項目經(jīng)理教程第九周

ProjectManagement

9.PerformanceManagementWeek9PerformancemanagementOnceyouhaveselectedaprojectOnceyouhaveselectedaprojectAndplanneditOnceyouhaveselectedaprojectAndplanneditAndhiredtheteamOnceyouhaveselectedaprojectAndplanneditAndhiredtheteamAndstartedtheworkOnceyouhaveselectedaprojectAndplanneditAndhiredtheteamAndstartedtheworkHowdoyoustayontrack?Howdoyouevenknowifyouareprogressingtoplan?Gray&Larson,2006,Ch13.WhatisaProjectMonitoringSystemExamplesofProgressReportsWhatistheProjectControlProcessandwhyisituseful?HowdoIMonitorTimePerformanceTheshortcomingsofmonitoringSystemsEarnedValueManagement–asilverbullet?IntegratedCost/ScheduleSystemProjectBaselinesWhatisaProjectMonitoringSystem?Itinvolvesdeterminingwhatdatatocollect,how,whenanwhowillcollectthedata;analysisofthedata;andreportingprogressMonitoringSystemGatherAnalyseReportYouneedtoknowwhatinformationisneededtosatisfyyouandyourstakeholders.ThinkabouttheInformationSystemStructureWhatdataarecollected?currentstatusofproject(scheduleandcost)remainingcosttocompeteprojectdatethatprojectwillbecompletepotentialproblemstobeaddressednowout-of-controlactivitiesrequiringinterventionCostand/orscheduleoverruns&theirreasonsForecastingoverrunsattimeofcompletionWhatdataarecollected?Collectingdataandanalysiswhowillcollectprojectdata?howwilldatabecollected?whenwillthedatabecollected?whowillcompileandanalyzethedata?whowillreceivethereports?howwillthereportsbetransmitted?whenwillthereportsbedistributed?Photobygermanium

WhatisaProjectMonitoringSystemExamplesofProgressReportsWhatistheProjectControlProcessandwhyisituseful?HowdoIMonitorTimePerformanceTheshortcomingsofmonitoringSystemsEarnedValueManagement–asilverbullet?IntegratedCost/ScheduleSystemProjectBaselinesProgressReportFormatProgresssincelastreportCurrentstatusofprojectScheduleCostScopeProblemsandissuessincelastreportActionsandresolutionofearlierproblemsNewvariancesandproblemsidentifiedCorrectiveactionplannedHowlongshouldaprojectstatusreportbe?1page<example>

://://Moreinfo/~profcomm/writing/samples/stat_samp_s1.htm

WhatisaProjectMonitoringSystemExamplesofProgressReportsWhatistheProjectControlProcessandwhyisituseful?HowdoIMonitorTimePerformanceTheshortcomingsofmonitoringSystemsEarnedValueManagement–asilverbullet?IntegratedCost/ScheduleSystemProjectBaselinesProjectControlProcessTheprocessofcomparingactualperformanceagainstplantoidentifydeviations,evaluatecoursesofaction,andtakeappropriatecorrectiveactionPensiero

ProjectControlStepsSetandbaselineaplanMeasuringprogressandperformanceComparingtheplantothefactsTakingActionWhatisaProjectMonitoringSystemExamplesofProgressReportsWhatistheProjectControlProcessandwhyisituseful?HowdoIMonitorTimePerformanceTheshortcomingsofmonitoringSystemsEarnedValueManagement–asilverbullet?IntegratedCost/ScheduleSystemProjectBaselinesMonitoringTimePerformanceMonitoringTimePerformanceToolsusedtocatchnegativevariancesfromplanandcommunicateprojectschedulestatus:MonitoringTimePerformanceToolsusedtocatchnegativevariancesfromplanandcommunicateprojectschedulestatus:TrackingandbaselineGanttchartsshowexpected,actual,andtrenddataforeventdurationperformanceFigure13.1BaselineGanttChart

