 CONTROL relates to the watching over of the project

and making adjustment.

 EVALUATION has to do with obtaining, information for

analysis and both have to do with measuring progress
toward project objectives and identifying the scope of
project.

 Project evaluation is the integral part of project control.

 Project evaluation consist of three types :

 pre-project evaluation for the selection of project.

 Ongoing evaluation of project.

 A post project evaluation for the assessment of the

success.
1.Setting a goal
2.Measuring of project
3.Comparing actual with planned
4.Taking action and recycling the process
 Thereare four steps of monitoring of project
performance:

 Project
S-curve
Project s-curves are used to visualize the
progress of a project over time. It can analyze
baseline, design or actual work. The name
derives from the S like shape of curve, flatter at
the beginning and end and steeper in the
middle.
Cumulative Cost
($ in thousands)

60

40 $10,000 Negative Var

Cumulative
20 Budgeted Cost
Cumulativ
e Actual
Cost
5 10 15 20 25 30 35 40 45 50
Elapsed Time (in weeks)
 Show completion of important steps.
 Can motivate the team.
 Offer reevaluation points.
 Help coordinate schedule.
 Identify key review gates.
 Delineate work packages.
 Service planning provides a GANTT CHART
which dynamically tracks the progress of a
service plan against what as expected.
 A GANTT CHART is a horizontal bar chart and
used in project management that helps to plan
,coordinate and track specific activities in a
project.
 Earn value analysis is a standard method of
measuring a progress of project at any given
time ,forecasting its completion date and final
cost and analyzing variances in the schedule
and budget as the project proceeds.

 Itcompares the planned amount of work with

what has been actually completed and to
determine if the cost, schedule and work
accomplished are progressing in accordance to
plan.
 There are following terms such as:
 PLANNED VALUE(PV is the value that should
have earned as the schedule)
 EARNED VALUE(EV is the value of the work
actually completed)
 ACTUAL COST(AC is the amount spent on the
project)
 SCHEDULE PERFORMANCE INDEX(SPI
represents how close actual work is being
completed and compared to the schedule.SPI is
computed by earned value/planned value)
 COST PERFORMANCE INDEX(CPI is computed
by earned value/actual cost)
 BUDGET COST AT COMPLETION (BAC is the
total budget of project and it is used to
compute the “estimate at completion”
 Help measure project performance.
 It is used to find variances in project and
comparison between work planned and work
performed.
 It provides a clear communication of the
activities.
 EVM is used on cost and schedule control and
can be very useful in project forecasting.
Earned Value Example
Schedule Variances
Planned Value (PV) = 38 = 15+10+10+3
Earned Value (EV) = 30 = 15+8+6+1
Schedule Performance Index (SPI) = EV/PV = 30/38 = .79
Estimated Time to Completion (ETC) = (1/.79)x4 = 5

Cost Variances
Actual Cost of Work Performed (AC) = 40 = 8+11+8+13
Cost Performance Index (CPI) = EV/AC = 30/40 = .75
Estimated Cost to Completion (ECC) = (1/.75)x38 = 50.7
1. Clearly define each activity including its
resource needs and budget
2. Create usage schedules for activities and
resources
3. Develop a time-phased budget (PV)
4. Total the actual costs of doing each task (AC)
5. Calculate both the budget variance (CV) and
schedule variance (SV)