项目经理教程第九周

项目经理教程第九周第1页/共95页Week9第2页/共95页Performancemanagement第3页/共95页Onceyouhaveselectedaproject第4页/共95页OnceyouhaveselectedaprojectAndplannedit第5页/共95页OnceyouhaveselectedaprojectAndplanneditAndhiredtheteam第6页/共95页OnceyouhaveselectedaprojectAndplanneditAndhiredtheteamAndstartedthework第7页/共95页OnceyouhaveselectedaprojectAndplanneditAndhiredtheteamAndstartedtheworkHowdoyoustayontrack?第8页/共95页Howdoyouevenknowifyouareprogressingtoplan?第9页/共95页Gray&Larson,2006,Ch13.第10页/共95页WhatisaProjectMonitoringSystemExamplesofProgressReportsWhatistheProjectControlProcessandwhyisituseful?HowdoIMonitorTimePerformanceTheshortcomingsofmonitoringSystemsEarnedValueManagement–asilverbullet?IntegratedCost/ScheduleSystemProjectBaselines第11页/共95页WhatisaProjectMonitoringSystem?第12页/共95页Itinvolvesdeterminingwhatdatatocollect,how,whenanwhowillcollectthedata;analysisofthedata;andreportingprogressMonitoringSystemGatherAnalyseReport第13页/共95页Youneedtoknowwhatinformationisneededtosatisfyyouandyourstakeholders.第14页/共95页ThinkabouttheInformationSystemStructure第15页/共95页Whatdataarecollected?第16页/共95页currentstatusofproject(scheduleandcost)remainingcosttocompeteprojectdatethatprojectwillbecompletepotentialproblemstobeaddressednowout-of-controlactivitiesrequiringinterventionCostand/orscheduleoverruns&theirreasonsForecastingoverrunsattimeofcompletionWhatdataarecollected?第17页/共95页Collectingdataandanalysiswhowillcollectprojectdata?howwilldatabecollected?whenwillthedatabecollected?whowillcompileandanalyzethedata?whowillreceivethereports?howwillthereportsbetransmitted?whenwillthereportsbedistributed?Photobygermanium

第18页/共95页WhatisaProjectMonitoringSystemExamplesofProgressReportsWhatistheProjectControlProcessandwhyisituseful?HowdoIMonitorTimePerformanceTheshortcomingsofmonitoringSystemsEarnedValueManagement–asilverbullet?IntegratedCost/ScheduleSystemProjectBaselines第19页/共95页ProgressReportFormatProgresssincelastreportCurrentstatusofprojectScheduleCostScopeProblemsandissuessincelastreportActionsandresolutionofearlierproblemsNewvariancesandproblemsidentifiedCorrectiveactionplanned第20页/共95页Howlongshouldaprojectstatusreportbe?第21页/共95页1page第22页/共95页<example>第23页/共95页/en-us/templates/TC011417231033.aspx

/idbusiness/statusreport.htm.au/info_status_report.phpMoreinfo/~profcomm/writing/samples/stat_samp_s1.htm

/knowhow/subsets/sample-templates/StatusReports.doc

第24页/共95页WhatisaProjectMonitoringSystemExamplesofProgressReportsWhatistheProjectControlProcessandwhyisituseful?HowdoIMonitorTimePerformanceTheshortcomingsofmonitoringSystemsEarnedValueManagement–asilverbullet?IntegratedCost/ScheduleSystemProjectBaselines第25页/共95页ProjectControlProcess第26页/共95页Theprocessofcomparingactualperformanceagainstplantoidentifydeviations,evaluatecoursesofaction,andtakeappropriatecorrectiveactionPensiero

第27页/共95页ProjectControlStepsSetandbaselineaplanMeasuringprogressandperformanceComparingtheplantothefactsTakingAction第28页/共95页WhatisaProjectMonitoringSystemExamplesofProgressReportsWhatistheProjectControlProcessandwhyisituseful?HowdoIMonitorTimePerformanceTheshortcomingsofmonitoringSystemsEarnedValueManagement–asilverbullet?IntegratedCost/ScheduleSystemProjectBaselines第29页/共95页MonitoringTimePerformance第30页/共95页MonitoringTimePerformanceToolsusedtocatchnegativevariancesfromplanandcommunicateprojectschedulestatus:第31页/共95页MonitoringTimePerformanceToolsusedtocatchnegativevariancesfromplanandcommunicateprojectschedulestatus:TrackingandbaselineGanttchartsshowexpected,actual,andtrenddataforeventdurationperformance第32页/共95页Figure13.1BaselineGanttChart

