Thank you, Patrick. Not sure if I am much further forwards in my understanding.
From the early 90’s and through to about 2010, I did a lot of work with all of the wellheads and Christmas tree manufacturers. Most of them had sophisticated work management systems like SAP or some ancient software running on IBM GSD division kit like System 34/38, whose data quality was so poor that loading a planning system with the data did not provide the basis for EVM. Rather than fix the underlying data, usually a task of herculean politics impossible while trying to deliver a project, we took a fresh look at the ‘Value’ bit of EVM. Anything consistently measured for the ‘y’ axis seemed appropriate, and with a hugely complex, and priced, BoQ – we used sales invoice value.
‘When are we getting paid how much’ was a very popular question to answer with grey-hairs who maybe didn’t want to understand planning. Since then, I have often had to invent something for the ‘y’ axis to do EVM, and as long as the sum of the ‘y’ axis is equal to the worth of the project, no matter how that is calculated, we have an answer. Am I doing WPM with EVM?
I also see lots of big projects with no CPM data. Just checked and I am looking at a P6 project of a current client with 50k SAP workorders as activities and no logic. We can use P6’s EVM facilities perfectly well with this.
I enjoyed the paper you quoted. As a Scot, familiar with the work of Willliam Playfair, I am always amused at our American cousins’ proprietorial ‘Gantt Chart’ appellation. I did not find anything in the WPM definition and discussion I can’t do with P6. Admittedly earned schedule is a real pain in the ****, with Global changes and baselining way beyond the entry-level use that is normally made of it.
So, is the WPM methodology, a cute way to manage projects without installing terrifying PM software, just using the world’s most popular project controls software, Excel?
Member for
24 years 9 months
Member for24 years10 months
Submitted by Patrick Weaver on Sat, 2023-09-02 02:32
The difference between WPM and Earned Schedule (ES) is in the source of the 'metric' used in the calculations. ES relies on EVM data, and if the project is using EVM is the best option.
WPM uses a convenient metric that represents the work of the project. The only requirement is the metric is consistent across the work of the project, and preferably is already being used for other controls purposes. The original thinking was around concepts such as story points and function points in software projects using Agile, but system works with other options such as planned hours (and planned hours earned - not actuals), and an actual count of work produced, eg a project to upgrade 2000 computers simply needs to plan when the work shoud occur and then count the number actually upgraded.
Member for
9 years 9 monthsThank you, Patrick. Not sure
Thank you, Patrick. Not sure if I am much further forwards in my understanding.
From the early 90’s and through to about 2010, I did a lot of work with all of the wellheads and Christmas tree manufacturers. Most of them had sophisticated work management systems like SAP or some ancient software running on IBM GSD division kit like System 34/38, whose data quality was so poor that loading a planning system with the data did not provide the basis for EVM. Rather than fix the underlying data, usually a task of herculean politics impossible while trying to deliver a project, we took a fresh look at the ‘Value’ bit of EVM. Anything consistently measured for the ‘y’ axis seemed appropriate, and with a hugely complex, and priced, BoQ – we used sales invoice value.
‘When are we getting paid how much’ was a very popular question to answer with grey-hairs who maybe didn’t want to understand planning. Since then, I have often had to invent something for the ‘y’ axis to do EVM, and as long as the sum of the ‘y’ axis is equal to the worth of the project, no matter how that is calculated, we have an answer. Am I doing WPM with EVM?
I also see lots of big projects with no CPM data. Just checked and I am looking at a P6 project of a current client with 50k SAP workorders as activities and no logic. We can use P6’s EVM facilities perfectly well with this.
I enjoyed the paper you quoted. As a Scot, familiar with the work of Willliam Playfair, I am always amused at our American cousins’ proprietorial ‘Gantt Chart’ appellation. I did not find anything in the WPM definition and discussion I can’t do with P6. Admittedly earned schedule is a real pain in the ****, with Global changes and baselining way beyond the entry-level use that is normally made of it.
So, is the WPM methodology, a cute way to manage projects without installing terrifying PM software, just using the world’s most popular project controls software, Excel?
Member for
24 years 9 monthsThe difference between WPM
The difference between WPM and Earned Schedule (ES) is in the source of the 'metric' used in the calculations. ES relies on EVM data, and if the project is using EVM is the best option.
WPM uses a convenient metric that represents the work of the project. The only requirement is the metric is consistent across the work of the project, and preferably is already being used for other controls purposes. The original thinking was around concepts such as story points and function points in software projects using Agile, but system works with other options such as planned hours (and planned hours earned - not actuals), and an actual count of work produced, eg a project to upgrade 2000 computers simply needs to plan when the work shoud occur and then count the number actually upgraded.
WPM is intended as a pragmatic early warning system, rather than a scientifically precise contractual tool and can provide valuable insights working alongside CPM or other managment techniques see: https://mosaicprojects.com.au/PDF_Papers/P217_Calculating_Completion.pdf
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9 years 9 monthsHmm. The very idea of a
Hmm. The very idea of a deterministic project finish date is unsound.
Quick question, (!?!), what is the difference between WPM and Earned Schedule?