Normally, earned value (EV) as applied in project management refers to an estimated performance of some tasks in comparison to the project schedule and budget. This method is commonly applied so that an estimation of the resources, which are to be consumed upon project completion is got. Earned value OH can be applied by a project manager in getting their estimate of the resources that will have been used upon the completion of a project.
In calculating this estimates, the work completed is usually compared to the estimates obtained at the start of the project. This is because if the progress of the project was to be reported on the basis of elapsed time, it would not provide a true measure of progress of a task. For instance, a 12-month project cannot be said to be 50% complete after 6 months. This is because elapsed time alone cannot indicate whether you are ahead or behind the schedule.
This technique provides a better measure on how the project has progressed. When used, you only receive credit for the task done after the task has been completed. Every task is assigned a given percentage such that your whole task totals to one hundred percent. As each task is finished, it is then added as the gained value.
All the work is normally scheduled, planned, and budgeted in terms of time and the planned value increments. As a result, it contributes to the performance measurement baseline. EV provides an objective measurement to the accomplished task on the project. With this technique, a management team can be able to compare what was planned to be completed against the actual completed work. The difference between what was planned and what has been actually completed is called schedule variance.
Project managers ought to be in agreement concerning the scope of the project, have the work broken down and then allocate the budget to all the work packages. They can also design schedules that depict the duration that a task ought to take. This planned value will be used when measuring the accomplishment of the whole project. While the tasks are in progress, they are usually evaluated against the planned estimates in order to ascertain what has been accomplished versus the planned.
It is also important to have the actual costs obtained for the particular project from the accounting system of the organization. This is because such cost is usually compared with the EV to indicate either an overrun or an underrun. Through this technique, a project manager is able to measure performance as well as predict future outcome.
Through earned-value techniques, project managers can with great confidence report on the progress of a task. Consequently, the management will be able to decide on the time as well as the cost allocations soon enough.
Although past performance may be a good indicator to show the expected future performance, the EV is a better tool to predict the future outcome on cost and time to the completion and the estimated final costs. When well implemented, this technique gives the customer more confidence on the contractor because of his ability to manage a task well by giving objective reports on the project.
In calculating this estimates, the work completed is usually compared to the estimates obtained at the start of the project. This is because if the progress of the project was to be reported on the basis of elapsed time, it would not provide a true measure of progress of a task. For instance, a 12-month project cannot be said to be 50% complete after 6 months. This is because elapsed time alone cannot indicate whether you are ahead or behind the schedule.
This technique provides a better measure on how the project has progressed. When used, you only receive credit for the task done after the task has been completed. Every task is assigned a given percentage such that your whole task totals to one hundred percent. As each task is finished, it is then added as the gained value.
All the work is normally scheduled, planned, and budgeted in terms of time and the planned value increments. As a result, it contributes to the performance measurement baseline. EV provides an objective measurement to the accomplished task on the project. With this technique, a management team can be able to compare what was planned to be completed against the actual completed work. The difference between what was planned and what has been actually completed is called schedule variance.
Project managers ought to be in agreement concerning the scope of the project, have the work broken down and then allocate the budget to all the work packages. They can also design schedules that depict the duration that a task ought to take. This planned value will be used when measuring the accomplishment of the whole project. While the tasks are in progress, they are usually evaluated against the planned estimates in order to ascertain what has been accomplished versus the planned.
It is also important to have the actual costs obtained for the particular project from the accounting system of the organization. This is because such cost is usually compared with the EV to indicate either an overrun or an underrun. Through this technique, a project manager is able to measure performance as well as predict future outcome.
Through earned-value techniques, project managers can with great confidence report on the progress of a task. Consequently, the management will be able to decide on the time as well as the cost allocations soon enough.
Although past performance may be a good indicator to show the expected future performance, the EV is a better tool to predict the future outcome on cost and time to the completion and the estimated final costs. When well implemented, this technique gives the customer more confidence on the contractor because of his ability to manage a task well by giving objective reports on the project.
About the Author:
If you are looking for information about earned value OH locals can come to our web pages today. More details are available at http://hv3consulting.com now.
Tidak ada komentar:
Posting Komentar