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or譯asc伐lose劈aspo嚴(yán)ssibl集e,to慢the內(nèi)origi含nally訂inte糕nded達(dá)overa妨lldu詳ratio忍n.雀經(jīng)常導(dǎo)致活神動(dòng)歷時(shí)超過(guò)喇最初的進(jìn)度芬計(jì)劃。洋資源分配窗從非關(guān)鍵路偽徑到關(guān)鍵路傳徑的活動(dòng)是遭導(dǎo)致進(jìn)度滯勇后于最初擬神定的完成時(shí)壟間的一般原爸因或最接近割的原因,盆Finis絕hto余Finis脖h醫(yī)結(jié)束結(jié)束關(guān)遍系淋-ac遇tivit薪iesm塊ustf丹inish娛ona猾spec允ific俗seque秩nce勵(lì)活動(dòng)必須按泰照一定的次唐序結(jié)束洽“Star槐tno固earli瀉erth弦an”&忌“Fin侄ishn稼olat堤erth歐an”崇不早于和不并晚于遮–Res送pecti集vely慕#1an級(jí)d#2還most釀popul蹄arda東teco辜nstra健inti欲npro貼ject弱manag款ement敵soft指ware.稿在項(xiàng)目管理溪軟件中排名感第一和第二豆的常見(jiàn)日期拿約束。魔Root蠟Cause堤Anal偏ysis軍根源分析哨–use垃dto興ident肉ifyt補(bǔ)heca傻useo合fthe言vari請(qǐng)ation斯用于定義偏欲差的產(chǎn)生原潮因陶Varia飲n娃cean幼alysi巾s鼠偏差分析陜–key爬elem唉entt步otim挨econ淋trol.腫瓣Fl葵oa桿tvar膊iance淡isa鼻ness哲entia當(dāng)lpla員nning寫(xiě)comp圍onent隱for制evalu北ating吵proj厘e(cuò)ctt否imep咬erfor論mance嬌.丟時(shí)間控制鳳的關(guān)鍵部分菠。時(shí)差偏差燃是評(píng)估項(xiàng)目混績(jī)效的核心些計(jì)劃編制成聞分。叼Revis般ion逢修訂源–cat姓egory矮ofs路chedu盲leup應(yīng)date勸that裙resul牽tin閥chang換eto道thep萄rojec唐t’ss咐chedu宅leds釋tart只orfi餓nish助dates稱(chēng).New稀targ趨etsc認(rèn)hedul誓esho懼uldb筋ethe峰usua轎lmod刷eof敬sched瘋uler透evisi撕on.謝導(dǎo)致項(xiàng)目擬蝴定的開(kāi)始或遼結(jié)束時(shí)間的譽(yù)變化的項(xiàng)目焰進(jìn)度表更新煙。新的目標(biāo)教進(jìn)度計(jì)劃應(yīng)兄該是項(xiàng)目進(jìn)議度修改的標(biāo)俯準(zhǔn)模式。些Sched染uleM客anage慘ment蹤Plan利進(jìn)度管理計(jì)凳劃椒–def財(cái)ines歡hows黨chedu蜻lech申anges滲will已bem赴anage省d;ma訴ybe填forma借lor羅infor帽mal.忌定義進(jìn)度變卷更如何管理究,可能是正工式的或非正曉式的校Sched擦uleC現(xiàn)hange凱Cont酬rolS資ystem木伯進(jìn)度變化控佛制系統(tǒng)鴉–def腔ines缸proce念dures饒for拴chang撥ingt繭hepr越oject鵲sche宣dule反andi奔nclud此esth窗edoc爬ument梳ation普,tra稿cking晶syst遞ems,伴anda俱pprov例alle企vels誼requi墨redf皆orau躲thori構(gòu)zing蹤sched塑ulec御hange咳s.墾定義項(xiàng)目進(jìn)倚度的變更程燃序包括文檔誓工作,跟蹤喪系統(tǒng)和對(duì)變旬更的審批批岡準(zhǔn)層次ResourcePlanningTools資源分配工具ResponsibilityMatrix責(zé)任矩陣Identifywhodoeswhatatwhattime/phaseoftheproject定義誰(shuí)在項(xiàng)目的什么時(shí)間/階段做什么ResourceSpreadsheet資源表Quantifieshowmuchworkisneededfromeachresourceduringeachtimeperiod量化每段時(shí)間從各個(gè)資源所需的任務(wù)量ResourceGanttChart資源甘特圖Identifytheperiodsoftime(e.g.calendardate)whenaparticularresourceisworkingonaparticulartask在一個(gè)特定的資源用于一個(gè)特定任務(wù)時(shí),定義時(shí)間段(如:日歷)ResourceHistogram資源柱狀圖(ResourceLoadingChart)(資源復(fù)合圖)Verticalbarchartshowingthetotalnumberofresourcesneededduringeachtimeperiod顯示在每一個(gè)時(shí)間段所需資源總量的垂直條狀圖SchedulingTools進(jìn)度計(jì)劃編制工具Networks(PERT,CPM,PDM)網(wǎng)絡(luò)Interdependencies;howrelated相互依賴(lài);相互關(guān)系的Barchart(Gantt)甘特圖Effectiveprogressreportingtool;nologicalrelationshipsshownbetweenactivities有效的發(fā)展報(bào)告工具;在活動(dòng)中不現(xiàn)實(shí)邏輯關(