PROJECT TIME

MANAGEMENT
LECTURE 3
CONTENT OF PRESENTATION
 PMI approach of Time Management
 Use of software for planning,
 WBS/ Activity Definition
scheduling & control of projects
 Estimation o Process overview
o [Purpose of Estimation
o Software application
o Factors influencing Estimates
o Methods of Estimation o EVMS
o Problems in Estimation
o Accuracy in Estimation
o Importance of Accurate Estimates
 Scheduling (Planning and Scheduling)
o Objectives
o Techniques
o Critical Path Method (CPM)
 Basic Definition of CPM
 Activity
 Activity Duration
 Network Construction
 Example 1
o Histogram
 Resource Histogram
 Constructing Resource histogram
o Procedure for Resource Leveling
o PERT
o Example
 PMI Approach of Project Time Management (Cont..)
PROJECT TIME MANAGEMENT

6.2 ACTIVITY SEQUENCING Continue on

6.1 ACTIVITY DEFINITION 6.3 ACTIVITY RESOURCE
1. Inputs next slide
1. Inputs ESTIMATING
1. Enterprise environmental .1 Project scope statement 1. Inputs
factors . .2 Activity list .1 Enterprise environmental
2. Organizational process .3 Activity attributes factors
assets .4 Milestone List .2 Organizational process assets
3. Project scope statement .5 Approved change requests .3 Activity list
4. Work Breakdown .4 Activity attributes
structure 2 . Tools and Techniques .5 Resource availability
5. WBS Dictionary .1 Precedence Diagramming .6 Project management plan
6. Project management plan Method (PDM)
.2 Arrow Diagramming Method 2. Tools and Techniques
2. Tools and Techniques (ADM) .1 Expert judgment
1. Decomposition .3 Schedule network templates .2 Alternatives analysis
2. Templates .4 Dependency determination .3 Published estimating data
3. Rolling wave planning .5 Applying leads and lags .4 Project management software
4. Expert judgment .5 bottom-up-estimating
5. Planning component 3. Outputs
.1 Project schedule network 3. Outputs
3. Outputs diagrams .1 Activity resource requirements
1. Activity list .2 Activity list (updates) .2 Activity attributes (updates)
2. Activity attributes .3 Activity attributes (updates) .3 Resource breakdown structure
3. Milestone list .4 Requested changes .4 Resource calendars (updates)
4. Requested changes .5 Requested changes
 PMI Approach of Project Time Management (Cont..)
PROJECT TINE MANAGEMENT

Continu 6.5 SCHEDULE DEVELOPMENT 6.6 SCHEDULE CONTROL

e on 6.4 ACTIVITY DURATION 1. Inputs 1. Inputs
Previou ESTIMATING .1 Organizational process assets , .2 Project .1 Schedule management plan
s slide 1. Inputs scope statement, .3 Activity list .2 Schedule baseline
.4 Activity attributes, .5 Project schedule .3 Performance report
.1 Enterprise environmental
network diagrams, .6 Activity resource .4 Approved change request
factors 2. Tools and Techniques
.2 Organizational process assets requirements, .7 Resource calendars
.1 Progress reporting
.3 Project scope statement .8 Activity duration estimates
.2 Schedule change control
.4 Activity list .9 Project management plan, 10. Risk system
.5 Activity attributes register .3 Performance measurement
.6 Activity resource requirements 2. Tools and Techniques .4 Project management
.7 Resource calendars .1 Schedule network analysis software
.8 Project Management plan .2 Critical path method .5 Variance analysis
. Risk register .3 Schedule compression .6 Schedule comparison bar
. Activity cost estimates .4 What-if scenario analysis charts
.5 Resource leveling 3. Outputs
.6 Critical chain method .1 Schedule model data
2. Tools and Techniques
.7 Project management software (updates)
.1 Expert judgment .2 Schedule baseline (updates)
.2 Analogous estimating .8 Applying calendars
.9 Adjusting leads & lags .3 Performance measurements
.3 Parametric estimating .4 Requested changes
10. Schedule model
.4 Three-point estimating .5 Recommended corrective
.5 Reserve analysis 3. Outputs actions
3. Outputs .1 Project schedule .6 Organizational process assets
.1 Activity duration estimates .2 Schedule model data (updates)
.2 Activity attributes (updates) .3 Schedule baseline .7 Activity list (updates)
.4 resource requirements (Updates) .8 Activity attributes (updates)
.5 Activity attributes (updates) .9 Project management plan
.6 Project calendars (updates) (updates)
.7 Requested changes
ESTIMATION
ESTIMATION (Dictionary Definition)

