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2 displayed at the end of this chapter. 77% * 36 + 100% * 25 + 75% * 80 + 100% * 20 + 100% * 120 = 333. 1 The p-factor concept for schedule adherence 27 10 11 100% * 80 + 100% * 20 + 25% * 120 + 25% * 8 = 258. 48. 2. 48 2 3 4 5 6 7 8 9 10 11 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 AT = 7 Fig. 48 AT = 7 Fig. 3 displays the EV accrue of the example project at time AT = 7 relative to the baseline schedule. In this format, the progress of the project activities is shown 2 3 4 5 6 7 8 28 2 Beyond the EVM Fundamentals relative to the baseline schedule by filling the planned durations of the baseline schedule according to the percentage completed.

As a result, the performance measures (SPI and SV) are calculated on the level of the project based on the three key indicators (PV, AC and EV) that are calculated per reporting period as the sum over all the individual activities (which can be easily done since they are expressed in monetary units). In chapter 4, a simulation study has been set up to measure the potential error of this project level based performance measuring approach on the accuracy of forecasting measuring to predict a project’s final duration.

34 Real life project data for 3 projects at Fabricom Airport Systems . . Detailed information for project 1 “Revamp check-in” (cost in thousands of e) . . . . . . . . . . . . . . . . . . . . . . . Detailed information for project 2 “Link lines” (cost in thousands of e) . . . . . . . . . . . . . . . . . . . . . . . . . . . Detailed information for project 3 “Transfer platform” (cost in thousands of e) . . . .

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Cisco - Network Management within Campus Networks


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