Topic 4 DEVELOPING A PROJECT PLAN —— EXAMPLE 2 iD | activity IPA A Design - a: Fabrication | A__| EEG Foundations A | a) Installation B E | Commission |_C,D This example shows the functions of node. Solution: oo ENG = cia below. Again, assume the duration for each activity is 10 weeks. Imjolo|a|>|5 Activity IPA* Design = Fabrication Foundations Installation ~ Commission BC po |>|> * IPA = Dependency 4.5 DEVELOPING PRECEDENCE NETWORK Precedence networks are the basic elements in building CPMs. It is represented by nodes (boxes) and arrows. The node can take many forms but increasingly the node is Tepresented as a rectangle (box) as in Figure 4.13 below. Activity nodes are linked (logically) by lines called dependencies. The dependencies among activities are represented by arrow between the rectangles. As in Figure 4.13, the dependency shows that activity C cannot start until activity A is complete. 67—Duration _Earliest Finish Key [Earliest] Activity Jeariest Start | Reference (ID)| Finish wity Description and Identifier : Latest Latest 5] 4 19 | [stan | Ovration | Finch Dependency Figure 4.13: Activities as represented by rectangles Some simple rules for compiling Precedence Networks need to be followed as below: 1 Start and finish with a single activity 2. <} Plot activities horizontally along the paper, (and link activities in logical sequence) from end of one activity to start of the next activity) A\l activities should start at the earliest time possible Once dependencies are complete, insert the activity duration Examine the potential for overlap of activities, as this will reduce overall program duration. DEVELOPING A PROJECT PLAN Topic, Determine dependency of each activity on other activities and link as necessary (ln! There are few ways on how you could draw the network diagram, but some recommendations for proper node diagrams are illustrated in Table 4.2 below. 4.2: 1er Node Diagram Dra. IMPROPER PROPER =| Poona <}—( Should not be signed om right tole __| Should signed fom lft ght | A S AW LE | ; = | cm ic | combine relationship ine Saperate relationship ine _ 4. c B D oriiniersectby fat crossing | 68Topic 4 DEVELOPING A PROJECT PLAN 4.5.1. Terms and Definitions Here are some terms used in building the CPM network. Table 4.3: Terms and Definitions No Terms Definitions (EF) (LF) 1 | Early/ Late Start _{(esv(Ls) _| Early/ Late Finish The earliest/ latest date when activity can start and finish 3. | Forward Pass of the project. process of navigating through a network from start to finish and calculating the early dates for each activity and the completion date 4 | Backward Pass process of navigating through a network from finish to start and calculating the late dates for all activities. 5 | Critical Path — the continuous chain of critical activities from the start to end of the project. The path that has no float 6 | Total float (T) activity Can be calcul lated as: Measure of the amount of time adjustment for an activity without effecting the overall duration of the project. Difference between the earliest and latest starts or finishes for an TF =LS-ES or; TF =LF-EF EXAMPLE 3 Example 3 shows the building of a CPM and the logic network. From the table below, draw the logic network and perform the CPM calculations. Immediately rr) Activity Duration (Weeks) | Preceding Activity (IPA) A Design 6 = B Fabrication 9 A Cc Foundations 5 A D Installation 7 B.C E ‘Commission 4 EDEVELOPING A PROJECTPLAN Topic , Solution: Step 1: Determine the work activity and the duration and draw the logic network. A B D 5 esan Fabrication Installation Commision 6 | 9 a | 4 c Foundation [s Step 2: Determine the expected completion dates using forward pass. a a [ofa [e 6 | Baa 15 |b | 22 Be | E be a Installation ¥_Commissi ia 7 . | ] l it ast! 7 | 4 6 | Calan Foundation Lesson: «The forward pass starts with the first project activity up to the last project activity As you go through to the end (your last activity), you add the activity duration. . Forward pass referring to the earliest times in your network. Step 3: Determine the expected completion dates using backward pass and identify the critical path (bold arrow) and the float for all activities. ola e | oie | 15 1s |o | 22 zie Design Fabrication Installation _|———*|_ Commission - ae ej {15 15|7_| 22 z|4 | 2% 4 4 ejceln Foundation 1o| 5 | 15 AmEET) DEVELOPING A PROJECT PLAN Lesson: + The backward pass starts with the last project activity down to the first project activity. As you go through backward (to your first activity), you subtract the activity duration. « Backward pass refer to the latest times in your network + If the duration of the activities is overlapping, write the overlapping in positive value (e.g. 4). But if there is a float, write it in a negative value (e.g. -4) as in example above. Step 4: Tabulate the result. Boldface activities are critical. ID | Duration (Weeks) | ES EF Ls LF TF A 6 0 6 0 6 0 B ; 9 6 15 6 15 0 c 5 6 |11 10 15 4 D ; 7 15 | 22 15 22 0 | E 4 22 =| 26 22 26 0 network and perform the CPM calculations — Duration 1D | Activity | weeks) | IPA Notes A | Design 6 = B | Fabrication 9 ‘A | Fabrication can overlap with A by 2weeks € | Foundations 5 ‘A. | Foundation can overlap with A by 