Chapter Thirteen Progress and Performance Measurement and Evaluation 13–1 13–2 Where We Are Now 13–2 Project Management 6e. Learning Objectives Identify the four steps for controlling a project Utilize a tracking Gantt to monitor time performance Understand and appreciate the significance of earned value Calculate and interpret cost and schedule variance Calculate and interpret performance and percent indexes Forecast final project cost Identify and manage scope creep 13–3 Chapter Outline 13.1 Structure of a Project Monitoring Information System 13.2 The Project Control Process 13.3 Monitoring Time Performance 13.4 Development of an Earned Value Cost/Schedule System 13.5 Developing a Status Report: A Hypothetical Example 13.6 Indexes to Monitor Progress 13.7 Forecasting Final Project Cost 13.8 Other Control Issues 13–4 13–5 Structure of a Project Monitoring Information System Creating a project monitoring system involves determining: What data to collect How, when, and who will collect the data How to analyze the data How to report current progress to management 13–5 Project Management 6e.

13–6 Project Monitoring Information System Information System Structure What Data Are Collected? Current status of project (schedule and cost) Remaining cost to compete project Date that project will be complete Potential problems to be addressed now Cost and/or schedule overruns and the reasons for them Forecast of overruns at time of project completion 13–6 Project Management 6e. 13–7 Project Monitoring Info. System (cont’d) Information System Structure (cont’d) Collecting Data and Analysis Who will collect project data? How will data be collected?

When will the data be collected? Who will compile and analyze the data? Reports and Reporting Who will receive the reports? How will the reports be transmitted? When will the reports be distributed?

13–7 Project Management 6e. 13–8 Project Progress Report Format Progress since last report Current status of project Schedule Cost Scope Cumulative trends Problems and issues since last report Actions and resolution of earlier problems New variances and problems identified Corrective action planned 13–8 Project Management 6e. 13–9 The Project Control Process Control The process of comparing actual performance against plan to identify deviations, evaluate courses of action, and take appropriate corrective action Project Control Steps Setting a baseline plan Measuring progress and performance Comparing plan against actual Taking action Tools for Monitoring Time Performance Tracking Gantt chart Control chart Milestone schedules 13–9 Project Management 6e.

13–10 Baseline and Tracking Gantt Charts FIGURE 13.1 13–10 Project Management 6e. 13–11 Project Schedule Control Chart FIGURE 13.2 13–11 Project Management 6e. Development of an Earned Value Cost/Schedule System Time-Phase Baseline Plan Corrects the failure of most monitoring systems to connect a project’s actual performance to its schedule and forecast budget. Systems that measure only cost variances do not identify resource and project cost problems associated with falling behind or progressing ahead of schedule. Earned Value Cost/Schedule System An integrated project management system based on the earned value concept that uses a time-phased budget baseline to compare actual and planned schedule and costs 13–12 13–12 Project Management 6e.

13–13 Glossary of Terms TABLE 13.1 EV Earned value for a task is simply the percent complete times its original budget. Stated differently, EV is the percent of the original budget that has been earned by actual work completed. [BCWP—budgeted cost of the work performed]. PV The planned time-phased baseline of the value of the work scheduled. An approved cost estimate of the resources scheduled in a time-phased cumulative baseline [BCWS—budgeted cost of the work scheduled]. AC Actual cost of the work completed.

The sum of the costs incurred in accomplishing work. [ACWP—actual cost of the work performed]. CV Cost variance is the difference between the earned value and the actual costs for the work completed to date where CV = EV – AC. SV Schedule variance is the difference between the earned value and the baseline line to date where SV = EV – PV. BAC Budgeted cost at completion. Total budgeted cost of the baseline or project cost accounts.

EAC Estimated cost at completion. ETC Estimated cost to complete remaining work. VAC Cost variance at completion. VAC indicates expected actual over- or under-run cost at completion. 13–13 Project Management 6e.

13–14 Developing an Integrated Cost/Schedule System Define the work using a WBS. Scope Work packages Deliverables Organization units Resources Budgets Develop work and resource schedules. Schedule resources to activities Time-phase work packages into a network Develop a time-phased budget using work packages included in an activity. Accumulate budgets (PV). At the work package level, collect the actual costs for the work performed (AC).

