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	<title>PMServicesNW &#187; Earned Value</title>
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		<title>EVA Rules of Thumb</title>
		<link>http://www.pmservicesnw.com/2011/03/eva-rules-of-thumb/</link>
		<comments>http://www.pmservicesnw.com/2011/03/eva-rules-of-thumb/#comments</comments>
		<pubDate>Thu, 10 Mar 2011 05:45:56 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Earned Value]]></category>
		<category><![CDATA[EVM]]></category>
		<category><![CDATA[EVM rules of thumb]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=2737</guid>
		<description><![CDATA[By Ray Myers, Jr., PMP Here are some basic rules to interpret the results of Earned Value calculations. Negative numbers for cost and schedule variance are bad Positive numbers are good CPI and SPI less than 100% are bad If you are studying for the PMP examination you may also find the following information useful. If the question is a variance, the formula is EV – something If the question is an index, the formula is EV / something If the question relates to cost, use AC If the question relates to time, use PV, and Almost all formulas start out with EV   About the Author: Ray Myers, Jr. is a PMP certified project manager with over 20 years’ experience planning and managing technology projects.  Contact Ray at www.pmservicesnw.com Article source: www.pmservicesnw.com &#169;2012 PMServicesNW. All Rights Reserved..]]></description>
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		<title>3 Keys to EVM</title>
		<link>http://www.pmservicesnw.com/2011/02/3-keys-to-evm/</link>
		<comments>http://www.pmservicesnw.com/2011/02/3-keys-to-evm/#comments</comments>
		<pubDate>Thu, 10 Feb 2011 05:28:50 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Earned Value]]></category>
		<category><![CDATA[actual cost]]></category>
		<category><![CDATA[Keys to EVM]]></category>
		<category><![CDATA[planned value]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=2733</guid>
		<description><![CDATA[By Ray Myers, Jr., PMP These 3 terms are the keys to Earned Value Management. Planned Value (PV) Planned Value is also called the project budget It is the total estimated cost that is planned to be spent of the project It is the approved budget by the project sponsor or by contract Actual Cost (AC) Actual Cost is the total of direct and indirect costs incurred in doing the project work Actual Cost may be determined for a given period or the entire project Earned Value (EV) All projects earn value as work is accomplished Earned Value is the percentage of work actually completed multiplied by the planned value Earned Value = PV x % Complete   About the Author: Ray Myers, Jr. is a PMP certified project manager with over 20 years’ experience planning and managing technology projects.  Contact Ray at www.pmservicesnw.com Article source: www.pmservicesnw.com &#169;2012 PMServicesNW. All Rights Reserved..]]></description>
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		<title>Basic Elements of EVM</title>
		<link>http://www.pmservicesnw.com/2010/12/basic-elements-of-evm/</link>
		<comments>http://www.pmservicesnw.com/2010/12/basic-elements-of-evm/#comments</comments>
		<pubDate>Sat, 11 Dec 2010 21:44:26 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Earned Value]]></category>
		<category><![CDATA[earned value management]]></category>
		<category><![CDATA[EVM]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=318</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP The basic elements of Earned Value Management (EVM) are: Planned Value (PV) PV is the planned, budgeted, or estimated cost for the work performed as of a reporting date.  PV is calculated by multiplying the hourly rate times the number of hours planned to accomplish the work. PV = Hourly Rate x Total Hours Planned or Scheduled Actual Cost (AC) AC is the actual cost of the work performed as of a reporting date.  AC is calculated by multiplying the hourly rate times the total hours spent as of the reporting date AC = Hourly Rate x Total Hours Spent Earned Value (EV) EV is method for measuring project performance.  It compares the amount of work that was planned with what was actually accomplished to determine if cost and schedule performance is as planned.  To calculate EV, you must first calculate the %Complete Actual. % Complete Actual = AC / EAC Where EAC = Earned at Completion.  This is the total value of the project. EAC = AC + ETC Where ETC = Estimated to Complete, or how much more it will take to finish the project. EV = AC x % Complete Actual Schedule [...]]]></description>
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		<title>Return on Investment</title>
		<link>http://www.pmservicesnw.com/2010/12/return-on-investment/</link>
		<comments>http://www.pmservicesnw.com/2010/12/return-on-investment/#comments</comments>
		<pubDate>Sat, 04 Dec 2010 20:56:36 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Earned Value]]></category>
		<category><![CDATA[Planning]]></category>
		<category><![CDATA[project return on investment]]></category>
		<category><![CDATA[project ROI]]></category>
		<category><![CDATA[Return on Investment]]></category>
		<category><![CDATA[ROI]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=282</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP Return on Investment (ROI) is a measure of the profitability of a project or business investment.  Net Benefit Compares benefit to cost of initiative = Benefit – Cost Benefit Cost Ratio Ratio for benefit returned for each dollar invested = Benefits / Costs Return on Investment % Percent in net benefits for every dollar invested = (Net Benefit / Cost) x 100   About the Author: Ray Myers, Jr. is a PMP certified project manager with over 2o years experience planning and managing technology projects.   Contact Ray at wwwpmservicesnw.com Article source: www.pmservicesnw.com &#169;2012 PMServicesNW. All Rights Reserved..]]></description>