‘To form an approximate notion of the amount,

number, magnitude or position of anything, without
actual enumeration or measurement.’
Oxford English Dictionary
 ESTIMATION
• An estimate is a calculation of the quantities of various items of work, and the
expenses likely to be incurred on a given project. The total of these probable
expenses to be incurred on the work is known as estimated cost of the
work. The estimated cost of a work is a close approximation of its actual cost.
The agreement of the estimated cost with the actual cost will depend on
accurate use of estimating methods and correct visualization of the work, as it
will be done. Under-estimating may result in the client getting an unpleasant
shock when tenders are opened and drastically modifying or abandoning the
work at that stage. Over-estimating may lose the engineer or estimator his
client or his job, or in any case his confidence.
• Estimating is the most important of the practical aspects of Project
Management, and the subject deserves the closest attention. It is a
comparatively simple subject to understand; however, as it brings one up
against practical work, methods and procedure, knowledge of it cannot be
acquired without close application.
PURPOSE OF ESTIMATING
1. Estimating Materials
From the estimate of a work it is possible to determine the quantity of
materials required to complete work as per scope of project and
WBS.
2. Estimating Labor
The quantity and type of workers (man hours) of different categories
required to complete the work in the specified time.
3. Estimating Cost
An estimate is necessary to give an accurate idea of the cost of work
as per scope and WBS.
4. Estimating Time
The estimate enable to estimate the time required to complete an
item of work or the work as a whole as per scope and WBS. Time
estimates are used in scheduling work, assigning resources and
determining delivery dates.
Estimation of cost, materials, labor and time is immensely useful in
planning, execution and control of any work.
FACTORS INFLUENCING ESTIMATES
• Deadlines and Time Constraints
• Skill and Knowledge of Quantity Surveyor
• Experience of Estimation
• Nature of work and product/project
• Productivity of labor and machinery
PROBLEMS IN ESTIMATION

a) There is no established project estimation process.

b) Inaccurate data is used, or historical data may not be
complete.
c) The forecasting techniques and tools are inefficient.
d) There is no ability to track actual project performance,
which can be used to refine estimates.
e) The project planners are inexperienced.
ESTIMATE HIGHLIGHTS
 Planning requires estimation early-on, even though it is likely this
“commitment” will be proven wrong.
 Some degree of uncertainty is unavoidable when predicting into the
future.
 Solid techniques and concrete procedures help reduce the
inaccuracy of estimates .
ACTIVITY
A common technique used to understand and organize complex undertaking is
to break the project into smaller pieces. This technique is used both planning
and estimating. Each activity is a discrete task. Activities should be only be
specified as per level of management. The number and detail of listed quality
will vary from job to job and depend on the intended level of control. Usually
for planning purposes activity doesn’t exceed from 25 days, if exceeds may be
divided into further components. The activities must have four characteristics.

