Data in String used for computation in Earned on deliverables and for formatting purpose

Guidelines for deliverable completion

Typical percentage of completion of one deliverable (Document):
0%: Work on deliverable has not started
25% / 50%: The deliverable is 1/3 or 2/3 done respectively
75%: Deliverable is ready for Review
90%: Deliverable is submitted to customer
100%: Deliverable is accepted by the customer
Typical percentage of completion of one deliverable (Software):
0%: Development has not started
25% / 50%: Development is 1/3 or 2/3 done respectively
75%: SW is ready for Unit Test
90%: SW is ready for customer test
100%: SW is accepted by the customer
Typical percentage of completion of one deliverable (Generic Service):
Percentage is based on effort spent over total planned effort
Percentage can be based on project duration
Examples: Project Management effort, Training effort
msg global Earned Value Management template
Purpose
This template can be used to measure progress of a project through a simplified
application of Earned Value Management.
There are two options:
1) by percentage of completion of deliverables
2) by costs (actuals and remaining)

For further information, refer to EVM theory.

A sample is provided in the two tabs.

Instructions for "Earned on Deliverables" method

Add as many deliverables and services as in scope on first column.
These are the "scope items"
(Do not go below the last row in red (end of list), otherwise values on topmost rows
should be updated)

Add as many periods (e.g. months) as in project schedule

(Do not go beyond the rightmost column in red)
Copy the formulas in first rows on each added column.
For each scope item:
Define the value in column B.
The value can be based on effort or on cost or any other metrics which can allow
comparison among scope items in a quantitative way.

For each scope item (each month):

Assess the percentage of completion, based on some progress criteria (up to 100%
when accepted by customer). See guidelines on the right.
For Change Request, use "No base" for each period until it is included in the project
scope.

On each period (e.g. month), The following values are either computed or assessed by
the Project Manager:
Total Baseline Cost: Computed by summing up all the values of scope items in
scope. Generally stable until budget Change Requests are added.
Typically only costs for services are included, unless other costs are relevant.
By default set as equal to last period in future periods.

Total Earned Cost: Computed by summing up the values of scope items weighted
by corresponding percentage of completion in the period.
By default set as equal to last period in future periods.
Percentage of Completion: Computed as a ratio between Total Earned Cost and
Total Baseline Cost, in the period.
Total Contract Value: Manual input; usually stable until budget CR occurs.
Total Earned Revenue: Computed by applying the percentage of completion to the
Total Contract Value.
By default set as equal to last period in future periods.
Actual Costs: Manual input; typically only costs for services are included, unless
other costs are relevant.
These costs should be of the same type of costs used to define the baseline costs
above.
 Computed EAC: Estimate at Completion computed by assuming the same efficiency
applies in future periods, therefore it is computed by means of Actual Costs and
Percentage of Completion.
By default set as equal to last period in future periods.

An additional row is used to show how many months have past

Instructions for "Earned on Costs" method

Add as many periods (e.g. months) as in project schedule
(Do not go beyond the rightmost column in red)
Copy the formulas in first rows on each added column.
On each period (e.g. month), The following values are either computed or assessed by
the Project Manager:
Total Baseline Cost: Manual input; usually stable until CR occurs.
Total EAC Costs: Estimate at Completion computed by summing Actual Costs (AC)
and Remaining Costs (ETC).
By default set as equal to last period in future periods.
Percentage of Completion: Computed as a ratio between Actual Costs and EAC
Costs.
By default set as equal to last period in future periods.
Total Contract Value: Manual input; usually stable until budget CR occurs.
Total Earned Revenue: Computed by applying the percentage of completion to the
Total Contract Value.
By default set as equal to last period in future periods.
On each period (e.g. month), the Project Manager should assess the following in the
last rows:
Actual Costs: Costs incurred until the period.
ETC Costs: Remaining Costs after the period.
Project Reserve: Unrelease reserve which is considered as additional remaining
costs.