2 weeks D | Installation 7 | B,C | Fabrication, Foundation, Installation cannot start until 2 weeks after Foundations is complete E | Commission 4 D_| installation 1JT DEVELOPING APROJECTPLAN Topic , 4.6 RESOURCE SCHEDULING From the planning perspective, the important decisions in estimating resou requirements are to determine the type of technology and equipment to employ and number of crews to allocate to each task. Consequently, additional labor might result faster completion of a particular work or might result in congestion and coordinaii Problems. Resources scheduling is the most common resource management method by project planners. Resource in context of project management > Ga) => C=) > (i) Figure 4.14: 3 classification of resources _ This concept applies to resources that are hired or rented, namely, labour and construct equipment (major). The need for such resources may vary significantly as some activt start (they requires new resources) and other activities finish (they release the resources). In general, materials do not need to be levelled. In this case, project manag mainly have to arrange smalll deliveries in an economical way. Materials must be manag) using @ completely different concept. To schedule resources, resource requirements are specified for each project activity a resource loading is shown in a graphical profile. This resource profile is determined 5 summing the resource requirements over time during the project using either an early 0 late start schedule. The example below shows a resource profile that has been calculate EXAMPLE 4 Draw the resource profile for the flooring project below. Table 4.4: Flooring Project Activity RAIGIDGeEA ia Activity Description ‘ ‘ Be our ‘A_| Purchase and deliver materials z : “4 D [ B Remove old vinyl tile z 7 7 C_| Install ceramic tile in Ai : D__| Install new vinyl tile AB 5 5 Po e Clean up and inspect C.D Bi 5 72yopic 4 DEVELOPING A PROJECT PLAN Solution: Step 1: Produce network and determine criticality and float. 05 5.8 4 \ cae 5 5 27 9.12 9 12,14 E a 12,14 ¢ a7 7.12 B D 7 |]=> eel 712 0.7 Step 2: Identify key resource and produce bar chart using network data. moo @ > 5 digi elrlyvlelsisisis)2i> haa 1) cotical activity 9) Nonertcal activity Float;___—— DEVELOFINGA PROJECT PLAN [ETGpic , Step 3: Plot resource profile. Regular use of resource (within the allowable limit) Overuse of resource (exceeds the allowable limit) From the activities below, draw the resource profile. Duration 1D | Activity | Twookey | IPA | tabour Notes A | Design 6 : B | Fabrication 9 A | Fabrication can overlap with A by 2 weeks C | Foundations | 5 A 4 | Foundation can overlap with A by 2 weeks D | Installation i B,C 3 | Fabrication, Foundation, Installation cannot start until §=2 weeks after Foundations is complete E | Commission | 4 D 2 | Installation 4opie § MONITORING AND CONTROLLONG PROJECT OBJECTIVES By the end of this topic, you should be able to " 4. describe the process of project monitoring; 2. explain the importance of a progress report; 3. understand the concept of tracking using Gantt Charts and Control Charts in monitoring projects; describe the concept of project control system; 5. develop project baselines; and perform EVA technique using S-curve. TOPIC OVERVIEW © Work out baseline plan PROGRESS REPORT ¢ Measure performance i + Compare actual and planned Collecting data and analysis saan © Take action 5.1 PROJECT MONITORING What should be done to ensure that a project stays on track? In your opinion, how project monitoring and controlling can be done? Ga) Project monitoring system involves: * determining what data to collect, how, when and who will collect the data; * analysis of the data; and * reporting current progress 79———_—_________ MONITORING AND CONTROLLONG PROJECT Topic 5 Figure 5.1 shows the information system structure. What data to be collected? * Current status of project (schedule and cost) * Remaining cost to compete project * Date that project will be completed * Potential problems to be addressed now * Out-of-control activities requiring intervention * Cost and/or schedule overruns and the reasons for them * Forecast of overruns at time of project completion y = Ue Collecting data and analysis * Who will collect project data? * How will data be collected? * When will the data be collected? © Who will compile and analyze the data? 7 = * Who will receive the reports? * How will the reports be transmitted? * When will the reports be distributed? i Figure 5.1: Information system structure Do you agree if we say that the main objective of project monitoring and controlling is to deliver high-quality projects on schedule and within budget? Discuss.qopic 5 MONITORING AND CONTROLLONG PROJECT 5.1.4. Progress Report in your opinion, is it useful for a project to have regular reviews of progress and status. How progress can be communicated? =) Typically project progress reports, reports or updates the progress of the project. It is presented in either written or oral form. Common topics of discussion in the report are shown in Figure 5.2. ORAL VERBAL WRITTEN © Progress since last report © Current status of project = Schedule = Cost = Scope © Cumulative trends © Problems and issues since last report "Actions and resolution of earlier problems = New variances and problems identified © Corrective action planned Figure 5.2: Common topics of discussion in the report _ The report must reflect Project information at a given data date regarding complet activities, in-progress activities and changes in the logic, cost and resources ree i allocated at any activity level. It must reflect actual work and involves incorporatins proved changes into the baseline schedule. 