(Gray&Larson,2006,p414)TimeAGanttChart第33页/共95页MonitoringTimePerformanceToolsusedtocatchnegativevariancesfromplanandcommunicateprojectschedulestatus:TrackingandbaselineGanttchartsshowexpected,actual,andtrenddataforeventdurationperformanceControlchartsplotthedifferenceinscheduledtimeonthecriticalpathwiththeactualpointonthecriticalpath第34页/共95页Figure13.2ProjectScheduleControlChart

(Gray&Larson,2006,p415)AControlChart第35页/共95页WhatisaProjectMonitoringSystemExamplesofProgressReportsWhatistheProjectControlProcessandwhyisituseful?HowdoIMonitorTimePerformanceTheshortcomingsofmonitoringSystemsEarnedValueManagement–asilverbullet?IntegratedCost/ScheduleSystemProjectBaselines第36页/共95页MonitoringSystemsDisparitiesPicturebyPensiero第37页/共95页Time-PhaseBaselinePlanPicturebyPensiero第38页/共95页Correctsthefailureofmostmonitoringsystemstoconnectaproject’sactualperformancetoitsscheduleandforecastbudgetPicturebyPensiero第39页/共95页SystemsthatmeasureonlycostvariancesdonotidentifyresourceandprojectcostproblemsassociatedwithfallingbehindorprogressingaheadofschedulePicturebyPensiero

第40页/共95页EarnedValueCost/ScheduleSystemAnintegratedprojectmanagementsystembasedontheearnedvalueconceptthatusesatime-phasedbudgetbaselinetocompareactualandplannedscheduleandcostsPicturebyairgap

第41页/共95页WhatisaProjectMonitoringSystemExamplesofProgressReportsWhatistheProjectControlProcessandwhyisituseful?HowdoIMonitorTimePerformanceTheshortcomingsofmonitoringSystemsEarnedValueManagement–asilverbullet?IntegratedCost/ScheduleSystemProjectBaselines第42页/共95页EarnedValueManagement第43页/共95页WhatisEarnedValueManagement(EVM)?第44页/共95页WhatisEarnedValueManagement(EVM)?

Aprojectperformancemeasurementtechniquethatintegratesscope,time,andcostdata.第45页/共95页WhatisEarnedValueManagement(EVM)?

Aprojectperformancemeasurementtechniquethatintegratesscope,time,andcostdata.Givenabaseline(originalplanplusapprovedchanges),youcandeterminehowwelltheprojectismeetingitsgoals.YoumustenteractualinformationperiodicallytouseEVM.第46页/共95页WhatisEarnedValueManagement(EVM)?

Aprojectperformancemeasurementtechniquethatintegratesscope,time,andcostdata.Givenabaseline(originalplanplusapprovedchanges),youcandeterminehowwelltheprojectismeetingitsgoals.YoumustenteractualinformationperiodicallytouseEVM.第47页/共95页TermstolearnPVACEVPlannedValueActualCostEarnedValueCVCostVarianceSVScheduleVarianceCPICostPerformanceIndicatorSPISchedulePerformanceIndicator第48页/共95页(Alsocalledthebudget)ThisisthatportionoftheapprovedtotalcostestimateplannedtobespentonanactivityduringagivenperiodPVPlannedValue第49页/共95页ThetotalofdirectandindirectcostsincurredinfinishingworkonanactivityduringagivenperiodACActualCost第50页/共95页AnestimateofthevalueofthephysicalworkactuallycompletedEVEarnedValue第51页/共95页Earnedvalueminustheactualcost.ShowsthedifferencebetweentheestimatedcostofanactivityandtheactualcostofthatactivityTABLE13.1CVCostVariance第52页/共95页Earnedvalueminustheplannedvalue.ShowsthedifferencebetweentheschedulecompletionofanactivityandtheactualcompletionofthatactivityTABLE13.1SVScheduleVariance第53页/共95页Theratioofearnedvaluetoactualcostandcanbeusedtoestimatetheprojectedcostofcompletingtheproject.IftheCPIisequalto1or100%thentheplannedandactualcostsareequal,orthecostsareasbudgeted.IftheCPIislessthan1orlessthan100%,theprojectisoverbudget.IftheCPIisgreaterthan1ormorethan100%,theprojectisunderbudgetCPICostPerformanceIndicator第54页/共95页Theratioofearnedvaluetoplannedvalueandcanbeusedtoestimatetheprojectedtimetocompletetheproject.SimilartotheCPI,anSPIof1or100%meanstheprojectisonschedule.IftheSPIisgreaterthan1or100%thentheprojectisaheadofschedule.IftheSPIislessthan1or100%,theprojectisbehindscheduleSPISchedulePerformanceIndicator第55页/共95页TABLE13.1QuickEVMquizWhatcanwesayifCPI>1第56页/共95页QuickEVMquizWhatcanwesayifCPI>1IftheCPIisgreaterthan1ormorethan100%,theprojectisunderbudget第57页/共95页QuickEVMquizWhatisEVminusAC?第58页/共95页QuickEVMquizWhatisEVminusAC?EV–AC=SVEarnedValue(whatwasdone)MinusActualCost(whathasbeenpaid)=ScheduleVariance第59页/共95页第60页/共95页ScenarioExample第61页/共95页“Purchasing&InstallingWebServer”Duration1week,Budget$10,000.ScenarioExample第62页/共95页“Purchasing&InstallingWebServer”Duration1week,Budget$10,000.PV–PlannedValue–forthatactivityforthatweek=$10,000AC–ActualCost–supposeitactuallytook2weeksandcost$20,000.Assume$15,000wereincurredinweek1,and$5,000inweek2.ThesecostsaretheactualcostsforthatactivityeachweekEV–EarnedValue–earnedvalueafteroneweekis$7,500.(10,000*75%)Example:CP829_Lecture_Week9_EarnedValue.xlsScenarioExample第63页/共95页第64页/共95页第65页/共95页EarnedValueChartforProjectafter5-Months