Multiply percent complete times original budget (EV).` Compute the schedule variance (EV-PV) and the cost variance (EV-AC). 13–14 Project Management 6e. 13–15 Project Management Information System Overview FIGURE 13.3 13–15 Project Management 6e. 13–16 Development of Project Baselines (cont’d) Rules for Placing Costs in Baselines Costs are placed exactly as they are expected to be “earned†in order to track them to their point of origin. Percent Complete Rule Costs are periodically assigned to a baseline as units of work are completed over the duration of a work package.

13–16 Project Management 6e. 13–17 Development of Project Baselines (cont’d) Purposes of a Baseline (PV) An anchor point for measuring performance A planned cost and expected schedule against which actual cost and schedule are measured A basis for cash flows and awarding progress payments A summation of time-phased budgets (cost accounts as summed work packages) along a project timeline What Costs Are Included in Baselines? Project direct overhead costs: labor, equipment, materials 13–17 Project Management 6e. 13–18 Methods of Variance Analysis Comparing Earned Value with: The expected schedule value The actual costs Assessing Status of a Project Required three data elements Planned cost of the work scheduled (PV) Budgeted cost of the work completed (EV) Actual cost of the work completed (AC) Calculate schedule and cost variances A positive variance indicates a desirable condition, while a negative variance suggests problems or changes that have taken place.

13–18 Project Management 6e. 13–19 Methods of Variance Analysis Cost Variance (CV) Indicates if the work accomplished costs more or less than was planned at any point in the project. Schedule Variance (SV) Presents an overall assessment in dollar terms of the progress of all work packages in the project scheduled to date. 13–19 Project Management 6e. 13–20 Cost/Schedule Graph FIGURE 13.4 13–20 Project Management 6e.

13–21 Earned-Value Review Exercise FIGURE 13.5 13–21 Project Management 6e. 13–22 Developing A Status Report: A Hypothetical Example Assumptions Each cost account has only one work package, and each cost account will be represented as an activity on the network. The project network early start times will serve as the basis for assigning the baseline values. From the moment work an activity begins, some actual costs will be incurred each period until the activity is completed. 13–22 Project Management 6e.

13–23 Work Breakdown Structure with Cost Accounts FIGURE 13.6 13–23 Project Management 6e. 13–24 Digital Camera Prototype Project Baseline Gantt Chart FIGURE 13.7 13–24 Project Management 6e. 13–25 Digital Camera Prototype Project Baseline Budget (

Chapter Thirteenprogress And Performance Measurement And Evaluation13

Chapter Thirteen Progress and Performance Measurement and Evaluation 13–1 13–2 Where We Are Now 13–2 Project Management 6e. Learning Objectives Identify the four steps for controlling a project Utilize a tracking Gantt to monitor time performance Understand and appreciate the significance of earned value Calculate and interpret cost and schedule variance Calculate and interpret performance and percent indexes Forecast final project cost Identify and manage scope creep 13–3 Chapter Outline 13.1 Structure of a Project Monitoring Information System 13.2 The Project Control Process 13.3 Monitoring Time Performance 13.4 Development of an Earned Value Cost/Schedule System 13.5 Developing a Status Report: A Hypothetical Example 13.6 Indexes to Monitor Progress 13.7 Forecasting Final Project Cost 13.8 Other Control Issues 13–4 13–5 Structure of a Project Monitoring Information System Creating a project monitoring system involves determining: What data to collect How, when, and who will collect the data How to analyze the data How to report current progress to management 13–5 Project Management 6e.

13–6 Project Monitoring Information System Information System Structure What Data Are Collected? Current status of project (schedule and cost) Remaining cost to compete project Date that project will be complete Potential problems to be addressed now Cost and/or schedule overruns and the reasons for them Forecast of overruns at time of project completion 13–6 Project Management 6e. 13–7 Project Monitoring Info. System (cont’d) Information System Structure (cont’d) Collecting Data and Analysis Who will collect project data? How will data be collected?

When will the data be collected? Who will compile and analyze the data? Reports and Reporting Who will receive the reports? How will the reports be transmitted? When will the reports be distributed?

13–7 Project Management 6e. 13–8 Project Progress Report Format Progress since last report Current status of project Schedule Cost Scope Cumulative trends Problems and issues since last report Actions and resolution of earlier problems New variances and problems identified Corrective action planned 13–8 Project Management 6e. 13–9 The Project Control Process Control The process of comparing actual performance against plan to identify deviations, evaluate courses of action, and take appropriate corrective action Project Control Steps Setting a baseline plan Measuring progress and performance Comparing plan against actual Taking action Tools for Monitoring Time Performance Tracking Gantt chart Control chart Milestone schedules 13–9 Project Management 6e.