7—_——¥!_——— MONITORING AND CONTROLLONG PROJECT | Topic) Let's look at Table 5.1 to know further on data date and baseline schedule. Table 5.1: Data Date and Baseline Schedule DATA DATE Data date = as of date = status date. Is the date as of which all progress on a project is reported. Data date # current date # time now because the word current or nowis moving with time and is not tied to a specific time or date. E.g.: data date = closing date (in accountancy term). | X LY BASELINE Is a schedule prepare by the contractor, usually before the start of the | project. Used for performance comparison. If approved by the owner, baseline schedule (BS)usually becomes a part of the contract documents. Also called a target schedule. Used by; the general contractor who will execute the work, the owner whose work is being executed; PMC to monitor; sub-contactor unofficially. BS are a prediction. It is prepared on the basis of expectations and previous experiences. Thus, it is advisable to keep an accurate record of previous work to use for future estimation. BS must be reasonable and realistic. Must consider work and weather conditions; size and complexity of the project; local codes and regulations; the location of and access to the project site; the labor market; materials and equipment availability, price and delivery and other related issues. BS has a strong linkage with Baseline Budget The frequency of updating can be monthly, biweekly, weekly, or according to another time interval. Any new information during the interval that was not known for the previous update and relates to the schedule must be recorded on and implemented in the schedule This information falls into 2 main categories. You should refer to Table 5.3 to know about the categories of information. ee7opic 5 MONITORING AND CONTROLLONG PROJECT Table 5.3: Two Main Categories of Information f PAST INFORMATION FUTURE INFORMATION What has happened since the last update? —_| Comprises any changes to the schedule such as the following: Activities that have started and the actual start date, percent complete and | Any activities that have been added, along remaining duration of each activity. with their information (duration, logic, budget, resources, constraints, etc.). + Activities that are complete and the actual completion date of each. * Any activities that have been deleted. |. The actual budget spending or resources | * Activities that have been changed. consuryption forced aaney '* Any change to the imposed finish date for the entire schedule or the constraint date for | certain milestones. * Any schedule-related, but not activity- specific, change, such as a change in the cost or availability of resources, a change in calendar workdays or a change in responsibility. 5.2 MONITORING TIME PERFORMANCE Have you ever prepare a progress report? Why did you send your progress report to your superior? What is the main purpose of sending the it? Is it true if | say that your superior would like to check on your progress and detect whether is there any deviation from plan or not? How your report look alike? Did you use Gantt Chart? A major objective of progress reporting is to catch any deviation from plan and take Corrective action if necessary. Tracking Gantt Chart and Control Chart are the typical tools used to catch negative variances from plan and communicate project schedule Status. Both charts are able to show expected, actual and trend data for event duration Performance. Their visual formats are simple and easy to understand and suitable for top management level who do not usually have time for details. Whatis Gantt Chart Ifyou want to know about Gantt Chart, e's browse ough these websites: HT TP:// hitph ttchart. com/History. html ne http/en.wikipedia.org/wiki/Gantt_Chart Jwww.netmba.com/o} tions/project/gant+s MONITORING AND CONTROLLONG PROJECT | Topie 5.2.1. Tracking Gantt Chart Figure 5.3 shows the baseline and tracking Gantt chart for a project at the end of periog ¢ The chart below shows the Baseline Gantt Chart, which indicates the original plan for ing Project. Additionally, the Tracking Gantt Chart shows the comparison between actual wor, and the original schedule. In Tracking Gantt Chart, the solid bar below the origins schedule bar represents the actual start and finish times for completed activities or an, Portion of an activity completed (see activities A, B, C, D and E). Let us take an example gf activity C. The actual start time for activity C is period 2 and the actual finish time is periog 5. Therefore the actual duration is 3 time units, rather than 4 scheduled time periods. The extended bar chart represents the remaining scheduled duration (see activities D and g) and the remaining expected duration for