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!
Dmitry.Kekelidze@cern.ch
Questions?