--- title: "EVA; 125 cu.m concrete in 10 days" subject: "Project Engineering" chapter: 4 key: "semester_7/project_engineering:eva-concrete-125-cum-s65" source: https://www.bctengineer.com/q/semester_7/project_engineering/eva-concrete-125-cum-s65 site: BCT Engineering --- # EVA; 125 cu.m concrete in 10 days Project Engineering · Chapter 4: Project Implementation and Controlling - Asked in: 2065 Shrawan (old course), 8 marks - Answer checked by Claude Opus 5.5 (high effort) on 2026-10-14 - Page: https://www.bctengineer.com/q/semester_7/project_engineering/eva-concrete-125-cum-s65 - Whole chapter: https://www.bctengineer.com/md/semester_7/project_engineering/chapter-4 ## Question Explain earned value analysis. When 125 cub.m. of concrete is to be done in 10 days at the cost of Rs 1,250,000, at the end of the third day 40 cub.m. of concrete was completed with expenses of Rs 3,75,000. Find EVA and comment on the performance. ## Short answer PV = Rs 3,75,000, EV = Rs 4,00,000, AC = Rs 3,75,000; SV = Rs 25,000, CV = Rs 25,000, SPI = 1.067, CPI = 1.067. The project is ahead of schedule and under budget. ## Answer #### Earned value analysis EVA is a project control technique that integrates scope, time and cost. It compares the planned value (PV), the earned value (EV) and the actual cost (AC) at a reporting date to find the schedule and cost variances and to forecast the final cost and duration. It is based on the budgeted cost of work scheduled (BCWS), the budgeted cost of work performed (BCWP) and the actual cost of work performed (ACWP). | Term | Meaning | |---|---| | PV (BCWS) | Planned value: budgeted cost of work scheduled up to the date | | EV (BCWP) | Earned value: budgeted cost of work actually completed | | AC (ACWP) | Actual cost spent for the work completed | | SV = EV - PV | Schedule variance (positive = ahead) | | CV = EV - AC | Cost variance (positive = under budget) | | SPI = EV/PV | Schedule performance index (>1 ahead) | | CPI = EV/AC | Cost performance index (>1 under budget) | | EAC = BAC/CPI | Estimate at completion | #### Numerical - BAC = Rs 12,50,000 for 125 m³ in 10 days (Rs 10,000/m³) - At day 3: planned = 30 % of the work (37.5 m³); done = 40 m³ (32 %); expenses = Rs 3,75,000 $$ \begin{aligned} PV &= 0.30 \times 12{,}50{,}000 = 3{,}75{,}000\\ EV &= \frac{40}{125} \times 12{,}50{,}000 = 4{,}00{,}000\\ AC &= 3{,}75{,}000 \end{aligned} $$ #### Calculation $$ \begin{aligned} SV &= EV - PV = 4{,}00{,}000 - 3{,}75{,}000 = 25{,}000\\ CV &= EV - AC = 4{,}00{,}000 - 3{,}75{,}000 = 25{,}000\\ SPI &= EV/PV = 4{,}00{,}000/3{,}75{,}000 = 1.067\\ CPI &= EV/AC = 4{,}00{,}000/3{,}75{,}000 = 1.067\\ EAC &= BAC/CPI = 12{,}50{,}000/1.0667 = 11{,}71{,}875\\ ETC &= EAC - AC = 11{,}71{,}875 - 3{,}75{,}000 = 7{,}96{,}875\\ VAC &= BAC - EAC = 12{,}50{,}000 - 11{,}71{,}875 = 78{,}125\\ \text{Forecast duration} &= 10/SPI = 10/1.0667 = 9.4\ \text{days} \end{aligned} $$ #### Comment - **Schedule:** SV is positive and SPI = 1.067, so the project is **ahead of schedule**. The work done is 106.7 % of the planned work. At this rate the concreting will take about 9.4 days instead of the planned 10 days. - **Cost:** CV is positive and CPI = 1.067, so the project is **under budget**. Each Rs 1 spent gives Rs 1.07 of work. - **Forecast:** if the present cost trend continues, the final cost will be Rs 11,71,875 against the budget of Rs 12,50,000 (variance at completion = Rs 78,125 saving). **Answer: SV = Rs 25,000, CV = Rs 25,000, SPI = 1.067, CPI = 1.067; the project is ahead of schedule and under budget.** Both schedule and cost are favourable. Controlling statements: continue the present method, maintain productivity and quality, keep records, and watch for later risks. The planned concrete by day 3 was 37.5 m³, but 40 m³ was placed, so the work is ahead. The actual unit cost is Rs 9,375/m³ against the budget of Rs 10,000/m³. ## Check yourself The answer's key points as multiple-choice questions, with the correct option and why. 1. What does earned value analysis do? A. Measures only the money spent B. Integrates scope, time and cost by comparing PV, EV and AC at a reporting date C. Estimates only the project duration D. Only checks the quality of concrete Answer: B. EVA compares planned value, earned value and actual cost at the same date to find schedule and cost variance and forecast. (Key point: What EVA is) 2. 125 m3 in 10 days at Rs 12,50,000. What is PV at end of day 3? A. Rs 3,75,000 B. Rs 4,00,000 C. Rs 12,50,000 D. Rs 3,00,000 Answer: A. Planned progress is 3/10 = 30%, so PV = 0.30 x 12,50,000 = Rs 3,75,000. (Key point: Planned value) 3. 40 m3 are placed. Budget is Rs 10,000 per m3. What is EV? A. Rs 3,75,000 B. Rs 3,00,000 C. Rs 4,00,000 D. Rs 4,26,667 Answer: C. EV = (40/125) x 12,50,000 = Rs 4,00,000 (budgeted value of work done). (Key point: Earned value) 4. With PV = 3,75,000, EV = 4,00,000, AC = 3,75,000, what is the result? A. SV = -25,000; behind schedule B. SV = +25,000, CV = +25,000, SPI = CPI = 1.067; ahead of schedule and under budget C. CV = 0; exactly on budget D. SPI = 0.9375; behind schedule Answer: B. EV exceeds both PV and AC by 25,000, so both indices are 1.067 and the project is favourable on schedule and cost. 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