by clicking the arrows at the side of the page, or by using the toolbar.
by clicking anywhere on the page.
by dragging the page around when zoomed in.
by clicking anywhere on the page when zoomed in.
web sites or send emails by clicking on hyperlinks.
Email this page to a friend
Search this issue
Index - jump to page or section
Archive - view past issues
Project Manager : Project Manager April May 2012
10 Project Manager eARned SChedule (eS) IS A MeThOd for analysing schedule performance, c reated less than a decade ago. The method has since spread globally. It is now used for all types and sizes of projects and has become a topic of project ma nagement resea rch. eS is a measure of time duration indicating how much of the earned value Management (evM) performance baseline has been completed. having the measure allows for the creation of schedule performance indicators useful for project management. earned schedule concept As illustrated (see right), eS is dependent upon two evM measures: planned value (Pv) and earned value (ev). Therefore, if your project is already using evM, you can readily apply the eS techniques. It is simply a matter of using the information in a different way. schedule performance indicators The schedule performance indicators for eS are: • Schedule Variance (time units): SV(t) = ES – AT • Schedule Performance Index (time units): SPI(t) = ES/AT where AT is the duration from the project start to the status point. The schedule performance index is particularly useful for project managers. In a top-down manner it can be used to forecast the project final duration, using a simple formula: • Independent Estimate at Completion (time units): IEAC(t) = PD / SPI(t) where Pd is the planned duration for the project. Another useful indicator of schedule performance offered by eS is the: • To Complete Schedule Performance Index (TSPI): TSPI = (PD – ES) / (EAC(t) – AT) where eAC(t) represents the duration objective for project completion. The combination of the IeAC(t) and TSPI provide the project manager with easily derived information to assist his or her efforts in achieving the desired delivery time of the product. critical path, schedule adherence and rework eS prov ides techniques for ‘drill-down’ analysis, as well. Task groupings, such as the critical path (CP), can be performance-analysed in the same way as the entire project. This information helps the project manager direct attention appropriately to problem areas. The measure of schedule adherence (SA) is made possible through the application of eS. In essence, SA is the actual accomplishment matched to the planned accomplishment. An output from SA is the identification of potential rework (RW). Possibly the most important activity of a project manager is to clear impediments or constraints which may become a source of RW by applying resources to these areas. Knowing which tasks may be the contributors and the amount of RW forecast for the project brings focus to the quality of the planning, the schedule and the discipline in the project execution. These techniques are directed at task level, so their theor y and application are very detailed. however, automated tools are emerging that provide great assistance in making CP, SA, and RW analysis useful. ••• thought leaders how project managers can use the earned schedule method to analyse and improve schedule performance. earned schedule: an emerging earned Value technique more InFormatIon Resources on Earned Schedule are available at www.earnedschedule.com. The website provides news, published papers and presentations, along with calculation aids, training sources, and more. The vast bulk of the material is freely available for download and personal use. Walt lipke is the creator of the technique earned schedule, which extracts schedule information from earned Value data. he retired in 2005 as deputy chief of the software division at tinker air Force Base. he has over 35 years of experience in the development, maintenance, and management of software for automated testing of avionics. lipke has published several articles and presented at conferences, internationally, on the application of earned Value management and earned schedule. wALt LIPke the es idea is to determine the time at which the eV accrued should have occurred. Time based schedule performance efficiency: SPI(t)=ES/AT 2 4 8 10 Planned Value EARNED SCHEDULE ACTUAL TIME Earned Value time Periods $$ PV=eV
Project Manager Feb March 2012
Project Manager June July 2012