Earned Value Management Example

Earned Value Management Analysis Examples
Earned Value Management Solved Example

Blog post earned value management example attempts to submit solved examples to understand basic concepts of earned value management analysis technique.

Earned Value Management Example

Here are some of the solved problems for earned value management example which could be beneficial to a pmp aspirants. Every problem in the exam comes with a brief story and some extra data, for the sake of simplicity I am only concentrating on the necessary data to solve the problem.

Earned Value Management Example Problem 1

Compute Estimate At Completion (EAC) and Variance At Completion (VAC) if both SPI and CPI influence the project work when given variables are

  • Budget At Completion (BAC) = $22,000
  • Earned Value (EV) = $13,000
  • Planned Value (PV) = $14,000
  • Actual Cost (AC) = $15,000

Solution to Problem 1

EAC (if the both SPI and CPI influence the project work) = AC + [(BAC – EV) / (CPI x SPI)]

  1. Schedule Performance Index (SPI) = EV/PV = $13,000/$14,000 = 0.93 Since SPI is less than 1, this indicates that the project is behind schedule
  2. Cost Performance Index (CPI) = EV/AC = $13,000/$15,000 = 0.87 Since CPI is less than 1, this indicates that the project is over budget.
  3. EAC = $15000 + [($22,000 – $13,000)/(0.93 X 0.87)] = $26,123
  4. VAC = BAC – EAC = $22,000 – $26,123 = -$4,123 The project is experiencing a budget overrun of -$4,123.

Earned Value Management Example Problem 2

For the following project calculate SV,CV, SPI and CPI at the end of second month.

Month 1 2 3 4
Planned Value ₹ 11,10,000 ₹ 6,00,000 ₹ 25,00,000 ₹ 8,00,000
Earned Value ₹ 10,00,000 ₹ 7,50,000
Actual Cost ₹ 12,50,000 ₹ 5,00,000

Solution to Problem 2

First calculate cumulative data

Month 1 2 3 4
Planned Value ₹ 11,10,000 ₹ 6,00,000 ₹ 25,00,000 ₹ 8,00,000
(PV) cumulative ₹ 11,10,000 ₹ 17,10,000
Earned Value ₹ 10,00,000 ₹ 7,50,000
(EV) cumulative ₹ 10,00,000 ₹ 17,50,000
Actual Cost ₹ 12,50,000 ₹ 5,00,000
(AC) cumulative ₹ 12,50,000 ₹ 17,50,000
Schedule Variance (SV) = EV – PV = (₹ 17,50,000 – ₹ 17,10,000) = ₹ 40,000
Schedule Performance Index (SPI) = EV / PV = (₹ 17,50,000 / ₹ 17,10,000) = 1.0233918
Cost Variance (CV) = EV – AC = (₹ 17,50,000 – ₹ 17,50,000) ₹ 0
Cost Performance Index (CPI) = EV / AC = (₹ 17,50,000 / ₹ 17,50,000) = 1

Since SV is positive and SPI is greater than zero the above project is ahead of schedule.

As CV is equal to zero and CPI is equal to one the project is on budget.

Earned Value Management Example Problem 3

You are managing a project which is into six months of its execution. You are now reviewing the project status and you have ascertained that project is behind schedule. The actual cost of Activity A is ₹ 2,00,000 and that of Activity B is ₹ 1,00,000. The planned value of these activities are ₹ 1,80,000 and ₹ 80,000 respectively. The Activity A is 100% complete. However, Activity B is only 75% complete. Calculate the schedule performance index and cost performance index of the project on the review date.

Solution to Problem 3

First tabulate the data provided in the problem

Tasks Planned Value (PV) Actal Cost (AC) % Completion
Activity A ₹ 1,80,000 ₹ 2,00,000 100%
Activity B ₹ 80,000 ₹ 1,00,000 75%

Since we have percentage completion data of each activity we can calculate the earned value. In order to calculate earned value of each activity multiply % completion and the planned value. Therefore, 100% x 1,80,000 = 1,80,000 and 75% x 80,000 = 60,000/-

Tasks Planned Value (PV) Actual Cost (AC) % Completion Earned Value (EV)
Activity A ₹ 1,80,000 ₹ 2,00,000 100% ₹ 1,80,000
Activity B ₹ 80,000 ₹ 1,00,000 75% ₹ 60,000

Now, calculate the cumulative data for the period. Therefore add planned value, actual costs and earned value of both the activities.

Tasks Planned Value (PV) Actual Cost (AC) % Completion Earned Value (EV)
Activity A ₹ 1,80,000 ₹ 2,00,000 100% ₹ 1,80,000
Activity B ₹ 80,000 ₹ 1,00,000 75% ₹ 60,000
Cumulative ₹ 2,60,000 ₹ 3,00,000   ₹ 2,40,000

Therefore, Schedule Performance Index (SPI) = EV/PV = 2,40,000/2,60,000 = 0.92

And, Cost Performance Index (CPI) = EV/AC = 2,40,000/3,00,000 = 0.8

Schedule Performance Index (SPI) = 0.92
Cost Performance Index (CPI) = 0.8

Since both SPI and CPI are less than one, the project is behind schedule and is experiencing cost overrun.

Conclusion

To sum up, given the challenges faced with implementation of evm technique. It is undoubtedly, one of the most effective and a reliable tool to report project progress and forecast performance. Moreover, understanding of earned value project management concepts is critical to successful implementation of this technique in real life projects. Hope this post clarified how solving earned value management example problems can help understand the concepts of evm analysis.

Further reading on Earned Value Management

Earned Value Management also uses project variance analysis as a tool to calculate schedule and cost variances. To know more please read

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