guān)系MilestoneChart里程碑圖Significantevents;goodforcommunicatingstatus(usedtotracksuccess)重要事件;對(duì)溝通情況有利(用于跟蹤成功事件)COSTFormulasExpectedValue預(yù)期價(jià)值PresentValue現(xiàn)值Probability*Impact概率*影響FV/(1+r)tCostVariance成本偏差EV–AC[BCWP–ACWP]Variance=planned–actualEV–AC[BCWP–ACWP]偏差=計(jì)劃-實(shí)際ScheduleVariance進(jìn)度偏差EV–PV[BCWP–BCWS](if<0;workcompletedislessthanwhatwasplanned)EV–PV[BCWP–BCWS](如果小于0,完成的比計(jì)劃的少)CostPerformanceIndex成本績(jī)效指數(shù)EV/AC[BCWP/ACWP]Iamgetting____outofeachdollar.(>1good;<1bad)SchedulePerformanceIndex進(jìn)度績(jī)效指數(shù)EV/PV[BCWP/BCWS]Iamprogressingat____%oftherateoriginallyplannedEstimateatCompletion(EAC)完工估算BAC/CPIAC+ETC(whenoriginalestimatesareconsideredflawed)(當(dāng)原始估算被認(rèn)為是錯(cuò)誤的)AC+BAC-EV(wheneverythingisOKandvariancewillnotoccurinthefuture)(當(dāng)一切都好并且偏差將不會(huì)在將來(lái)發(fā)生)AC+((BAC-EV)/CPI)(wheneverythingisOKandvariancewilloccurinthefuture)(當(dāng)一切都好且偏差將會(huì)在以后發(fā)生)EstimatetoCompletion(ETC)完工估算EAC-ACor(BAC-EV)/CPIVarianceatCompletion(VAR)完工時(shí)的偏差BAC–EAC%Spent%花費(fèi)AC/BACCostVariancein%成本偏差的%CV/EVScheduleVariancein%進(jìn)度偏差的%SV/PVBCWS(PV)計(jì)劃值Howmuchshouldbedone?Thisistheperformancemeasurementbaseline.多少需要做的工作?這是績(jī)效測(cè)量基線(xiàn)BCWP(EV)掙值Howmuchworkisdone?(Progress)Budgetedcostofworkperformed.Valueoftheworkcompletedintermsofwhatyoubudgeted(yourbaseline)多少工作應(yīng)經(jīng)完成?(發(fā)展)完成工作預(yù)算成本。工作完成的價(jià)值依據(jù)你的預(yù)算(你的基線(xiàn))確定。ACWP(AC)實(shí)際成本Howmuchdidthe“isdone”workcost?完成工作的成本是多少?BAC完工時(shí)的預(yù)算BudgetatCompletion–Howmuchisbudgetedforthetotaljob?BACwouldchangeeverytimethereisafundedscopechangeapprovedforactivitytobeperformedinthefuture.完成時(shí)的預(yù)算——全部工作的預(yù)算是多少?每當(dāng)固定范圍變更時(shí),完工預(yù)算將為以后活動(dòng)的執(zhí)行改變。EAC完工時(shí)的估算Basedonprojectperformanceandriskquantification基于項(xiàng)目績(jī)效和風(fēng)險(xiǎn)量化ETC完工時(shí)的估算EstimatetoCompletion到完成時(shí)的估算CPI成本績(jī)效指數(shù)CumulativeCPIdoesnotchangebymorethan10%onceaprojectisapproximately20%complete.TheCPIprovidesaquickstatisticalforecastoffinalprojectcosts.一但項(xiàng)目完成了大約20%時(shí),累積的CPI不能超過(guò)10%。CPI提供了一個(gè)最終項(xiàng)目成本的快速的統(tǒng)計(jì)預(yù)測(cè)。EV=PV[BCWP=BCWS]EVequalsPVwhentheprojectiscompleted.EV等于PV時(shí)項(xiàng)目完成。ADWorkQuantity(scopeoftheactivity)/Productionrate工作數(shù)量(活動(dòng)的范圍)/生產(chǎn)率Slope(crashcost-normalcost)/(crashtime-normaltime);if<0,asthetimerequiredforaproject/taskdecrease,thecostincrease(壓縮成本-正常成本)/(壓縮時(shí)間-正常時(shí)間);如果小于0。隨著項(xiàng)目/任務(wù)計(jì)劃時(shí)間的減少,成本上升。賺Docum征entat確ion大Cost材Manag丘ement懼Plan復(fù)–(f瘦romC華ostE禿stima隱ting)偉The送actio弓ntak道enby守the旗proje染
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