13–10 Baseline and Tracking Gantt Charts FIGURE 13.1 13–10 Project Management 6e. 13–11 Project Schedule Control Chart FIGURE 13.2 13–11 Project Management 6e. Development of an Earned Value Cost/Schedule System Time-Phase Baseline Plan Corrects the failure of most monitoring systems to connect a project’s actual performance to its schedule and forecast budget. Systems that measure only cost variances do not identify resource and project cost problems associated with falling behind or progressing ahead of schedule. Earned Value Cost/Schedule System An integrated project management system based on the earned value concept that uses a time-phased budget baseline to compare actual and planned schedule and costs 13–12 13–12 Project Management 6e.

13–13 Glossary of Terms TABLE 13.1 EV Earned value for a task is simply the percent complete times its original budget. Stated differently, EV is the percent of the original budget that has been earned by actual work completed. [BCWP—budgeted cost of the work performed]. PV The planned time-phased baseline of the value of the work scheduled. An approved cost estimate of the resources scheduled in a time-phased cumulative baseline [BCWS—budgeted cost of the work scheduled]. AC Actual cost of the work completed.

The sum of the costs incurred in accomplishing work. [ACWP—actual cost of the work performed]. CV Cost variance is the difference between the earned value and the actual costs for the work completed to date where CV = EV – AC. SV Schedule variance is the difference between the earned value and the baseline line to date where SV = EV – PV. BAC Budgeted cost at completion. Total budgeted cost of the baseline or project cost accounts.

EAC Estimated cost at completion. ETC Estimated cost to complete remaining work. VAC Cost variance at completion. VAC indicates expected actual over- or under-run cost at completion. 13–13 Project Management 6e.

13–14 Developing an Integrated Cost/Schedule System Define the work using a WBS. Scope Work packages Deliverables Organization units Resources Budgets Develop work and resource schedules. Schedule resources to activities Time-phase work packages into a network Develop a time-phased budget using work packages included in an activity. Accumulate budgets (PV). At the work package level, collect the actual costs for the work performed (AC).

Multiply percent complete times original budget (EV).` Compute the schedule variance (EV-PV) and the cost variance (EV-AC). 13–14 Project Management 6e. 13–15 Project Management Information System Overview FIGURE 13.3 13–15 Project Management 6e. 13–16 Development of Project Baselines (cont’d) Rules for Placing Costs in Baselines Costs are placed exactly as they are expected to be “earned†in order to track them to their point of origin. Percent Complete Rule Costs are periodically assigned to a baseline as units of work are completed over the duration of a work package.

13–16 Project Management 6e. 13–17 Development of Project Baselines (cont’d) Purposes of a Baseline (PV) An anchor point for measuring performance A planned cost and expected schedule against which actual cost and schedule are measured A basis for cash flows and awarding progress payments A summation of time-phased budgets (cost accounts as summed work packages) along a project timeline What Costs Are Included in Baselines? Project direct overhead costs: labor, equipment, materials 13–17 Project Management 6e. 13–18 Methods of Variance Analysis Comparing Earned Value with: The expected schedule value The actual costs Assessing Status of a Project Required three data elements Planned cost of the work scheduled (PV) Budgeted cost of the work completed (EV) Actual cost of the work completed (AC) Calculate schedule and cost variances A positive variance indicates a desirable condition, while a negative variance suggests problems or changes that have taken place.

13–18 Project Management 6e. 13–19 Methods of Variance Analysis Cost Variance (CV) Indicates if the work accomplished costs more or less than was planned at any point in the project. Schedule Variance (SV) Presents an overall assessment in dollar terms of the progress of all work packages in the project scheduled to date. 13–19 Project Management 6e. 13–20 Cost/Schedule Graph FIGURE 13.4 13–20 Project Management 6e.

13–21 Earned-Value Review Exercise FIGURE 13.5 13–21 Project Management 6e. 13–22 Developing A Status Report: A Hypothetical Example Assumptions Each cost account has only one work package, and each cost account will be represented as an activity on the network. The project network early start times will serve as the basis for assigning the baseline values. From the moment work an activity begins, some actual costs will be incurred each period until the activity is completed. 13–22 Project Management 6e.

