《项目管理》chapter 13 progress and performance measurement and evalua

1、2022-1-22编辑ppt1 管理学院 School of Management 佟瑞 Edward Tong， MPM，MBAProgress and Performance Measurement and EvaluationCHAPTER THIRTEEN Copyright 2011 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin编辑ppt3Where We Are Now编辑ppt4Structure of a Project Monitoring Information System

2、 Creating a project monitoring system involves determining: What data to collect How, when, and who will collect the data How to analyze the data How to report current progress to management编辑ppt5Project Monitoring Information System Information System Structure What data are collected? Current stat

3、us of project (schedule and cost) Remaining cost to compete project Date that project will be complete Potential problems to be addressed now Out-of-control activities requiring intervention Cost and/or schedule overruns and the reasons for them Forecast of overruns at time of project completion编辑pp

4、t6Project Monitoring System (contd) Information System Structure (contd) Collecting data and analysis Who will collect project data? How will data be collected? When will the data be collected? Who will compile and analyze the data? Reports and reporting Who will receive the reports? How will the re

5、ports be transmitted? When will the reports be distributed?编辑ppt7Project Progress Report Format Progress since last report Current status of projectScheduleCostScope Cumulative trends Problems and issues since last reportActions and resolution of earlier problemsNew variances and problems identified

6、1.Corrective action planned编辑ppt8The Project Control Process ControlThe process of comparing actual performance against plan to identify deviations, evaluate courses of action, and take appropriate corrective action. Project Control StepsSetting a baseline plan.Measuring progress and performance.Com

7、paring plan against actual.Taking action. ToolsTracking and baseline Gantt charts1. Control charts编辑ppt9Baseline and Tracking Gantt Charts编辑ppt10Project Schedule Control Chart编辑ppt11Disparity Among Monitoring Systems Time-Phase Baseline Plan Corrects the failure of most monitoring systems to connect

8、 a projects actual performance to its schedule and forecast budget. Systems that measure only cost variances do not identify resource and project cost problems associated with falling behind or progressing ahead of schedule. Earned Value Cost/Schedule System An integrated project management system b

9、ased on the earned value concept that uses a time-phased budget baseline to compare actual and planned schedule and costs.编辑ppt12Glossary of TermsEV Earned value for a task is simply the percent complete times its original budget. Stated differently, EV is the percent of the original budget that has

10、 been earned by actual work completed. PV The planned time-phased baseline of the value of the work scheduled. An approved cost estimate of the resources scheduled in a time-phased cumulative baseline BCWSbudgeted cost of the work scheduled. AC Actual cost of the work completed. The sum of the costs

11、 incurred in accomplishing work. ACWPactual cost of the work performed. CV Cost variance is the difference between the earned value and the actual costs for the work completed to date where CV = EV AC. SV Schedule variance is the difference between the earned value and the baseline line to date wher

12、e SV = EV PV. BAC Budgeted cost at completion. Total budgeted cost of the baseline or project cost accounts. EAC Estimated cost at completion. ETC Estimated cost to complete remaining work. VAC Cost variance at completion. VAC indicates expected actual over- or under-run cost at completion. 编辑ppt13D

13、eveloping an Integrated Cost/Schedule SystemDefine the work using a WBS.ScopeWork packagesDeliverablesOrganization unitsResourcesBudgetsDevelop work and resource schedules.Schedule resources to activitiesTime-phase work packages into a networkDevelop a time-phased budget using work packages included

14、 in an activity. Accumulate budgets (PV).At the work package level, collect the actual costs for the work performed (AC). Multiply percent complete times original budget (EV).Compute the schedule variance (EV-PV) and the cost variance (EV-AC).编辑ppt14Project Management Information System Overview编辑pp

15、t15Development of Project Baselines Purposes of a Baseline (PV) An anchor point for measuring performance A planned cost and expected schedule against which actual cost and schedule are measured. A basis for cash flows and awarding progress payments. A summation of time-phased budgets (cost accounts

16、 as summed work packages) along a project timeline. What Costs Are Included in Baselines? Labor, equipment, materials, project direct overhead costs (DOC)编辑ppt16Development of Project Baselines (contd) Rules for Placing Costs in Baselines Costs are placed exactly as they are expected to be “earned”

17、in order to track them to their point of origin. Percent Complete Rule Costs are periodically assigned to a baseline as units of work are completed over the duration of a work package.编辑ppt17Methods of Variance Analysis Comparing Earned Value With the expected schedule value. With the actual costs.

