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A. D. (14). (10). B. Start. Finish. (8). E. (9). C. (11).

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  1. A D (14) (10) B Start Finish (8) E (9) C (11) To the left, we have a network that consists of five activities. We have one A-D branch and a complex of B-E and C-E, which both have floats. The start and finish flags indicate where the network begins and ends and have 0 duration. Activities A and D are implemented with resource type R1. Activities B, C and E are implemented with resource type R2. The duration of each of the activities is given inside parenthesis. The calculated duration of the project is A-D: 14+10=24 weeks. Http://www.prosjektledelse.ntnu.no

  2. A D (14) (10) B Start Finish (8) E (9) C (11) RESOURCE RESOURCE NEED DURATION PVT ACTIVITY A R1 650 timer/uke 14 uker 9.100 timer B R2 980 timer/uke 8 uker 7.840 timer C R2 360 timer/uke 11 uker 3.960 timer D R1 800 timer/uke 10 uker 8.000 timer E R2 720 timer/uke 9 uker 6.480 timer PV = 17.100 TR1 For activity A we need 650 work hours per week in order to implement the work. We assume a rectangular course for the work load. This means that there is no up and down (fluctuation) period. 650 work hours in 14 weeks means that activity A requires 9100 work hours in total. This amount is the planned value at project start PVT. The planned value for the use of resource type R1 in activities A and D is: 9100 + 8000 = 17100 work hours Activity D has a duration of 10 weeks and demands 800 work hours per week. Therefore, activity D requires 8000 work hours in total. Http://www.prosjektledelse.ntnu.no

  3. A D (14) (10) B Start Finish (8) E (9) C (11) RESOURCE RESOURCE NEED DURATION PVT ACTIVITY A R1 650 timer/uke 14 uker 9.100 timer B R2 980 timer/uke 8 uker 7.840 timer C R2 360 timer/uke 11 uker 3.960 timer D R1 800 timer/uke 10 uker 8.000 timer E R2 720 timer/uke 9 uker 6.480 timer PV = 17.100 PV = 18.280 TR1 TR2 PV = 35.380 T Activity C requires 360 work hours per week for 11 weeks This gives a PVT equal to 3960 work hours. Activity E requires 720 work hours per week for 9 weeks. This gives a PVT equal to 6480 work hours. We then aggregate the PVT of R1 and R2, which gives us 35380 hours as the total planned work hours of the project. 17100 + 18280 = 35380 work hours Activity B requires 980 work hours per week for 8 weeks. This gives a PVT equal to 7840 work hours. The total planned value for use of resource type R2 in activities B, C and E is: 7840 + 3960 + 6480 = 18280 workhours Http://www.prosjektledelse.ntnu.no

  4. Work Magnitude (1000 work hours) A 14 weeks a 650 wh/w R1 B 8 weeks a 980 wh/w R2 C 11 weeks a360 wh/w R2 D 10 weeks a 800 wh/ w R1 E 9 weeks a 720 wh/ w R2 40 35 30 25 20 15 10 5 Time 2 4 6 8 10 12 14 16 18 20 22 24 26 28 (Weeks) T Now we can draw a follow-up diagram by using the values of the activities. In the highest part of diagram, we have created a Gannt chart with the activities. This chart follows the time labeled on the lower axis. First we draw the resource profile of R1. We see that there are 650 work hours per week for 14 weeks and 800 work hours per week for 10 weeks. Therefore, a small break in the curve is formed in week 14 and the ascent of the line becomes steeper. We see that activities A, B and C happen in parallel. When A is finished, activity D starts, and when B and C are finished, activity E starts. The durations, resource use and resource types for the different activities are given as well. R1 Http://www.prosjektledelse.ntnu.no

  5. Work magnitude (1000 workhours) A 14 weeks a 650 wh/w R1 B 8 weeks a 980 wh/w R2 C 11 weeks a 360 wh/w R2 D 10 weeks a 800 wh/w R1 E 9 weeks a 720 wh/w R2 40 35 30 25 20 Total 15 R2 R1 10 5 Time 2 4 6 8 10 12 14 16 18 20 22 24 26 28 (week) T During the period in which activities B and C are executed, R2 has a load of 980 + 380 work hours per week. This happens during the first eight weeks. This results in a work load of 1360 work hours per week. Afterwards, activity C is executed alone until activity E starts in week 11. At this time, only activity E is implemented with resource type R2, which results in a work load of 720 work hours per week. If we aggregate curves R1 and R2, we get a curve for the planned value of the project. We see that this curve has breaking points from both resource catagories and ends at 35380 work hours. Http://www.prosjektledelse.ntnu.no

