Schedule Variance: What Is It & How Do I Calculate It?


2020-07-16 03:10 project manager


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Project managers are responsible for tasks across every part of a business. They have to schedule work, manage people, manage budgets and wrangle technology—just to name a few. If you had to boil it down and define the core function of a project manager in just one sentence, it would be something like, “Project managers ensure work is finished on time and within budget.” But how does a project manager actually know whether a project is within scope, or falling behind? They use a powerful calculation that quantifies and measures project progress called schedule variance. What is Schedule Variance? Schedule variance (SV) is a calculation that measures whether a project is on track by calculating actual progress against expected progress. Schedule variance allows project managers to bring data into the conversation. Instead of saying, “The project is falling behind a little bit,” one could say, “The project is 20 percent behind where it should be.” Schedule variance can be calculated manually by hand, but it’s much more effective to utilize a project management software so that it can update dynamically and change in real time as the project progresses. How to Calculate Schedule Variance To calculate schedule variance, subtract the Budgeted Cost of Work Scheduled (BCWS) from the Budgeted Cost of Work Performed (BCWP). All values used will be a monetary figure (USD, GBP, etc.). Here’s the formula: BCWP – BCWS = SV Sometimes you will see this formula as EV – PV, but it means the same thing: EV (Earned Value) – PV (Planned Value) = SV To utilize this formula, we first need to define BCWP and BCWS: BCWP (Budgeted Cost of Work Performed): This is the budget value of the work that has already been completed. (Total Project Budget) X (The Percentage of Work That Has Been Completed) BCWS (Budgeted Cost of Work Scheduled): This is the budget value of the work that is expected to have been completed by now. (Total Project Budget) X (The Percentage of Work That Should Be Done By Now, Based On Time Elapsed) An Example Calculation To help you fully understand this calculation, let’s use an example scenario and plug in the numbers. Let’s say you’re managing a project that will last 20 days and the total project budget is $100,000. In this example, you are 10 days (or 50%) into the project, so you should have completed $50,000 (50% of total budget) worth of work by this point. But, unfortunately, you’ve really only finished $25,000 of work. Here is what it looks like when you plug the numbers into our schedule variance formula: BCWP ($25,000) – BCWS ($50,000) = SV (-$25,000) Then, to express schedule variance as a percentage, simply divide: SV (-$25,000) / BCWS ($50,000) = -.5 or -50% This figure tells you that your project is 50% behind where it should be at this time. If the resulting number is a positive number, then your project is ahead of schedule. If the schedule variance comes out as zero, then the project is exactly where it should be! Why Schedule Variance is Important Knowing whether a project is ahead or behind schedule and over or under budget is a core responsibility of a project manager. Project managers