activities D and E are shown with the hatched bar Note that the revised duration can differ from the original schedule as in activities D and & Either the activity is complete and the actual is known or new information suggests the estimate of time be revised and reflected in the status report. Even though the schedule updating can be monthly, biweekly or weekly, But the most common frequencies are weekly and biweekly. Waiting too long to update may eliminate the effectiveness of updating, encourage procrastination and tends to be not well documented. Conversely, too short may be costly in terms of time consumption and overhead and reporting costs. Baseline Gantt Chart eee TT Legend ZZZZA Baseline uration mmoom> =— Ie Te Tracking Gantt Chart Showing Status through Period 6 Eesteeteaay FETT ‘Actual completed EEE Remaining ‘duration mmoo0m> Figure 5.3: Baseline and tracking Gantt chartWhat are the advantages and limitations of using Gantt Chart? 5.2.2 Control Chart Another tool to monitor past project schedule performance and current performance and to estimate future schedule trends is the Control Chart. As you can see in Figure 5.4, the chart is used to plot the difference in scheduled time on the critical path with the actual point on the critical path. If you read Figure 5.4, it shows the project was behind schedule at the early period time or the project (period 2 & 3). The project took a corrective action then, to get back on track (see period 4, 5 and 6). If the trend is constant, the project will come in ahead of schedule Control charts also can be used in giving warning of potential problem thus appropriate action can be taken if necessary. In addition, it is also frequently used to monitor (record and communicate) project progress towards milestones, which mark significant project events as major accomplishments. Schedule Outlook 20 15 = Ahead of Schedule Time Periods Schedule D 1 2 8 4 & 6 7 teno Reporting period Figure 5.4: Project schedule control chart _ Schedule slippage of one day is not a main concern for managers. However, one day here and another there soon adds up to large delay problems and it is well known that once Work gets behind, it has a tendency to stay behind. Examples of causes of schedule slippage are unreliable time estimates, minor redesign and unavailable resources. Yes you may use float early in the path, however this action may reduce the flexibility and Potential opportunities at the later stage. For these reasons, having frequent monitoring 85§ —__——————— MONITORING AND CONTROLLONG PROJECT [iii can significantly improve the chances of catching schedule slippage early. Early detection reduces the chance of small delays growing to large ones and thereby increas.” opportunites for corrective action to get back on schedule which means better cont ar taken List down the benefits of using control charts? You want to know more about control chart? Visit this website: wiki iki TTP 5.3. PROJECT CONTROL ‘As an OUM student, you have to complete 129 credit hours in 8 semesters to graduate from your studies. You are now in semester 7 but you just finished 100 credit hours out of 129 credit hours. Do you think you can finish the remaining 29credit hours in 1 semester? What would you do to control the situation? Are you going to ask for extension of time or speed your work by taking 29 credit hours in 1 semester? dy 5 The situation above shows why you need to control your study life. If we can convert the analogy above, we can state the following = Project = your study = Baseline = complete 129 credit hours in 8 semesters > Comparing = actual performance (You are now in semester 7 but you just finished 100 out of 129 credit hours) > Corrective action Options of action Project control is actually a process of comparing the actual performance with baseline performance and discerning any deviation The deviation will then be analysed, and solutions provided to bring the schedule back "| track, if possible. In plain language project control measures and evaluates the prog'es and performance of a project and comes up with necessary actions. Progress 3" performance in the context of project management, is with respect to cost or budget tit? 86 _and quality as the main priorities. This is followed by scheduling and not forgetting of course safety, which are the main factors that need to be controlled. The essential components of a control system are presented in Table 5.4 below and graphically explained in Figure 5.5. Table 5.4: Components of Control System fal cocierin Meaning 1 | ABaseline Plan A statement of what is to happen | 2 | Observations _ | Measurements of what is happening 3. | Comparisons Between expectations and actual 4 | Corrections Actions designated to redirect what is happening back to what should happen | 5 | Updates _| Of forecasts and/or plan as appropriate Itis strongly encouraged that you have a firm baseline plan. Otherwise your control system has no basis for action. Preparing a project plan is an art form in itself. However in Sessence, the plan must be defined in term of scope, time, cost and quality. All of which must be mutually compatible and in sufficient detail to be manageable. The baseline developed is the best prediction based on historical records and productivity; it however contains tolerances that are provided, to accommodate deviations from this baseline during implementation. Floats and contingencies are built into the programme to deal with such deviations. The limits of acceptable difference between the baseline and work performed on site serves as. an indicator calling for closer examination. As in resources management, contingencies and floats are utilised to bring back the project within the acceptable limits. In case this is not enough, acceleration is required. 