  6. Work magnitude (1000 work hours) A 14 weeks a 650 wh/w R1 B 8 weeks a 980 wh/w R2 C 11 weeks a 360 wh/w R2 D 10 weeks a 800 wh/w R1 E 9 weeks a 720 wh/w R2 AV EVt PV ACTIVITY RESOURCE t t t 40 A R1 7 150 8 500 6 800 D R1 0 0 0 35 Sum R1 R1 7 150 8 500 6 800 B R2 7 840 7 100 7 400 C R2 3 960 3 600 2 950 30 E R2 0 0 0 Sum R2 R2 11 800 10 700 10 350 25 Sum total R1, R2 18 950 19 200 17 150 20 Total 15 R2 R1 10 5 Ti 2 4 6 8 10 12 14 16 18 20 22 24 26 28 (weeks) t T For activity A, up to and including week 11, 8500 work hours were recorded in time sheets. This is the actual use, and we put it in the table under AVt. We can aggregate activities A and D to find the PVt, AVt and EVt values for resource type R1. For activity A there were 650 work hours per week for 11 weeks, which equals 7150 work hours. Now let’s assume that we come to the start of week 11 and implement a project follow-up. We set up a table and find the planned value at time t = 11 for all activities. For activity D, the PVt, AVt and EVt values are 0. This is natural since Activity D is not due to start before week 15. We then perform a physical count on how much the work is over schedule. We find the earned value EVt. for activity A, which it is 6800 workhours. Http://www.prosjektledelse.ntnu.no

  7. Work magnitude (1000 work hours) A 14 weeks a 650 wh/w R1 B 8 weeks a 980 wh/w R2 C 11 weeks a 360 wh/w R2 D 10 weeks a 800 wh/w R1 E 9 weeks a 720 wh/w R2 AV EVt PV ACTIVITY RESOURCE t t t 40 A R1 7 150 8 500 6 800 D R1 0 0 0 35 Sum R1 R1 7 150 8 500 6 800 B R2 7 840 7 100 7 400 C R2 3 960 3 600 2 950 30 E R2 0 0 0 Sum R2 R2 11 800 10 700 10 350 25 Sum total R1, R2 18 950 19 200 17 150 20 Total 15 R2 R1 10 5 Tid 2 4 6 8 10 12 14 16 18 20 22 24 26 28 (uker) t T For activity E, the PVt, AVt and EVt values are all 0. This is natural because activity E will not start before week 12. From time sheets, the following resource usages have been recorded up to and including week 11: Activity B: 7100 work hours Activity C: 3600 work hours Activity E: 0 work hours Activity E is not planned to start before week 11. Activity A will be implemented at a rate of 980 workhours for 8 weeks. This gives a planned value of 7840 work hours. Similarly, we can calculate for resource type R2, which includes activities B, C and E. Activity C will be implemented at a rate of 360 workhours for 11 weeks. This gives a planned value of 3960 work hours. Http://www.prosjektledelse.ntnu.no

  8. Work magnitude (1000 workhours) A 14 weeks a 650 wh/w R1 B 8 weeks a 980 wh/w R2 C 11 weeks a 360 wh/w R2 D 10 weeks a 800 wh/w R1 E 9 weeks a 720 wh/w R2 AV EVt PV ACTIVITY RESOURCE t t t 40 A R1 7 150 8 500 6 800 D R1 0 0 0 35 Sum R1 R1 7 150 8 500 6 800 B R2 7 840 7 100 7 400 C R2 3 960 3 600 2 950 30 E R2 0 0 0 Sum R2 R2 11 800 10 700 10 350 25 Sum total R1, R2 18 950 19 200 17 150 20 Total 15 R2 R1 10 5 Tim 2 4 6 8 10 12 14 16 18 20 22 24 26 28 (week t T We can aggregate activities B, C and E to find the PVt, AVt and EVt values for resource type R2. By doing a physical count on work that is over schedule, we gain an earned value, EVt, for the activities: Activity B: 7100 work hours Activity C: 3600 work hours Activity E: 0 workhours Http://www.prosjektledelse.ntnu.no

  9. Work magnitude (1000 work hours) A 14 weeks a 650 wh/w R1 B 8 weeks a 980 wh/w R2 C 11 weeks a 360 wh/w R2 D 10 weeks a 800 wh/w R1 E 9 weeks 720 Wh/w R2 AV EVt PV ACTIVITY RESOURCE t t t 40 A R1 7 150 8 500 6 800 D R1 0 0 0 35 Sum R1 R1 7 150 8 500 6 800 B R2 7 840 7 100 7 400 C R2 3 960 3 600 2 950 30 PV E R2 0 0 0 AV Sum R2 R2 11 800 10 700 10 350 25 EV Sum total R1, R2 18 950 19 200 17 150 20 Total 15 R2 R1 10 5 Tim 2 4 6 8 10 12 14 16 18 20 22 24 26 28 week t T We can put these values in the diagram as well: they are marked at the start of week 11. We can draw a line to them from week 0 even though we do not know what has happened between week 0 and start of week 11.. We can also aggregate R1 and R2 to find the PVt, AVt and EVt values for the entire project. PVt : 18950 work hours AVt : 19200 work hours EVt : 17150 work hours Http://www.prosjektledelse.ntnu.no

