EAC –– AC)AC)


Earned Value Analysis ToolsEarned Value Analysis ToolsFormulas helpful in Earned Value Analysis (cont.)Formulas helpful in Earned Value Analysis (cont.)

Overall StatusOverall StatusProject Percent Complete Project Percent Complete (% Complete) = (% Complete) = EVEV x 100%x 100%

BACBAC

Percent of Project Budget Spent Percent of Project Budget Spent (% Spent) =(% Spent) = ACAC x 100%x 100%BAC (or EAC)BAC (or EAC)

Estimate at CompletionEstimate at CompletionMathematical EAC = Mathematical EAC = BAC BAC -- EV + AC = EACEV + AC = EAC(math)(math)

Cost Performance EAC = Cost Performance EAC = BACBAC = EAC= EAC(CPI)(CPI)

CPICPI

Composite EAC =Composite EAC = (BAC (BAC -- EV)EV) + AC = EAC+ AC = EAC(comp)(comp)

CPI x SPICPI x SPI


Earned Value Analysis ToolsEarned Value Analysis Tools

Indicators to Look for in Earned Value AnalysisIndicators to Look for in Earned Value Analysis

Measurement A Good Thing A Bad ThingCost Variance (CV) 0 or + -

Schedule Variance (SV) 0 or + -

CPI 1.0 1.0

SPI 1.0 1.0

VAC 0 or + -

TCPI 1.0 1.0

≥

≥

≤

<

<

>


Some Good EVM Practices Some Good EVM Practices Following good EVMS practices will yield good resultsFollowing good EVMS practices will yield good results

Develop detailed work breakdown (WBS) Develop detailed work breakdown (WBS) Develop tasks with specific/defined deliverables and labor assigDevelop tasks with specific/defined deliverables and labor assigned to ned to complete those deliverablescomplete those deliverablesCreate a WBS dictionary for all the elements of the WBSCreate a WBS dictionary for all the elements of the WBSDevelop defendable (BOE) estimates for each task (activity) in tDevelop defendable (BOE) estimates for each task (activity) in the WBShe WBSDevelop detailed schedule that Develop detailed schedule that ““connectsconnects”” to the WBSto the WBS

Map contract requirements (CLINS) and deliverables (CDRLs) to Map contract requirements (CLINS) and deliverables (CDRLs) to tasks/subtaskstasks/subtasksEnter information into scheduling/tracking tool and establish a Enter information into scheduling/tracking tool and establish a project project baseline to measure performance againstbaseline to measure performance against

EVM cannot be calculated without a baselineEVM cannot be calculated without a baselineMap/Track labor hours expended against the project baselineMap/Track labor hours expended against the project baselineConduct regular (weekly Conduct regular (weekly --toto-- monthly) reviews to determine schedule and monthly) reviews to determine schedule and overall project statusoverall project statusPerform periodic Estimates to CompletePerform periodic Estimates to Complete


EIA EVMS GuidelinesEIA EVMS GuidelinesThe American National Standards Institute (ANSI) and the The American National Standards Institute (ANSI) and the Electronic Industries Alliance (EIA) has adopted standard Electronic Industries Alliance (EIA) has adopted standard guidelines for Earned Value Management Systems (EVMS) guidelines for Earned Value Management Systems (EVMS) with standard ANSI/EIAwith standard ANSI/EIA--748748--A A

Guidelines for EVMS are available for a fee from Global EngineerGuidelines for EVMS are available for a fee from Global Engineering ing Documents Documents

Website: http://Website: http://global.ihs.comglobal.ihs.com/ / Phone: (800) 854Phone: (800) 854--71797179

Guidelines are high level and goal oriented purposelyGuidelines are high level and goal oriented purposelyIntended to state the qualities and operational considerations oIntended to state the qualities and operational considerations of an integrated f an integrated management system using earned value analysis methods without mamanagement system using earned value analysis methods without mandating ndating detail system characteristicsdetail system characteristicsGives organizations the flexibility to establish and apply a manGives organizations the flexibility to establish and apply a management agement system that suits their management style and business environmensystem that suits their management style and business environmentt


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