18、Assessing Status of a Project Required data elements Data Budgeted cost of the work scheduled (PV) Budgeted cost of the work completed (EV) Actual cost of the work completed (AC) Calculate schedule and cost variances A positive variance indicates a desirable condition, while a negative variance sugg

19、ests problems or changes that have taken place.编辑ppt18Methods of Variance Analysis Cost Variance (CV) Indicates if the work accomplished using labor and materials costs more or less than was planned at any point in the project. Schedule Variance (SV) Presents an overall assessment in dollar terms of

20、 the progress of all work packages in the project scheduled to date.编辑ppt19Cost/Schedule Graph编辑ppt20Earned-Value Review Exercise编辑ppt21Developing A Status Report:A Hypothetical Example Assumptions Each cost account has only one work package, and each cost account will be represented as an activity

21、on the network. The project network early start times will serve as the basis for assigning the baseline values. From the moment work an activity begins, some actual costs will be incurred each period until the activity is completed.编辑ppt22Work Breakdown Structure with Cost Accounts编辑ppt23Digital Ca

22、mera Prototype Project Baseline Gantt Chart编辑ppt24Digital Camera Prototype Project Baseline Budget ($000)编辑ppt25Digital Camera Prototype Status Reports: Periods 13编辑ppt26Digital Camera Prototype Status Reports: Periods 4 & 5TABLE 13.2 (contd)编辑ppt27Digital Camera Prototype Status Reports: Period

23、s 6 & 7TABLE 13.2 (contd)编辑ppt28Digital Camera Prototype Summary Graph ($000)编辑ppt29Digital Camera Project-Tracking Gantt Chart Showing StatusThrough Period 7 编辑ppt30Project Rollup End Period 7 ($000)编辑ppt31Indexes to Monitor Progress Performance Indexes Cost Performance Index (CPI) Measures the

24、 cost efficiency of work accomplished to date. CPI = EV/AC Scheduling Performance Index (SPI) Measures scheduling efficiency SPI = EV/PV Percent Complete Indexes Indicates how much of the work accomplished represents of the total budgeted (BAC) and actual (AC) dollars to date. PCIB = EV/BAC PCIC = A

25、C/EAC编辑ppt32Interpretation of IndexesIndex Cost (CPI) Schedule (SPI) 1.00Under costAhead of schedule =1.00On costOn schedule1.00Over costBehind schedule 编辑ppt33Indexes Periods 17编辑ppt34Additional Earned Value Rules Rules applied to short-duration activities and/or small-cost activities 0/100 percent

26、 rule Assumes 100 % of budget credit is earned at once and only when the work is completed. 50/50 rule Allows for 50% of the value of the work package budget to be earned when it is started and 50% to be earned when the package is completed. Percent complete with weighted monitoring gates Uses subje

27、ctive estimated percent complete in combination with hard, tangible monitoring points.编辑ppt35Forecasting Final Project Cost Methods used to revise estimates of future project costs: EACre Allows experts in the field to change original baseline durations and costs because new information tells them t

28、he original estimates are not accurate. EACf Uses actual costs-to-date plus an efficiency index to project final costs in large projects where the original budget is unreliable.编辑ppt36Forecasting Model: EACfThe equation for this forecasting model:编辑ppt37Monthly Status Report编辑ppt38Other Control Issu

29、esIssues In Maintaining Control Of ProjectsScope CreepBaseline ChangesData Acquisition Costs and Problems编辑ppt39Scope Changes to a Baseline编辑ppt40Conference Center WiFi ProjectCommunication Plan编辑ppt41Key TermsBaseline budgetControl chartCost performance index (CPI)Cost variance (CV)Earned value (EV

30、)Estimated Cost at CompletionForecasted (EACf)Estimated Cost at CompletionRevised Estimates (EACre)Percent complete indexbudget costs (PCIB)Percent complete indexactual costs (PCIC)Schedule performance index (SPI)Schedule variance (SV)Scope creepTo complete performance index (TCPI)Tracking Gantt cha

31、rtVariance at completion (VAC)2022-1-22编辑ppt421. A project monitoring system involves all of the following except: A. Determining what date to collectB. Determining how, when, and who will collect the dataC. Adjusting the dataD. Analysis of the dataE. Reporting current progress2022-1-22编辑ppt432.Adeq

32、uate project controls have the advantage(s) of: A. Holding people accountableB. Prevents small problems from getting largeC. Keeping focusD. Both A and B are correctE. A, B, and C are all correct2022-1-22编辑ppt443.A typical project progress report would contain all of the following sections except: A