(Gray&Larson,2006,p414)TimeAGanttChartMonitoringTimePerformanceToolsusedtocatchnegativevariancesfromplanandcommunicateprojectschedulestatus:TrackingandbaselineGanttchartsshowexpected,actual,andtrenddataforeventdurationperformanceControlchartsplotthedifferenceinscheduledtimeonthecriticalpathwiththeactualpointonthecriticalpathFigure13.2ProjectScheduleControlChart

(Gray&Larson,2006,p415)AControlChartWhatisaProjectMonitoringSystemExamplesofProgressReportsWhatistheProjectControlProcessandwhyisituseful?HowdoIMonitorTimePerformanceTheshortcomingsofmonitoringSystemsEarnedValueManagement–asilverbullet?IntegratedCost/ScheduleSystemProjectBaselinesMonitoringSystemsDisparitiesPicturebyPensieroTime-PhaseBaselinePlanPicturebyPensieroCorrectsthefailureofmostmonitoringsystemstoconnectaproject’sactualperformancetoitsscheduleandforecastbudgetPicturebyPensieroSystemsthatmeasureonlycostvariancesdonotidentifyresourceandprojectcostproblemsassociatedwithfallingbehindorprogressingaheadofschedulePicturebyPensiero

EarnedValueCost/ScheduleSystemAnintegratedprojectmanagementsystembasedontheearnedvalueconceptthatusesatime-phasedbudgetbaselinetocompareactualandplannedscheduleandcostsPicturebyairgap

WhatisaProjectMonitoringSystemExamplesofProgressReportsWhatistheProjectControlProcessandwhyisituseful?HowdoIMonitorTimePerformanceTheshortcomingsofmonitoringSystemsEarnedValueManagement–asilverbullet?IntegratedCost/ScheduleSystemProjectBaselinesEarnedValueManagementWhatisEarnedValueManagement(EVM)?WhatisEarnedValueManagement(EVM)?

Aprojectperformancemeasurementtechniquethatintegratesscope,time,andcostdata.WhatisEarnedValueManagement(EVM)?

Aprojectperformancemeasurementtechniquethatintegratesscope,time,andcostdata.Givenabaseline(originalplanplusapprovedchanges),youcandeterminehowwelltheprojectismeetingitsgoals.YoumustenteractualinformationperiodicallytouseEVM.WhatisEarnedValueManagement(EVM)?

Aprojectperformancemeasurementtechniquethatintegratesscope,time,andcostdata.Givenabaseline(originalplanplusapprovedchanges),youcandeterminehowwelltheprojectismeetingitsgoals.YoumustenteractualinformationperiodicallytouseEVM.TermstolearnPVACEVPlannedValueActualCostEarnedValueCVCostVarianceSVScheduleVarianceCPICostPerformanceIndicatorSPISchedulePerformanceIndicator(Alsocalledthebudget)ThisisthatportionoftheapprovedtotalcostestimateplannedtobespentonanactivityduringagivenperiodPVPlannedValueThetotalofdirectandindirectcostsincurredinfinishingworkonanactivityduringagivenperiodACActualCostAnestimateofthevalueofthephysicalworkactuallycompletedEVEarnedValueEarnedvalueminustheactualcost.ShowsthedifferencebetweentheestimatedcostofanactivityandtheactualcostofthatactivityTABLE13.1CVCostVarianceEarnedvalueminustheplannedvalue.ShowsthedifferencebetweentheschedulecompletionofanactivityandtheactualcompletionofthatactivityTABLE13.1SVScheduleVarianceTheratioofearnedvaluetoactualcostandcanbeusedtoestimatetheprojectedcostofcompletingtheproject.IftheCPIisequalto1or100%thentheplannedandactualcostsareequal,orthecostsareasbudgeted.IftheCPIislessthan1orlessthan100%,theprojectisoverbudget.IftheCPIisgreaterthan1ormorethan100%,theprojectisunderbudgetCPICostPerformanceIndicatorTheratioofearnedvaluetoplannedvalueandcanbeusedtoestimatetheprojectedtimetocompletetheproject.SimilartotheCPI,anSPIof1or100%meanstheprojectisonschedule.IftheSPIisgreaterthan1or100%thentheprojectisaheadofschedule.IftheSPIislessthan1or100%,theprojectisbehindscheduleSPISchedulePerformanceIndicatorTABLE13.1QuickEVMquizWhatcanwesayifCPI>1QuickEVMquizWhatcanwesayifCPI>1IftheCPIisgreaterthan1ormorethan100%,theprojectisunderbudgetQuickEVMquizWhatisEVminusAC?QuickEVMquizWhatisEVminusAC?EV–AC=SVEarnedValue(whatwasdone)MinusActualCost(whathasbeenpaid)=ScheduleVarianceScenarioExample“Purchasing&InstallingWebServer〞Duration1week,Budget$10,000.ScenarioExample“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.xlsScenarioExampleEarnedValueChartforProjectafter5-Months