Instructions for "Charts"

Two charts are shown, one for each method.
Only one is generally used, unless both methods are used in parallel.
Guidelines for deliverable completion
Typical percentage of completion of one deliverable (Document):
0%: Work on deliverable has not started
25% / 50%: The deliverable is 1/3 or 2/3 done respectively
75%: Deliverable is ready for Review
90%: Deliverable is submitted to customer
100%: Deliverable is accepted by the customer
Typical percentage of completion of one deliverable (Software):
0%: Development has not started
25% / 50%: Development is 1/3 or 2/3 done respectively
75%: SW is ready for Unit Test
90%: SW is ready for customer test
100%: SW is accepted by the customer
Typical percentage of completion of one deliverable (Generic Service):
Percentage is based on effort spent over total planned effort
Percentage can be based on project duration
Examples: Project Management effort, Training effort
Total Baseline Cost 62,800 70,300 70,300 70,300 70,300 70,300 70,300
Total Earned Cost 1,140 4,280 9,685 17,465 17,465 17,465 17,465
POC 1.8% 6.1% 13.8% 24.8% 24.8% 24.8% 24.8%
Total Contract Value 100,000 110,000 110,000 110,000
Total Earned Revenue 1,815 6,697 15,154 27,328 27,328 27,328 27,328
Actual Cost 1,200 4,400 10,000 18,000
Computed EAC 66,105 72,271 72,586 72,453 72,453 72,453 72,453
Data in Data in Data in Data in
Deliverable/Task Value M1 M2 M3 M4 M5 M6 M7
Deliverable 1 2,000 10% 30% 70% 100%
Deliverable 2 3,000 10% 30% 50% 70%
Deliverable 3 4,000 10% 40% 60% 80%
Deliverable 4 4,000 10% 25% 50%
Deliverable 5 3,000 10% 25% 50%
Deliverable 6 3,400 20%
Deliverable 7 6,200 20% 40%
Deliverable 8 3,200
Deliverable 9 2,000 20%
Deliverable 10 4,000
Task 1 4,000
Task 2 5,000
Task 3 3,000
Task 4 4,000
Change Request 7,500 No base 0% 5% 15%
Change Request No base No base No base No base
Project Management 6,000 4% 8% 12% 23%
Project Contingency 6,000 0% 0% 5% 10%
<do not add row below>
70,300 70,300 70,300 70,300 70,300 70,300
17,465 17,465 17,465 17,465 17,465 17,465
24.8% 24.8% 24.8% 24.8% 24.8% 24.8%

27,328 27,328 27,328 27,328 27,328 27,328

72,453 72,453 72,453 72,453 72,453 72,453

<New columns
M8 M9 M 10 M 11 M 12 on the left>
Total Baseline Cost 62,800 62,800 62,800 62,800
Total EAC Cost 62,000 70,800 72,500 73,100 73,100 73,100 73,100 73,100
POC 4.8% 14.1% 22.1% 30.1% 30.1% 30.1% 30.1% 30.1%
Total Contract Value 100,000 110,000 110,000 110,000
Total Earned revenue 4,839 15,537 24,276 33,105 33,105 33,105 33,105 33,105
Data in Data in Data in Data in
Costs M1 M2 M3 M4 M5 M6 M7 M8
Actual Costs 3,000 10,000 16,000 22,000
ETC Costs 53,000 54,800 51,000 45,600
Project Contingency 6,000 6,000 5,500 5,500
<do not add row below>
73,100 73,100 73,100 73,100 73,100
30.1% 30.1% 30.1% 30.1% 30.1%

33,105 33,105 33,105 33,105 33,105

<New columns
M9 M 10 M 11 M 12 on the left>
 Progress based on deliverables
80,000

70,000

60,000

50,000
Total Baseline Co
Computed EAC
Total Earned Rev
40,000 Total Earned Co
Actual Cost

30,000

20,000

10,000

0
M 10
M1

M2

M4

M8

M 11

M 12
M3

M5

M6

M7

M9
s Progress based on Costs
80,000

70,000

60,000

50,000
Total Baseline Cost
Computed EAC
Total Earned Revenue
40,000
Total Earned Cost
Actual Cost

30,000

20,000

10,000

M 11

M 12
M1

M3

M4

M5

M6

M7

M8

M9

M 10
M2
d on Costs

Total Baseline Cost

Total EAC Cost
Actual Costs
M 11

M 12
M9

M 10