1. Time consumption: An activity must consume time.

2. Use of resources: An activity usually consumes Labour, Material or Equipment
resources.
3. Definite Start and Finish time: An activity represents a definite scope of work i.e.
Starting and Ending point in time.
4. Activities are measurable. The progress towards completion of activity’s scope of work
must be measureable.
ACTIVITY DURATION
• One of the most important steps in planning a project is estimating
the time required to complete each activity. The duration of each
activity is a function of quantity of work and work production rate.
Work production rates are based on planned composition of labor
and equipment used to perform the task. Careless estimates of
production rates may cause un economical use of personnel,
materials, equipment and time.
• When the project bid estimate is prepared, the estimator calculates
the quantity of material that must be put in place and assumes a
production rate to get the cost of each work, which is based
construction method and technique. The bid preparation information
can be served as the tool for calculating g an activity duration.
• All Activities in a schedule should have same unit of time, which may
be in months, weeks, days and hours.
ESTIMATION: EXAMPLE-1 (a)
a) In estimating a five storey office building, it was determined that 480 light
fixtures would be installed on each floor. The production rate of Five fixtures per
man hour may be used for installation. The company has five electrician. The
normal working day will be 8 hours. What will be the duration (in days) to install all
lights in the building.
b) If the cost of one fixture is 1500 PKR and electrician takes around 1500 PKR
per 8 hour working day. Then, considered 5% breakage of fixtures during
installation, find the budget of the activity.

SOLUTION:
Production Rate: 5 fixture x 5 electrician = 25 fixtures per man hour
1-man hour
Activity Duration = 480 fixture x 5 floors = 96 hours
25
Activity Duration = 96 hours = 12 day
8 hours
ESTIMATION: EXAMPLE-1 (b)
The following items of works were to be conducted in a
project;
1. Excavation of 4768 cubic meter
2. Driving of RCC Piles (48 Nos.) Dia 2ft. 200 ft deep.
Find Duration and Budget of Project. Assume missing data.
SOLUTION:
 IMPORTANCE OF ACCURATE ESTIMATES
 Inaccurate time estimates can result in unrealistic schedule
 Inaccurate time estimates can result in inefficient use of
resources and late delivery.
 Inaccurate cost estimates can result in insufficient budget being
allocated, or excess budget being set aside for the project when
it could be used for other projects.
 If the cost or benefits estimates are inaccurate this can lead to
incorrect decisions about proceeding with the project being
made.

16
 17

Estimate-Convergence Graph
Project Cost Project
(effort and size) Schedule
4 1.6

2 Hig 1.25
h Es
t im
at e
1.5 1.15
1.25 1.1
1.0 Actual Cost 1.0
0.8 0.9
0.67 ate 0.85
st im
E
Low
0.5 0.8

0.25 0.6
Initial Approved Requirements Architecture Detailed Product
product product specification design design complete
definition definition specification specification
SCHEDULE
DEVELOPMENT
Bill of quantities / list of activities
• A bill of quantities (BOQ) is a document or format used
in all type of tendering works in the construction industry
in which materials, parts, and labor (and their costs) are
itemized in tabular forms like in columns and rows.
• BOQ APARTMENT BUILDING
 PROJECT SCHEDULING
• Project Planning:
Process of identifying all the activities necessary to successfully
complete the project is called project planning.
 
• Project Scheduling:
Process of determining sequential order of planned activities,
assigning realistic duration, to each activity and determining start
and finish dates of each activity is called project scheduling.

Project planning is prerequisite to project scheduling because there

is no way to determine the sequential order of activities until they
are identified. However, the terms planning and scheduling are
often used synonymously because they are performed interactively.
E.g. when some schedule is reviewed, it may be decided that
additional activities may be added or rearranged in order to get the
best schedule of events of projects.
 OBJECTIVES OF PROJECT SCHEDULING
 Finish project on time.
 Continuous (uninterrupted) flow of work.
 Reduced amount of rework.
 Minimize confusion and misunderstanding.
 Increased knowledge of status of project to every one
(including management).
 Knowledge of distribution of costs of project.
 Accountability of people / defined responsibility and clear
understanding of who does what, when and how much.
 Optimum use of resources.
 TECHNIQUES FOR SCHEDULING
Techniques used for scheduling depends upon the type, size,
complexity, duration, personal and owner requirement. It is preferred to
use a simpler technique which is simple to use and easily interpreted
by all project participants. There are two general techniques which
commonly used for planning and scheduling.
 Bar Chart (Gantt Chart):

