DCMA 14 Point Check – Critical Path Test

LinkedIn_PCS_Group_1This is an extension to our previous article regarding the DCMA 14 Point Check. The following method was used for Primavera P6 version 6.1, there was no other schedule analytical tool available so we developed a work around approach.

Open up the project for analysis in Primavera P6.

 

Select a critical activity that sits towards the front end of the critical path.

Extend this activity by a large quantity.

Schedule the project.

Analyse if the end date changes on the project.

In this example the end date changes which demonstrates that the Critical Path is working. This means that this project meets the DCMA criteria.

There are a further 13 checks prescribed by the DCMA which along with the Critical Path Test Check that will be detailed out in further supporting documentation and video tutorials at http://www.myxacom.com where knowledge is no weight to carry.

DCMA 14 Point Check – Finish Start Relationship

LinkedIn_PCS_Group_1This is an extension to our previous article regarding the DCMA 14 Point Check. The following method was used for Primavera P6 version 6.1, there was no other schedule analytical tool available so we developed a work around approach.

First open the project that is to be checked then we need to create a new report through the Report Wizard.

 

As it is the relationships we are interested in here, select Activity Relationships in the Subject Area.

We do not require any additional subject areas so click next.

 

Click on Columns so we can select the appropriate data we wish to include in the report. In this case we are interested in the Relationship Type. Only include this in the Selected options column.

 

Name the Report.

“As we want the report in Excel select ASCII and ensure that the Text Qualifier is set to “.

 

The report will run.

 

Delete the top two rows.

Add a 1 next to each identified Relationship Type.

 

Now insert a pivot table to summarise the data into the relevant Relationship Types.

Now divide each total for each Relationship Type by the total for all Relationship Types. In this example that will be 1693/1869.

 

In this example the FS relationships make up over 90% of the total Relationship types on the project. The DCMA criteria states that FS relationships should be no less than 90% – therefor this project meets this criteria.

There are a further 13 checks prescribed by the DCMA which along with the Finish Start Relationships Check that will be detailed out in further supporting documentation and video tutorials at http://www.myxacom.com where knowledge is no weight to carry.

DCMA 14 Point Check – Critical Path Length Index

LinkedIn_PCS_Group_2

This is an extension to our previous article regarding the DCMA 14 Point Check. The following method was used for Primavera P6 version 6.1, there was no other schedule analytical tool available so we developed a work around approach.

Open the required project for analysis in Primavera P6.

Make a note of the Total Float – in this example it’s 0.

 

Select Group & Sort.

Select None in the grouping.

 

Now select Filter.

Filter in Critical activities only.

 

Go back into Grouping & Sort and select show grand totals.

 

The Duration for the Critical Path is shown, document this down.

 

Now we have the data we can apply the formula, so in the example used in this document this would look like:

Critical Path Length Index = (1293 – 0)/1293 = 1.

There are a further 13 checks prescribed by the DCMA which along with the CPLI Check that will be detailed out in further supporting documentation and video tutorials at http://www.myxacom.com where knowledge is no weight to carry.

Earned Value Management – Earned Value types (EVT’s)

Picture1Introduction

Earned Value Management utilizes a number of Earned Value Types, in essence these define the way in which performance will be claimed against the baseline.

 50/50 and XX/YY

50/50 and XX/YY operate in the same way, with 50/50 type activities the first 50% can be claimed as soon as the activity has started. The remaining 50% can be claimed upon final completion of the activity. Typically activities employing this type of EVT spans over two periods.

 0-100

0-100 EVT s typically used for activities that are likely to be completed within one period and there is no claim of completion until the activity has finished at which point 100% will be claimed.

 Incremental Milestones

Incremental milestones can be weighted against an activity to define more precisely how the activity achievement will be claimed. For example if the first milestone represents 25% in progress terms of the activity this will only be achieved once that milestone has been completed.

 Units Complete

As the name suggests this EVT calculates the % complete based upon the units complete. For example if we plan to make 10 widgets and we have made 7 then we are 70% complete.

 Percent Complete

This is usually derived through experience and judgement of the programme current status, however it’s advisable that the % complete is supported by lower level metrics or evidence to support the claim.

 Apportioned Effort

When activities are performed in support of other direct activities eg inspection and acceptance.  The effort is estimated and planned as a % of the production effort.  There must be a method of determining this %.

EG –  App Effort estimated as 10% of related production

Level of Effort (LoE)

Level of Effort claims performance in accordance with the baseline profile meaning that Earned Value will be equal to Planned Value. This means that the Schedule Performance index (SPI) will always be 1 and Schedule Variance will always equal 0. There are some exceptions to this which can be seen in the Effects of LoE article.

It is important to note that Level of Effort can have a Cost Variance, the example above indicates that there is no Cost Variance yet ACWP (AC) can be above or below the BCWP (EV) and BCWS (PV) values.

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