Charts and Reports for Sample Analysis PackageThis presentation shows charts and reports that are commonly used in reporting and analyzing of Earned Value and scheduling data. This presentation will also illustrate how to access these

charts and reports within Empower.

May 18, 2021

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Cum Element Performance

• The Cumulative Element Performance Chart graphically depicts the cumulative Budgeted Cost of Work Scheduled (BCWS), Budget Cost of Work Performed (BCWP), Actual Cost of Work Performed (ACWP) and the Estimate to Complete (ETC) in millions.

• Currently, the contractor’s Earned Value (BCWP) is $42.43M and the Actual Costs (ACWP) are $56.91M.

• These elements are the foundation for the cost and schedule variances.

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Cumulative Variance Chart

• The Cumulative Variance Chart graphically depicts the cumulative cost and schedule variances, along with the variance at complete (VAC) in millions.

• Currently, the contractor has an unfavorable schedule variance of -2.97M, an unfavorable cost variance of -14.47M and an unfavorable VAC of -31.83M

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EAC Validity Chart

• The EAC Validity Chart compares the contractor's Latest Revised Estimate (LRE) to several statistically derived values for the Estimate at Completion (EAC). The LRE and EAC are terms that are often used interchangeably, representing the estimate of the total direct charges against the contract. The LRE should be somewhere within the range of the calculated values.

• Currently, the NiteHawk LRE of 88M is 32M greater than the BAC of 56M.

• The LRE appears to be below the above the statistically derived values.

• Since the LRE falls outside the range of calculated values, the contractor should re-evaluate the LRE as soon as possible.

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SPI/CPI Chart

• The Schedule and Cost Performance chart illustrates the current period and cumulative cost and schedule efficiency rates.

• To date, the cost performance efficiency has been 0.746. In other words, for each dollar spent, the contractor has accomplished $0.75 worth of the work budgeted.

• To date, the schedule performance efficiency has been 0.935. In other words, for every estimated hour of work, the contractor is completing only 0.94 hours and the project is behind schedule.

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AI (Artificial Intelligence) Report

• The AI Narrative report is a rule-based report that converts the project performance metrics to a sentence-based analysis.

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Six Period Summary Report

• The Six Period Summary displays the last six periods of performance data and the resulting calculated metrics.

• Current period values are denoted by a trailing “_c” (e.g., “BCWS_c”).

• The report is grouped by current/incremental values, cumulative values, values at completion, and statistical forecast values.

ITEM 7/31/2016 8/31/2016 9/30/2016 10/31/2016 11/30/2016 12/31/2016BCWS_c 863,492 750,068 729,503 689,653 433,457 1,272,862BCWP_c 1,046,865 1,001,470 1,667,961 1,437,520 577,449 1,469,169ACWP_c 1,329,316 2,459,044 1,249,967 1,237,910 1,298,686 1,849,684SCH VAR_c 183,374 251,402 938,458 747,867 143,992 196,307SCH VAR %_c 21.24 33.52 128.64 108.44 33.22 15.42SPI_c 1.212 1.335 2.286 2.084 1.332 1.154CEI 0.338 0.327 0.655 0.345 0.619 0.308COST VAR_c -282,451 -1,457,574 417,994 199,610 -721,237 -380,515COST VAR %_c -26.98 -145.54 25.06 13.89 -124.9 -25.9CPI_c 0.788 0.407 1.334 1.161 0.445 0.794BCWS 41,521,532 42,271,599 43,001,102 43,690,755 44,124,212 45,397,074BCWP 36,277,269 37,278,739 38,946,700 40,384,220 40,961,668 42,430,837ACWP 48,810,398 51,269,442 52,519,409 53,757,319 55,056,005 56,905,689SCH VAR -5,244,263 -4,992,861 -4,054,403 -3,306,535 -3,162,543 -2,966,237SCH VAR % -12.63 -11.81 -9.43 -7.57 -7.17 -6.53SPI 0.874 0.882 0.906 0.924 0.928 0.935BEI 0.927 0.906 0.896 0.886 0.906 0.903TOTAL FLOAT 0 0 0 0 0 0COST VAR -12,533,129 -13,990,704 -13,572,709 -13,373,100 -14,094,337 -14,474,852COST VAR % -34.55 -37.53 -34.85 -33.11 -34.41 -34.11CPI 0.743 0.727 0.742 0.751 0.744 0.746TCPI-BAC 3.151 5.156 7.412 12.312 303.021 -15.49TCPI-EAC 0.631 0.589 0.542 0.507 0.47 0.439BAC 54,636,194 54,636,194 54,636,194 54,939,501 55,102,672 56,027,919EAC 77,925,298 80,734,165 81,489,115 82,482,269 85,165,827 87,860,220VAC -23,289,104 -26,097,971 -26,852,922 -27,542,768 -30,063,155 -31,832,302VAC % -42.63 -47.77 -49.15 -50.13 -54.56 -56.82% SCHED 76 77.37 78.7 79.53 80.08 81.03% COMP 66.4 68.23 71.28 73.51 74.34 75.73% SPENT 89.34 93.84 96.13 97.85 99.92 101.57CUR CPI Fcst 72,122,676 93,889,539 64,277,085 66,291,497 86,859,211 74,024,4183 PER AVG Fcst 73,855,105 82,017,141 73,790,265 71,289,505 69,594,918 74,023,4426 PER AVG Fcst 73,855,105 82,017,141 74,165,763 71,964,645 74,025,306 74,702,831CUM CPI Fcst 73,511,994 75,141,146 73,676,605 73,132,532 74,062,729 75,141,277CPI*SPI Fcst 77,082,871 78,338,359 75,879,096 74,718,915 75,530,189 76,416,083MICOM Fcst 77,475,582 86,135,278 76,419,176 73,455,405 75,489,876 75,946,987COST & SCH Fcst 72,674,164 74,166,387 72,779,681 72,279,034 73,165,407 74,261,312PERF FACTOR Fcst 67,169,323 68,626,897 68,208,903 68,312,600 69,197,008 70,502,770User Entered EAC 0 0 0 0 0 0Entered EAC NaN NaN NaN NaN NaN NaN