13–23 Work Breakdown Structure with Cost Accounts FIGURE 13.6 13–23 Project Management 6e. 13–24 Digital Camera Prototype Project Baseline Gantt Chart FIGURE 13.7 13–24 Project Management 6e. 13–25 Digital Camera Prototype Project Baseline Budget ($000) FIGURE 13.8 13–25 Project Management 6e. 13–26 Digital Camera Prototype Status Reports: Periods 1–3 TABLE 13.2 13–26 Project Management 6e. 13–27 Digital Camera Prototype Status Reports: Periods 4 & 5 TABLE 13.2 (cont’d) 13–27 Project Management 6e.

13–28 Digital Camera Prototype Status Reports: Periods 6 & 7 TABLE 13.2 (cont’d) 13–28 Project Management 6e. 13–29 Digital Camera Prototype Summary Graph ($000) FIGURE 13.9 13–29 Project Management 6e. 13–30 Digital Camera Project-Tracking Gantt Chart Showing Status—Through Period 7 FIGURE 13.10 13–30 Project Management 6e. 13–31 Project Rollup End Period 7 ($000) FIGURE 13.11 13–31 Project Management 6e. 13–32 Indexes to Monitor Progress Performance Indexes Cost Performance Index (CPI) = EV/AC Measures the cost efficiency of work accomplished to date.

Scheduling Performance Index (SPI) = EV/PV Measures scheduling efficiency to date. Percent Complete Indexes Indicate how much of the work accomplished represents of the total budgeted (BAC) and actual (AC) dollars to date. Percent Complete Index Budgeted Costs (PCIB) = EV/BAC Percent Complete Index Actual Costs (PCIC) = AC/EAC Management Reserve Index (MRI) = CV/MR Reflects the amount of Management Reserve (MR) that has been absorbed by cost over-runs. Is popular in the construction industry. 13–32 Project Management 6e.

13–33 Interpretation of Indexes TABLE 13.3 Index Cost (CPI) Schedule (SPI) >1.00 Under cost Ahead of schedule =1.00 On cost On schedule <1.00 Over cost Behind schedule 13–33 Project Management 6e. 13–34 Indexes Periods 1–7 FIGURE 13.12 13–34 Project Management 6e. 13–35 Additional Earned Value Rules Rules applied to short-duration activities and/or small-cost activities 0/100 percent rule Assumes 100% of budget credit is earned at once and only when the work is completed. 50/50 rule Allows for 50% of the value of the work package budget to be earned when it is started and 50% to be earned when the package is completed. Ruled used gates before the total budgeted value of an activity can be claimed Percent complete with weighted monitoring gates Uses subjective estimated percent complete in combination with hard, tangible monitoring points.

13–35 Project Management 6e. 13–36 Forecasting Final Project Cost Methods used to revise estimates of future project costs: Revised estimated cost at completion (EACre) Allows experts in the field to change original baseline durations and costs because new information tells them the original estimates are not accurate. Forecasting cost at completion (EACf) Uses actual costs-to-date plus an efficiency index to project final costs in large projects where the original budget is unreliable. 13–36 Project Management 6e. 13–37 Forecasting Models: EACre and EACf The equation for The equation for 13–37 Project Management 6e.

13–38 Forecasting Final Project Cost (cont’d) Method supplemented to the estimate at completion (EACf) computation: To Complete Performance Index (TCPI) Measures the amount of value each remaining dollar in the budget must earn to stay within the budget. A ratio less than 1.00 indicates an ability to complete the project without using all of the remaining budget. The equation for 13–38 Project Management 6e. 13–39 Monthly Status Report EXHIBIT 13.1 13–39 Project Management 6e. 13–40 Trojan Nuclear Plant Decommissioning Earned Value Status Report EXHIBIT 13.2 13–40 Project Management 6e.

13–41 Other Control Issues Issues In Maintaining Control of Projects Scope Creep Baseline Changes Technical Performance Measurement Data Acquisition Costs and Problems 13–41 Project Management 6e. 13–42 Scope Changes to a Baseline FIGURE 13.13 13–42 Project Management 6e. 13–43 Conference Center WiFi Project Communication Plan FIGURE 13.14 13–43 Project Management 6e. 13–44 Key Terms Baseline budget Budget at completion (BAC) Control chart Cost performance index (CPI) Cost variance (CV) Earned value (EV) Estimated Cost at Completion—Forecasted (EACf) Estimated Cost at Completion—Revised Estimates (EACre) Percent complete index—budget costs (PCIB) Percent complete index—actual costs (PCIC) Schedule performance index (SPI) Schedule variance (SV) Scope creep To complete performance index (TCPI) Tracking Gantt chart Variance at completion (VAC) 13–44 Project Management 6e.