Como você usa a análise de valor agregado para monitorar e controlar o desempenho do projeto?

Earned Value Analysis (EVA) is a technique used to monitor and control project performance by integrating scope, schedule, and cost variables. Follow these steps: 1. Define Baselines: Establish scope, schedule, and cost baselines. 2. Measure Performance: Collect data on Planned Value (PV), Earned Value (EV), and Actual Cost (AC). 3. Calculate Metrics: o Cost Variance (CV): CV=EV−AC o Schedule Variance (SV): SV=EV−PV o Cost Performance Index (CPI): CPI=EV/AC o Schedule Performance Index (SPI): SPI=EV/PV 4. Analyze Trends: Use CV, SV, CPI, and SPI for trend analysis and forecasting (e.g., EAC, ETC, VAC). 5. Implement Corrective Actions: Identify issues, develop action plans, and monitor results.

EVM is one the most effective methods to measure performance. There are four key formulas in Earned Value. Schedule Variance (SV) = Earned Value (EV) - Planned Value (PV) Cost Variance (CV) = Earned Value (EV) - Actual Cost (AC) Schedule Performance Index (SPI) = Earned Value (EV) / Planned Value (PV) Cost Performance Index (CPI) = Earned Value (EV) / Actual Cost (AC) There can be more formulas to calculate other parameters such as EAC but these are the main formulas.

Earned Value Analysis (EVA) integrates cost, schedule and scope to assess project performance: 1. Calculate Earned Value (EV) to measure work completed. 💰 2. Determine Planned Value (PV) to quantify scheduled work. 📅 3. Compare Actual Cost (AC) to assess expenditure. 💸 4. Analyze variances: CV (Cost Variance), SV (Schedule Variance), CPI (Cost Performance Index), SPI (Schedule Performance Index). 📊 5. Use these metrics to forecast project outcomes and make informed decisions. 🚀

In my experience, EVM is one of the most important methods to measure progress, performance, and variance based on planned value (PV), earned value (EV), and actual cost (AC). We can use functions like SV= EV-PV & CV= EV-AC to control the progress.

EVA est une méthode trés utile pour savoir est ce que le projet respecte le planning et le budget plannifié en utilisant SPI et CPI

EVA motivates project managers to prioritize most expensive activities even if they have sufficient floats. Nice results of EVA can hide serious problems like delays of critical activities and expected project completion. EVA must be used together with other performance analysis methods. In other case it can be misleading.

Quando decido utilizar o EVA, eu vou trabalhar com ele em distintas dimensões, utilizando múltiplas EAPs, pois assim o que é o indicador bom em uma visão irá mostrar fraquezas no outro relatório. Também vou gerar um indicador só para o caminho crítico, mesmo sabendo que ele irá mudar com o tempo. O objetivo em si não é controlar a exatidão do caminho, mas a diferença do indicador que ele está dando em relação ao global do projeto, evitando assim os enganos possíveis.

EVA is based on so many assumptions that we really should reach back and study the methods used to plan, estimate, strategize, contract, procure, transport, house, quality, safety, quantity surveying, and so on. In other words, what is the margin of error in EVA based on assumptions? PS: What Vladimir Liberzon commented below is right on the money!

From my experience, calculating Earned Value Analysis (EVA) starts with three core metrics: Planned Value (PV), Actual Cost (AC), and Earned Value (EV). PV is your budgeted amount for the planned work at a given time. AC is what you've actually spent on the work completed. EV represents the value of work done, regardless of cost. To gauge project health, calculate Cost Variance (CV = EV - AC) to see if you're over or under budget, and Schedule Variance (SV = EV - PV) to check if you're ahead or behind schedule. These insights help in making informed decisions to steer the project back on track if needed, ensuring timely and budget-friendly completion.

To calculate Earned Value Analysis (EVA) in engineering project management, determine three key metrics: Planned Value (PV), Actual Cost (AC), and Earned Value (EV). PV is the budgeted cost for planned work, AC is the actual expenditure, and EV is the budgeted cost of completed work. Calculate the Schedule Performance Index (SPI) by dividing EV by PV, and the Cost Performance Index (CPI) by dividing EV by AC. These indices help assess project schedule and cost efficiency.

As a matter of fact, the EVM cost indicators reflect a correct result of the project cost performance. But EVM schedule indicators are not relaible, because in the sample project that I've scheduled, the non-critical activities have been performed according to as-planned schedule and even earlier, also the volume of non-critical performed activities was more than planned volume, but the critical activities which can drive the project overall duration have been started later than as-planned schedule(the obtained result : SPI=1.13 , finish variance= -4), therefore to calculate the SPI, both of the critical and non-critical activities are considered but the project delay is driven only by the critical path or longest path.

Based on my experience, interpreting Earned Value Analysis (EVA) boils down to understanding a few key indicators. If Cost Variance (CV) is positive, you're under budget; if negative, you're over. Similarly, a positive Schedule Variance (SV) means you're ahead of schedule, while negative indicates a delay. The Cost Performance Index (CPI) and Schedule Performance Index (SPI) offer deeper insights: values over 1 suggest efficiency in cost and timing, respectively, while values under 1 signal inefficiency. These metrics not only reveal your current project status but also help forecast future performance, guiding adjustments to keep your project aligned with its goals.

