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Ricardo Vargas Conceitos Analise Valor Agregado En

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7/23/2019 Ricardo Vargas Conceitos Analise Valor Agregado En http://slidepdf.com/reader/full/ricardo-vargas-conceitos-analise-valor-agregado-en 1/25 Ricardo Viana Vargas, MSc, IPMA-B, PMP [email protected] © BY RICARDO VIANA VARGAS. TODOS OS DIREITOS RESERVADOS Earned Value Analysis Basic Concepts
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Ricardo Viana Vargas, MSc, IPMA-B, [email protected]

© BY RICARDO VIANA VARGAS. TODOS OS DIREITOS RESERVADOS

Earned Value Analysis

Basic Concepts

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Ricardo Viana Vargas, MSc, IPMA-B, PMP

Ricardo Viana Vargas is a project, portfolio and risk management specialist. During the past 15 years, he has been responsiblefor over 80 major projects in various countries in the areas of petroleum, energy, infrastructure, telecommunications,

information technology and finances, comprising an investment portfolio of over 18 billion dollars.

He was the first Latin American volunteer to be elected Chairman of the Board for the Project Management Institute (PMI),

the largest project management organization in the world with close to 500,000 members and certified professionals in 175countries.

Ricardo Vargas has written ten books on project management, published in Portuguese and English, which have sold over

200,000 copies throughout the world. In 2005 he received the PMI Distinguished Award for his contribution to the

development of project management and the PMI Professional Development Product of the Year award for the PMDome®workshop, considered the best project management training solution in the world.

He is a project management professor for various MBA courses, and actively participates on editorial boards for specialized

 journals in Brazil and the United States. Vargas is a recognized reviewer of the PMBOK Guide, the most important reference inthe world for project management, and also chaired the official translation of PMBOK into Portuguese.

He is a chemical engineer and holds a master’s degree in Industrial Engineering from UFMG (Federal University of Minas

Gerais). Ricardo Vargas also holds a Master Certificate in Project Management from George Washington University and is

certified both as a Project Management Professional (PMP) by PMI and as IPMA-B by the International Project ManagementAssociation. He attended the Program on Negotiation for Executives at Harvard Law School.

Over an eleven year timeframe, which began in 1995, Ricardo, in conjunction with two partners, established one of the mostsolid Brazilian businesses in the area of technology, project management and outsourcing, which had a staff of 4,000

collaborators and an annual income of 50 million dollars in 2006, when Ricardo Vargas sold his share of the company todedicate himself on a fulltime basis to the internationalization of his project management activities.

He is a member of the Association for Advancement of Cost Engineering (AACE), the American Management Association

(AMA), the International Project Management Association (IPMA), the Institute for Global Ethics and the Professional Risk

Management International Association (PRMIA).

© BY MACROSOLUTIONS SA. TODOS OS DIREITOS RESERVADOS 2

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© BY RICARDO VIANA VARGAS. TODOS OS DIREITOS RESERVADOS

EVMS Definition

The earned value concept focuses on a

relationship between the actual costs beingexpended against the physical work done onthe project.

The focus is on the true cost performance:what we got for what we spent.

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© BY RICARDO VIANA VARGAS. TODOS OS DIREITOS RESERVADOS

Elementos do EVA 

BCWS (Budget Cost of Work Scheduled ) – It is a

value that indicates the amount of the budget thatshould have be expended, taking into consideration thecost baseline of the activity or resource. BCWS iscalculated using the baseline costs divided into phasesand acumulated until the status date or present date. Itcomes from the project’s budget.

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EVA Elements

BCWP (Budget Cost o f Work Performed ) – It is a value thatindicates the amount of the budget that should have beenexpended taking into consideration the work that has already beenperformed up to the moment, as well as the cost baseline of theactivity or resource. The activity’s BCWP is calculated taking intoconsideration its executed percentage multiplied by its total budget.BCWP is also known as “acumulated value or added value”.

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EVA Elements

ACWP (Actual Cost o f Work Performed ) – It

shows the incurred costs of the performed workuntil the status date or present date.