33、. Progress since last reportB. Problems and issues since last reportC. Current status of projectD. Corrective action plannedE. All of these are typical sections2022-1-22编辑ppt454.The first step in the project control process of the measurement and evaluation of project performance is to A. Set a base

34、line planB. Determine the project objectivesC. Determine the project deliverablesD. Analyze the project budgetE. Review the project priority matrix2022-1-22编辑ppt465. The second step in the project control process of the measurement and evaluation of project performance is to: A. Review the baseline

35、plan with top managementB. Analyze inputs to control systemC. Compare plan against actualD. Measure progress and performanceE. Review spending with team members2022-1-22编辑ppt476.The third step in the project control process of the measurement and evaluation of project performance is to: A. Review th

36、e baseline plan with top managementB. Analyze inputs to the control systemC. Compare the plan against actual performanceD. Measure both progress and performanceE. Review spending with team members2022-1-22编辑ppt487.The last step in the project control process of the measurement and evaluation of proj

37、ect performance is to: A. Take appropriate actionB. Prepare a report to top managementC. Follow up on corrective actionD. Measure progress and performanceE. Review spending with team members2022-1-22编辑ppt498. In monitoring project time (schedule) performance actual performance should be compared to:

38、 A. Budgets for the current yearB. Top managements targetsC. Project network schedule derived from the WBS/OBSD. Progress on similar past projectsE. Previous status reports2022-1-22编辑ppt509.A typical tool used to communicate project status is a: A. Project network diagramB. Gantt ChartC. A PERT char

39、tD. Both A and B are correctE. A, B, and C are all correct2022-1-22编辑ppt5110. A tool used to monitor past project schedule performance, current performance, and to estimate future schedule trends is a simple line chart known as a: A. Project schedule control chartB. Gantt chartC. PERT chartD. Networ

40、k diagramE. Milestone chart2022-1-22编辑ppt5211. An Earned Value System used to monitor project progress includes comparison of A. Actual costs versus budgetB. Schedule progress versus planC. Quality progress versus planD. Both A and B are correctE. A, B, and C are all correct2022-1-22编辑ppt5312. The e

41、arned value of a project is the: A. Project cost to date adjusted for project scope changesB. Total project cost to dateC. Cost incurred minus the planned costD. Percent of the original budget that has been earned by actual workE. None of these are correct2022-1-22编辑ppt5413.The cost variance for a p

42、roject is calculated by: A. EV-ACB. AC-SVC. PV-EVD. CU-EVE. EU-PV2022-1-22编辑ppt5514.The schedule variance for a project is calculated by: A. EV-ACB. AC-SVC. PV-EVD. CU-EVE. EV-PV2022-1-22编辑ppt5615.Baseline project budgets are derived from: A. The organizations overall budgetB. Time-phasing the work

43、packagesC. Top management directionsD. Both A and C are correctE. A, B, and C are all correct2022-1-22编辑ppt5716.Of the following costs, which are not included in baseline? A. MaterialsB. EquipmentC. LaborD. A and C but not BE. All of these are usually included2022-1-22编辑ppt5817. The method most freq

44、uently used in measuring project progress is the A. 0/100 percent ruleB. 75/25 percent ruleC. 50/50 percent ruleD. 25/75 percent ruleE. Percent complete rule2022-1-22编辑ppt5918. Generally the method for measuring accomplishments centers on comparing A. Earned value with the expected schedule valueB.

45、Earned value with the actual costsC. Actual costs with budgeted costsD. Both A and B are correctE. A, B, and C are all correct2022-1-22编辑ppt6019. Which of the following are required to assess the current status of a project using the earned-value cost/schedule system? A. BAC, EAC, and ETCB. VAC, EAC

46、, and BACC. CV, SU, and BACD. PV, EV, and ACE. TCPI, EV, and PV2022-1-22编辑ppt6120.Which of the following methods of variance analysis is the best indicator of how far off the budget a project will be at completion? A. BACB. EACC. ETCD. VACE. TCPI2022-1-22编辑ppt6221. Which of the following methods wil

47、l measure the cost efficiency of the work accomplished to date? A. SV/CVB. EV/PVC. EV/ACD. AC/SVE. AC/CV2022-1-22编辑ppt6322.Which of the following methods will measure the scheduling efficiency of the work accomplished to date? A. SV/CVB. EV/PVC. EV/ACD. AC/SVE. AC/CV2022-1-22编辑ppt6423. An index value less than one indicates that the project is A. Under cost or behind scheduleB. Over cost or a