The resource sheet view allows project managers to define the different type of resources available to a project. MS-Project tracks work resources and material resources. Work resources are the people and equipment that consume time to accomplish project tasks.
Material resources are the consumable supplies, such as steel, concrete and other construction materials that are used to complete the project tasks. Most software projects are based on work resources with different costs rates.
Figure 1 depicts all the team members assigned to a project with their respective hourly cost rates. If you are managing an internal IT project and are tracking costs for both IT and functional resources, assign a standard rate as appropriate.
There are several ways to assign resource in MS-Project and the most direct method is to click on the Assign Resource Icon in the Resource Management Tool bar and assign the appropriate people to the task. If you are applying earned value to an existing plan, the resources should already be assigned and the costs for each task are automatically calculated when the standard rate was assigned.
To view the current costs, follow these steps to use the combination Task Entry and Task Usage view. Try selecting various tasks to view the total cost.
In the EVA Example. Understanding the actual cost to deliver a task provides better awareness of major project deliverables and their complexity. It allows the project manager to manage each task as a budget item in their portfolio instead of just a list of tasks. Managing the costs at the task level helps improve productivity by planning for quality team meetings. Understanding the costs of operating and managing the project will help avoid costly meetings and motivate the project manager to plan for productive and effective meetings.
Project budgets are often estimated at a high level without the benefit of a detailed bottom-up estimate. To save the project baseline, follow these steps:. Saving the project baseline before project execution avoids these manual-editing procedures. Tracking the Actual Start and Actual Finish dates and comparing them to the Baseline Start and Baseline Finish dates will be used to determine any schedule variances.
Microsoft Project has EVM variables in an earned value table. To access this table select the view tab, data ribbon group, tables drop down menu, and more tables, Figure 6. Because we have not yet progressed the schedule most of the variable cells are not populated. In addition to this earned value generic table we want to include the schedule performance index SPI and cost performance index CPI in our tabulated earned value data, Figure 9.
No progress was achieved on pilings 4 and 5. Next we update the status date. Select the project tab, status ribbon group, and status date icon, Figure In the status date dialog, Figure 12, move the status date one week forward to November 11 th , We need to move uncompleted work to continue after the status date.
Select the project tab, status ribbon group, and update project, Figure Observe on the Gantt chart, Figure 16, pilings 1 through 3 are complete and pilings 4 through 10 are delayed.
Additionally, we had a column for to complete performance index TCPI. Our tabulated earned value data, Figure 17, now has all the elements necessary for rudimentary EVM project analysis. These include planned value, earned value, actual cost, and budget at completion. These four parameters enable computation of variety of earned value metrics to examine the health of a project.
The first column lists the schedule Planned Value PV. The planned value has to do with the schedule budget. Normally when we consider budget we think of the cost for completion of the entire project. But the planned value is the budget separated into periods of time. It essentially is the project spending plan or the value of work planned to be completed over time.
The planned value is computed up to the status date, so planned value cells will not be populated until the schedule is progressed. The Earned Value EV is the value of work completed, as measured in dollars.
The earned value simply is a dollarized percent complete value; it measures deliverable progress in monetary terms value of work done. Considering earned value requires a shift in perspective from deliverables percent completed to value of work done or earned. The earned value is also specified over time. The Actual Cost AC is the project funds spent to date.
It is the cost of completing each activity. One of the benefits of earned value management is the capability to compare the cost of work completed with the value of work completed.
The actual schedule cost is depicted over time. This is the amount of money estimated to be spent performing the scheduled work. It is also the planned value of all work displayed on the project schedule and performance management baseline. With our four fundamental EVM parameters we are ready for the races. I verified the service pack, it is latest. Any help, is appreciated. There are a couple of pieces that you might check to make the Earned value works correctly, you MUST have a baseline, even in the Master Plan which is not going to be there by default.
Secondly you must also have a Status Date entry for the Master Plan, since Earned Value reporting bases the calulations from the Status Date, not the current date.
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