实获值管理;挣值管理讲解模块1 ： 实获值管理;挣值管理介绍（ppt 321）.pptx

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1、Earned Value Management Tutorial Module 1: Introduction to Earned Value ManagementPrepared by:1Prepared by: Booz Allen HamiltonModule1: Introduction to Earned ValueWelcome to Module 1. The objective of this module is to introduce you to Earned Value and lay the blueprint for the succeeding modules.T

2、his module will include the following topics: Earned Value Management defined The differences between Traditional Management and Earned Value Management How Earned Value Management fits into a Program and Project environment The framework necessary for proper Earned Value implementationModule 1 - In

3、troduction2Prepared by: Booz Allen HamiltonWhat is Earned Value Management?Earned Value Management (EVM) is a systematic approach to the integration and measurement of cost, schedule, and technical (scope) accomplishments on a project or task. It provides both the government and contractors the abil

4、ity to examine detailed schedule information, critical program and technical milestones, and cost data. Earned Value Management is intended to provide data from a contractors management system to the government in standard data elements thatRelate time-phased budgets to contract tasksIntegrate cost,

5、 schedule, and technical performanceIndicate work progress objectivelyAre valid, timely and auditableAre from the internal system the contractor uses to manage Are at a practical level of summarizationModule 1 - Introduction3Prepared by: Booz Allen HamiltonWhy use Earned Value Management?By using Ea

6、rned Value and implementing an Earned Value Management System (EVMS), the following questions can be answered objectively: Where have we been? Where are we now? Where are we going? Why use Earned Value? For one, it is mandated by some key DOE directives and guidance that Earned Value will be impleme

7、nted. The following pages will discuss these. Module 1 - Introduction4Prepared by: Booz Allen HamiltonDOE guidance for Earned ValueA memorandum from the Deputy Secretary of Energy, dated September 19, 2001.“I intend to continue the direction contained in DOE Order 413.3. The responsibilities contain

8、ed in the Order require that you know what is going on with your projects and that you assist your program managers and project managers in resolving issues and problems. The quarterly performance reviews, monthly status updates utilizing the Earned Value Management System as a metric, and periodic

9、independent reviews are all sources for project information that allow us the opportunity to intercede before projects get off track.”Now lets look at the DOE Order 413.3Module 1 - Introduction5Prepared by: Booz Allen HamiltonDOE guidance for Earned ValueCurrent Department of Energy policy, DOE Orde

10、r 413.3, Program and Project Management for the Acquisition of Capital Assets, states the requirements for contractors project management system“ The industry standard for project control systems described in American National Standards Institute (ANSI) EIA-748, Earned Value Management Systems, must

11、 be implemented on all projects with a total project cost (TPC) greater than $20M for control of project performance during the project execution phase.” Finally, below lets look at some Best Practice guidance currently in the DOE.The Office of Field Management has issued a series of 33 Good Practic

12、e Guides. Though they are not official guidance, each guide describes the good practices used throughout DOE and industry for specific topic including Earned Value Management, and provides examples of performance objectives, criteria, and measures.Module 1 - Introduction6Prepared by: Booz Allen Hami

13、ltonEarned Value Management HistoryWith the understanding of what Earned Value is and why it used, lets take a brief look at the history of Earned Value.1960s - Earned value-based performance management began in the 60s, based initially on Department of Defense (DOD) Cost/Schedule Control Systems Cr

14、iteria (C/SCSC). Earned Value was used as an objective measure for progress, i.e., physical accomplishment1970s-80s The DOD continued the use of Earned Value in response to bearing cost and schedule risk in cost-plus contracting.Contractors pushing high tech, newly developed weaponryMilitary having

15、critical schedule needs (“Arms Race”)1990s Policy moved Earned Value into all Federal agenciesOMB Circular: A-11, NASA Policy Directive 9501.3, DOD 5000.2R, and DOE Order 413.3 to name a fewModule 1 - Introduction7Prepared by: Booz Allen HamiltonTraditional Management vs. Earned Value ManagementTo b

16、etter understand Earned Value Management, lets take a look at how earned value management compares with traditional management.There is an important and fundamental difference between the data available for analysis in a traditional management environment as compared to an environment using earned v

17、alue.Following pages will discuss and contrast the different between the two management approaches. Module 1 - Introduction8Prepared by: Booz Allen HamiltonTraditional ManagementIn Traditional management, there are two data sources, the budget (or planned) expenditures and the actual expenditures. T

