Please be reminded of EVM limitations: Among others EVM does not consider if activities that were performed were critical or not. An S-curve is a result of schedule logic. On the level of activities, projects tend to have many paths, some of them critical, other not. A tiny (if compared to total project duration) schedule variance of an activity can become a cause for substantial rearrangements in the project network, it can change critical path or order of activities, enforce a total reorganization of works. This cannot be captured by either Earned Value or Earned Schedule calculations - potential problems might be masked by compensating positive and negative schedule deviations.
However, if to be implemented, the method should be used accord ing to its purpose: it is not a tool for forecasting; instead, it facilitates progress monitoring, determination of project status (on time? to budget?), identification of potentially negative occurrences and a rough estimate of their combined effect on the project’s outcome. If the project is to be managed consciously, these occurrences should be then investigated into by means of more accurate methods.
Member for
21 years 9 monthsHere is a blog post on RAG in
Here is a blog post on RAG in Microsoft Project.
Microsoft Project Progress Status Traffic Light (RAG Status)
Member for
21 years 7 monthsUse your software EVM
Use your software EVM functionality.
Please be reminded of EVM limitations: Among others EVM does not consider if activities that were performed were critical or not. An S-curve is a result of schedule logic. On the level of activities, projects tend to have many paths, some of them critical, other not. A tiny (if compared to total project duration) schedule variance of an activity can become a cause for substantial rearrangements in the project network, it can change critical path or order of activities, enforce a total reorganization of works. This cannot be captured by either Earned Value or Earned Schedule calculations - potential problems might be masked by compensating positive and negative schedule deviations.
EVM as a tool for project control
However, if to be implemented, the method should be used accord ing to its purpose: it is not a tool for forecasting; instead, it facilitates progress monitoring, determination of project status (on time? to budget?), identification of potentially negative occurrences and a rough estimate of their combined effect on the project’s outcome. If the project is to be managed consciously, these occurrences should be then investigated into by means of more accurate methods.
Good Luck