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over 150mm thick Lightweight Concrete Blockwork, under 100mm thick Lightweight Concrete Blockwork, under 100-150mm thick Lightweight Concrete Blockwork, over 150mm thick Heavyweight Concrete Blockwork, under 100mm thick Heavyweight Concrete Blockwork, under 100-150mm thick Heavyweight Concrete Blockwork, over 150mm thick Face Finish, Raked Out Face Finish, Bag Rubbed Face Finish, Flush Pointing Slow 1.8 1.4 1.2 1.5 1.4 1.2 1.4 1.2 1.1 Ave 2.5 1.9 1.6 2.2 1.9 1.6 2.1 1.6 1.4 71.4 29.4 17.6 Fast 3.2 2.5 2.1 2.9 2.1 2.0 2.9 2.1 1.8 -
Uni m2 m2 m2 m2 m2 m2 m2 m2 m2 m2 m2 m2
Schedule Performance Index (SPI) = Earned Value / Planned Value Cost Performance Index (CPI) = Earned Value / Actual Cost Schedule Variance (SV) = Earned Value Planned Value Cost Variance (CV) = Earned Value Actual Cost
EVA highlights trends and allows outturns to be predicted and has been shown to be a very accurate project management tool. Much of the reason for this is that it imposes good project management disciplines. In the development phase it requires detailed pre-planning and the preparation of a resourced programme linked to the price or budget for the project. Subsequently during the implementation phase, it requires the collection of as-built records and the analysis of actual performance against the plan. Practical difficulties, such as a potential reluctance by trade contractors to provide required information, must be anticipated and pre-empted. Tender documentation should be drafted to include a stipulation that detailed cost and resource information must be provided and in this way EVA can be used to manage trade packages as well as the project as a whole. Below is an example that will elaborate a simplistic explanation of EVM principle and application, it uses the PMBOK-4th edition acronyms. Tricia is the Planner in charge of 20 miles of sidewalk project. According to your plan, the cost of construction will be $15, 000 per miles and will take 8 weeks to complete. 2 weeks into the project, you have spent $55, 000 and completed 4 miles of sidewalk, and you want to report performance and determine how much time and cost remain. Solution: BAC = [How much we originally expected this project to cost]-BUDGET = [20 miles of sidewalk] x [$15,000 per mile] = $300, 000.00 PV = [How much work was planned for this point in time] = Planned % complete x BAC = [2 weeks completed on an 8 weeks schedule] x BAC = 2/8 x 300,000 = $75, 000.00 EV = [How much has been earned on the project] = Actual % complete x BAC = [4 miles of sidewalk has been completed as against 20 miles] x BAC = 4/20 x 300, 000 = $60,000
AC = [The amount of cost you have incurred so far on the project] = $55,000.00 After establishing these parameters, you can now calculate the following; 1. CV = EV AC (CV= Cost Variance) = 60,000 55, 000 = $5000 2. SV = EV PV (SV = Schedule Variance) = 60,000- 75,000 = -$15,000 3. CPI = EV/AC (CPI = Cost Performance Index 1 >= We are doing good on cost <=1; we are overspending) = 60000/55000 = 1.09 4. SPI = EV/PV (SPI = Schedule Performance Index; >=1; we are on schedule, <=1; we are behind schedule) = 60000/75,000 = 0.8 5. EAC = BAC/CPI = 300,000/1.09 = $275,229.36 ETC = EAC AC = 275,229.36 55, 000 = $220,229.36 6. ETC = EAC AC = 275,229.36 55, 000 = $220,229.36 7. VAC = BAC EAC = 300000 275,229.36 = $24770.64 8. This is the latest inclusion that has always been overlooked; TCPI= To Complete Performance Index; it means in order to stay within budget, what rate must we meet for the remaining of the work ("this project crystal ball") TCPI = BAC - EV / BAC - AC = 300,000 - 60, 000 / 300,000 - 55, 000 = 240,000/245,000 = 0.98 ~98% (so we must be maintaining 98% of the activity progression with EV, AC and PV so to complete the project on time and within budget)
Apply it you will always see the benefits, this a core fundamental truth that everyone in the Planning field should try to understand. If you want to learn more, buy the PMI book on EV, it was written by the Primavera guys Mr Quentin and Mr Koppell
Planning Terms
Posted Thu, 2009-01-29 07:36 by Technical Develop... Planning Terms
Activity Activity Duration Activity ID Arrow Diagram Method BCWS Bar Bar Chart Baseline Schedule Budget Calendar Constraint Cost Engineering Critical Activity Critical Path Critical Path DRAG Critical Path Method Current Schedule Cycle Time DRAG Cost Data Date Earliest Finish Date
Earliest Start Date Earned Value Analysis Finish-to-Finish Free Float Gantt Chart Hammock Integrated Master Schedule Integrated Project Delivery (IPD) Key Performance Indicator Latest Finish Date Latest Start Date Linear Planning Master Programme Mitigation PERT Planning Planning Planet Precedence Diagram Method Programme Progress Override Progress Report Project Controls Relationship Retained Logic Road Map Schedule Performance Index Schedule Update Schedule Variance Scheduling Slippage Start-to-Finish Start-to-Start Time Impact Analysis Time Now Total Float Turnaround Document Variance What-If Analysis Windows Analysis Work Breakdown Structure Work Package