87MONITORING AND CONTROLLONG PROJECT Topi¢, | | Output Requrement: Products Standards Procurement Strategies Success Re forecast and Reveo ened: Estimate Senede Quai Scope Monitor and Report Progress Quay Schedule Expendtire Analyse change People, Control Resources Evaluate Equipments Progress eats Ss Figure 5.5: The project control cycle Foreca Explain the essential components of a control system? fin Project Control Steps 1. Developing a baseline plan. eA 2. Measuring progress and performance. \ 3. Comparing plan against actual. 4, Taking actions 5.3.1. Development of Project Baselines Which management function do you think that developing a project baseline falls into? a The first step in controlling projects is to develop the project baseline. Actually, it is pat! the planning process. It serves as an anchor point for measuring performance documents a planned cost and expected schedule against actual cost and scheduleare measured. It also serves as a basis for cash flows and awarding progress payments for the project. Using the project baseline you can calculate the budgets that are tied to the work packages. In other words, it shows a summation of time-phased budgets (cost accounts as summed work packages) along a project timeline. Figure 5.6 depicts the relationship of the data used in developing the project baseline. Deliverables wes & Time, cost and Time a Seocteaton ay Resource = Sresren oO Metorais Sroduie [>| Organisation ‘Support effort baseline auscee Responsibilities Performance Standards| ooooood ' Figure 5.6: Project management information system overview Because baseline is a summation of time-phased budgets along a project timeline, an integrated cost-schedule system needs to be first established. Figure 5.5 above shows at the earlier stage, you need to define a Work Breakdown Structure (WBS) and Organisational Breakdown Structure (OBS) in order to establish your database. Items that can be included in your WBS are shown in Figure 5.7. can be included pacakges igure 5.7: Items that can be included in WBS Thus, you need to develop work and resource schedules that you had learnt in Topic 4 (Planning) previously by: * Schedule resources to activities * Time-phase work packages into a network"MONITORING AND CONTROLLONG PROJECT | yopi¢¥g And finally, you need to develop a time-phased budget using work packages included ; an activity. The cumulative values of these budgets will become the baseline and wil p. called the planned budgeted cost of the work scheduled (PV). The main 4 costs that ar, included in the baseline are shown in Figure 5.8. . COSTS THAT ARE INCLUDED IN ‘THE BASELINE (rato) (caine) (mates) (Frc Figure 5.8: Main cost that are included in the baseline 5.3.2 Measuring, Comparing and Taking Action Measuring, comparing and taking action are the essence of controlling. If you see in Figure 5.6, controlling comes right after your planning stage is accomplished. Controlling is sequentially accomplished during the execution stage of the project. Generally the method for measuring progress is based on two key computations. Let's look at Figure 5.9. ‘Two key computations (> Pineattnueraress ||| oy, yy al ‘Comparing eared value with ‘Comparing eamed value the expected schedule value. with the actual costs. Figure 5. [wo key computations for measuring progress This Earned Value Cost/Schedule technique is an integrated project management system based on the eamed value concept that uses a time-phased budget baseline #0 compare actual and planned schedule and costs. 5.4 EARNED VALUE (EV) TECHNIQUE From your experience, do you know any methods or techniques that can be used to monitor and analyse the progress of a project? If yes, please list it down. x oO In 1967 the United State Department of Defence published a set of Cost/Schedule Cont® ‘System Criteria, known as the C-Spec. These criteria define the minimum Earned ValManagement control system requirements. Previous management control systems assumed a direct relationship between lapsed time, work performed and incurred costs. Here, | want to describe how the Earned Value system analyses each of these components independently, comparing actual data to a baseline plan, set at the beginning of the project. 5.4.1. Definitions Some terms and definitions as listed in Table 5.1, should be introduced before explaining how the EV Technique works. Table 5.1: Table of Definitions No. Term Definition 1. | Eamed Value Analysis (EVA) | Compares the value of work done with the value of work that should. 