Project Evaluation and Control：项目评估与控制.ppt

Project Evaluation and Control Chapter 13 The Project Control Cycle The Project S-Curve Milestone Analysis Milestones are events or stages of the project that represent a significant accomplishment. Tracking Gantt Chart Earned Value Management Earned Value Terms Planned value Earned value Actual cost of work performed Schedule performance index Cost performance index Budgeted cost at completion Steps in Earned Value Management Clearly define each activity including its resource needs and budget Create usage schedules for activities and resources Develop a time-phased budget (PV) Total the actual costs of doing each task (AC) Calculate both the budget variance (CV) and schedule variance (SV) Earned Value Milestones Earned Value Example Earned Value Example Schedule Variances Planned Value (PV) = 38 = 15+10+10+3 Earned Value (EV) = 30 = 15+8+6+1 Schedule Performance Index = .79 = 30/38 = EV/PV Estimated Time to Completion = (1/.79)x4=5 Cost Variances Actual Cost of Work Performed (AC) = 40 = 8+11+8+13 Cost Performance Index = .75 = 30/40 = EV/AC Estimated Cost to Completion = 50.7 = (1/.75)x38 Completion Values in EVM Accurate and up-to-date information is critical in the use of EVM 0/100 Rule 50/50 Rule Percentage Complete Rule Human Factors in Project Evaluation Control Optimistic progress reports Level of detail Process evaluation Non-technical performance measurement Critical Success Factors in theProject Implementation Profile Project mission Top management support Project plans schedules Client consultation Personnel Technical tasks Client acceptance Monitoring feedback Communication channels Troubleshooting * * ? 2007 Pearson Education Setting a Goal Taking Action and Recycling the Process Measuring Progress Comparing Actual with Planned Elapsed Time (in weeks) 10 5 45 40 35 30 25 20 15 50 20 60 40 Cumulative Cost ($ in thousands) Cumulative Budgeted Cost Cumulative Actual Cost $10,000 Negative Var Milestones signal the team and suppliers can motiv