Como você comunica os resultados e tendências da CPI para stakeholders e patrocinadores?

I used EVMS in my projects. I ensured stakeholders understand CPI. I explained that a CPI over 1 signifies healthy spending, below, adjustments are needed. I also simplified key metrics like SPI, BAC, and EAC for better comprehension."

For DoD and DOE projects, CPI trends are communicated through DCMA EVMS Compliance Metric (DECM) and DOE Project Assessment and Reporting System (PARS), respectively, adhering to the EIA-748 standard. Historically, both agencies utilized IPMRs, and some grandfathered projects continue to do so, leveraging Formats 1 and 5 to deliver insights into project health to include CPI analysis. Additionally, EVM metrics like CPI can be used to compar it with TCPIeac to evaluate the realism of the Estimate at Completion (EAC). This comparison provides essential data for strategic decision-making and ensures stakeholders are well-informed, thus supporting compliance and effective project management.

To highlight trends to stakeholders, use clear visual representations such as graphs or charts showcasing the trajectory of the Cost Performance Index (CPI) over time. Additionally, provide a brief narrative explaining the direction and significance of the trends. Use terms like "improving efficiency" for an increasing trend and "potential cost challenges" for a decreasing trend. Ensure your communication is concise, emphasizing the impact on project costs and any corresponding actions taken or planned.

To analyze the causes of trends in the Cost Performance Index (CPI), delve into various project aspects. Evaluate factors like changes in scope, resource allocation, unexpected events, or inaccurate initial estimates. Conduct a root cause analysis to pinpoint the primary drivers of CPI trends. This comprehensive assessment will enable informed decision-making and targeted corrective actions.

In short, I’ve found both internal and external customers appreciate going beyond the “what” of a poor CPI and explaining the “why”. For example, if a task is costing more than budgeted and the “what” is higher level personnel are needed for the effort, take the next step and provide the “why” these higher level personnel are needed.

CPI is the main driver of schedule performance. Separate discreet tasks from LOE and material in analysis. Cost of progress on the deliverable should be the focus. Insist on cost info in labor hours. Compare CPI in hours to time phased resource demand profiles from the IMS. Schedule does not drive cost until the project is late and extra costs that accumulate with time are experienced. An accurate EAC is not possible without that variable. Remember capacity measured by throughput over tune is a limiting factor. Capacity should be a known variable. Historical EV data can be used to determine it.