Earned Schedule Analysis, A Better Set of Schedule Metrics

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IPPM SPI at the End of the Project NOTIONAL DATA 1.2 1.1 Project status: Project finished 3 months late Final SPI = 1.00 Final SV$ = 0 There’s got to be a better metric! 3 months 1.0 .9 TIME SPI .8 Original Project Finish Actual Project Finish 6
IPPM The Problem with Traditional EVM Schedule Metrics • Traditional schedule EVM metrics are good at beginning of project – Show schedule performance trends • But the metrics don’t reflect real schedule performance at end – Eventually, all “budget” will be earned as the work is completed, no matter how late you finish • SPI improves and ends up at 1.00 at end of project • SV improves and ends up at $0 variance • Traditional schedule metrics lose their predictive ability over the last third of project • Impacts schedule predictions, EAC predictions • Project managers don’t understand schedule performance in terms of budget – Like most of us! 7
Page 1 and 2: IPPM Integrated Project Performance
Page 3 and 4: IPPM Overview • How earned schedu
Page 5: IPPM Traditional Definition Schedul
Page 9 and 10: IPPM References • Lipke, Walt, Sc
Page 11 and 12: IPPM Earned Schedule Concepts • A
Page 13 and 14: IPPM Determining Earned Schedule Ho
Page 15 and 16: IPPM SV($) versus SV(t) BCWS $ SV($
Page 17 and 18: IPPM Management Uses 17
Page 19 and 20: Earned Schedule vs. Planned Duratio
Page 21 and 22: IPPM Predicting the Duration IEAC(t
Page 23 and 24: IPPM Evaluate Realism of Contractor
Page 25 and 26: COMPLETION DATES 24-Mar-06 14-Dec-0
Page 27 and 28: IPPM Efficiencies vs. Completion Da
Page 29 and 30: New Terminology Parallels EVM Termi
Page 31 and 32: IPPM Benefits 31
Page 33 and 34: IPPM The Way Ahead 33
Page 35 and 36: IPPM Impact to EAC Formulas • Per

Earned Schedule Analysis, A Better Set of Schedule Metrics

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