It is the graphical representation of Time (X-axis) and Activities on Y-

axis, so that the status of project may be visualized and controlled.
 Net work analysis system (CPM and PERT):

It is the schematic representation of various activities. This method

calculates the minimum completion time for a project along with start
and finish time of project activities.
 Software application: (MS Project, Primavera, Pertmaster, Risky
Project.
 BAR CHART
 Bar Chart was developed by Henery L. Gantt in 1917, which is the most
common planning tool even today, which provided basis for developing
planning and scheduling software.
 Bar Charts are the easiest and most widely used form of scheduling in
project management. Even with other scheduling techniques, the eventual
schedule is presented the form of a bar chart. The level of detail of the
activities depends on the intended use of the schedule. The most
commonly used bar chart for engineering works is called Gantt chart.
 A Gantt chart is a type of bar chart that illustrates a project schedule, start
and finish dates of the terminal elements and summary elements of civil
engineering project. Terminal elements and summary elements comprise
the work breakdown structure of the project. Some Gantt charts also show
the dependency (i.e. precedence network) relationships between activities.
Gantt charts can be used to show current schedule status using percent-
complete shadings.
 Gantt charts have become a common technique for representing the
phases and activities of a project work breakdown (WBS), so they can be
understood by a wide audience all over the world.
CRITICAL PATH METHOD (CPM)
The Critical Path Method is a method where activities are arranged
based on interrelationship. It is a planning and control technique that
provides an accurate, timely and easily understood picture of the project.
Its purpose is to allows effective scheduling and controlling. One of the
most important features of CPM is the logic diagram. The logic diagram
graphically portrays the relationship between project activities.
D

B F

A H

C G
E

 Critical path in a network is a longest path in terms of time unit, which

gives minimum overall duration to complete the project.
 CPM calls attention which activities must be completed before other
activities can begun.
EXAMPLE-2: CRITICAL PATH

