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Extending Earned Value Metrics, Indicators and Predictors to undertake Commercial and Financial based Performance Analysis and Reporting. Bonus Topic using activity Burn Down as a performance metric.

Extending Earned Value Metrics, Indicators and Predictors to undertake Commercial and Financial based Performance Analysis and Reporting. Bonus Topic using activity Burn Down as a performance metric.

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Earned Value based project controls has been limited to reporting performance by cost-based metrics, indicators, and predictors. These are extensively covered by practice guidelines and standards. With little innovation the same principles and practices can be extended to manhour expenditure and to the measure of commodity-based productivity. This presentation looks at some of the innovations including extending traditional cost-based metrics to revenue, planned profit and profit. It looks at real commercially based cash flow and how by using traditional Earned Value metrics the project’s cash position can be severely underestimated. The presentation looks to how, by integrating the project program with both the subcontractor and contractor payment schedule, the contract claim, and sub-contractor payment process can be automated without extensive validation.  Also covered is the use of commodity based Earned Value to track productivity and improve the project delivery. The bonus topic covered is how to utilize activity burndown statistics to as earned Value Metric and Indicators.

roland horat 

Managing Director for Supertech Project Management Australia Pty Ltd

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