Documentos de Académico
Documentos de Profesional
Documentos de Cultura
rd
Table of Contents
1.0
Introduction .......................................................................................................................................... 3
2.0
3.0
3.1
3.2
3.3
3.4
3.5
3.5.1
3.5.2
3.6
3.7
3.8
3.8.1
3.8.2
3.8.2.1
3.8.2.2
4.0
4.1
4.1.1
4.2
4.3
4.3.1
4.3.2
5.0
5.1
5.1.1
5.1.1.1
5.1.1.2
5.2
5.3
5.4
5.4.1
5.4.2
5.4.2.1
5.4.2.1.1
5.4.2.1.2
5.5
5.6
5.6.1
5.6.2
6.0
6.1
6.2
6.2.1
6.2.2
6.3
6.3.1
6.3.2
6.4
6.5
7.0
8.0
Conclusion ......................................................................................................................................... 32
9.0
10.0
List of Tables...................................................................................................................................... 34
11.0
Page 2 of 35
rd
Page 3 of 35
rd
Page 4 of 35
rd
Page 5 of 35
rd
Page 6 of 35
rd
Page 7 of 35
rd
Figure 5: Value Man Hours versus Time Baseline, Actual, and Target S Curves
rd
Analysis of the above S Curves reveals the project as of the 3 of May 2012:
Is 10.5 man hours behind schedule (48.5 38.0)
Has grown in scope by 5.0 man hours (95.0 90.0)
Has increased in duration by 1 day
Started 1 day late
Will finish 2 days late
Will require 57.0 man hours to complete (95.0 38.0)
Page 8 of 35
rd
Analysis of the above S Curves reveals the project as of the 3 of May 2012:
Has grown in scope by 5.56% (105.56 100.00)
Was planned to be 86.67% complete
Page 9 of 35
rd
Analysis of the above S Curves reveals the project as of the 3 of May 2012:
Is 11.05% behind target (51.05 40.00)
Page 10 of 35
rd
Analysis of the above S Curves reveals the project as of the 3 of May 2012:
Is 11.05 % (51.05% - 40.00%) behind target
Has been behind target since it commenced
Page 11 of 35
rd
04-May-2012
20
80
80%
05-May-2012
20
100
100%
Table 1: Task Target S Curve Data (Showing Man Hours Distributed Evenly per Day)
If a task has the majority of the man hours and / or costs completed at the beginning, in the middle, or at the end of
the task duration, the Actual S Curve may be pushed higher than the Target S Curve (depending on other tasks
ongoing within the same time period).
The planned task in the following table has the majority of the man hours scheduled to be completed at the
beginning of the task.
Planned Task
Date
Totals Per Day
YTD Totals
% Complete
04-May-2012
15
90
90%
05-May-2012
10
100
100%
Using a Cut Off Date set to the 3 of May 2012, and a task percentage complete value of 75%, the Actual S Curve
calculations for the planned task are shown in the following table.
Actual S Curve
Date
Totals Per Day
YTD Totals
% Complete
03-May-2012
25
75
75%
Page 12 of 35
rd
Figure 9: Actual and Target S Curves (Actual S Curve sits above Target S Curve)
The accuracy of the Production Schedule and any S Curves generated from it may be improved in this instance by
splitting the planned task into two tasks.
The original task should be revised to have a duration of 2 days, 75 man hours, and be set to 100% complete.
Revised Task
Date
Totals Per Day
YTD Totals
% Complete
2 Days Duration, 75 Man Hours, 100% Complete, Cut Off Date: 3rd May 2012
01-May-2012
02-May-2012
03-May-2012
04-May-2012
05-May-2012
35
40
35
75
46.67%
100%
2 Days Duration, 25 Man Hours, 0% Complete, Cut Off Date: 3rd May 2012
01-May-2012
02-May-2012
03-May-2012
04-May-2012
05-May-2012
15
10
15
25
0%
0%
Page 13 of 35
rd
Analysis of the above S Curves reveals the project as of the 3 of May 2012:
Has grown in man hours by 5.56% (105.56 100.00)
Has grown in duration by 1 day (6 days 5 days)
Page 14 of 35
rd
There are two types of slippage: Start Slippage, and Finish Slippage.
4.3.1 Start Slippage
Start Slippage occurs when the estimated / actual start date of the project / task is later than the baseline start date.
In other words, the project / task has started later than planned. If the project has already commenced, nothing can
be done to eliminate or reduce the projects start slippage. An extension of time claim and / or variation may need
to be submitted depending on the reasons why the project started later than planned.
4.3.2 Finish Slippage
Finish Slippage occurs when the estimated / actual finish date of the project / task is later than the baseline finish
date. In other words, the project / task will finish / has finished later than planned, either because the project / task
started late, or the project / task duration has increased. Obviously if a project / task experiences start slippage,
finish slippage will also occur if the project / task duration remains the same. Additional resources will need to be
allocated or additional hours worked in order to eliminate (or at least reduce) the projects finish slippage. An
extension of time claim may need to be submitted if the finish slippage cannot be eliminated or reduced to an
acceptable level.
