Case Studies

Civil Construction Works

CASE STUDY OVERVIEW
 The purpose of this case study is to
illustrate the benefits of
implementing a Earned Value based
Performance Measurement (EVPM)
system to undertake both financial
performance and production
analysis of Key Trade elements also
known as commodities.

SCOPE OF WORK
 The scope of the project was to build
a new Rail Maintenance Facility
located in North Australia to service
coal train engines and rolling stock .
 The study focuses on the tracking of
budget and the performance of key
construction commodities.

PROJECT CONTROL SYSTEM

 Planning software used was Microsoft Project to hold scheduling information only. Primavera P6 could have been used.
 The Contractor’s Cost Payment plan and corresponding Bill of Materials Quantities was held within the EVENGINE PROJECT
CONTROL data sheet . The contract was administered as a Schedule of Rates Contract based on agreed commodity cost rates.
 The project schedule was modified to facilitate cost plan and control system integration and EVPM control points.
 EVPM updates were subsequently REMOTELY made by the on site Scheduler and Quantity Surveyor taking Digital Photographs
at prearranged locations and with the in place quantities measured, the data was then forwarded on to the Supertech home office
for analysis and reporting.
STEPS TO SETUP AND MAINTAIN THE EVPM CONTROL SYSTEM
Step 1 – Set the Level of Control and Reporting to be exercised
on the project. This was set at facility and trade commodity level
visible within the project Engineering, Procurement,
Construction Management (EPCM) schedule and corresponding
Bill of Materials Quantities for estimated cost, work hours and
quantities for key commodities.
Update of Scheduling 
Step 2 – Import the Cost Plan to EVENGINE then map the
Information
schedule and import the contract dates.
Step 3 – At each report period refresh the EVENGINE held
schedule date data with:
 The Actual Start and Finish dates for completed tasks.
 The Reforecast Finish dates for uncompleted tasks.
 The Current Forecast Early and Late dates for the remaining
tasks to reflect suppler/trade commitments to completion.
Step 4 – Update the corresponding Bill of Material Quantities
using the EVENGINE Project Control Sheet where:
 The Physical %Complete for schedule of rates tasks for
materials is based on the actual measured and remaining
quantity placed. For hourly reimbursement Physical %C is
based on spent hours and those remaining to completion.
 The Physical %Complete for Fixed Cost items are assessed as
either as 0 – 100 % or as a proportion of their completion.
Typical tasks for this treatment include the Managing Fee.
Step 5 – Sufficient data is now available to run both the EVPM
performance reports for cost, key commodities and contract
administration activities such as the issue the certificates for Update the Bill of Materials  based on the QS site 
Trade Contractor Payment. Measurement 
EVPM PROJECT REPORTS
The following represent a range of EVENGINE reports run and used to brief the client as to contractor progress and undertake
contract administration. The individual reports shown were selectively collated into a simple Dash Board.
COST AND CONTRACT ADMINISTRATION REPORTS
 The Combined Metrics Histogram and S-curve details the Earned Value (EV) basis for the Lump Sump Contract payment versus the
Planned Value (PV) value of work scheduled for completion each period.

 At the Status Date The

Combined Metrics
Histogram and S-curve
details the Earned Value
(EV) the basis for the
Schedule of Rates Contract,
The Actual Cost (Cost to the
Contractor of Completed
Work) and the Planned
Value (PV) value of work
scheduled for completion at
the report period.
 Also shown is the expected
trend of costs and the
Earned Value to completion.
 Also shown is the PV2
which represents the Early
Baseline.
 Interpretation of the data
the project is late and
overspent for the work
completed.
EVPM PROJECT REPORTS (Continued)
 The Project Summary Report is in two parts, Part 1
details all of the Earned Value Performance
Measurement Metrics, Indicators and predictors.
 Part 2 details the Earned Schedule Metrics, Indicators
and Predictors.
 Those listed form the basis of Total Project Financial
control in compliance with the Project Management
Institute’s PMBOK® Practice Standard for Earned
Value Management andAustralian Standard ™ AS
4817 Project Performance Measurement Using
Earned Value.
 The case study Project Summary Report indicates the
project EV slightly ahead of the Late Baseline PV at a
Cost higher than Budgeted. The To Complete
Performance Indices predict it unlikely the project
shall be completed on Budget (BAC) and more likely
to be close to the Estimate At Completion (EAC).
 For a definition and application of the tabled range of
Metrics, Indicators and predictors reference the
Earned Value Theory and Practice Webinar through
the Webinar Button on the EVENGINE website.
 Not shown nor covered by he Guidelines and
Standards but part of EVENGINE functionality is to
undertake Earned Value analysis using units of Work
(Hrs) and selected commodities based on Material
usage units (Qty). By carrying the Sell Price (Revenue)
Earned Value can be extended to undertake
commercial Profit and Loss analysis.
EVPM PROJECT REPORTS (Continued)
 The EV% versus PV % metrics can be represented in a combined tabular and Integrated Report and Graph representing contract
(CA) performance . The report could also be produced by Area/Facility, Resource and any other EVENGINE available codes.