  10. AV EV PV ACTIVITY RESOURCE t t t A R1 7 150 8 500 6 800 D R1 0 0 0 Sum R1 R1 7 150 8 500 6 800 B R2 7 840 7 100 7 400 C R2 3 960 3 600 2 950 E R2 0 0 0 Sum R2 R2 11 800 10 700 10 350 Sum total R1, R2 18 950 19 200 17 150 For activity A, productivity equals 0,8 and volume variance -350. Productivity is poor, and there is little variance in work magnitude. For R1, the values are the same as in activity A, since only activity A has influence. We will now calculate the productivity and variance in work magnitude for all of the activities. Productivity is equal to the ratio of earned value and actual value. Variance in work magnitude is equal to earned value minus planned value. We can not say the same thing for activity B, since B has not yet started and is not planned to start for some time. Http://www.prosjektledelse.ntnu.no

  11. AV EV PV ACTIVITY RESOURCE t t t A R1 7 150 8 500 6 800 D R1 0 0 0 Sum R1 R1 7 150 8 500 6 800 B R2 7 840 7 100 7 400 C R2 3 960 3 600 2 950 E R2 0 0 0 Sum R2 R2 11 800 10 700 10 350 Sum total R1, R2 18 950 19 200 17 150 The variance in work magnitude for R2 becomes: 10350 - 11800 = -1450 Now we calculate similarly for the activities which use resource type R2. Activity B has a productivity of 1.04, and activity C has a productivity of 0,82. The situation for activity B is satisfactory, but not for activity C. We find the productivity of resource type R2 by using the aggregated value of actual and earned value: 10350 = 0,97 10700 Http://www.prosjektledelse.ntnu.no

  12. AV EV PV ACTIVITY RESOURCE t t t A R1 7 150 8 500 6 800 D R1 0 0 0 Sum R1 R1 7 150 8 500 6 800 B R2 7 840 7 100 7 400 C R2 3 960 3 600 2 950 E R2 0 0 0 Sum R2 R2 11 800 10 700 10 350 Sum total R1, R2 18 950 19 200 17 150 We can now calculate productivity and work variance for whole the project. Productivity: 17150 = 0,89 19200 Work variance: 17150- 18950 = -1800 The project’s productivity is poor, and work extent is under. Http://www.prosjektledelse.ntnu.no

  13. AV EV PV ACTIVITY RESOURCE t t t A R1 7 150 8 500 6 800 D R1 0 0 0 Sum R1 R1 7 150 8 500 6 800 B R2 7 840 7 100 7 400 C R2 3 960 3 600 2 950 E R2 0 0 0 Sum R2 R2 11 800 10 700 10 350 Sum total R1, R2 18 950 19 200 17 150 RESOURCE RESOURCE USE DURATION PVT ACTIVITY A R1 650 timer/uke 14 uker 9.100 timer = p B R2 980 timer/uke 8 uker 7.840 timer FV PV / T ' T t C R2 360 timer/uke 11 uker 3.960 timer D R1 800 timer/uke 10 uker 8.000 timer E R2 720 timer/uke 9 uker 6.480 timer PV = 17.100 PV = 18.280 TR1 TR2 PV = 35.380 T For R1, the new estimate becomes 17100/0,80 = 21375 work hours. For activity D, we do not have enough information to calculate an answer. We could use the productivity for R1 or for entire the project, which assumes that D may have had bad productivity. For activity A, the new estimated work extent becomes 9100/0,80 = 11375 work hours.. Now we can make a prediction for the entire project. We assume that until now the relationships have been reasonably representative. We will use a formula that assumes that the new work extent is equal to the ratio of the planned value of the entire project at its end point to the productivity that the project has had until time point t. Http://www.prosjektledelse.ntnu.no