Comparison of the Baseline S Curve and Target S Curve quickly reveals if project start and / or finish slippage has
occurred. (i.e. the Target S Curve starts and / or finishes to the right of the Baseline S Curve).
Analysis of the above S Curves reveals the project as of the 3 of May 2012:
Started 1 day late
Will finish 2 days late
Page 15 of 35
rd
Page 16 of 35
rd
Task Name
Start Date
Finish Date
Cost
% Complete
Task No. 1
N/A
N/A
10
100.00
0%
Task No. 2
N/A
04-May-2012
10
100.00
0%
Task No. 3
01-May-2012
N/A
10
100.00
0%
Task No. 4
01-May-2012
04-May-2012
100.00
0%
Task No. 5
01-May-2012
04-May-2012
10
0.00
0%
Task No. 6
01-May-2012
02-May-2012
10
100.00
90%
Task No. 7
05-May-2012
08-May-2012
10
100.00
5%
Page 17 of 35
rd
Figure 12: Examples of Tasks with Invalid Start Dates, Finish Dates, and / or Percentage Complete values.
Page 18 of 35
rd
(4)
Baseline
Start
30-Apr-2012
30-Apr-2012
01-May-2012
02-May-2012
03-May-2012
(1)
(2)
Baseline
Finish
04-May-2012
01-May-2012
03-May-2012
03-May-2012
04-May-2012
Baseline
Man Hours
90.0
12.0
24.0
30.0
24.0
180.0
Baseline
Duration
5
2
3
2
2
Baseline
MH per Day
18
6
8
15
12
30-Apr-2012
18.0
6.0
24.0
01-May-2012
18.0
6.0
8.0
32.0
02-May-2012
18.0
8.0
15.0
41.0
03-May-2012
18.0
8.0
15.0
12.0
53.0
04-May-2012
18.0
12.0
30.0
24.0
56.0
97.0
150.0
180.0
Page 19 of 35
rd
Task Name
Task No. 1
Task No. 2
Task No. 3
Task No. 4
Totals
Baseline
Finish
01-May-2012
03-May-2012
03-May-2012
04-May-2012
Baseline
Man Hours
12.0
24.0
30.0
24.0
90.0
Baseline
Duration
2
3
2
2
(1)
(2)
Baseline
MH per Day
6
8
15
12
(4)
30-Apr-2012
6.0
-
01-May-2012
6.0
8.0
-
02-May-2012
8.0
15.0
-
03-May-2012
8.0
15.0
12.0
04-May-2012
12.0
6.0
14.0
23.0
35.0
12.0
6.0
20.0
43.0
78.0
90.0
Page 20 of 35
rd
Page 21 of 35
rd
Page 22 of 35
rd
Start
01-May-2012
01-May-2012
03-May-2012
04-May-2012
Finish
02-May-2012
04-May-2012
05-May-2012
06-May-2012
Man Hours
14.0
30.0
36.0
15.0
95.0
% Complete
100%
20%
50%
0%
Duration
2
4
3
3
(1)
MH per Day
7.0
7.5
12.0
5.0
(2)
(4)
14.5
29.0
03-May-2012
7.5
12.0
-
04-May-2012
7.5
12.0
5.0
05-May-2012
12.0
5.0
06-May-2012
5.0
19.5
24.5
17.0
5.0
48.5
73.0
90.0
95.0
Page 23 of 35
rd
Figure 16: Man Hours versus Time Target S Curve (Showing Baseline S Curve For Comparison)
Please note that the Totals per Day values may be used to generate a Target Man Hours Histogram.
Page 24 of 35
rd
Tasks that have a Finish Date prior to the Cut Off Date.
In Progress:
Tasks that have started and have a Finish Date on or after the Cut Off Date.
Not Started:
Tasks that have a Start Date after the Cut Off Date.
In Progress:
Not Started:
Duration To Date = 0
(3) Calculate Man Hours to Date for Finished and Ongoing tasks.
Man Hours to Date = (Man Hours x % Complete) / Duration to Date
As discussed above in the Target S Curve calculations, the total task man hours to complete the task are required.
If the Production Schedule contains expended task man hours to date, these values will need to be converted to
total task man hours before continuing.
In this worked example, the Production Schedule contains total task man hours.
The required calculations are shown in the following table.
Man
Hours
Duration (2)
To Date
MH x % Complete (3)
Duration To Date
% Complete
Status (1)
14.0
100%
Finished
30.0
20%
In Progress
2.0
05-May-2012
36.0
50%
In Progress
18.0
06-May-2012
15.0
0%
Not Started
0.0
Task Name
Start
Finish
Task No. 1
01-May-2012
02-May-2012
Task No. 2
01-May-2012
04-May-2012
Task No. 3
03-May-2012
Task No. 4
04-May-2012
Totals
7.0
95.0
(5)
01-May-2012
7.0
2.0
9.0
02-May-2012
7.0
2.0
9.0
03-May-2012
2.0
18.0
20.0
9.0
18.0
38.0
03-May-2012
Page 25 of 35
rd
Figure 17: Man Hours versus Time Actual S Curve (Showing Baseline S Curve For Comparison)
Please note that the Totals per Day values may be used to generate an Actual Man Hours Histogram.