 By visual inspection contract

performance can be visualized and
interpreted from the tables and the
metrics superimposed on the Gantt bars
representing the contract timeline.
 The data for the case study indicates the
project shall meet the Late Contract
Baseline requirements.
 EVPM PROJECT REPORTS (Continued)
 Schedule Variance Report details gains and slips in the
schedule by Let Contracts (Cost Accounts CA) in
calendar days. The report is used to forecast the
expected handover of facilities for operation and assess
the schedule performance at the Report Status Date.
For the case study the option selected was to use the
Early Baseline dates for tracking purposes. Using the
Late baseline would show contractors just meeting the
expected facility handover dates.

 Cost Management Report

selected to summarize progress
and performance by Let
Contracts (CA) . Used to
access a contractors financial
performance and expected cost
at completion.

 Cost Management Report

selected to summarize
progress by Area and
Facility. Used to assess the
expected cost of the
project by facility and also
used for asset management
purposes.
 EVPM PROJECT REPORTS (Continued)
 Certificates of Payment summarizes and details the payments due to the
contractor.
 Shown are the Certificate of Payment based on the total project approved cost
the BAC. The money on release shall be used to pay the contractors engaged on
the project. Individual contract claim certificates are issued separately. The
Certificate is the difference between the Earned Value calculated for the
previous and this period.
 Shown is the
Continuation sheet
by cost account,
this can also be
done by Task
which details the
makeup of the
certificate of
payment.

 Shown is the Certificate Summary

sheet which tracks the Payment
History of all certificates issued.
 As certificates of claim and
payment are based on Earned
Value this can significantly save on
contract administration costs as all
is integrated and calculated from a
single source EVPM system data
repository.
 EVPM PROJECT REPORTS (Continued)
 Productivity Reports (Daily, Weekly and Monthly)
tracks actual selected commodity placement rates
against that planned and required to complete the
project as planned.
 The histogram is used to plan the size and fleet plant
mix required based on achieved production rates versus
that required.
 Illustrated is the production rate for earthworks
indicating a significant increase in plant deployment
post status date.
 For concrete works this indicates a small on site
concrete batch plan with a capacity of 250 mx3 per 8
hour shift. The histogram also indicates an
underutilization of the batch plant over a four week
period. This was subsequently filled by bringing
forward some of the building and plant foundation
works. Other commodities tracked included Structural
Steel, Rail installation works and used to determine the
installation gang sizes and shifts to be worked.

CONCLUSION
 The separately held EVENGINE Cost and Material
budget and usage data used to determine the Physical
% Complete significantly accelerated the processing of
contractor payment claims.
 The tracking of daily, weekly actuals against
production targets gave advanced warning for
scheduling additional plant and equipment to meet
schedule.
 ORDER A TRIAL

 Experience the ease of setting up an Earned Value Based Project Management Reporting System.
 Why not Trial our EVENGINE STANDARD Entry Level product free or select EVENGINE PREMIUM or EVENGINE
PROJECT CONTROL.
 Certificates of Payment, Cost Management Reports and the Combined Integrated Graph report functionality for the case study
was produced by EVENGINE PROJECT CONTROLS.
 Visit the Web Site www.evengine.net and follow the Trial Registration process.