2 |Budgeted Cost of Work | Is the value of work that should have been done at a ‘Scheduled (BCWS) given point in time. This takes the work planned to have been done and the budget for each task, indicating the Portion of the budget planned to have been used. 3. | Budgeted Cost of Work | Is the value of the work done at a point in time. this takes Performed (BCWP) the work that has been done and the budget for each task, indicating what portion of the budget ought to have used to achieve it. Actual Cost of Work Performed | Is the actual cost of the work done. | (ACWP) 5.4.2 S-Curve S-curve is the basic element in EV technique. Figure 5.6 illustrates a typical S-Curve plot comparing budget and actual costs. S-curves examine the progress of the project and forecast expenditure in terms of man hours or money. This is compared with the actual expenditure as the project progresses or the value of work done. If percentages are the development of useful data from historic records of past projects is simplified, since size, and hence total time and cost is not significant. All projects, whatever their size, are plotted against the same parameters and characteristic curve can be more readily seen.8 = BCWS Budgeted cos, of work scheduled BCWP Budgete of work performed ACWP Actual cost ‘of work performed Value of Work Start 50% 80% Time Finish Figure 5.10: S-curve S-Curve simply as a method for controlling the progress of the project to use it proactively in the evaluation of indirect costs associated with project changes introduced. The form of the S-curve is determines by the start date the end date and the manner in which the value of work done is assessed. Once a consistent approach has three significant variables that need analysing; time, money and the shape of the ‘S’ (known as the route). Since the expectation is that the route is fixed then only two variables are left. The route is as much a target as the final cost. If the movement month to month is compared then the trend can be derived. If the axes are expressed as a percentage then the percentage of what, must be carefully defined. If review estimates are made at regular intervals then the value of work done will always be a percentage of the latest estimate. Revision of the estimate automatically revises the route of the S-Curve. 5.4.3 Earned Value Analysis Technique Earned Value Analysis (EVA) is often presented in the form of progress, productivity or curve diagrams. Actual/ estimated man hours are made available to determine the progress and productivity factors at any stage of the project. The productivity factors are used by both client and contractor organisations to monitor the progress of a project and forecast the outcome. Productivity is the ratio between output and input and provides a measure of | efficiency. | Ideally, productivity is always unity with both the output and the input measured in te same units. Productivity factors are used to monitor the variance and trends for individual activities. 2 aCost |_____stimate at Completion Budget at CWS. Completion “Cost Variance Schedule Variance ACWP Time Figure 5.11: Determination of cost and schedule variance In order to establish a trend, actual progress must be measured and compared with forecasted progress, that being the baseline S-curve. Since the forecasted progress depends upon the end target, revised targets will influence the progress required to be made each month. Once it becomes evident that a work package is going to cost more, or less, than the original (or earlier) estimate, then targets should be revised and the potential influence on monthly progress evaluated and a new target computed. The information required from analysis of the curves will vary depending on its end use. At project level the aim will be to identify any areas where the project is under achieving in order that action can be taken to improve the performance of the problematic resource. This can be done by examining the BCWP and ACWP curves as shows in Figure 5.7. Project managers can determine the Schedule Variance (SV) and Cost Variance (CV) using the graph. Thus taking an appropriate action. SV =is the value of the work done minus the value of the work that should have done = (BCWP - BCWS) > Anegative number implies that work is behind schedule. CV = is the budgeted cost of the work done to date minus the actual cost of the work done to date = (BCWP — ACWP) > Anegative number implies a current budget overrun.~___— MONITORING AND CONTROLLONG PROJECT Topic’ EXAMPLE 4 Zaqwan want to complete 3 holes in 3 weeks. The cost for each hole is RM10. However Now it is already end of week 2 but he just completed only 1 hole. He also has spent RMag by the end of week 2. Calculate the SV and CV for Zaqwan. And suggest want should he do to control the situation. Cost TimeiNow i Budget at fF BOWS. | Completion a ean Variance aoe ACWP Schedule Variance 10 fam — i u iy Time BCWP - BCWS cv = BCWP-ACWP 10-20 = 10-30 10 (behind schedule) Suggested corrective action: -20 (cost overrun) 4. May be the plan can be changed. May be the plan was not realistic. 2: 3. Describe how to perform the EVA technique? 94 Estimate at [Completion Or may be the project manager can change the work either in terms of the scope or Method of execution. For example change the quality of work or seek an alternative.