I am familiar with the EVM methodology from a theoretical point of view, but would like to hear your inputs on the following example.
A specific project that stretches across 5 weeks. Resource hourly cost is 100 €, not subjected to change throughout the project. The PM plans with the project team the resource needs (at week 0) and receives an update every week on how many actual hours have been spent on the project
With ONLY this information, is it possible to know the EV for each week? Or on the contrary, more detail needs to be given in order to know the value of the tasks performed each week?
All your inputs are welcome! Thanks in advance. Saving Changes...
Now back to EVM - in your message and at least in two places you were comparing PV and AC and they are not comparable since you could be way behind schedule and still under budget and or way ahead of schedule and significantly over budget.
Now - if you were not comparing them - then I misunderstood and my apology for the lack of understanding. Saving Changes...
Anonymous
Let us examine this message
"PV> EV>AC @ the initial stage of project - ( may be due to the beginning slackness of not full mobilized resources, team set up considerations,...etc)."
What the first part of the message (PV>EV>AC) is telling us clearly is that we are behind schedule but below budget.
However, the second part of the message is all about schedule and no cost information. So why we would be below budget? There is NO information that lead us to think we will be on, below, or above budget.
Just curious. Saving Changes...
Anonymous
The next part to analyze is this statement
"While @ the project closure time AC > PV>> EV - (as a result of schedule crushing, fast tracking effects in addition to further delay overrun cost implications)."
What I understand from this message is that the team did so much compression that we ended up significantly over budget and significantly behind schedule (assuming this is what you mean by >>). So we were not doing well and the team effort to fix things made things worse.
This is analysis of the scenarios you gave.
Again, if I misunderstood something my apology Saving Changes...
Many thanks Mr. Ajam, you are most welcome for the invaluable contributions and discussion enrichment.
About the special cases that I gave as an example for sure are conditions based and the interpretations of the analysis will not be the same for all scenarios as a common rule to be generalized.
For the case (1) where (PV>EV>AC) it is clear that project performance is behind the schedule and below budget since the allocated budget is proportioned to the executed tasks - this is the moment indicator but for sure in the long term should be read as a positive indicator for the long term.
For the case (2) where (AC > PV>> EV) I totally agree with your conclusion that "the team not doing well at early stage and the effort to fix things made things worse" ; however the decision for a such action may be driven by the management influence to catch a targeted milestone and avoid any potential claim from the client or to keep their reputation of delivery track records by as such a calculated and justified loss sacrifice. Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
I usually get the AC from the submitted time sheets. As for EV, I usually asked the activity owner for the % completed, as well as remaining hours to complete the work.
While the percentage is theoretically sufficient for the EV, I find the remaining hours a good way to validate the provided value. Saving Changes...
Earned Value Management, was conceived in Agile projects, it is a powerful tool for monitoring the costs and time, making Agile more attractive to business.
Successful implementation Agile EVM is dependent on the timely and accurate data input evaluation. But the benefits are worth the effort.
The ability to visualize, as well as the convergence of time and abstract assessment, makes Agile EVM metric ideal tool for communication with businesses. More info: https://codetiburon.com/earned-value-manag...tware-projects/ Saving Changes...
Anonymous
Aug 31, 2017 6:58 AM
Replying to Max Fox
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Earned Value Management, was conceived in Agile projects, it is a powerful tool for monitoring the costs and time, making Agile more attractive to business.
Successful implementation Agile EVM is dependent on the timely and accurate data input evaluation. But the benefits are worth the effort.
The ability to visualize, as well as the convergence of time and abstract assessment, makes Agile EVM metric ideal tool for communication with businesses. More info: https://codetiburon.com/earned-value-manag...tware-projects/
Sir
Did I understand you well? EVM is part of Agile?
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1 reply by Adilson Pize
Aug 31, 2017 10:17 AM
Adilson Pize
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Mounir, I think Max is talking about "Agile EVM". I read the article in the link suggested by Max and it is related to "Agile EVM". Interesting approach to be known. I like it.
Saving Changes...
Adilson PizeCEO and Consultant| Excellence ConsultantsCaxias Do Sul, Rs, Brazil
Mounir, I think Max is talking about "Agile EVM". I read the article in the link suggested by Max and it is related to "Agile EVM". Interesting approach to be known. I like it. Saving Changes...
