SCHEDULE ANALYSIS AND FORECASTING1. Schedule variance

The schedule variance (SV) determines whether this project is ahead or behind schedule. Positive

value is indicating a healthy condition and negative value is indicating unhealthy condition.

SV=EV-PV=32-48= -16 (UNHEALTHY)

Percentage of SV can be expressed by =SV/PV = 16/48= -33%

It means, the project is 33% behind the schedule, in other words 33%of the work has not been

completed yet.

2. Schedule Performance Index

The schedule performance Index (SPI) indicates how efficiently the project team is using time.

SPI=EV/PV=32/48 = 0.67 (unhealthy)

This SPI is indicating that, if our working time is 8 h/d but worked on project only 5h 20mins.

(The efficiency of the work is 67%)

3. Time Estimate at Completion

Using SPI and average PV per unit of time , the project team can generate a rough estimate of

when the project will be complete.

If the project were to continue at this rate, then all of the work would take 18 months to

accomplish instead of the 12 months planned.

COST ANALYSIS AND FORECASTING1. Cost Variance

A project’s CV shows whether a project is under or over budget.

CV=EV-AV=32-40= -8 (UNHEALTHY)

Percentage of CV can be expressed as,

CV%=CV/EV=-8/32=-25% (UNHELTHY)

This means, to date, the project is 25% over budget for the work performed.

2. Cost Performance Index.

CPI is the clearest indicators one of the cumulative cost efficiency of a project. This indicates

how efficiently the team is utilizing resources.

CPI=EV/AC=32/40=0.80 (UNHEALTHY)

3. To – Complete Performance Index

TCPI  helps the project team to determine the efficiency on the remaining work for a project to

meet a specified endpoint, such as BAC and EAC.

TCPI=(BAC-EV)/(BAC-AC)=1.07

This means that for project team should improve the CPI of 0.80 to a TCPI of 1.07 for

performance of remaining work.

4. Variation at Completion

VAC shows the team whether the project will finish under or over budget.

VAC=BAC-EAC=150-187.50= -37.50

This show, if the current trend continues the project will cost an additional 37.50 units worth of

resources than originally planned.

PERFORMANCE REPORTING

EVA is a real performance measuring tool to express schedule or cost slippage

graphically.

EVA contributes greatly to the managers to focus on project execution and invoke control

actions effectively and efficiently and to make necessary adjustments to the project.

EVA can provide a great deal of useful information to key stakeholders about a project.

EVA data can be expressed as S-curves, Table and Bar Charts.

Using EVA, an organization can build up acceptable levels of performance for a project,

variance percentage and efficiency indices are mostly used. If an organization considers

CV of negative, the management will take action.

Management team uses EVA performance measures to determine whether action

thresholds have been reached for their task and control accounts.

PROBLEM OF USING EVA 1. Determination of Percentage Complete (PC)

Measuring the exact progress of a task only possible if it is measurable such as brick

walls Ect.

But if a task do not have tangible or measurable results such as client approval or quality

inspection cannot be estimated. The problem is that such as estimates can be biased.

Eg: Assume that a task is 0% complete until it is done than it becomes 100%

complete but it undervalues partiality completed task.

These approaches cause no distortion to the overall project of the progress.