Dmitry Kekelidze Software Engineer JINR – LIT/ CERN - GS-AIS EVMS concepts NICA project EVM web-based application EVM is the project management tool... Are we there yet? How much longer before we’ve arrived? What can we do about it? performance measurement how am I doing against my baseline plan? performance management what do I need to do to bring the project in on cost and schedule? Preparation • Research Topic • Decide on Structure Make Slides • EVM Basics • EVM Advanced • NICA Intro • Conclusion Finishing up • Trial Presentation • Implement Feedback Research Presentation template Start slides EVM Basics EVM Advanced Agenda Conclusion NICA Intro Slides ready cost Reshuffle Dry run time What is an honest measure for what is achieved? Research Presentation template Start slides EVM Basics EVM Advanced Agenda Conclusion NICA Intro Slides ready cost Reshuffle Dry run time Main metrics : PV - Planned Value The portion of work expected to be completed at a given date, times the authorized budget allocated to carry out that work EV - Earned Value The value of completed work expressed in terms of the budget assigned to that work AC - Actual Cost The costs actually incurred and recorded in accomplishing the work performed Budget Planned Value Cost Actual Cost Achievement Earned Value now •Are we ahead or behind schedule? •Are you getting value for money? •Did you spend money on the right things? time Planned Value Actual Cost Earned Value now Underspending but ... time Planned Value Earned Value Actual Cost now Underspending but ... time BAC: Budget At Complete PMR Project Management Reserve AC PV CV = EV – AC Cost Variance SV = EV – PV Schedule Variance EV project start now project end SV < 0 SV > 0 CV < 0 CV > 0 time Schedule Variance SV = EV–PV In currency. Negative means delay Schedule Performance Index SPI = EV/PV < 1 means delay Cost Variance CV = EV-AC In currency. Negative means overcost. Cost Performance Index CPI = EV/AC < 1 means overcost Estimate At Completion EAC = BAC / CPI Forecast final cost To Complete Performance Index TCPIBAC = (BAC-EV)/(BACAC) Can we catch up? EAC now time Requires development of integrated baseline Results in better project definition and planning Early identification of trends and problems Accurate picture of project status Cost, schedule, and technical segregation of schedule and cost variances Projection of final costs Project control by the team Enables project manager to make informed decisions based on facts Results in successful projects On time, on cost Requirement Architecture Design Code Testing 100h 100h 100h 200h 100h Task Month 1 Requirements (100h) S------F Architecture (100h) Design (100h) Code (200h) Testing (100h) Month 2 Month 3 Month 4 Month 5 Month 6 Status at end of Month 5 Complete, Spent 100h S----PF Complete, Spent 120h --F PS-S-PF Complete, Spent 125h --F PS----S- 25% Complete, Spent 70h -----PF PS---PF Not yet started At the end of Calculation Month 5, what is? PV 100 + 100 + 100 + 200 Answer EV 100 + 100 + 100 + 50 350h AC 100 + 120 + 125 + 70 415h BAC CV 100 + 100 + 100 + 200 + 100 350 - 415 600h -65h CPI 350 / 415 84% SV 350 - 500 -150h SPI 35,000 / 50,000 70% IEAC 600/0.84 711h TCPI (600-350)/(600-415) 135% 500h WBS: Work Breakdown Structure, hierarchical list of all the activities to be performed to complete the project. Workunits: The “Leaves” of the WBS tree. Activity small in size/duration, under responsibility of one person. Workunits use Resources (money, people) to produce Deliverables EVM suitable for projects that have: • Clear definition of work scope • Project schedule range from a few months to many years • Small to very large cost • Technically complex and demanding, i.e. that cannot be fully specified in the frontend phase; • Long makespan: economic effects like inflation • Involving many contributors, contractors, suppliers... i.e. many activities that are outsourced, resultoriented. EVMS concepts NICA project EVM web-based application Is NICA large-scale project? Work planned for period from year 2012 till 2017 Estimated cost is more than 100M $ Tasks to complete: • General Infrastructure • Accelerator • MPD Detector All the work have to be well coordinated 18% overspend announcement … only Technical Coordinator → “the project is behind schedule” Project Administrator → “the project is under-running” LHC Team: not is position to demonstrate that the project could be completed within allocated budget! Member States asked the LHC Project Management to set up a formal Project Control System EVM-based project control system Deliverable-oriented physical progress monitoring Interfaced to accounting systems, to get accurate information on actual costs Excel spreadsheets to interact with DBs Web-based An activity of the project Activity not started Progress Activity Activity Activity half-wayalmost completed? done 0% Progress 50% Progress Progress 90% 90%! 90%-syndrome Re-established trust • Cost and Schedule Review Committee: ‘world class’ • CERN management was formally congratulated by Member States • Further overruns were discussed in the context of proven project control. Project culture at CERN and cost awareness of project engineers have improved. EVMS concepts NICA project EVM web-based application Resources WBS Workunits Personnel Material Deliverables • Web interface • Excel files Reminders for progress reporting Crosstab to drill drown through the WBS structure (or other dimension…) PV, EV, AC Charts at every WBS level Objectively measures performance of the project as it moves from project initiation through project closure. Provides early warning of potential project adverse performance. Shows Opportunity associated with positive schedule variance. Enables the management of risk associated with underwriting or insuring against negative schedule variance. Provides a means to forecast future performance based upon past performance. Спасибо! [email protected] Questions?