项目管理-chapter-13-progress-and-performance-measurement-and-evaluation课件.ppt

1、 管理学院 School of Management 佟瑞 Edward Tong，MPM，MBA2022-11-61Edward TongCopyright reserved Jinan University Progress and Performance Measurement and EvaluationCHAPTER THIRTEEN Copyright 2011 by The McGraw-Hill Companies,Inc.All rights reserved.McGraw-Hill/Irwin133Where We Are Now134Structure of a Proj

2、ect Monitoring Information System 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 management135Project Monitoring Information System Information System Structure What data

3、are collected?Current status 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 o

4、f project completion136Project 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

5、 will the reports be transmitted?When will the reports be distributed?137Project 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 id

6、entified1.Corrective action planned138The 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.C

7、omparing plan against actual.Taking action.ToolsTracking and baseline Gantt charts1.Control charts139Baseline and Tracking Gantt ChartsFIGURE 13.11310Project Schedule Control ChartFIGURE 13.21311Disparity Among Monitoring Systems Time-Phase Baseline Plan Corrects the failure of most monitoring syste

8、ms to connect 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 manageme

9、nt system based on the earned value concept that uses a time-phased budget baseline to compare actual and planned schedule and costs.1312Glossary of TermsTABLE 13.1EV Earned value for a task is simply the percent complete times its original budget.Stated differently,EV is the percent of the original

10、 budget that has 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

11、of the costs 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 da

12、te where 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.1313Develop

13、ing 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 in an

14、 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).1314Project Management Information System OverviewFIGURE 13.31315Develop

15、ment 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 as summed work

16、 packages)along a project timeline.What Costs Are Included in Baselines?Labor,equipment,materials,project direct overhead costs(DOC)1316Development of Project Baselines(contd)Rules for Placing Costs in Baselines Costs are placed exactly as they are expected to be“earned”in order to track them to the

17、ir 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.1317Methods of Variance Analysis Comparing Earned Value With the expected schedule value.With the actual costs.Assessing Status of a Project Requi

18、red 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 suggests problems or changes that have taken p

19、lace.1318Methods 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 the progress of all work packages in the project

20、scheduled to date.1319Cost/Schedule GraphFIGURE 13.41320Earned-Value Review ExerciseFIGURE 13.51321Developing 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 on the network.The project network ear

21、ly 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.1322Work Breakdown Structure with Cost AccountsFIGURE 13.61323Digital Camera Prototype Project Baseline Gant

22、t ChartFIGURE 13.71324Digital Camera Prototype Project Baseline Budget($000)FIGURE 13.81325Digital Camera Prototype Status Reports:Periods 13TABLE 13.21326Digital Camera Prototype Status Reports:Periods 4&5TABLE 13.2(contd)1327Digital Camera Prototype Status Reports:Periods 6&7TABLE 13.2(contd)1328D

23、igital Camera Prototype Summary Graph($000)FIGURE 13.91329Digital Camera Project-Tracking Gantt Chart Showing StatusThrough Period 7 FIGURE 13.101330Project Rollup End Period 7($000)FIGURE 13.111331Indexes to Monitor Progress Performance Indexes Cost Performance Index(CPI)Measures the cost efficienc

24、y 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=AC/EAC1332Interpretation of Inde

25、xesTABLE 13.3Index Cost(CPI)Schedule(SPI)1.00Under costAhead of schedule=1.00On costOn schedule1.00Over costBehind schedule 1333Indexes Periods 17FIGURE 13.121334Additional Earned Value Rules Rules applied to short-duration activities and/or small-cost activities 0/100 percent rule Assumes 100%of bu

26、dget 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 subjective estimated percent compl

27、ete in combination with hard,tangible monitoring points.1335Forecasting 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 the original estimates are not accu

28、rate.EACf Uses actual costs-to-date plus an efficiency index to project final costs in large projects where the original budget is unreliable.1336Forecasting Model:EACfThe equation for this forecasting model:1337Monthly Status ReportEXHIBIT 13.11338Other Control IssuesIssues In Maintaining Control O

29、f ProjectsScope CreepBaseline ChangesData Acquisition Costs and Problems1339Scope Changes to a BaselineFIGURE 13.131340Conference Center WiFi ProjectCommunication PlanFIGURE 13.141341Key TermsBaseline budgetControl chartCost performance index(CPI)Cost variance(CV)Earned value(EV)Estimated Cost at Co

30、mpletionForecasted(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 chartVariance at completion(VAC

31、)1.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 progress2022-11-6Edward TongCopyright reserved Jinan University 422.Adequate project

