7.3.3 - Cost Variance Analysis
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Transcript of 7.3.3 - Cost Variance Analysis
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7/22/2019 7.3.3 - Cost Variance Analysis
1/6
PMGT501; WBS 6.4Project Control
David Bolton
Page 1
WBS 6.4.1: Solve Problem #3 found on page 467 of the Meredith and Mantel text.
A software development project at day 70 exhibits an actual cost of $78,000 and a
scheduled cost of $84,000. The software manager estimates a value completed of
$81,000. What are the cost and schedule variances and CSI? Estimate the time
variance.
AC = $78,000
PV = $84,000
EV = $81,000
AT = 70 days
Cost Variance = EV AC = $81000 - $78000
Cost Variance = $3,000
Schedule Variance = EV PV = $81,000 - $84,000
Schedule Variance = -$3000
CPI = EV/AC = 1.03
SPI = EV/PV = 0.96
Cost Schedule Index = EV2/(AC)(PV) = ($81,000)2/($78,000)($84,000)
Cost Schedule Index = 6,561,000,000 / 6,552,000,000
Cost Schedule Index = 1.001
Time Variance = ST AT = (AT)(CSI) AT = (70)(1.001) 70
Time Variance = 0.07 days
This is good. The project is a little under budget (CPI = 1.03) and a little behind
schedule (SPI = 0.96). In theory, the PM could spend a little extra and make up that
minor schedule variance. In our PM shop, CPI and SPI between 0.95 and 1.05 is
green so theres no problem here.
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PMGT501; WBS 6.4Project Control
David Bolton
Page 2
WBS 6.4.2: Solve problem #4 found on page 467 of the Meredith and Mantel text.
A project to develop a county park has an actual cost in month 17 of $350,000, a
planned cost of $475,000 and a value completed of $300,000. Find the cost and
schedule variances and the three indices.
AC = $350,000
PV = $475,000
EV = $300,000
AT = 17 months
Cost Variance = EV AC = $300,000 - $350,000
Cost Variance = -$50,000
Schedule Variance = EV PV = $300,000 - $475,000
Schedule Variance = -$175,000
Cost Performance Index = EV/AC = $300,000/$350,000 = 0.857
Schedule Performance Index = EV/PV = $300,000/$475,000 = 0.632
Cost Schedule Index = (CPI)(SPI) = 0.857 * 0.632Cost Schedule Index = 0.542
This is bad. The project has spent more than scheduled and is still far behind where it
should be. CPI is yellow and SPI is red. Expect to be on the Directors radar with
performance like this.
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7/22/2019 7.3.3 - Cost Variance Analysis
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PMGT501; WBS 6.4Project Control
David Bolton
Page 3
WBS 6.4.3: Solve problem #5 found on page 467 of the Meredith and Mantel text.
A consulting project has an actual cost in month 10 of $23,000, a scheduled cost of
$17,000 and a value completed of $20,000. Find schedule and cost variances and the
three indices.
AC = $23,000
PV = $17,000
EV = $20,000
AT = 10 months
Cost Variance = EV AC = $20,000 - $23,000Cost Variance = -$3,000
Schedule Variance = EV PV = $20,000 - $17,000
Schedule Variance = $3,000
Cost Performance Index = EV/AC = $20,000/$23,000 = 0.87
Schedule Performance Index = EV/PV = $20,000/$17,000 = 1.18
Cost Schedule Index = (CPI)(SPI) = 0.87 * 1.18
Cost Schedule Index = 1.027
This one is a mixed bag. The PM has overspent (CPI=.87) and is over his earned value
projection but is way ahead of schedule (SPI =1.18).
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7/22/2019 7.3.3 - Cost Variance Analysis
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PMGT501; WBS 6.4Project Control
David Bolton
Page 4
WBS 6.4.4: Solve problem #13 found on page 468 of the text.
The following project is at the end of its sixth week. Find cost and schedule variances
and the CPI, SPI, ETC and EAC.
First, the activity chart:
Activity Predecessor DurationBudget
($)
Actual Cost
($)
%
Complete
a - 2 300 400 100.00% BAC : 1750
b - 3 200 180 100.00%
c a 2 250 300 100.00%
d a 5 600 400 20.00%
e b, c 4 400 200 20.00%
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PMGT501; WBS 6.4Project Control
David Bolton
Page 5
Then the Plan Chart showing 50/50 EV reporting for the tasks.
Plan! Week:
Activity 1 2 3 4 5 6
a 150 150
b 100 0 100
c 125 125
d 300
e 200
PV 250 150 525 125 200 0
Cum
PV250 400 925 1050 1250 1250
EV 250 150 286 125 40 0
Cum EV 250 400 686 811 851 851
Actual
Cost 0 400 180 300 0 600
Cum
A/C0 400 580 880 880 1480
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7/22/2019 7.3.3 - Cost Variance Analysis
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PMGT501; WBS 6.4Project Control
David Bolton
Page 6
Finally, the analysis:
Plan! Week:
Activity 1 2 3 4 5 6
CV 250 0 106 -69 -29 -629
SV 0 0 -239 -239 -399 -399
CPI 1 1.000 1.183 0.922 0.967 0.575
SPI 1.000 1.000 0.742 0.772 0.681 0.681
ETC 1750 1350 899.59184 1018.890259 929.6357227 1563.478
EAC 1750 950 319.59184 138.8902589 49.63572268 83.47826
The project appears to be going OK during the first two weeks. Problems surface in the
third week when task D reports 50% of the planned $600 task value but only completes
20% of the work. The problem worsens in week 5 when task E starts and also reports
50% of task value but only completes 20% of the work.
I think the critical input method of EV reporting might give a more accurate picture of the
project status but it is still going to show the obvious: The project is slipping schedule
(decreasing SPI) and overrunning budget (decreasing CPI, increasing ETC). Notice
EAC in week 6 is $83 and there are still two weeks to go in the program. Not good.