The only time when I have seen something similar used was on site, where resourced programmes were being progressed, and the data exported and integrated with actual cost information in Excel.
Part of the validation routine involved reasons for cost and time changes from planned to actual results - this included quality performance (errors, etc.) as part of the report.
It could possibly be done by categorising resources spent into Useful, Rework, etc. - but that would mean updating the resource allocation when entering progress- never a good idea!
It seems nobody to use a programme for qulaity checking. The reason may due to the additional amount of quality related activity. As AAs stated, how to reflect the re-work hour? Either a group of repeated or a proportional to the actual duration of the original. This make the network complex.
In P3, either user CDF to hold the proportion or introduce re-work activities. For P3e/c v4.0, may be simple just add one more issue/checklist against activity to create the Index.
planned costs across a specified time period; the project’s estimated costs
BCWS
Budgeted Cost for Work Scheduled to be completed within a given time period; [Budget] X [percent of the duration to the current date]; planned costs (budget) up to the current date
ACWP
Actual Cost of Work Performed during a given time period; money spent up to the current date
BCWP
Budgeted Cost for Work Performed; Earned Value; the dollar amount of work that was actually accomplished; [Budget] X [percent complete]
Schedule Variance
SV = BCWP - BCWS; the value of what you have accomplished to date, versus what you planned to have accomplished to date
Cost Variance
CV = BCWP - ACWP; the value of what you have accomplished to date, versus what you have spent to date
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The only time when I have seen something similar used was on site, where resourced programmes were being progressed, and the data exported and integrated with actual cost information in Excel.
Part of the validation routine involved reasons for cost and time changes from planned to actual results - this included quality performance (errors, etc.) as part of the report.
It could possibly be done by categorising resources spent into Useful, Rework, etc. - but that would mean updating the resource allocation when entering progress- never a good idea!
It seems nobody to use a programme for qulaity checking. The reason may due to the additional amount of quality related activity. As AAs stated, how to reflect the re-work hour? Either a group of repeated or a proportional to the actual duration of the original. This make the network complex.
In P3, either user CDF to hold the proportion or introduce re-work activities. For P3e/c v4.0, may be simple just add one more issue/checklist against activity to create the Index.
Earned Value and Performance Indicator Definitions
Bernard Ertl
InterPlan Systems Inc. - Project Management Software, Project Planning Software
SPI is Schedule performance index
CPI is Cost performance index
Regards
Dinesh
May I know what SPI and CPI stand for?