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en:handbuch:kapitel_3:3.12.01_earned-value-analyse [2009/11/10 16:38] admin |
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| [[3.12_auswertungssystem|{{|previous}}]] [[en:handbuch:handbuch|{{|Home}}]] [[3.12.02_finanzauswertung|{{|next}}]] | [[3.12_auswertungssystem|{{|previous}}]] [[en:handbuch:handbuch|{{|Home}}]] [[3.12.02_finanzauswertung|{{|next}}]] | ||
| - | ====== 3.12.01 Earned Value Analyse ====== | + | ====== 3.12.01 Earned Value Analysis ====== |
| The Earned Value Analysis emerged in the early 60's as a control method of the U.S. Air Force and is a management tool for projects in many countries. Earned Value or Earned Value Analysis refers to a method to make the progress of a project measurable and predictable at any given time. The key figure, which with this is done by this method, is also known as Earned Value. | The Earned Value Analysis emerged in the early 60's as a control method of the U.S. Air Force and is a management tool for projects in many countries. Earned Value or Earned Value Analysis refers to a method to make the progress of a project measurable and predictable at any given time. The key figure, which with this is done by this method, is also known as Earned Value. | ||
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| With Earned-Value-Analysis, not only the planned and actual values, but also a third value (BCWP, also stated in hours) can be used for project evaluation. This third value produces measurable project progress. The absolute differences of the project from the plan regarding the project schedule and costs are described as **Schedule Variance** = BCWP - BCWS and **Cost Variance** = BCWP - ACWP. | With Earned-Value-Analysis, not only the planned and actual values, but also a third value (BCWP, also stated in hours) can be used for project evaluation. This third value produces measurable project progress. The absolute differences of the project from the plan regarding the project schedule and costs are described as **Schedule Variance** = BCWP - BCWS and **Cost Variance** = BCWP - ACWP. | ||
| - | The chart first presents the key figures of the Earned Value Analysis in tabular form. This allows the user to select the periods as a column for the plan, actual (and remaining), the progress (degree of completion of the current period less the degree of completion of last period), the earned value and the key figures and the differences in the tab "Parameters". As periods here are weekly, monthly and quarterly manner. With the setting of lines in group structure is determined (by employee, according to phase) after work and after subproject. | + | The chart first presents the key figures of the Earned Value Analysis in tabular form. This allows the user to select the periods as a column for the plan, actual (and remaining), the progress (degree of completion of the current period less the degree of completion of last period), the earned value and the key figures and the differences in the tab "Parameters". The available periods are weekly, monthly and quarterly. The row structure is defined with the settings in grouping: (by employee, phase, occupation and subproject). |
| + | To determine the progress, four options can be selected: The option "progress from plan" determines for the grouping feature (see next element), the calculated degree of completion (actual effort/ planned effort), the option "progress from project" uses the degree of completion from the project and the option progress from job uses in the estimations from TimeTracker. | ||
| - | Die Auswertung stellt zunächst in tabellarischer Form die Kennzahlen der Earned Value Analyse dar. Dabei kann der Benutzer im Reiter "Parameter" die zeitliche Periode als Spalte für den Plan, Ist (und Rest), den Fortschritt (Fertigstellungsgrad der aktuellen Periode abzüglich des Fertigstellungsgrades der letzten Periode), den Earned Value und die Kennzahlen sowie die Abweichungen auswählen. Als Perioden stehen hier wöchentlich, monatlich und Quartalsweise zur Verfügung. Mit der Einstellung in Gruppierung wird der Zeilenaufbau bestimmt: (nach Mitarbeiter, nach Phase, nach Tätigkeit und nach Unterprojekt). | + | The data for the table can be in hours, person days or in EUR (currency). |
| - | Für die Bestimmung des Fortschrittes können vier Optionen ausgewählt werden: Die Option aus Planwerten bestimmt für das Gruppierungsmerkmal (siehe nächstes Element) den rechnerischen Fertigstellungsgrad (Ist-Aufwand / Planaufwand), die Option aus Schätzungen im Projekt verwendet den Fertigstellungsgrad aus dem Projekt und die Option aus Schätzungen in der Zeiterfassung verwendet die Schätzungen aus den TimeTracker. | + | {{:en:handbuch:kapitel_3:earned_value1.jpg|}} |
| + | {{:en:handbuch:kapitel_3:earned_value1a.jpg|}} | ||
| - | Die Daten der Tabelle können in Stunden, Personentagen oder EUR berechnet werden. | + | The first graph of the chart visualizes the key figures BCWS, ACWP and BCWP. The green graph represents the cumulative planned time/effort up to this time, the orange graph represents the cumulated accrued expenses up to this time and the estimated time/effort from the current period. The purple graph represents as comparative value the cumulated planned time/effort of activities completed up to this time. Using the option "display costs" displays costs instead of effort. |
| - | {{:handbuch:kapitel_4:praxis:4-reports-eva1.gif?direct}} | + | {{:en:handbuch:kapitel_3:earned_value2.jpg|}} |
| - | Die erste Graphik der Auswertung visualisiert die Kennzahlen BCWS, ACWP und BCWP. Der grüne Graph stellt die bis zu diesem Zeitpunkt kumulierten geplante Aufwände dar, der orange Graph die bis zu diesem Zeitpunkt kumulierten aufgelaufene Aufwände und ab der aktuellen Periode die geschätzten Aufwände. Der violette Graph stellt als Vergleichsgröße die kumulierten geplante Aufwände der bis zu diesem Zeitpunkt fertiggestellten Aktivitäten. Bei der Option "Kosten anzeigen" werden statt Aufwände Kosten angezeigt. | + | The second graph of the chart visualizes the differences of time BCWP - BCWS, budget BCWS - ACWP and costs BCWP - ACWP. |
| - | {{:handbuch:kapitel_4:praxis:4-reports-eva2.jpg?direct}} | + | {{:en:handbuch:kapitel_3:earned_value3.jpg|}} |
| - | Die zweite Graphik der Auswertung visualisiert die Abweichungen Zeit BCWP - BCWS, Budget BCWS - ACWP und Kosten BCWP - ACWP . | + | The relative differences, which can also be used to compare various projects are: |
| - | {{:handbuch:kapitel_4:praxis:4-reports-eva3.jpg?direct}} | + | * **SPI:** Schedule Performance Index = BCWP/BCWS and |
| - | + | ||
| - | Die relativen Abweichungen, die auch zum Vergleich unterschiedlicher Projekte herangezogen werden können sind: | + | |
| - | + | ||
| - | * **SPI:** Schedule Performance Index = BCWP/BCWS und | + | |
| * **CPI:** Cost Performance Index = BCWP/ACWP. | * **CPI:** Cost Performance Index = BCWP/ACWP. | ||
| - | SPI und vor allem CPI können zur Prognose von Projektdauer bzw. Projektendebudget (EAC = Estimate at Completion) herangezogen werden. | + | SPI and CPI in particular can be used to predict the project duration and/or the project end budget (EAC = Estimate at Completion). |
en/handbuch/kapitel_3/3.12.01_earned-value-analyse.1257867491.txt.gz · Last modified: 2019/10/25 14:09 (external edit)
