project evaluation and controluniversity of central ：大学中心项目评估与控制.ppt

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1、13-1Project Evaluation and ControlChapter 13Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall 13-2The Project Control Cycle1.Setting a Goal4.Taking Action and Recycling the Process2.Measuring Progress3.Comparing Actual with PlannedCopyright 2010 Pearson Education,Inc.Publishing as Pre

2、ntice Hall 13-3The Project S-CurveElapsed Time(in weeks)1054540353025201550206040Cumulative Cost($in thousands)Cumulative Budgeted CostCumulative Actual Cost$10,000 Negative VarCopyright 2010 Pearson Education,Inc.Publishing as Prentice Hall 13-4Milestone AnalysisMilestones are events or stages of t

3、he project that represent a significant accomplishment.Milestonesshow completion of important stepssignal the team and supplierscan motivate the teamoffer reevaluation pointshelp coordinate schedulesidentify key review gatesdelineate work packagesCopyright 2010 Pearson Education,Inc.Publishing as Pr

4、entice Hall 13-5Tracking Gantt ChartProject status is updated by linking task completion to the schedule baselineCopyright 2010 Pearson Education,Inc.Publishing as Prentice Hall 13-6Earned Value ManagementScheduleCostPerformanceTracking Control ChartsCopyright 2010 Pearson Education,Inc.Publishing a

5、s Prentice Hall CostPerformanceScheduleEarned ValueProject S-CurvesCostPerformanceSchedule13-7Earned Value TermsvPlanned value(PV)vEarned value(EV)vActual cost of work performed(AC)vSchedule performance index(SPI)vCost performance index(CPI)vBudgeted cost at completion(BAC)Copyright 2010 Pearson Edu

6、cation,Inc.Publishing as Prentice Hall 13-8Steps in Earned Value Management1.Clearly define each activity including its resource needs and budget2.Create usage schedules for activities and resources3.Develop a time-phased budget(PV)4.Total the actual costs of doing each task(AC)5.Calculate both the

7、budget variance(CV)and schedule variance(SV)Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall 13-9Earned Value MilestonesPVEVACSlipOverspendSchedulePerformedActualBudgetScheduleCostCopyright 2010 Pearson Education,Inc.Publishing as Prentice Hall Copyright 2010 Pearson Education,Inc.Pu

8、blishing as Prentice Hall 13-10Earned Value ExampleActivityJan Feb Mar April Plan%C ValueStaffing871510015Blueprint4610808Prototype2810606Design33331Mon Plan876173830Cmltv8152138Mon Act811813Cmltv Act8192740Planned Value 38=15+10+10+3Earned Value 30=15+8+6+1Value 8=80%(10)Cumulative 40=8+11+8+1313-1

9、1Earned Value ExampleSchedule VariancesPlanned Value(PV)=38=15+10+10+3Earned Value(EV)=30=15+8+6+1Schedule Performance Index=.79=30/38=EV/PVEstimated Time to Completion=(1/.79)x4=5Cost VariancesActual Cost of Work Performed(AC)=40=8+11+8+13Cost Performance Index=.75=30/40=EV/ACEstimated Cost to Comp

10、letion=50.7=(1/.75)x38Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall 13-12Completion Values in EVMAccurate and up-to-date information is critical in the use of EVM0/100 Rule50/50 RulePercentage Complete RuleCopyright 2010 Pearson Education,Inc.Publishing as Prentice Hall 13-13Human

11、 Factors in Project Evaluation&ControlvOptimistic progress reportsvLevel of detailvProcess evaluationvNon-technical performance measurementCopyright 2010 Pearson Education,Inc.Publishing as Prentice Hall 13-14Critical Success Factors in theProject Implementation Profile1.Project mission2.Top managem

12、ent support3.Project plans&schedules4.Client consultation5.Personnel6.Technical tasks7.Client acceptance8.Monitoring&feedback9.Communication channels10.TroubleshootingCopyright 2010 Pearson Education,Inc.Publishing as Prentice Hall Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall 13-15