第66页/共95页第67页/共95页MaxWideman第68页/共95页RulesforEarnedValueNumbersNegativenumbers

forcostandschedulevarianceindicate

problems

inthoseareasTheprojectiscostingmorethanplannedortakinglongerthanplannedCPIandSPI

lessthan100%

indicateproblems第69页/共95页Table13.3InterpretationofIndexes

(Gray&Larson,2006,p429)第70页/共95页AnalternativeSource:/release_burndown第71页/共95页Week2lecture第72页/共95页So,whatdoyoudowhenyourplanchanges?第73页/共95页TherearemethodsusedtoreviseestimatesoffutureprojectcostsEVMallowsexpertsinthefieldtochangeoriginalbaselinedurationsandcostsbecausenewinformationtellsthemtheoriginalestimatesarenotaccurateEVMusesactualcosts-to-dateplusanefficiencyindextoprojectfinalcostsinlargeprojectswheretheoriginalbudgetisunreliable第74页/共95页WhatisaProjectMonitoringSystemExamplesofProgressReportsWhatistheProjectControlProcessandwhyisituseful?HowdoIMonitorTimePerformanceTheshortcomingsofmonitoringSystemsEarnedValueManagement–asilverbullet?IntegratedCost/ScheduleSystemProjectBaselines第75页/共95页DevelopinganIntegratedCost/ScheduleSystem第76页/共95页ComputeCalculateCollectScheduleResourceplanWBSBudgetPlanMonitor第77页/共95页DefinetheworkusingaWBSScopeWorkpackagesDeliverablesOrganizationunitsResourcesBudgetsDevelopworkandresourceschedulesScheduleresourcetoactivitiesTime-phaseworkpackagesintoanetworkPhotobyshimonkey第78页/共95页Developatime-phasedbudgetusingworkpackagesincludedinanactivity.Accumulatebudgets(PV)Attheworkpackagelevel,collecttheactualcostsfortheworkperformed(AC)Multiplypercentcompletetimesoriginalbudget(EV)Computetheschedulevariance(EV-PV)andthecostvariance(EV-AC)第79页/共95页Figure13.3ProjectManagementInformationSystemsOverview

(Gray&Larson,2006,p419)IntegratedCost/Schedules第80页/共95页WhatisaProjectMonitoringSystemExamplesofProgressReportsWhatistheProjectControlProcessandwhyisituseful?HowdoIMonitorTimePerformanceTheshortcomingsofmonitoringSystemsEarnedValueManagement–asilverbullet?IntegratedCost/ScheduleSystemProjectBaselines第81页/共95页ProjectBaselines第82页/共95页Week4lecture第83页/共95页aBaselineisananchorpointformeasuringperformancePhotoby_RobertC_@flickr第84页/共95页aplannedcostandexpectedscheduleagainstwhichactualcostandschedulearemeasuredGoldbyКуртисПерри

第85页/共95页abasisforcashflowsandawardingprogresspaymentsPhotobyquaziefoto@flickr第86页/共95页asummationoftime-phasedbudgets(costaccountsassummedworkpackages)alongaprojecttimelinePicturebyNetworkOsaka@flickr第87页/共95页第88页/共95页WhatCostsAreIncludedinBaselines?LaborEquipmentMaterialsProjectdirectoverheadcosts(DOC)第89页/共95页Figure13.14Sc