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S-Curve Theory & Analysis As Metrics Tools For Project Management

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0% found this document useful (0 votes)
61 views9 pages

S-Curve Theory & Analysis As Metrics Tools For Project Management

Uploaded by

Anene Emmanuel
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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S-Curve Theory & Analysis as Metrics Tools for Project Management

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S-Curve Theory & Analysis


as Metrics Tools for Project
Management
Monitoring and Controlling the Project / By ciel s cantoria /
Project Management

Introduction to the S-Curve


Concept
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An understanding of S-Curve theory and its analyses will help
learners and team members grasp the importance of

Recent monitoring the progress and growth of an ongoing project—at


a specific stage or percentage of completion.
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The Many Advantages Outside of the technical jargon, the S-Curve model simply
of a Managed Pilot
makes use of the projected number of man-hours and costs to
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Success incurred within the same time frame. The proposed time, man-

hour and cost data are referred to as the “baseline" data.


Basic Description of
Earned Value Analysis,
Forecasting & To- Understanding the S-Curve
Complete Performance
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Managers

The Project Manager


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Related
Monitoring and
Controlling the Project

Project Management Parallel s-curves


Methods & Ideologies
The S-Curve is a form of mathematical theory, which aims to
Project Management
represent the utilization of resources over the proposed time of
Templates & Forms
the project. Simply stated, the curvature illustrates the side by
Project Planning for
side comparisons of the actual time and expenditure
PMs
components vs. the proposed time and cost allocations of
specific resources.

25
S HA R E S
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As a tracking tool, comparisons of different S- Curves against

the standard S-Curve help in monitoring the growth or

progress of the project. Data that is simultaneously plotted in

graph form will clearly present how efficiently the team has

performed so far, in accordance with the time or budget


limitations.

Two or more curved lines running symmetrically should both

be flat at the beginning and become steep in the center and


become flat again towards a convergence at the project’s

completion date. This is how most project timelines would be


depicted. In today’s highly technological work environment,

there are various software-scheduling packages that can


automatically generate these S-Curves.

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However, the matter of understanding the significance of its

theory and its analyses is of utmost importance.

Image Credit: Coupled S-Curves courtesy of Wikimedia


Commons

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25
S HA R E S
Plotting and Analyzing the S
Curves
If done accurately, the S-Curve analysis of the “actual progress
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achievement of project goals by providing a warning of any

project deviations from the baseline standards.

The S-Curve is constructed using the dates on the X-Axis and

the calculated values on the Y-Axis and by plotting data

extracted from baseline or production schedules for each task.

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The Necessary Tools

The Baseline Schedule: It contains information about the actual


start date and finish date as well as the information on
proposed man-hours and expenditure allocations. Use the data
contained in this schedule to create the Baseline S Curve.

The Production Schedule: It contains information of the actual


man-hours and expenditures incurred for a particular stage of
the project.

25
S HA R E S
The Different S-Curve Models
and Analysis
The Standard S-Curve Metrics:

Baseline S-Curve:

This is the S-Curve against which all other S-Curves will be

compared as it comprises the proposed allocation of

expenditures and man hours to be used for the project’s

completion within a proposed duration.

The Growth Metrics – this makes use of the Target S-Curve:

The Target S-Curve represents the modified Baseline S-Curve

figure, inasmuch as the constant monitoring of project


performance could result to certain adjustments of the baseline

elements. A new standard will then be calculated and becomes


the representative of a new set of metrics.

They are, however, called target values, to distinguish them

from the originally proposed time and costs. As such, these


values now represent the new set of metrics after the original

baseline was modified. They are applicable as bases for


analyses of succeeding work performances after the

adjustment cut-off date.

Comparisons between the Baseline and the Target curvatures


denote growth of the project as far as scope is concerned.
Plotting of the Target S-Curve may finish above or below the
Baseline S-Curve, in which case:

• If the scope increases and the baseline duration or time


allotment is fixed, then it is likely that the project will be
completed beyond the targeted date. This results to what is

called the Project Slippage, or the difference between the


targeted finish dates vs. the baseline finish date.

