Referencias: “EVT for Project Cost Control” “Earned Value Analysis” “Earn Value Management” “Earn Value Management Overview”

“EVTA: Earn Value Technique Analysis”: Sistema de control de coste basado en el valor aportado al avance del proyecto. Descripción de los Términos e interpretación de Earned Value Management 1. PV (BCWS)  Planned Value: estimated value of the workplanned to be done. 2. EV (BCWP)  Earned Value: estimated value of the work accomplished. 3. AC (ACWP)  Actual Cost: actual cost incurred. 4. BAC  Budget at Completion: How much did you BUDGET for the TOTAL JOB? 5. EAC  Estimate at Completion: current expected cost of the TOTAL project. 6. ETC  Estimate to Complete: From this point on, how much MORE do we expect it to cost to finish the job? 7. VAC  Variance at Completion: How much over or under budget do we expect to be?

Fórmulas: 1. Cost Variance (CV)  EV – AC  NEGATIVE is over budget, POSITIVE is under budget 2. Schedule Variance (SV)  EV – PV NEGATIVE is behind schedule, POSITIVE is ahead of schedule 3. Cost Performance Index (CPI) EV / AC  I am [only] getting _____ cents out of every $1. 4. Schedule Performance Index (SPI) EV / PV  I am [only] progressing at ___% of the rate originally planned. 5. Estimate At Completion (EAC) Note: There are many ways to calculate EAC. 1. BAC / CPI • Used if no variances from the BAC have occurred 2. AC + ETC • Actual plus a new estimate forremaining work. Used when original estimate was fundamentally flawed.