Earned Schedule is an extension to Earned Value Management (EVM) which provides accurate time based metrics. This presentation includes an overview of the history of the global collaboration, the capabilities, benefits and challenges of the method, and its present status in global project management practice.
Advances in science have been made through the practice of the scientific method; that is, through the proposition of theory followed by experimental testing to either, support and validate the proposition, or refute it. The common denominator in this process is the use of measures. This presentation discusses specific advances in measures and practice, making comparisons between science, Earned Value Management, and Earned Schedule. It is shown that measures intended and used for project control can lead to organizational improvement, improving both product quality and process efficiency. The objective of the presentation is to inspire attendees to initiate an improvement in their own project group or company.
The role of Earned Schedule in a comprehensive project controls system.
An overview of the impetus for creating Earned Schedule, the process and the challenges.
Understanding, and calculating the effect of out-of-sequence work on the reliability of Earned Schedule data. Defining the P-Factor’.
This presentation details recent analysis using real data that has shown that the value 1.10 for TCPI and the To Complete Schedule Performance Index (TSPI) from Earned Schedule is a definitive and reliable performance threshold. This presentation describes the use of Earned Value Management/Earned Schedule project performance measures with the established threshold to compute the probability of cost and schedule recovery. Utilizing the computed probability, a schedule performance improvement strategy is discussed for achieving project recovery. The application of the recovery probability and strategy enhances the likelihood for having a successful project.
The introduction of Earned Schedule (ES), as an extension of Earned Value Management, led to the discovery of schedule adherence (SA). With SA, project managers can observe how closely the project execution follows the planned schedule, by monitoring the Schedule Adherence Index (SAI). SA provides methods for identifying tasks that may have performance restricted by impediments or process constraints, and other tasks that may experience rework in the future. As well, calculation methods have been created, utilizing SAI, for determining the rework generated from performing tasks out of their planned sequence. Thus, project managers have facility to assess the cost impact of rework. Rework obviously impacts project cost, but it must, also, increase project duration. This paper takes another step in the evolution of ES. A method is developed for determining the duration increase caused by rework.
