Figure 9.2 work package represents a more complicated scenario. What was the cost and schedule status as of days two, four, and six? Was the foreman ahead or behind schedule and by how much, and was he or she over or under budget, and by how much?

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Work Days: Estimated Hours/Day Cumulative Hours Actual Hours/Day Cumulative Hours Earned Hours/Day Cumulative Hours Man-hours: 400 360 300 240 180 120 60 0 1 NN 28. 32 32 22 22 32 32 2 32 64 30 52 40 72 3 32 96 2 30 82 40 112 Earned: 3 4 32 128 30 112 0 112 5 32 160 30 142 0 112 Actual: 6 34 194 5 30 172 0 112 7 34 228 Earned Value Curve Guest Room Appliances 6 Days 30 202 60 172 Earned 7 8 34 262 30 232 60 232 9 32 294 8 Estimated/Planned: 10 32 326 9 10 11 32 358 11 Simple Analysis: Cost: On day eight, the foreman had spent 232 hours, and also earned 232, therefore he was right on budget. This is the vertical measurement between the actual and earned curves. Schedule: On day eight, the foreman had earned 232 hours but was scheduled to have done so approximately by day seven, therefore he is approximately one day behind of schedule. This is the horizontal measurement. Figure 9.2 Earned value work package 12 32 390 12 Totals 390 232 232