18、he comparison of budget versus actual expenditures merely indicates what was planned to be spent versus what was actually spent at any given time. But how much has been produced?As you can see, with this approach there in no way to determine the physical amount of work performed. It does not indicat

19、e anything about what has actually been produced for the amount of money spent nor whether it is being produced at the rate, or according to the schedule, originally planned. In other words, it does not relate the true cost performance of the project. F010203040506070Budget51015202530354045505560Act

20、uals102030405060JMAMJJASONDTime NowTime Now010203040506070Budget51015202530354045505560Actuals102030405060JMAMJJASONDTime NowTime NowAs the graph shows, this comparison only represents the relationship of what was budgeted (planned) versus what was actually spent.Module 1 - Introduction9Prepared by:

21、 Booz Allen HamiltonEarned Value ManagementIn Earned Value Management, unlike in traditional management, there are three data sources: the budget (or planned) value of work scheduledthe actual value of work completedthe “earned value” of the physical work completedEarned Value takes these three data

22、 sources and is able to compare the budgeted value of work scheduled and compare it to the “earned value of physical work completed” and the actual value of work completed. Lets take a closer look at how earned value appears in a graph. Module 1 - Introduction10Prepared by: Booz Allen HamiltonEarned

23、 Value ManagementNotice the three lines on the graph below. These lines correspond to the three components of earned value: budget (in red), actual expenditures (in blue), and the earned value of the production (in black). Note how the budget line is below both the actual expenditures and the earned

24、 value lines. What does this indicate?First, it is obvious that the project is expending more (blue line) than it was budgeted to spend, to date(red line). Given the progression of each line, it is also apparent that this trend has occurred since the beginning of the project. But what else can be in

25、terpreted from the graph? Lets take a closer look on the next page. 0255075100125150Budget 51015202530354045505560Actuals102030405060Earned81525303545Forecast708090100110120JFMAMJJASOND02550751001251505101520253035404550556010203040506081525303545708090100110120JFMAMJJASONDTime Now0255075100125150Bu

26、dget 51015202530354045505560Actuals102030405060Earned81525303545Forecast708090100110120JFMAMJJASOND02550751001251505101520253035404550556010203040506081525303545708090100110120JFMAMJJASOND0255075100125150Budget 51015202530354045505560Actuals102030405060Earned81525303545Forecast708090100110120JFMAMJJ

27、ASOND02550751001251505101520253035404550556010203040506081525303545708090100110120JFMAMJJASONDTime NowModule 1 - Introduction11Prepared by: Booz Allen HamiltonEarned Value ManagementIn addition to tracking budget and actual expenditures, the graph indicates what has been completed or “earned”. By co

28、mparing the budget line (in red) to the earned value line (in black), it is immediately apparent that the project is producing more than it was budgeted to produce to date. Additionally, by comparing the actual expenditures (in blue) to the earned value line (in black), it is immediately apparent th

29、at the project is spending more then it was budget to date. So while the project is expending more (blue line) than budgeted (red line), it is also producing more (black line) than budgeted. So what conclusions can be drawn from this graph? Lets find out on the next page. 0255075100125150Budget 5101

30、5202530354045505560Actuals102030405060Earned81525303545Forecast708090100110120JFMAMJJASOND02550751001251505101520253035404550556010203040506081525303545708090100110120JFMAMJJASONDTime NowModule 1 - Introduction12Prepared by: Booz Allen HamiltonEarned Value ManagementThere are two conclusions the ear

31、ned value data will immediately let you make; they deal with schedule and cost variances.Schedule Variance - the project is experiencing a schedule variance of 15. This is derived from comparing the Earned (45) to the Budget (30). Another way of stating this is that the project is ahead of schedule

32、in comparison to what was supposed to be done in the frame time measured.0255075100125150Budget 51015202530354045505560Actuals102030405060Earned81525303545Forecast708090100110120JFMAMJJASOND02550751001251505101520253035404550556010203040506081525303545708090100110120JFMAMJJASONDTime NowModule 1 - In

33、troduction13Prepared by: Booz Allen HamiltonEarned Value ManagementCost Variance - the project is experiencing a cost variance of -15. This is derived from comparing the Earned (45) to the Actual expenditures (60). Another way of stating is that the project is experiencing an overrun of 15. This cos