MaxWidemanRulesforEarnedValueNumbersNegativenumbers

forcostandschedulevarianceindicate

problems

inthoseareasTheprojectiscostingmorethanplannedortakinglongerthanplannedCPIandSPI

lessthan100%

indicateproblemsTable13.3InterpretationofIndexes

(Gray&Larson,2006,p429)AnalternativeSource:://Week2lectureSo,whatdoyoudowhenyourplanchanges?TherearemethodsusedtoreviseestimatesoffutureprojectcostsEVMallowsexpertsinthefieldtochangeoriginalbaselinedurationsandcostsbecausenewinformationtellsthemtheoriginalestimatesarenotaccurateEVMusesactualcosts-to-dateplusanefficiencyindextoprojectfinalcostsinlargeprojectswheretheoriginalbudgetisunreliableWhatisaProjectMonitoringSystemExamplesofProgressReportsWhatistheProjectControlProcessandwhyisituseful?HowdoIMonitorTimePerformanceTheshortcomingsofmonitoringSystemsEarnedValueManagement–asilverbullet?IntegratedCost/ScheduleSystemProjectBaselinesDevelopinganIntegratedCost/ScheduleSystemComputeCalculateCollectScheduleResourceplanWBSBudgetPlanMonitorDefinetheworkusingaWBSScopeWorkpackagesDeliverablesOrganizationunitsResourcesBudgetsDevelopworkandresourceschedulesScheduleresourcetoactivitiesTime-phaseworkpackagesintoanetworkPhotobyshimonkeyDevelopatime-phasedbudgetusingworkpackagesincludedinanactivity.Accumulatebudgets(PV)Attheworkpackagelevel,collecttheactualcostsfortheworkperformed(AC)Multiplypercentcompletetimesoriginalbudget(EV)Computetheschedulevariance(EV-PV)andthecostvariance(EV-AC)Figure13.3ProjectManagementInformationSystemsOverview

(Gray&Larson,2006,p419)IntegratedCost/SchedulesWhatisaProjectMonitoringSystemExamplesofProgressReportsWhatistheProjectControlProcessandwhyisituseful?HowdoIMonitorTimePerformanceTheshortcomingsofmonitoringSystemsEarnedValueManagement–asilverbullet?IntegratedCost/ScheduleSystemProjectBaselinesProjectBaselinesWeek4lectureaBaselineisananchorpointformeasuringperformancePhotoby_RobertC_@flickraplannedcostandexpectedscheduleagainstwhichactualcostandschedulearemeasuredGoldbyКуртисПерри

abasisforcashflowsandawardingprogresspaymentsPhotobyquaziefoto@flickrasummationoftime-phasedbudgets(costaccountsassummedworkpackages)alongaprojecttimelinePicturebyNetworkOsaka@flickrWhatCostsAreIncludedinBaselines?LaborEquipmentMaterialsProjectdirectoverheadcosts(DOC)Figure13.14ScopeChangestoaBaseline

(Gray&Larson,2006,p436)What