Solution: Critical Path = Q – P – H – G – B – A, Project Duration = 60 days

2nd Path = Q – O – N – F – B – A, Duration = 40 days
3rd Path = Q – O – N – E – C – A, Duration = 51days
4th Path = Q – O – K – J – C – A, Duration = 36 days
5th Path = Q – O – K – I – D – A, Duration = 42 days
6th Path = Q – M – L – J – C – A, Duration = 39 days
7th Path = Q – O – K – I – D – A, Duration = 45 days
 BASIC DEFINITIONS OF CPM TERMS
• Activity:- The performance of a task required to complete the project e.g.
foundation design, contract document, RCC form work, pouring of concrete.
• Network:- A diagram to represents the relationship of activities to complete
the project.
• Duration:- The estimated time required to perform an activity.
• Early Start (ES):- The earliest time an activity can be start.
• Early Finish (EF):- The earliest time an activity can be finished.
• Late Finish (LF):- The latest time an activity can be finished.
• Late Start (LS):- The latest time an activity can be started without delaying
the completion of project. (LS = LF – D)
• Total Float (TF):- The amount of time an activity may be delayed without
delaying the completion date of project.
Mathematically, TF = LF – EF = LS – ES.
• Critical Activity:- If total float for an activity is zero, activity is called critical
activity.
• Critical path is a longest path in terms of time unit in a network, which gives
minimum overall duration to complete the project.
NETWORK CONSTRUCTION
The performance of a task required to complete the project. Activity must
have a specific duration except the dummy activity, having zero duration.
Each activity is represented as can arrow or node. Arrows are not drawn
according to scale. The brief description about activity is written over arrow
or node. Duration (hours, week, months) to complete that activity is written
under the arrow, where 1 and 2 are the event. Which are written inside the
circles or boxes. The starting event is masked at the tail and finish event at
the head of the arrow.
Rules:
1. Each activity should be represented by a separate arrow.
2. The arrow may be straight or inclined lines.
3. Dummy activity should be represented with dotted lines.
4. Critical path must be shown clearly with double line.
5. Intersection of activity is not allowed.
6. Boxes are provided for event times (ES, EF, LS, LF)
7. EST is some reference time, normally EST = 0 at the start of the project /
work. EFT = EST + Duration.
8. Each activity is followed by a predecessor and successor except start and
finish activities. Any starting activity must have predecessor none, or finish
activity must have no successor.
 EXAMPLE 3. CPM
Activity Duration Events Preceding
1. Construct AOA network (days) Activity
2. Find ES, EF, LS and LF (Predecessor)
of all activities
3. Find total float of all
A 3 1–2 None
activities (days)
4. Find the project B 5 2–3 A
duration (days) C 8 2–4 A
5. Mark critical path on
the network D 10 3–6 B
E 5 3–5 B
F 7 4–5 C
G 12 6–7 D
H 8 5–7 E, F
I 3 7–8 G,H
EXAMPLE-4. CPM
1. Construct AOA network 4. Find the project duration (days)
2. Find ES, EF, LS and LF of all 5. Mark critical path on the network
activities
3. Find total float of all activities (days)
Activity Duration Predecessor Resource Early Early Late Late Total Remark
Start Finish Start Finish Float
(ES) (EF) (LS) (LF) (TF)
O 8 None 10
N 3 O 2
M 13 N 5
L 7 O 15
K 12 O 8
J 3 K 4
I 10 L 3
H 8 L 10
G 6 H,M 8
F 20 I 4
E 16 I 6
D 8 J 4
C 4 G, E 20
B 5 F 6
A 3 B, C,D 3
EXAMPLE 5. CPM
1. Construct AOA network Find total float of all activities (days)
2. Find ES, EF, LS and LF of all 4. Find the project duration (days)
activities 5. Mark critical path on the network
Activity Duration Predecessor Resource ES EF LS LF (TF) Remark
Q 8 None 5
P 10 Q 6
O 7 Q 10
N 6 O 2
M 9 Q 5
L 5 M 15
K 4 O 8
J 7 L, K 4
I 9 L, K 3
H 20 P 10
G 12 H 8
F 9 N 4
E 20 N 6
D 11 I 4
C 7 E, J 20
B 7 G, F 6
A 3 B, C,D 3
RECOURSE PROFILE &
HISTOGRAMS
HISTOGRAM / RESORUSE PROFILE
A histogram is a graphical data analysis technique for summarizing the

distributional information of a variable. The response variable is divided into

equal sized intervals (or bins). The number of occurrences of the response
variable is calculated for each bin. The histogram consists of:
 Vertical axis = frequencies or relative frequencies;

 Horizontal axis = response variable (i.e., the mid-point of each interval).

Histogram is a summary graph showing a count of data points falling in

various ranges. The histogram displays a single variable in a bar form to

indicate how often some event is likely to occur by showing the pattern of
variation (distribution) of data. A pattern of variation has three aspects: the
center (average), the shape of the curve, and the width of the curve.
Histograms are constructed with variables such as time, weight, temperature
and are not appropriate for attribute data.
RESOURCE HISTOGRAM
 It is a graphical
representation of time on X-
axis and resources on Y-axis.
 It is a view of project data in
which resource
requirements, usage, and
availabilities are shown
against a time scale. The
personnel, equipment,
materials, and services
needed to complete tasks in
a project are resources.
 TYPES OF RESOURCE HISTOGRAM
1. Labor Resource Histogram
2. Material Resource Histogram
3. Equipment Resource Histogram
4. Cost Histogram

In these resource histograms time is

taken on x axis and the resource is
taken on y axis. For a construction
project total resources are mentioned
according to that particular time these
histograms also help us to calculate cost
for a particular resource of a project at a
particular time because resource can be
converted in terms of cost.
PROCEDURE FOR RESOURCE LEVELING
1. Plan and Schedule project activities.
2. Construct a Network for the project.
3. Mark Critical Path (CP).
4. Construct the Bar Chart for the Project.
5. For each working day show resources of each activity at their
respective duration on Bar Chart.
6. Sum up the total resources vertically for each working day.
7. Plot the histogram for the resource.
8. Mark the sudden drop or rise in resource histogram.
9. Utilize the total float available for non critical activity to level the
resources by hit & trial method.
10. Recheck the leveled histogram and prepare a new schedule of work
/ execution.
CONSTRUCTING RESOURCE HISTOGRAM
Activity Duration Pred. ES EF LS LF float