Weighted VAR: Cost = 80.0%, Schedule = 20.0, Performance Factor = 1.00Forecasts are generated independently for each level.

NiteHawk 12/31/16 WBS Dollars [00000000 : NiteHawk]Six Period Summary

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Quick- Look Report

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EVM Definitions

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ACWP Actual Cost of Work Performed – Cost actually incurred in accomplishing work performed aka Actual Cost (AC)BAC Budget At Completion – Total budget for total project/contract thru any given levelBCWP Budgeted Cost for Work Performed – Value of completed work in terms of the work’s assigned budget aka Earned Value (EV)BCWS Budgeted Cost for Work Scheduled – Time-phased Budget Plan for work currently scheduled aka Planned Value (PV)BEI Baseline Execution Index – Similar to the SPI, the metric used to indicate the efficiency with which actual work has been accomplished when

measured against the baseline. It compares the cumulative number of baselined tasks actually completed each month to the cumulative number of baselined tasks scheduled to be completed each month. To assess whether the tasks actually completed as planned during a current month, calculate the Hit/Miss Task %.

CPI Cost Performance Index – A measure of cost efficiency. Worth of work for every dollar spent. It compares BCWP to the actual cost to perform that work (CPI = BCWP / ACWP).

EAC Estimate At Completion – Estimate of total cost for project/contract thru any given level generated by Supplier. The Supplier’s EAC is also known as Latest Revised Estimate (LRE).

ETC Estimate To Complete – Expected/anticipated costs needed to complete the remainder of work on project/contract.IPMR Integrated Program Management Report – Consists of seven formats containing data for measuring cost and schedule performance on Government

acquisition contracts (Formats 1-5 formerly the Contract Performance Report (CPR)):Format 1 defines cost and schedule performance data by product-oriented WBS elements.Format 2 defines cost and schedule performance data by supplier's organization structure.Format 3 defines changes to the Performance Measurement Baseline (PMB). Format 4 Defines staffing forecasts. Format 5 is a narrative report used to provide the required analysis of data contained in Formats 1-4 and 6. Format 6 defines and contains the Integrated Master Schedule (IMS).Format 7 defines the time-phased historical and forecast cost submission.

PMB Performance Measurement Baseline – The time-phased budget plan for authorized work.SPI Schedule Performance Index – A measure of schedule efficiency. It compares the BCWP to the work scheduled (SPI = BCWP/BCWS). An index of 1.0

means the work is being performed right to the schedule. SPI > 1.0 means that the work is ahead of schedule. SPI < 1.0 means that the work is behind schedule.

VAC Variance at Completion – Comparison of the BAC to the EAC through any given level (expected overrun or underrun of total costs)

Schedule Assessment Report

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• The Schedule Assessment Report reflects how many tasks within the schedule are linked to the Cost Data.

• The system reflects Baseline Execution Index (along with Goal)

• Can be viewed at lower WBS levels and additional fields are viewable.

Earned Schedule Dashboard

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Earned Schedule Report

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Earned Schedule Formulas

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Things to Remember:• Earned Schedule is not a replacement for Earned

Value, but an extension of the analysis.• Similar to EV schedule metrics- negative value is

underperforming- it measures “time”, not “$”.• LOE can skew indicators, focus should be on

discrete.