I read many post about Eearned Value Analysis (EVA), but not so many how applying it in practice for calculating actual cost.
I'm monitoring cost for a project of software development (beyond my control).
I've a question for PMs that cope with similar issue.
A) Do you align "Effective Work Days" into your PM software (MS Project?) inserting data (days worked & spending of period) coming from Cost Reporting Systems (CRS) and see into MS Project cost variance & performances indicator
OR
B) Do you take from MS Project only BCWP, BCWS (after changed only %completition of work - missing out the real worked days); copy that datas into an spreadsheet, add Actual Cost (coming from CRS) and calculate cost variance and performances indicator?
IMHO:
A) is more effective but is not easy to apply (and I see that many PMs don't do it).
B) update of work is quickest but then ACWP is not real (so I think is necessary take it by CRS). I think that BCWS & BCWP of MS Project are real and can pasted into spreadsheet because are influenced by Status Date and not by Progress (not aligned with real effective work days).
What do you think about?
Thank you
Daniele Saving Changes...
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Vladimir LiberzonR&D Director| Spider Project TeamMoscow, Russian Federation
Hi Daniele,
I don't understand why do you suggest to use several programs for EVA, why not to use single PM software tool where you enter actual costs and actual work hours?
Regards,
Vladimir Saving Changes...
I hope if dogs ever take over the world, and they choose a king, they don't just go by size, because I bet there are some Chihuahuas with some good ideas.