A 6 None 0 6 0 6 0
B 20 A 6 26 15 35 9
C 5 A 6 11 6 11 0
D 8 A 6 14 17 25 11
E 10 D 14 24 25 35 11
F 14 C 11 35 11 35 0
G 8 C 11 19 45 53 34
H 12 C 11 23 31 43 20
I 6 B, F 14 20 37 43 23
J 10 E, H 23 33 43 53 20
K 18 G, I, J 35 53 35 53 0
CONSTRUCTING RESOURCE HISTOGRAM
PROGRAMME EVALUATION
AND REVIEW TECHNIQUE
(PERT)
 PROGRAMME EVALUATION AND REVIEW
TECHNIQUE (PERT)
 PERT is an inherent planning technique forces the manager to
develop a comprehensive plan and allows realistic scheduling. The
procedure for monitoring, forecasting and simulating allows the
manager to respond quickly to unexpected changes in the project,
detect trouble areas early and evaluate proposed alternative courses
of action. PERT also helps to evaluate alternatives at any time during
projects duration by looking effect of each change on its completion
date. PERT also helps to simulate the project time & cost and
effects of alternate decisions.
 It is a planning & Control techniques that precuts statistical
information regarding the uncertainties associated with completing
the different activities associated to a project. Expected Value of
activity direction
 DIFFERENCE BETWEEN PERT AND CPM
CPM PERT
CPM uses one time estimate that PERT uses three time estimates (optimistic, most
represents the normal time. likely, and pessimistic) to derive an expected time.
CPM is deterministic in nature. PERT is probabilistic in nature,
CPM is used for those projects where PERT is used for R&D, where percent complete is
percent complete can be determined with almost impossible to determine except a completed
reasonable accuracy such as construction. milestones.

CPM is activity oriented and can be used as PERT is event oriented rather than activity oriented
an arrow diagram network. and can be used as an arrow diagram network.
CPM as a controlling device for the simple PERT serves a useful control device as it assist the
reason that one must repeat the entire management in controlling a project by calling
evaluation of the project each time the attention through constant review to such delays in
changes are introduced into the network activities which might lead to a delay in the project
completion date.

Cannot be used for risk analysis and Can be used for risk analysis and management
management
CPM Gives Critical Path PERT gives probability in % to achieve critical path
May be used successfully for projects May be used successfully for projects with
without uncertainties and risks uncertainties and risks
 EXAMPLE: PERT
Activity Duration Pred. Expected Variance
a) Draw net work for PERT Time
b) Find Expected Time “te” for O M P te σ2
all activities and “TE “ A 4 8 15 Nil
B 8 10 20 Nil
c) Find Variance “σ2” for all
activities C 11 12 15 Nil
d) Find “Z” value, when Ts= 40
days D 13 15 20 C
e) Find the probability to E 2 3 4 B
complete the project in 40 F 2 3 5 A
days G 3 4 8 A
f) Find the scheduled duration H 1 2 3 G
(Ts) for project completion I 5 8 12 D,E,F
with 80% probability J 3 5 7 H,I
EXAMPLE-1: PERT
(i)Draw net work for PERT
(ii)Find Expected Time “te” for all
Activity Duration Pre Expect Varianc
activities d. ed Time e
(iii)Find Variance “σ2” for all activities O M P te σ2
(iv)Find “Z” value, when Ts= 103
(v)What is the probability that project A 8 10 15 Nil

will finish in 104 days? B 8 10 12 A

(vi)What is the probability that activity
“K” will start on 55th day of project C 11 12 13 B

execution? D 18 20 26 B
Calculations:
E 1 2 4 B
F 1 2 5 C
G 3 4 7 E
H 1 2 3 F
I 10 15 21 D