34、t variance is very important because history tells us that overruns in cost do not correct themselves and need management intervention.Along with the schedule and cost results discussed, earned value management enables you to forecast the final results of the project (blue dashed line).0255075100125

35、150Budget 51015202530354045505560Actuals102030405060Earned81525303545Forecast708090100110120JFMAMJJASOND02550751001251505101520253035404550556010203040506081525303545708090100110120JFMAMJJASONDTime NowModule 1 - Introduction14Prepared by: Booz Allen HamiltonSummarizing Traditional Management vs. Ear

36、ned Value ManagementIn summarizing, Traditional management provides you with How much money and time a particular job is likely to require prior to starting and once stated, how much money was spent at any given time.While Earned Value Management provides you withHow much money and time a particular

37、 job is likely to require prior to starting and once stated, how much money was spent at any given time.PlusOnce started, what work has been accomplished to date for the funds expended (what you got for what you spent)Once started, what the total job will cost at completion, and how long it will tak

38、e to completeModule 1 - Introduction15Prepared by: Booz Allen HamiltonEarned Value in a Management EnvironmentUnderstanding how Earned Value fits into the program and project management environment is also essential.On the following page we will discuss and define items such as project vs. program,

39、project management, program management and the relationship between them. Module 1 - Introduction16Prepared by: Booz Allen HamiltonWhat is Program/Project Management?Program/Project Management is the application of knowledge, skills, tools, and techniques to meet or exceed stakeholder needs and expe

40、ctations.Program/Project Management requires the ability to get the job done: On Time!Within Budget!According to Specifications!With a High Level of Customer SatisfactionThese requirements are know as the“Triple Constraint”QualityScopeCost/ResourcesTimeQualityScopeCost/ResourcesTimeSo how do project

41、s and programs differ? Take a look on the next page. Module 1 - Introduction17Prepared by: Booz Allen HamiltonWhat is a Project vs. ProgramThe Characteristics of a Project are:Temporary endeavor undertaken to create a unique product or serviceHaving a definite beginning and a definite endThe Charact

42、eristics of a Program are:A group of projectsManaged in a corresponding wayTo obtain benefits not available from managing them individuallyModule 1 - Introduction18Prepared by: Booz Allen HamiltonEarned Value Management vs Program/Project ManagementEarned Value is a Program/Project management techni

43、que used to objectively evaluate cost and schedule efficiency, thereby facilitating better management of customer needs and expectations. Program ManagementProject ManagementBudgetingCost Proposals/NegotiationsCost CollectionChange ControlEarned Value ManagementForecastingFundingResource ManagementR

44、eportingRisk ManagementSchedulingEarned Value Management is a subset of Program/Project Management. As this hierarchy indicates, Earned Value Management is a component of Project Management, which in turn is a component of Program Management. While many components comprise Program and Project Manage

45、ment, this tutorial focuses on the Earned Value Management component.Module 1 - Introduction19Prepared by: Booz Allen HamiltonFramework for an Earned Value Management System (EVMS)So far, we have discussed what Earned Value is, why to use it, and how it fits into a program and project management env

46、ironment. Next, we need to discuss the framework needed to implement earned value.The EVMS framework can be divided into three phases:1.Inputs - what is needed to implement Earned Value1.Earned Value Methods formulas, metrics and performance measurements used1. Outputs reporting requirements (struct

47、ure, time-phases, details)On the following pages these three phases for developing an Earned Value Management System (EVMS) will be discussed in more detail.Module 1 - Introduction20Prepared by: Booz Allen HamiltonInputs needed for Earned Value Management System (EVMS)As you recall, the first phase

48、of Earned Value is inputs. The inputs required for an EVMS include:Work Breakdown Structure (WBS)Organizational Breakdown Structure (OBS)Project ScheduleTime-phased Baseline BudgetCost/Resource Control PlanChange Control PlanIf any of these items are not completed or are not completed appropriately,

49、 the use of Earned Value will be compromised and your outputs will not properly represent the program/project current and future status. These Items are covered in Modules 2 through 4 and Module 8Earned Value Management System Project ScheduleResource PlanningDefine/AssignSchedule/BudgetEstablish Ba

50、selineAccounting System WBS/OBSActualsPlanFunding$Performance MeasurementEarly Warning & DetectionInformed Management DecisionsCorrective ActionsRecovering PlanningModule 1 - Introduction21Prepared by: Booz Allen HamiltonEarned Value Method needed for Earned Value Management System (EVMS)The second