32、 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 correct2022-11-6Edward TongCopyright reserved Jinan University 433.A typical project progress report would contain all of the followi

33、ng sections except:A.Progress since last reportB.Problems and issues since last reportC.Current status of projectD.Corrective action plannedE.All of these are typical sections2022-11-6Edward TongCopyright reserved Jinan University 444.The first step in the project control process of the measurement

34、and evaluation of project performance is to A.Set a baseline planB.Determine the project objectivesC.Determine the project deliverablesD.Analyze the project budgetE.Review the project priority matrix2022-11-6Edward TongCopyright reserved Jinan University 455.The second step in the project control pr

35、ocess of the measurement and evaluation of project performance is to:A.Review the baseline plan with top managementB.Analyze inputs to control systemC.Compare plan against actualD.Measure progress and performanceE.Review spending with team members2022-11-6Edward TongCopyright reserved Jinan Universi

36、ty 466.The third step in the project control process of the measurement and evaluation of project performance is to:A.Review the baseline plan with top managementB.Analyze inputs to the control systemC.Compare the plan against actual performanceD.Measure both progress and performanceE.Review spendin

37、g with team members2022-11-6Edward TongCopyright reserved Jinan University 477.The last step in the project control process of the measurement and evaluation of project performance is to:A.Take appropriate actionB.Prepare a report to top managementC.Follow up on corrective actionD.Measure progress a

38、nd performanceE.Review spending with team members2022-11-6Edward TongCopyright reserved Jinan University 488.In monitoring project time(schedule)performance actual performance should be compared to:A.Budgets for the current yearB.Top managements targetsC.Project network schedule derived from the WBS

39、/OBSD.Progress on similar past projectsE.Previous status reports2022-11-6Edward TongCopyright reserved Jinan University 499.A typical tool used to communicate project status is a:A.Project network diagramB.Gantt ChartC.A PERT chartD.Both A and B are correctE.A,B,and C are all correct2022-11-6Edward

40、TongCopyright reserved Jinan University 5010.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.Network diagramE.Milestone chart2022-11-6Edwar

41、d TongCopyright reserved Jinan University 5111.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 correct2022-11-6Edward TongCopyright re

42、served Jinan University 5212.The earned 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 correct2022-11-6Edward

43、TongCopyright reserved Jinan University 5313.The cost variance for a project is calculated by:A.EV-ACB.AC-SVC.PV-EVD.CU-EVE.EU-PV2022-11-6Edward TongCopyright reserved Jinan University 5414.The schedule variance for a project is calculated by:A.EV-ACB.AC-SVC.PV-EVD.CU-EVE.EV-PV2022-11-6Edward TongCo

44、pyright reserved Jinan University 5515.Baseline project budgets are derived from:A.The organizations overall budgetB.Time-phasing the work packagesC.Top management directionsD.Both A and C are correctE.A,B,and C are all correct2022-11-6Edward TongCopyright reserved Jinan University 5616.Of the follo

45、wing costs,which are not included in baseline?A.MaterialsB.EquipmentC.LaborD.A and C but not BE.All of these are usually included2022-11-6Edward TongCopyright reserved Jinan University 5717.The method most frequently used in measuring project progress is the A.0/100 percent ruleB.75/25 percent ruleC

46、.50/50 percent ruleD.25/75 percent ruleE.Percent complete rule2022-11-6Edward TongCopyright reserved Jinan University 5818.Generally the method for measuring accomplishments centers on comparing A.Earned value with the expected schedule valueB.Earned value with the actual costsC.Actual costs with bu

47、dgeted costsD.Both A and B are correctE.A,B,and C are all correct2022-11-6Edward TongCopyright reserved Jinan University 5919.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,and BACC.CV,SU,and BACD.P

48、V,EV,and ACE.TCPI,EV,and PV2022-11-6Edward TongCopyright reserved Jinan University 6020.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.TCPI2022-11-6Edward TongCopyright reserved Jinan Universit

49、y 6121.Which of the following methods will measure the cost efficiency of the work accomplished to date?A.SV/CVB.EV/PVC.EV/ACD.AC/SVE.AC/CV2022-11-6Edward TongCopyright reserved Jinan University 6222.Which of the following methods will measure the scheduling efficiency of the work accomplished to da

50、te?A.SV/CVB.EV/PVC.EV/ACD.AC/SVE.AC/CV2022-11-6Edward TongCopyright reserved Jinan University 6323.An index value less than one indicates that the project is A.Under cost or behind scheduleB.Over cost or ahead of scheduleC.Under cost or ahead of scheduleD.Over cost or behind scheduleE.On cost or on