J 3 5 7 G
K 32 40 56 H,I,
J
L 4 8 13 K
SOLUTION
Activity Duration Pred Expected Variance
Time
O M P te σ2
A 8 10 15 Nil

B 8 10 12 A

C 11 12 13 B
= 10.5 days
D 18 20 26 B

= = E 1 2 4 B
F 1 2 5 C
G 3 4 7 E
= 1.36 H 1 2 3 F
I 10 15 21 D

J 3 5 7 G
K 32 40 56 H,I,J

L 4 8 13 K
SOFTWARE BASED
PLANNING & SCHEDULING
 PLANNING, SCHEDULING AND CONTROL
Software application
• MS Project
• Primavera (P3, P6)
• Risky Project
• Pertmaster
Process Overview
1. Project Baseline Schedule
2. Project Baseline Budget
 PROJECT STATUS AT MONTH 3

Mo n th s
1 2 3 4 5 6 7 8 9 10

Pro je c t Sta rt

Pro je c t Co m p le te

Ea rth wo rk s

F o u n d a tio n u p to Plin th

Progress at end of 3rd Month: Blo c k Ma s o n ry

Su p e r-s tru c tu re

Project Budget (BAC): 37.22 lakhs Pla s te r

Funds Used (AC): 16.40 lakhs

Plu m b in g

Ele c tric a l W o rk s
EAC
Utilization = 44.1 % F lo o rin g

Pa in t

W o o d W o rk

x 100000 x 100000

Additional EV Parameters: 10 40

Planned (PV): 19.82 lakhs 9

AC PV 36

8 32

Earned (EV): 14.50 lakhs 7 28

6
BAC 24

5 20

4 16

3 EV 12

2 8
Resource/ Cost Profi l e Legend
Total of Al l Resources Detai l scal e (l ef t) : X 100000
1 4
Total earl y cost per Month (Current Est i mat e) Cumul at i ve scal e ( ri ght ): X 100000
Current est i mate curve
Earned val ue curve
1 2 3 4 5 6 7 8 9 10
Pl anned val ue curve
Mo n th s
Sh e e t 1 o f 1
 SCHEDULE ANALYSIS BAC

Data Date

Schedule Performance
Planned (PV): 19.82 lakhs
Earned (EV): 14.50 lakhs
Schedule Variance = EV-PV = -5.32
Schedule Performance Index = EV/PV = 0.73
COST

Progress at end of 3rd Month:

PV SV
Project Budget (BAC): 37.22 lakhs
Funds Used (AC): 16.40 lakhs
Utilization = 44.1 %
AC
Additional EV Parameters:
Planned (PV): 19.82 lakhs
Earned (EV): 14.50 lakhs
EV

TIME
 Cost Analysis BAC

Data Date

Cost Performance
Actual Cost (AC): 16.40 lakhs
Earned (EV): 14.50 lakhs
Cost Variance = EV-AC = -1.90
Cost Performance Index = EV/AC = 0.88
COST

Progress at end of 3rd Month:

PV
Project Budget (BAC): 37.22 lakhs
CV Funds Used (AC): 16.40 lakhs
Utilization = 44.1 %
AC
Additional EV Parameters:
Planned (PV): 19.82 lakhs
Earned (EV): 14.50 lakhs
EV

TIME
 ESTIMATE AT COMPLETIONBAC
Data Date

Estimate at Completion
Actual Cost (AC): 16.40 lakhs
Earned (EV): 14.50 lakhs
EAC = BAC/CPI = 42.3
Variance at Completion = BAC-EAC = -5.07
COST

Progress at end of 3rd Month:

PV
Project Budget (BAC): 37.22 lakhs
Funds Used (AC): 16.40 lakhs
Utilization = 44.1 %
AC
Additional EV Parameters:
Planned (PV): 19.82 lakhs
Earned (EV): 14.50 lakhs
EV

TIME
 60

Thank You