L’interprétation ne peut se faire qu’après projection des courbes, et notamment celle du reste-à-faire qui permet d’anticiper l’atterrisage du projet (combien au total, et quand)

Sabemos que SPI não é uma métrica de tempo e sim de cumprimento do escopo. Portanto, será necessário avaliar a métrica de duração/tempo das atividades do CC (caminho crítico).

Establish baselines for scope, schedule, and cost, and allocate a budget to each part of the project. Measure actual performance by tracking the actual costs (AC) and determining the earned value (EV) for completed work. Calculate variances by comparing EV against AC and the planned value (PV) to see if you are over/under budget and on schedule. Analyze performance indicators such as the cost performance index (CPI) and schedule performance index (SPI) to assess efficiency. Forecast completion metrics using CPI and SPI to estimate the remaining budget and schedule.

Using Earned Value Analysis (EVA) for project control involves several steps: Baseline Establishment: Define the project scope, budget, and schedule. Performance Tracking: Regularly measure Planned Value (PV), Earned Value (EV), and Actual Cost (AC). Calculating Indices: Cost Performance Index (CPI) = EV / AC Schedule Performance Index (SPI) = EV / PV Analysis: CPI > 1: Under budget, evaluate resource allocation. CPI < 1: Over budget, investigate cost overruns. SPI > 1: Ahead of schedule, review project pace. SPI < 1: Behind schedule, assess delay causes. Forecasting: Use Estimate at Completion (EAC) = BAC / CPI to predict future performance and costs. Decision Making: Based on indices, take corrective actions, adjust plans

EVA compares what has been earned to what was planned to be earned. But if what was planned is inaccurate or unachievable then the question is how much value is it to compare to what was planned. Planning fallacy ?

In my experience, using Earned Value Analysis (EVA) for project control involves regularly comparing your project's actual progress to its planned progress. By calculating key metrics like Cost Variance (CV) and Schedule Variance (SV), you can quickly identify whether your project is over budget or behind schedule. Regularly monitoring the Cost Performance Index (CPI) and Schedule Performance Index (SPI) helps you understand efficiency and forecast future performance. This process allows you to make informed decisions, such as reallocating resources or adjusting timelines, to steer your project back on course. Effectively, EVA acts as a dashboard, providing real-time data to keep your project aligned with its goals.

Earned Value Analysis (EVA) integrates cost, schedule, and work performance data to gauge project performance. In engineering, it tracks progress by comparing planned vs. actual costs and work completed. For example, in subsea projects, EVA ensures timely completion within budget. In offshore wind power, it measures cost and schedule adherence. In hydrogen production, it evaluates efficiency and budget utilization. In battery energy storage, EVA ensures cost-effectiveness and timely delivery, crucial for grid integration projects.

In my experience, EVA templates in spreadsheet format are incredibly useful. You enter Planned Value (PV), Actual Cost (AC), and Earned Value (EV) to see key metrics like Cost Variance (CV) and Schedule Variance (SV). These sheets auto-calculate, showing if you're over budget or behind schedule. Graphs help visualize progress. Regular updates with new data keep your project's health in check, aiding swift adjustments. This approach simplifies complex project data, making it manageable and actionable for maintaining control over your project's direction and outcomes.

For effective (EVA) it's essential to consistently track these metrics throughout the project lifecycle: Frequency: Update and review EVA metrics at least monthly or at significant project milestones to monitor progress and adjust plans timely. How to Show: Use visual tools like graphs and dashboards in project management software (e.g., Microsoft Project, Primavera) to display Planned Value (PV), Earned Value (EV), and Actual Cost (AC) over time. This visualization aids in spotting trends and making comparisons quickly. Why: Regular updates provide ongoing insight into project health, allowing project managers to identify issues early and implement corrective actions, thereby ensuring the project remains on schedule and within budget.

Earned Value Analysis (EVA) integrates cost, schedule, and scope to assess project performance. It measures planned value (PV), earned value (EV), and actual cost (AC) to gauge if the project is on track. Key metrics like Cost Performance Index (CPI) and Schedule Performance Index (SPI) help identify deviations. Templates often include a project baseline, EV calculations, and performance indices. Regular EVA updates aid in proactive decision-making and maintaining project alignment with objectives.

Definition of Earned Value Analysis (EVA): EVA is a project management technique that integrates project scope, schedule, and cost to assess project performance and progress. Basic EVA Formulas: -Earned Value (EV): Budgeted cost of work performed. -Planned Value (PV): Budgeted cost of work scheduled. -Actual Cost (AC): Actual cost of work performed. Key EVA Metrics: -Cost Performance Index (CPI): EV/AC (efficiency of cost utilization). -Schedule Performance Index (SPI): EV/PV (efficiency of schedule utilization). -Interpretation of Metrics: CPI > 1: Cost efficiency, under budget. SPI > 1: Schedule efficiency, ahead of schedule. CPI < 1 or SPI < 1: Indicates potential issues.