Master thesis presentation template

Master thesis presentation

Transcript: Is it ok if activity 1 finishes late ? Someone responsible for the actions Reporting of the actual cost against the planned cost of a project at any moment Risk for the contractor if they work more than planned Limit the scope of projects to development phases and testing phases Case 1 Activity 3 The Planned value ES: earned schedule. It is the number of days that was budgeted to complete the work actually performed AT: the number of days actually worked to complete the work performed How efficient are we with regards to schedule SPI < 1 -> team is working longer than planned for the same work: risk of lateness SPI > 1 -> team is working less than planned for the same work: probable early finish Fixed price contracts The contractor works 1000 mandays at 1000€/manday the client pays 1M€ Episode I Some theory on project tracking The solution already exists in the earned schedule The budget at completion Budget Tracking Contractor B Project Tracking Towards a new framework Risk for the contractor if they work less than planned Activity 1 Total EAC Need to have short activities Well, Activity 3 cannot start if activity 1 is not completed so that is a problem PV = 80 EV = 60 old SPI = 0.75 AT = 80 ES = 60 new SPI = 0.75 A contingency action PV or budgeted cost of work scheduled (BCWS) The schedule performance indicator Important for the contractor in a fixed price Case 2 PV = 100 EV = 90 SPI = 0.9 PV = 100 EV = 100 old SPI = 1 AT = 133.33 ES = 100 new SPI = 0.75 Study shows the need for 400 mandays to complete the project An importance: a probability and an impact CPI = EV/AC Time & expenses contract Rate = 1000€/manday Planned = 900 mandays How much ? How long ? Client: "Lets just upload an excel spreadsheet with all the information in it" How much is to be spent First definition of the solution SPI = EV/PV Estimate at completion EAC The earned value will not change if activities are long Split the project in 2 when there is a significant shift in the project delivery speed PV = 20 EV = 15 old SPI = 0.75 AT = 20 ES = 15 new SPI = 0.75 Risk for the client if they work more than planned SPI = ES/AT Nov Second definition of the solution 1. A project is not going well 2. An action is taken to improve the efficiency Client: "I want a screen in which I will fill in the information and click on a button to submit" The SPI is inefficient Simple Case EAC = BAC/CPI Activity 1 Risk need: Episode II The Earned Value Management (EVM) EAC = 900 K€ + 1 M€ EAC = 1.9 M€ The EAC is the sum of the actual cost and the estimate to completion (ETC) How much should have been spent LCPI is the local CPI LCPI = (EV(t)-EV(t-t0))/(AC(t)-AC(t-t0)) t0 is a parameter that will depend on the project forcasted overrun = 100 K€ Verify that everything goes according to plan Activity 3 Master Thesis presentation Nicolas Dennewald AC or Actual cost of work performed (ACWP) The Actual Cost PV = 100 EV = 75 SPI = 0.75 Sept Planned = 1.8 M€ Schedule tracking Need for a new formula that will take into consideration the fact that the project is no longer going in the same way Does it impact the delivery date ? Budget tracking PV = 100 EV = 75 old SPI = 0.75 AT = 100 ES = 75 new SPI = 0.75 EAC = 900 K€ Tracking can be ... EAC = AC(time of shift) + (BAC-EV(time of shift))/LCPI Track the dependencies of activities on other activities Third definition of the solution The problem of the applicability of the earned value The difference between the old and the new Activity 2 The earned value Track the progress of activities against the plan Important for the client in a time & expenses How efficient are we with regards to costs CPI < 1 -> team is spending more than planned for the same work: risk of overspending CPI > 1 -> team is spending less than planned for the same work: probable underspending Earned value calculated on the basis of the all or nothing How much is the project going to cost at the end of the project Example The estimate at completion The EAC can be compared with the budgeted cost to determine the forcasted deviation between the contract and what will be spent Client: "In fact I want the screen and the excel spreadsheet upload" Earned value calculated on the basis of a percentage of completion The EAC is not precise enough PV = 100 EV = 90 old SPI = 0.9 AT = 120 ES = 90 new SPI = 0.75 Actual cost is 600 K€ How much has been spent The information that we use to define the percentage is the information that we will get from the earned value Activity 1 Scope tracking Contract is a fixed price: 900 K€ Risk for the client if they work less than planned Activity 2 Activity 2 PV = 20 EV = 15 SPI = 0.75 Episode III The problems Activity 3 Total EAC = sum of the EAC of every part of the project A mitigation action The cost performance indicator EAC = 1 M€ No problem it does not impact the other activities anyway Episode IV A new Framework Risk tracking Track the evolution of the solution over time PV = 100 EV = 100 SPI = 1 A framework to

Master Thesis Presentation Template

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