The Baseline, Actual, and Target S Curves may be combined, as shown below.
Page 26 of 35
rd
Target YTD %
The calculations for each S Curve are shown in the following table.
100% Baseline
Baseline YTD
30-Apr-2012
01-May-2012
02-May-2012
03-May-2012
04-May-2012
6.0
20.0
43.0
78.0
90.0
6.67%
22.22%
47.78%
86.67%
100.00%
Actual YTD %
9.0
18.0
38.0
Actual YTD %
10.00%
20.00%
42.22%
Baseline YTD %
05-May-2012
06-May-2012
Target YTD %
14.5
29.0
48.5
73.0
90.0
95.0
Target YTD %
16.11%
32.22%
53.89%
81.11%
100.00%
105.56%
Page 27 of 35
rd
Target YTD %
The calculations for each S Curve are shown in the following table.
100% Target
30-Apr-2012
01-May-2012
02-May-2012
03-May-2012
04-May-2012
Baseline YTD
6.0
20.0
43.0
78.0
90.0
6.32%
21.05%
45.26%
82.11%
94.74%
Baseline YTD %
Actual YTD %
9.0
18.0
38.0
Actual YTD %
9.47%
18.95%
40.00%
05-May-2012
06-May-2012
Target YTD %
14.5
29.0
48.5
73.0
90.0
95.0
Target YTD %
15.26%
30.53%
51.05%
76.84%
94.74%
100.00%
Page 28 of 35
rd
Project % Growth (Man Hours) = ((Target Man Hours / Baseline Man Hours) - 1) x 100%
= ((95.0 / 90.0) - 1) x 100%
= 5.56%
6.2.2 Project Growth (Duration)
Growth in the projects duration may be determined by comparing the baseline duration with the target duration.
Analysis of the Baseline and Target S Curve data reveals the project has experience a growth in duration of 1 day,
or 20.00% as compared to the Baseline Schedule.
Project Growth (Duration) = Target Duration - Baseline Duration
= 6 days 5 days
= 1 day
Project % Growth (Duration) = ((Target Duration / Baseline Duration) - 1) x 100%
= ((6 days / 5 days) - 1) x 100%
= 20.00%
Page 29 of 35
rd
Page 30 of 35
rd
30-Apr-2012
6.0
01-May-2012
02-May-2012
14.0
03-May-2012
23.0
35.0
Actual Histogram
9.0
9.0
20.0
Target Histogram
14.5
14.5
19.5
04-May-2012
05-May-2012
06-May-2012
12.0
24.5
17.0
5.0
Page 31 of 35
rd
Generating S Curves
Some software scheduling packages may automatically generate S Curves. On the other hand, some (including
MS Project) do not. In this case, a third party software application is the ideal solution to process the Baseline and
Production Schedule data to generate the required Project Statistics, S Curves, and Histograms.
Although it may be tempting to develop your own custom S Curve Generating solution, one should consider the
time, effort, and cost involved in doing so, as compared to purchasing an existing, proven off the shelf solution. It is
not a trivial task to design, develop, code, test, document, and provide support for your own custom S Curve
generating solution.
It almost always works out to be far cheaper and cost effective to purchase an existing, widely used S Curve
generating solution, such as Midori Medias myPM SCG Classic, myPM SCG Pro, and myPM SCG Enterprise.
Time that would have otherwise been invested in re-inventing the wheel can instead be spent analysing the
generated Project Statistics, S Curves, and Histograms, and managing the project.
Midori Media's myPM SCG Classic, myPM SCG Pro, and myPM SCG Enterprise are MS Windows applications
that integrate with supported versions of MS Excel (2000, 2002, 2003, 2007, 2010, 2013) to generate Project
Statistics, Task Statistics, S Curves, and Histograms.
MS Project users will need to export their schedule data to a MS Excel file (easily accomplished using MS Project's
File Save As option, or by using Midori Media's MS Project Export Utility). myPM SCG Enterprise supports MS
Project Data Source Files, so there is no need to export to MS Excel first.
myPM SCG Classic, myPM SCG Pro, and myPM SCG Enterprise process the Data Source File, and create a MS
Excel Output File containing the required Project Statistics, Task Statistics, S Curves, and Histograms. These may
be copy-pasted to MS Word for inclusion in Project Progress Reports.
8.0 Conclusion
The S Curve is an important but often overlooked and misunderstood project management tool. Although a variety
of S Curves exist, the most common are Man Hours versus Time and Costs versus Time. By creating a Baseline
Schedule, a Baseline S Curve may be generated. Baseline S Curves provide a basis on which to compare a
project's actual status to its planned status. They may also assist in the planning of manpower and financial
resources required to complete the project. A Production Schedule allows Actual and Target S Curves to be
generated. These allow the progress of a project to be monitored, and quickly reveal any divergence from the
Baseline Schedule. S Curves may be used to determine project progress to date, growth (duration, man hours and
/ or costs), and start and / or finish slippage.
Page 32 of 35
rd
List of Figures
Page 33 of 35
rd
Page 34 of 35
rd
nd
st
Page 35 of 35