cumulative<\/span> planned value cost field? \u00a0because it’s essentially a running total. \u00a0with that in mind, in this view we can quickly see a running total pv for the wbs at any day in the project.<\/p>\nplanned value….elaborated<\/h2>\n
planned value taked into account resource curves. \u00a0let’s explore activity a6.<\/p>\n
a6 has a uniform curve and it has only two working days, $80 planned for each one. $80 for the first day, and the cumulative value remains 80$ for the next two nonworking days, then increases to $160 in the last day.<\/p>\n
<\/p>\n
activitya7 has an \u201cat start\u201d resource curve assigned. \u00a0all of a7’s planned cost will be loaded to the first day and the cumulative value of the next days would be the same.<\/p>\n
<\/p>\n
no matter how the activity planned values are distributed over time, the wbs’s planned values are the total of the activities’ planned values.<\/p>\n
<\/p>\n
the data date in the previous sample was the second day of the project and pv of the last wbs element is 240$ in that day. if we change the data date to the sixth day, its pv would be $320. the following figure shows the values with the data date set to day six of the project.<\/p>\n
<\/p>\n
when things don’t add up – a scenario using resource curves<\/h2>\n
before wrapping up, let\u2019s look at a tricky scenario; i made some changes and re-baselined the schedule. check the values for wbs e.1.1.<\/p>\n
<\/p>\n
as you see, wbs e.1.1 and all of her underlying activities have costs. \u00a0two activities have schedule % complete values that are greater than zero and the wbs element\u2019s value is still zero<\/strong>. why?<\/p>\ni believe you can say; when schedule % complete of the wbs element is zero, you should expect that the pv is also zero. how is it possible for the pv to be zero when data date has passed half of the baseline duration? the answer is simple: the activity costs are not uniform…. because of resource curves<\/strong>.<\/p>\n<\/p>\n
all of these three activities\u2019 costs have \u201cat finish\u201d curve. the following figure is focused on the a2:<\/p>\n
<\/p>\n
many planners use resource curves in their schedules to properly distribute labor hours and costs across an activity’s duration. \u00a0but keep in mind that resource curves can cause scenarios like this one to confuse and puzzle you, if you are calculating and finding strange values for schedule % complete. \u00a0here’s another reason to know your schedule intimately.<\/p>\n
wrap up<\/h2>\n
to conclude, you should never expect wbs element\u2019s schedule % complete to be a rollup of the underlying activities\u2019 schedule % complete, because they are calculated in two completely different ways.<\/p>\n
that\u2019s the whole story of the schedule % complete. in every control period, you will enter actual data (actual start, actual finish, and at least one element related to the progress of the in-progress activities) and receive planned and actual progress. planned progress is to be read from schedule % complete as percentage values or planned value cost as monetary values (based on your preference). planned progress of the whole project is read from schedule % complete of the project row (lowest level of eps or highest level of wbs). it\u2019s sometimes necessary to also report on planned progress of the first two or three levels of wbs, which can be done by reading the schedule % complete of the appropriate wbs elements. you might not find it suitable to read the planned progress of the activities from schedule % complete, because it\u2019s not based on their assignment curves, unless your method of calculating the actual progress is not using the assignment curves too.<\/p>\n
<\/a><\/span>