This document provides an overview of earned value management (EVM) concepts through a slide presentation. It introduces key EVM terms like planned value, actual cost, and earned value. It then explains how to calculate variances like cost variance and schedule variance to determine if a project is on budget and on time. Finally, it defines performance indicators like CPI and SPI to analyze project performance.

1. Earned Value Management EVM in 1+10 + 1 slides Tiago Franco (gama.franco@gmail.com)

2. Agenda Once upon a time… The Project Mental Note How Much Did I Spent? Am I On Time? Am I On Budget? The Full Picture The Variances & Indicators (juicy) Quiz

3. Once upon a time…

4. The Project Image from: http://www.fiosinc.com/

5. Mental Note PV - Planned Value How much should I spend and execute? AC - Actual Cost How much did I spent? EV - Earned Value How much did I execute?

6. How Much Did I Spent? Image from: http://www.wikipedia.org

7. Am I On Time? Image from: http://www.wikipedia.org

8. Am I On Budget? Image from: http://www.wikipedia.org

9. The FullPicture Image from: http://www.wikipedia.org

10. The Variances & Indicators (Juicy) CV = Cost Variance = EV – AC If CV < 0 then executing at an higher cost If CV > 0 then executing at an lower cost SV = Schedule Variance = EV – PV If SV < 0 then going slower than planned If SV > 0 then going faster than planned

11. The Variances & Indicators (Juicy) CPI – Cost Performance Index = EV/AC If CPI < 1 then executing at an higher cost If CPI > 1 then executing at an lower cost SPI - Schedule Performance Indicator = EV/PV If SPI < 1 then going slower than planned If SPI > 1 then going faster than planned

12. Quiz Is a CPI > 1 and/or an SPI > 1 a good thing?