Sorry guys,

I’m lost and don’t understand the query. What we are trying to attain here?

Rodel

“It maybe efficient on the cost but delay on the schedule”.. this is exactly my point, to me it doesn’t seem reasonable to say that a project is still on budget while a schedule is delay (especially huge delay), but perhaps this may be possible on the early stage of a delay…


R. Catalan

I can understand where you are coming from, and based on the case you mentioned EV System doesn’t seem to correspond well.


I appreciate your thoughts...

Christian,

SV = EV - PV (Negative is delay)On your example if the SV = 0 then I will say yes 100% efficient. It maybe efficient on the cost but delay on the schedule.

Dear All,

Rodel’s posts are correct in doing EV analysis.

Just want to add that if you’re from Client/Engineer’s side and if the progrsmme your tracking is cost-loaded by a Contractor using Contract BOQ figures then your earned cost becomes your actual cost. BCWS remains the same.

Best regards,

R. Catalan

The difference is: earned value is the value earned as planned, while actual is actual, it may be more than the budgeted or may be less. Is this right?

Dear Arnold:

what the difference between Actual Cost And Earned Cost?

the majority think it is a same.

regards.

Sorry Guys!!!

Just want to comment on the interpretation of Actual Cost and Physical %.
If physical % complete is used as % complete type then it should be the actual physical progress % complete of an activities and not synchronize with units or cost. It can be measure with production steps or weighted steps or simple rule of thumb (got feel but not accurate). Actual cost is the physical accumulated actual cost booked on the activity. (Proper procedure is using a cost account taken from the BOQ or contract and someone is monitoring the actual using company accounting system or any monitoring system to track actual cost per cost account and activity). These are used for calculating Earned Value to determine if an activity or task is spending more or less than a budget. Therefore the actual values are taken from that system and entered to primavera as actual cost per cost account and activity using import or manual input. Some scheduler or companies are using software interface program or in-house program interface to P6 for automatic update. These values cannot be entered by Global Change because it is not a simple mathematic like (Physical % complete * budget). If you are doing that then I will consider it as a wrong practice because it is not a proper used of Physical % complete. I suggest to use unitor duration % complete which automates the actual cost when % completes is entered. I mean no harm…sorry!

Mai,

You have to enter actual cost manually because physical % complete is a user’s manual input and depending on the activity % complete based on activity steps if tick. It does not automatically calculate the actual units/cost. However, you can do it by performing global change.

For me, I used to do it in Excel or even global change, it depends.

Regards,

Arnold

Hi Mai,

BCWS stands for Budgeted Cost of Work ScheduleD.

Regards,

Arnold

The Schedule % Complete specifies how much of the activity’s baseline duration has been completed so far. Computed based on where the current data date falls between the activity’s baseline start and finish dates. If the data date is earlier than the BL Start, the Schedule % Complete is 0. If the data date is later than the BL Finish, the Schedule % Complete is 100. The Schedule % Complete indicates how much of the activity duration should be currently completed, relative to the selected baseline.

Note: Summary Schedule percent complete when displayed on an organize band, will ALWAYS be calculated as (BCWS* 100) / BAC, regardless of what earned value technique is selected for the activity’s WBS.

Shazad,

It is important to note that the value of scheduled % complete shown in summary bands is based on a weighting of the underlying actvities BCWS, not duration.