• If the scope increases and the baseline costs or proposed


25
S HA R E S
costs are fixed, then it is likely that the project will be
completed beyond the budgeted costs, which could result

to fewer profits or even potential losses.

• If the scope decreases and the baseline duration or time

allotment is fixed, then it is likely that the project will be

completed ahead of the targeted date.

• If the scope decreases and the baseline costs or proposed


costs are fixed, then it is likely that the project will be

completed at less than the budgeted costs, which spells

greater profits.

S-curve asymmetric

The Progress Metrics – This is a comparison between the

Target S-Curve and the Actual S-Curve, in which the latter is a


measure of the actual man-hours and expenditures of a project

on a specific completion stage date.

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Ordinarily, the Actual S-Curve is expected to run below the


lines of the Target S-Curve, since the results of constant

monitoring entails compliance and observance of the targeted


time and costs. Hence, the two curved lines are expected to
meet or converge towards the end of the project completion.
25
S HA R E S
If the curvatures present a graph where the Actual S-Curve runs

open-ended above the Target S Curve as of cut-off monitoring

date, consider the possibility of errors in the data contained in

the production schedules. A careful review should be made to

pinpoint unrealistic values of man-hours and costs incurred for

the already completed stage.

Image Credit S-curve(Asymmetric).jpg courtesy of Wikimedia

Commons

Value and Percentage Metrics:

• Cost vs. Time S-Curve: This type of analysis is suitable for

projects that require both labor and non-labor intensive

elements. The main concern here is the cumulative costs at


a specific stage of the project and its effect on the cash flow

as well as the potential risks of exceeding the allotted costs.

Creating the Cost vs. Time S-Curve

Use the actual cumulative amount of expenditures incurred

from baseline start date to cut-off date of progress stage and


compare the S curve created against the Baseline S curve for

total cost allotment for the same cut-off date.

• Man Hours vs. Time S-Curve: This type of analysis is


suitable for projects that are estimated as labor intensive, in
which the project manager has to know the cumulative

amount of man hours worked at a specific stage of the


project. Results of the graph will provide the basis for
adjustment, whether there is under-performance that
warrants additional labor force or the implementation of
closer supervision.

Creating the Man Hours vs. Time S-Curve:

Use the actual cumulative amount of man-hours worked from

baseline start date to cut-off date of progress stage and


compare the S curve created against the Baseline S curve for

25 man-hour allotment for the same cut-off date.


S HA R E S
As a note, the models and analyses can be used to monitor the

different phases or tasks of a project. Since time is of the

essence, the convenience of using the most appropriate and

multi-faceted project management software allows the

application of this theory for different project management

scenarios.

16 Comments Bright Hub Media 🔒 Disqus' Privacy Policy 


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Name

Jan Lawrence • 2 years ago


Good Day,
I'm an engineer in the construction industry. I have a query, how to we reflect
actual cost (non-labor, non-equipment rental) wherein bulk items are bought in
the early stages of the project? Does the cost have to shoot up in the early
stages of construction (using tables)
△ ▽ • Reply • Share ›

aranas rodolfo • 4 years ago


I think its easier to use the PERT CPM.
△ ▽ • Reply • Share ›

Abolfazl Djamali • 8 years ago


Hi,
My dear
Would u plz mail me all kinds chart about S-curve that related with time, cost &
phisical progress in project management?
With best regards
A.J
△ ▽ • Reply • Share ›

ciel s cantoria Mod • 9 years ago


Thank you for reading and posting your concern. For best guidance allow me to
refer you to the following articles:

Contents Of a Successful Business Case (See section about Project Costs and
its reference to P6
http://www.brighthub.com/of...

Use Primavera to Improve your Project Portfolio Management Process


Read more: http://www.brighthub.com/of...

Hope these help since from here you can get the best guidance from the
article's respective authors.
△ ▽ • Reply • Share ›

ola • 9 years ago


how can i generate s-curve in primavera 6
△ ▽ • Reply • Share ›

ciel s cantoria Mod • 9 years ago


Hello Majid,

Thank you for reading this article and to give you more insights about the
different tools you can use for monitoring project management progress
regarding time and costs, here are some suggested Bright Hub articles that
25 gives additional guidelines:
S HA R E S
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