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EVA Graphically

      C     o     s      t

Time

BCWP

BCWS

 ACWP

Final Budget

  A  C   W  P

  B  C  W  P

Status

Date

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Traditional Approach Example

Forecast

Expended

60

45

30

15

1 2 3 4

      1      5

 Apparent save

BCWS-ACWP =45-30=15

      C    o    s      t

Time (in months)

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Earned Value Example

Forecast = BCWS

Expended = ACWP

60

45

30

15

1 2 3 4

   -      5

  VC=CV=25-30=-5

     C    o    s     t

Time (in months)

25

Earned Value = BCWP

   -      2      0

VA=SV=25-45=-20

IPA=SPI=25/45=0,555=55,5%

IPC=CPI=25/30=0,833=83,3%

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Schedule Variance

SV (Schedu led Variat ion ) – It is the monetary

difference between the earned value (BCWP) and theschedule baseline (BCWS). If SV is positive, the projectis ahead in terms of cost; when negative, the project islate in terms of cost.

BCWS BCWP SV   

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Cost Variance

CV (Cos t Var iat ion )  – it is the difference between the

estimated cost to reach the present level of conclusion(BCWP) and the actual incurred cost (ACWP), up to thestatus date or present date. If CV is positive, the cost isless than the its forecast (or baseline); if it is negative,the activity has gone beyond its budget.

 ACWP BCWP CV   

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Time Variance

TV (Time Variance ) – It is the time difference between

what was expected and what has been executed by theproject. It can be graphically shown by plotting theBCWS and BCWP curves, and finding the date thatBCWS adds the same value as BCWP. The difference

between the status date and the calculated daterepresents the project’s delay or advance.

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Plotting SV, CV e TV in a EVA Chart

      C     o     s      t

Time

BCWP

BCWS

 ACWP

SV

CV

Final Budget

  A  C   W  P

  B  C  W  P

Status

date

  B C  W S

 

  B a s e  l  i n e

TV

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Exercise

 ACWP

BCWS

BCWP

Time

      C     o

     s      t

Situation 1 Situation 2 Situation 3

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SPI - Schedule Performance Index 

SPI (Schedule Performance Index) – It is the ratio between the

earned value (BCWP) and the planned value as in the baseline(BCWS). SPI shows the conversion ratio of the planned value intoearned value.

If SPI is less than 1, it indicates that the project is being performedin a conversion rate less than it was expected.

BCWS 

BCWP SPI  

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CPI – Cost Performance Index 

CPI (Cost Performance Index) – It is the ratio between the earned

value (BCWP) and the actual cost (ACWP). CPI shows theconversion of the actual incurred costs and their equivalent earnedvalue in a given time frame.

If CPI is less than 1, it indicates that the project is expending morethan it was foreseen.

 ACWP 

BCWP CPI  

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Monitoring the Performance Indexes Over Time

1

1 2 3 4

      I    n      d    e    x

Time (in months)

+

-

Good > 1

 As planned= 1

Bad < 1

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Forecasting

EAC - Estimated at Completion

ETC - Estimated to Complete

PAC – Plan at Completion

TAC – Time at Completion DAC – Delay at Completion

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EAC (Estimated at Completion)

EAC (Est imated at Complet ion) – Monetary

value that represents the project’s final costwhen the project finishes. It includes theincurred costs so far (ACWP) plus theestimated remaining costs (ETC).

ETC ACWPEAC  

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ETC (Estimated to Complete)

EAC (Est imated at Complet ion) – Monetary

value that represents the project’s final costwhen the project comes to an end. It includesthe incurred costs so far (ACWP) plus theestimated remaining costs (ETC).

ETC ACWPEAC  

C C

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ETC (Estimated to Complete)

ETC Less sensible

ETC Traditional

ETC More sensible

BCWPBACEAC  

CPIxSPI

BCWPBAC

ETC

 

CPI

BCWPBACETC

 

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PAC e TAC

PAC (Plan at com plet ion) – It’s the project’s

estimated completion date (baseline projectfinish)

TAC (Time at Complet ion) – It’s the project’s

estimated completion date. It is calculated asthe ration between the foreseen date PAC andSPI.

SPI

PACTAC  

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DAC Delay at Completion

DAC (Delay at Completion ) – It is the difference in time units

between the project’s planned completion date and its foreseencompletion date. It is determined by the difference between theinitial planned date PAC and the present forecast TAC. DAC is tobe regarded as “delay at completion” and not as a time variance.

TACPACDAC  

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EVA com Todos os Elementos

      C     o     s      t

Time

BCWP

BCWS

 ACWP

SV

CV

Final budget BAC

  A  C   W  P

  B C  W S

 

  B a s e  l  i n e

  B  C  W  P

Status

date

Use of CPI to forecastthe project’s final cost

Use of SPI to predict

the project’s

completion date

EAC

BAC

VAC

Planned

completion

PAC

Foreseen

completion date

TAC

Project’s forecast cost

DACTV

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