are trusted by their teams and by their companies to stay in control of projects because of the following reasons: Project delivery affects the bottom line. If a project is late, clients and internal stakeholders stand to lose financially. When this happens, it threatens the reputation of the company—which can lead to future losses! Disorganization affects internal teams. If projects slide off the rails and delays happen often, teams are likely to lose morale and motivation. Teams are the happiest when their hard work pays off at the end of a project. However, when a project stalls or a project never seems to finish, team members begin to lose faith. Using A Project Management Dashboard To Calculate SV Although the calculation is simple, it can rapidly become a tedious task to crunch the numbers by hand, considering the calculations should be re-crunched every day as the project changes. On large projects, keeping track of thousands of data points becomes impossible. That’s why savvy project managers choose to use a project dashboard to run their calculations, saving valuable time and resources. Dashboards for Schedule Variance’s software was designed by professional project managers after they noticed a need for better tools on their own projects. When managing any project, particularly large ones, a PM’s time is best spent moving work forward—not running equations all day. Our project dashboards are built to give you real-time information about tasks, teams, and budgets. Here’s how they work. Enter Resources and Budgets When you build a new project, start by adding your total project budget. This number will act as a reference point as the work progresses, and graphs will be generated that allow you to quickly see if the project is within budget or at risk of going over. Additionally, you will add two types of resources to your new project: people and things. People are internal team members and outside contractors who will be working on the project. Things are other resources that have costs like room rentals, equipment and travel. Data Rolls Up Automatically When you set a cost rate for each person, and that person logs time on their tasks, the software will automatically organize the data in the dashboard. The same goes for non-human resource costs—the data rolls up into the dashboard for easy viewing. This information can be used to see, in real time, whether a project’s schedule and its budget is over or under target. Schedule variance is automatically calculated. A Closer Look At The Dashboards Schedule variance is just one of the metrics that will be automatically calculated for you. In addition to variance, you also will see graphs for Health: An overview of the pacing and progress of all project work Tasks: A breakdown of which tasks are started, completed, or yet to be worked Progress: A zoomed-in look at the progress of each task, to see where each piece of work is at Time: A look at planned vs. actual project completion Workload: A visual representation of each team member’s workload and availability Is the Best Scheduling Software The project dashboard is just one small piece of the software suite offered by The software is used by thousands of teams and companies including NASA, Volvo and Bank of America for project