  14. AV EV PV ACTIVITY RESOURCE t t t A R1 7 150 8 500 6 800 D R1 0 0 0 Sum R1 R1 7 150 8 500 6 800 B R2 7 840 7 100 7 400 C R2 3 960 3 600 2 950 E R2 0 0 0 Sum R2 R2 11 800 10 700 10 350 Sum total R1, R2 18 950 19 200 17 150 RESOURCE RESSURSBEH. DURATION PVT ACTIVITY A R1 650 timer/uke 14 uker 9.100 timer = p B R2 980 timer/uke 8 uker 7.840 timer FV PV / T ' T t C R2 360 timer/uke 11 uker 3.960 timer D R1 800 timer/uke 10 uker 8.000 timer E R2 720 timer/uke 9 uker 6.480 timer PV = 17.100 PV = 18.280 TR1 TR2 PV = 35.380 T For activity E, we don’t have enough information to calculate an answer. We could use the productivity for R2 or the entire project, assuming that E has poor productivity. For the entire project we use the average productivity of 0,89. The new planned value for the entire project then becomes: 35380/0,89 = 39753 For R2, the new estimate becomes: 18280/0,97 = 18845 work hours For C, the new estimated work magnitude becomes: 3960/0,82 = 4829 work hours. For activity B, the new estimate becomes: 7840/1,04 = 7539 work hours Theoretically, a sum of the new estimates for R1 and R2 gives the same answer, but will vary slightly because of rounding. Http://www.prosjektledelse.ntnu.no

  15. AV EV PV ACTIVITY RESOURCE t t t p d ACTIVIITY RESSOURCE FV ’ t T’ T t t A R1 7 150 8 500 6 800 A R1 0,80 -350 11 375 11 14,7 D R1 0 0 0 D R1 - - - 0 (12,5) Sum R1 R1 7 150 8 500 6 800 Sum R1 R1 0,80 -350 21 375 - - B R2 7 840 7 100 7 400 B R2 1,04 -440 7 539 11 11,7 C R2 3 960 3 600 2 950 C R2 0,82 -1 010 4 829 11 14,8 E R2 0 0 0 E R2 - - - 0 (9,3) Sum R2 R2 11 800 10 700 10 350 Sum R2 R2 0,97 -1 450 18 845 - - Sum total R1, R2 18 950 19 200 17 150 Sum total R1, R2 0,89 -1 800 39 753 - - For activityA the new estimate becomes: 11*11375/8500 = 14,7 weeks It was planned to use only 14 weeks for activity A, so it is extended 0,7 weeks. Although the activity has miserable productivity, we see that A is on schedule since we supply more resources to it. Now we will find the new duration for all of the activities, T’, and for the entire project. We will continue to use the rectangular workload prerequisite. For activity D, we should assume that in reality the magnitude is 25% more. The average productivity for R1 is 0,80, therefore, the activity’s time will rise 25% from 10 to 12.5 weeks. 10/0,80 = 12,5 weeks Http://www.prosjektledelse.ntnu.no

  16. AV EV PV ACTIVITY RESOURCE t t t p d ACTIVITY RESOURCE FV ’ t T’ T t t A R1 7 150 8 500 6 800 A R1 0,80 -350 11 375 11 14,7 D R1 0 0 0 D R1 - - - 0 (12,5) Sum R1 R1 7 150 8 500 6 800 Sum R1 R1 0,80 -350 21 375 - - B R2 7 840 7 100 7 400 B R2 1,04 -440 7 539 11 11,7 C R2 3 960 3 600 2 950 C R2 0,82 -1 010 4 829 11 14,8 E R2 0 0 0 E R2 - - - 0 (9,3) Sum R2 R2 11 800 10 700 10 350 Sum R2 R2 0,97 -1 450 18 845 - - Sum total R1, R2 18 950 19 200 17 150 Sum total R1, R2 0,89 -1 800 39 753 - - We will then calculate for the activities in resource type R2. Activity B: 11*7539/7100 = 11,7 weeks Activity C: 11*4829/3600 = 14,8 weeks Activity E: 9/0,97 = 9,3 weeks For activity E, we have the same prediction that we had for activity D. Http://www.prosjektledelse.ntnu.no

  17. Work magnitude (1000 workhours) A 14 weeks a 650 wh/w R1 B 8 weeks a 980 wh/w R2 C 11 weeks a 360 wh/w R2 D 10 weeks a 800 wh/w R1 E 9 weeks a 720 wh/w R2 FV 40 T ' PV T 35 30 PV AV 25 EV 20 Total 15 R2 R1 10 5 Tim 2 4 6 8 10 12 14 16 18 20 22 24 26 28 week t T' T We can draw this in the diagram and mark the new time of the entire project equal to 27,2 weeks and the new estimate of the number of work hours equal to 39753. On the other curve, we see that activity C is still longer than activity B, and that C has an extension of 3,8 weeks. Therefore, activities C and E become determinant of the duration of the BCE complex. Activity C has an extension of 0,3 weeks, so the extension of this part becomes: 3,8 + 0,3 = 4,1 weeks We see that A and D are expected to last respectively 0,7 and 2,5 weeks more. Altogether, this adds 3,2 weeks to branch A-D. Here, however, we have a float of 4 weeks. We subtract this from 4,1, so the total extension becomes 0,1 week in relation to the critical path The A-D branch then remains the critical path and the total extension of the project becomes 3,2 weeks. Http://www.prosjektledelse.ntnu.no

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