A Comparison Of Earned Value Analysis Method To Earned Schedule As Of Time Duration Public
Downloadable Contentopen in viewer
Earned Value Analysis (EVA) is a well- known planning and control management system that integrates cost, schedule and technical performance. It allows for the calculation of cost and schedule variances, and performance indices as well as forecasting project final cost and schedule duration. The Earned Value Analysis method provides timely assessment of project performance highlighting the need for eventual corrective action. Earned Value Analysis method (EVA) was originally developed for cost management and has not been widely used for forecasting project duration. EVA typically calculate the Schedule Efficiency through the Schedule Performance Index (SPI) based on budgeted cost and not on the time of work(s) accomplished. Therefore, it may not accurately determine the time – base schedule efficiency, particularly for late completion projects, and it makes it difficult to correlate the final duration with project planned duration determined through critical path network (CPM) calculation. The purpose of this study is to compare the classic Earned Value Performance Indicators with the time dependent Earned Schedule Performance Indicators to help a program manager(s) to estimate / predict a more realistic /reliable time duration of project that can better correlate with CPM. It also explores how Building Information Modeling (BIM) tools simulation could be incorporated with Base-line or S-curve to reflect the timely phased physical progress synthesis during the development of project as opposed to the traditional use of cash flow analysis.
- Defense date
- Date created
- Resource type
- Rights statement
Permanent link to this page: https://digital.wpi.edu/show/1v53jx12t