planning, collaboration, monitoring and reporting. Our powerful Gantt charts enable users to plan projects of any size. Enter tasks with start and due dates and they are plotted out on a visual timeline, making it easy to see the whole project at a glance. Team members also love because it makes work management simple. They can see the work that needs to be done in task lists, kanban boards and calendars. To see’s software in action, and calculate your project’s schedule variance, take a free 30-day trial. For 30 days you’ll be able to use all of the powerful project management tools we offer, at no cost to you. Get planning, monitoring, reporting and collaboration all in one software suite. Click here to start your free trial today! 6 Tips for Better Schedule Management What Is Microsoft Project? Uses, Features and Pricing How to Create a Project Management Schedule (Example Included) The 10 Project Management Knowledge Areas (PMBOK)
项目经理负责业务各个部分的任务。 他们必须安排工作,管理人员,管理预算和使用技术(仅举几例)。 如果只用一句话概括项目经理的核心职能,那就像是“项目经理确保按时并在预算内完成工作。” 但是,项目经理如何才能真正知道项目进度是否在范围内,还是落后了呢? 他们使用强大的计算方法来量化和测量项目进度,称为进度偏差。 什么是进度偏差? 进度偏差(SV)是一种计算,它通过计算实际进度与预期进度来衡量项目是否按计划进行。 计划偏差允许项目经理用数据说话——不应该说“项目落后了一点”,而是说“项目落后了20%”。 进度偏差可以手动计算,但是使用项目管理软件更有效,因为它可以随着项目的进展动态更新和实时更改。 如何计算进度偏差 要计算进度偏差,请从预算的已执行工作成本(BCWP)中减去计划工作预算费用(BCWS)。 所有使用的值将是一个货币数字(美元,英镑等)。 公式如下: 进度偏差=已完工作预算费用(BCWP)—计划工作预算费用(BCWS) 有时您会看到此公式为EV – PV,但含义相同:EV(挣值)-PV(计划价值)= SV(进度偏差) 要使用此公式,我们首先需要定义BCWP和BCWS: BCWP(已完工作预算费用):这是已经完成的工作的预算值。 (项目总预算)X(已完成工作的百分比) BCWS(计划工作预算费用):这是目前预计已经完成的工作的预算值。 (项目总预算)X(根据经过的时间现在应完成的工作百分比) 计算示例 为了帮助您完全理解此计算,让我们以示例场景为例,并代入数字。 假设您管理的项目将持续20天,项目总预算为100,000美元。 在本例中,您已经完成了10天(或50%)的项目,因此到此时您应该已经完成了价值50,000美元(总预算的50%)的工作。 但不幸的是,你只完成了25,000美元的工作。 将数字代入进度偏差公式后,结果如下所示: BCWP ($25,000) – BCWS ($50,000) = SV (-$25,000) 然后,要将进度差异表示为百分比,只需除以: SV (-$25,000) / BCWS ($50,000) = -.5 or -50% 这个数字告诉你,项目进度现在落后了50%。 如果得到的数字是正数,那么项目进度提前了。 如果进度差异为零,那么项目正按时按量完成! 为什么进度偏差如此重要 了解一个项目进度是超前还是落后,是超出还是低于预算是项目经理的核心职责。 项目经理受到团队和公司的信任,可以保持对项目的控制,原因如下: 项目交付影响营业额。 如果项目进度落后,客户和内部利益相关者会遭受经济损失。 发生这种情况发生时,公司的声誉会受到威胁,为未来发展造成损失! 混乱会影响内部团队。 如果项目偏离轨道,经常发生延迟,团队很可能会失去士气和动力。 当团队的辛勤工作在项目结束时得到回报时,团队是最快乐的。 但是,当项目停滞或项目似乎从未完成时,团队成员就会开始失去信心。 使用项目管理仪表板计算进度偏差 虽然计算很简单,但是手工计算数字很快就会变得乏味,因为随着项目的变化,每天都要重复计算这些数字。 在大型项目中,无法跟踪数千个数据点。 这就是为什么精明的项目经理选择使用项目仪表板来运行其计算,从而节省了宝贵的时间和资源。 进度偏差的ProjectManager.com仪表板 ProjectManager.com的软件是由专业的项目经理设计的,他们发现自己的项目需要更好的工具。 在管理任何项目(尤其是大型项目)时,最好将项目的时间用于推进工作,而不是整天运计算进度偏差。 我们的项目仪表板旨在为您提供有关任务,团队和预算的实时信息。 工作方式如下: 输入资源和预算 新建项目时,请先添加总项目预算。 随着工作的进行,此数字将作为参考点,并且将生成图表,使您可以快速查看项目是否在预算范围内或是否存在超出预算的风险。 此外,您将为新项目添加两种类型的资源:人和物。 “人”是将要从事该项目的内部团队成员和外部承包商。 “事”代表耗费成本的其他资源,例如租金,设备和旅行。 数据自动汇总 当您为每个人设置成本比率,并且该人在他们的任务上记录时间时,该软件将自动在仪表板上组织数据。 非人力资源成本也是如此——数据汇总到仪表板中以便于查看。 此信息可用于实时查看项目进度和预算是否超出或低于目标。 进度偏差会自动计算。 细看仪表板 进度偏差只是自动计算的指标之一。 除偏差外,您还将看到 状况:所有项目工作的进度和进展概览 任务:已开始,已完成或尚未完成的任务明细 进度:放大查看每个任务的进度,以查看每个工作的进度 时间:计划完成项目时间vs. 实际完成项目时间 工作量:每个团队成员的工作量和可用性的可视化表示 ProjectManager.com是最好的计划软件 项目仪表板只是ProjectManager.com提供的软件套件的一小部分。 包括美国航空航天局,沃尔沃和美国银行在内的数千个团队和公司都使用该软件进行项目计划,协作,监视和报告。 我们强大的甘特图使用户能够计划任何规模的项目。 输入带有开始日期和截止日期的任务,它们会在可视的时间轴上列出,使您一目了然地看到整个项目。 团队成员也喜欢,因为它使工作管理变得简单。 他们可以在任务列表,看板和日历中查看需要完成的工作。 要查看ProjectManager.com软件的运行情况并计算项目的进度差异,可免费试用30天。 在30天内,您将可以免费使用我们提供的所有强大的项目管理工具。 在一个软件套件中进行规划,监视,报告和协作。 单击此处立即开始免费试用! 提高进度管理的6大技巧 什么是微软项目? 用途,特点和定价 如何创建项目管理进度表(包括示例) 10大项目管理知识领域(PMBOK)