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		<title>Net Present Value</title>
		<link>http://www.pmservicesnw.com/2010/12/net-present-value/</link>
		<comments>http://www.pmservicesnw.com/2010/12/net-present-value/#comments</comments>
		<pubDate>Fri, 03 Dec 2010 20:47:01 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Earned Value]]></category>
		<category><![CDATA[Planning]]></category>
		<category><![CDATA[net present value]]></category>
		<category><![CDATA[npv]]></category>
		<category><![CDATA[project net present value]]></category>
		<category><![CDATA[project npv]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=280</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP Net Present Value (NPV) is a measure of the net benefit of a project in terms of today&#8217;s dollars.  NPV is a financial analysis technique that considers: Timing of cash flows Time value of money  Projects with positive NPV add value to a firm, while projects with negative NPV diminish value and should not be pursued.  NPV is the difference between the present value of cash inflows and the present value of cash outflows NPV Formula Project NPV = Present Value (with project) &#8211; Present Value (without project)   About the Author: Ray Myers, Jr. is a PMP certified project manager with over 2o years experience planning and managing technology projects.   Contact Ray at wwwpmservicesnw.com Article source: www.pmservicesnw.com &#169;2012 PMServicesNW. All Rights Reserved..]]></description>
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		<title>Project EVM Formulas</title>
		<link>http://www.pmservicesnw.com/2010/11/project-evm-formulas/</link>
		<comments>http://www.pmservicesnw.com/2010/11/project-evm-formulas/#comments</comments>
		<pubDate>Fri, 19 Nov 2010 17:45:54 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Earned Value]]></category>
		<category><![CDATA[Tools]]></category>
		<category><![CDATA[earned value management]]></category>
		<category><![CDATA[earned value management formulas]]></category>
		<category><![CDATA[EVM]]></category>
		<category><![CDATA[PMI formulas]]></category>
		<category><![CDATA[PMP formulas]]></category>
		<category><![CDATA[project management formulas]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=215</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP If you haven’t seen or used EVM formulas, you will at some point in your project management career and you will need to know these formulas to pass the PMP examination.  EVM stands for Earned Value Management.  Earned Value is a simple and easy to use method to quickly determine your project status.  Just a few simple calculations will provide useful information regarding your project schedule and budget. EVM begins with accurate information about your project.  Most organizations have internal accounting systems that can provide daily, weekly, or monthly reports showing the cost of your project to-date.  Next, you’ll need to know the dollar value of the most recently completed project milestone, for example, the completion of the project planning milestone is valued at 20% of the total project.  Finally, you’ll need to know the baseline budget of the entire project, that is, the completed project is valued at say $95,000 dollars.  EVM Variables and Formulas PV = Planned Value.  This is the estimated actual cost of the project PV = Hourly Rate x Total Hours Planned or Scheduled AC = Actual Cost.  This is the cost of the project at a reporting date AC [...]]]></description>
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		<title>ROI</title>
		<link>http://www.pmservicesnw.com/2010/11/planning-roi/</link>
		<comments>http://www.pmservicesnw.com/2010/11/planning-roi/#comments</comments>
		<pubDate>Wed, 17 Nov 2010 17:22:39 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Earned Value]]></category>
		<category><![CDATA[Initiation]]></category>
		<category><![CDATA[PMI]]></category>
		<category><![CDATA[PMP]]></category>
		<category><![CDATA[Project Planning]]></category>
		<category><![CDATA[Return on Investment]]></category>
		<category><![CDATA[ROI]]></category>
		<category><![CDATA[ROI evaluation]]></category>
		<category><![CDATA[ROI formula]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=202</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP Definition:  Return on Investment, or ROI is a performance measure used to evaluate the net benefit of a project to the performing organization.  ROI is usually expressed as a percentage. Every organization has a wish list of projects that they would like to be implemented, but funding and resource limitations usually restrict what can actually be done.  Most organizations use ranking tools to evaluate the potential benefits versus the cost of implementation to assist in project selection. ROI is arguably the most popular metric to use when comparing the potential benefits of number of projects.  It is commonly used by organizations to assist as a project selection tool because it can be used to rank the potential payback in terms of the net benefit to the organization if the project was actually implemented.  ROI calculations typically do not include ongoing business or maintenance operations as part of the calculation. How to Calculate ROI Most companies measure ROI performance over a 3 year period or less in terms of today’s dollars.     Gain from Project = the total benefit of the project in dollars over a 3 year period Cost of Project = the total [...]]]></description>
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