Project Evaluation and Control
Chapter 13
2007 Pearson Education
13-1
The Project Control Cycle
1. Setting a Goal
4. Taking Action
and Recycling
the Process
2. Measuring
Progress
3. Comparing Actual
with Planned
13-2
The Project S-Curve
Cumulative Cost
($ in thousands)
60
$10,000 Negative Var
40
Cumulative
Budgeted Cost
20
Cumulative
Actual Cost
5
10
15 20 25 30 35 40 45 50
Elapsed Time (in weeks)
13-3
Milestone Analysis
Milestones are events or stages of the project
that represent a significant accomplishment.
Milestones
signal the team and suppliers
can motivate the team
offer reevaluation points
help coordinate schedules
identify key review gates
delineate work packages
13-4
Tracking Gantt Chart
Project status is updated by
linking task completion to the
schedule baseline
13-5
Earned Value Management
Cost
Project
S-Curves
Performance
Cost
Schedule
Cost
Earned
Value
Performance
Performance
Schedule
Tracking Control Charts
Schedule
13-6
Earned Value Terms
Planned value
Earned value
Actual cost of work performed
Schedule performance index
Cost performance index
Budgeted cost at completion
13-7
Steps in Earned Value Management
1. Clearly define each activity including its resource
needs and budget
2. Create usage schedules for activities and resources
3. Develop a time-phased budget (PV)
4. Total the actual costs of doing each task (AC)
5. Calculate both the budget variance (CV) and
schedule variance (SV)
13-8
Earned Value Milestones
AC
Actual
Overspend
Cost
PV
EV
Budget
Slip
Scheduled
Performed
Schedule
13-9
Value
8=80%(10)
Earned Value Example
Activity
Staffing
Jan Feb Mar April Plan %C Value
8
15
100
15
Blueprint
10
80
Prototype
10
60
33
38
30
Design
Mon Plan
17
Cmltv
15
21
38
Mon Act
11
13
Cmltv Act
19
27
40
Cumulative
40=8+11+8+13
Earned Value
30=15+8+6+1
Planned Value
38=15+10+10+3
13-10
Earned Value Example
Schedule Variances
Planned Value (PV) = 38 = 15+10+10+3
Earned Value (EV) = 30 = 15+8+6+1
Schedule Performance Index = .79 = 30/38 = EV/PV
Estimated Time to Completion = (1/.79)x4=5
Cost Variances
Actual Cost of Work Performed (AC) = 40 = 8+11+8+13
Cost Performance Index = .75 = 30/40 = EV/AC
Estimated Cost to Completion = 50.7 = (1/.75)x38
13-11
Completion Values in EVM
Accurate and up-to-date information is critical
in the use of EVM
0/100 Rule
50/50 Rule
Percentage Complete Rule
13-12
Human Factors in
Project Evaluation & Control
Optimistic progress reports
Level of detail
Process evaluation
Non-technical performance measurement
13-13
Critical Success Factors in the
Project Implementation Profile
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Project mission
Top management support
Project plans & schedules
Client consultation
Personnel
Technical tasks
Client acceptance
Monitoring & feedback
Communication channels
Troubleshooting
13-14
