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1、管理学院 School of Management,佟瑞 Edward Tong，MPM，MBA,2023/10/17,1,Edward TongCopyright reserved Jinan University,133,Where We Are Now,134,Structure of a Project Monitoring Information System,Creating a project monitoring system involves determining:What data to collectHow,when,and who will collect the d
2、ataHow to analyze the dataHow to report current progress to management,135,Project Monitoring Information System,Information System StructureWhat data are collected?Current status of project(schedule and cost)Remaining cost to compete projectDate that project will be completePotential problems to be
3、 addressed nowOut-of-control activities requiring interventionCost and/or schedule overruns and the reasons for themForecast of overruns at time of project completion,136,Project Monitoring System(contd),Information System Structure(contd)Collecting data and analysisWho will collect project data?How
4、 will data be collected?When will the data be collected?Who will compile and analyze the data?Reports and reportingWho will receive the reports?How will the reports be transmitted?When will the reports be distributed?,137,Project Progress Report Format,Progress since last reportCurrent status of pro
5、jectScheduleCostScopeCumulative trendsProblems and issues since last reportActions and resolution of earlier problemsNew variances and problems identifiedCorrective action planned,138,The Project Control Process,ControlThe process of comparing actual performance against plan to identify deviations,e
6、valuate courses of action,and take appropriate corrective action.Project Control StepsSetting a baseline plan.Measuring progress and performance.Comparing plan against actual.Taking action.ToolsTracking and baseline Gantt chartsControl charts,139,Baseline and Tracking Gantt Charts,FIGURE 13.1,1310,P
7、roject Schedule Control Chart,FIGURE 13.2,1311,Disparity Among Monitoring Systems,Time-Phase Baseline PlanCorrects the failure of most monitoring systems to connect a projects actual performance to its schedule and forecast budget.Systems that measure only cost variances do not identify resource and
8、 project cost problems associated with falling behind or progressing ahead of schedule.Earned Value Cost/Schedule SystemAn integrated project management system based on the earned value concept that uses a time-phased budget baseline to compare actual and planned schedule and costs.,1312,Glossary of
9、 Terms,TABLE 13.1,1313,Developing an Integrated Cost/Schedule System,Define the work using a WBS.ScopeWork packagesDeliverablesOrganization unitsResourcesBudgetsDevelop work and resource schedules.Schedule resources to activitiesTime-phase work packages into a network,Develop a time-phased budget us
10、ing work packages included 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).,1314,Project Management Information Sys
11、tem Overview,FIGURE 13.3,1315,Development of Project Baselines,Purposes of a Baseline(PV)An anchor point for measuring performanceA 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
12、budgets(cost accounts as summed work packages)along a project timeline.What Costs Are Included in Baselines?Labor,equipment,materials,project direct overhead costs(DOC),1316,Development of Project Baselines(contd),Rules for Placing Costs in BaselinesCosts are placed exactly as they are expected to b
13、e“earned”in order to track them to their point of origin.Percent Complete RuleCosts are periodically assigned to a baseline as units of work are completed over the duration of a work package.,1317,Methods of Variance Analysis,Comparing Earned ValueWith the expected schedule value.With the actual cos
14、ts.Assessing Status of a ProjectRequired data elementsData 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 variancesA positive variance indicates a desirable condition,while a negative variance suggests pr
15、oblems or changes that have taken place.,1318,Methods 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
16、 of all work packages in the project scheduled to date.,1319,Cost/Schedule Graph,FIGURE 13.4,1320,Earned-Value Review Exercise,FIGURE 13.5,1321,Developing A Status Report:A Hypothetical Example,AssumptionsEach cost account has only one work package,and each cost account will be represented as an act
17、ivity 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.,1322,Work Breakdown Structure with Cost Accounts,FIGURE 13.6,13
18、23,Digital Camera Prototype Project Baseline Gantt Chart,FIGURE 13.7,1324,Digital Camera Prototype Project Baseline Budget($000),FIGURE 13.8,1325,Digital Camera Prototype Status Reports:Periods 13,TABLE 13.2,1326,Digital Camera Prototype Status Reports:Periods 4&5,TABLE 13.2(contd),1327,Digital Came
19、ra Prototype Status Reports:Periods 6&7,TABLE 13.2(contd),1328,Digital Camera Prototype Summary Graph($000),FIGURE 13.9,1329,Digital Camera Project-Tracking Gantt Chart Showing StatusThrough Period 7,FIGURE 13.10,1330,Project Rollup End Period 7($000),FIGURE 13.11,1331,Indexes to Monitor Progress,Pe
20、rformance IndexesCost Performance Index(CPI)Measures the cost efficiency of work accomplished to date.CPI=EV/ACScheduling Performance Index(SPI)Measures scheduling efficiencySPI=EV/PVPercent Complete IndexesIndicates how much of the work accomplished represents of the total budgeted(BAC)and actual(A
21、C)dollars to date.PCIB=EV/BAC PCIC=AC/EAC,1332,Interpretation of Indexes,TABLE 13.3,1333,Indexes Periods 17,FIGURE 13.12,1334,Additional Earned Value Rules,Rules applied to short-duration activities and/or small-cost activities0/100 percent ruleAssumes 100%of budget credit is earned at once and only
22、 when the work is completed.50/50 ruleAllows 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 gatesUses subjective estimated percent complete in combination with hard,tangible mo
23、nitoring points.,1335,Forecasting Final Project Cost,Methods used to revise estimates of future project costs:EACreAllows experts in the field to change original baseline durations and costs because new information tells them the original estimates are not accurate.EACfUses actual costs-to-date plus
24、 an efficiency index to project final costs in large projects where the original budget is unreliable.,1336,Forecasting Model:EACf,The equation for this forecasting model:,1337,Monthly Status Report,EXHIBIT 13.1,1338,Other Control Issues,Issues In Maintaining Control Of Projects,Scope Creep,Baseline
25、 Changes,Data Acquisition Costs and Problems,1339,Scope Changes to a Baseline,FIGURE 13.13,1340,Conference Center WiFi ProjectCommunication Plan,FIGURE 13.14,1341,Key Terms,Baseline budgetControl chartCost performance index(CPI)Cost variance(CV)Earned value(EV)Estimated Cost at CompletionForecasted(
26、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),1.,A project moni
27、toring 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 progress,2023/10/17,Edward TongCopyright reserved Jinan University,42,2.,Adequate project controls ha
28、ve 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 correct,2023/10/17,Edward TongCopyright reserved Jinan University,43,3.,A typical project progress report would contain all of the following sect
29、ions except:A.Progress since last reportB.Problems and issues since last reportC.Current status of projectD.Corrective action plannedE.All of these are typical sections,2023/10/17,Edward TongCopyright reserved Jinan University,44,4.,The first step in the project control process of the measurement an
30、d evaluation of project performance is toA.Set a baseline planB.Determine the project objectivesC.Determine the project deliverablesD.Analyze the project budgetE.Review the project priority matrix,2023/10/17,Edward TongCopyright reserved Jinan University,45,5.,The second step in the project control
31、process 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 members,2023/10/17,Edward TongCopyright reserved Jinan Uni
32、versity,46,6.,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
33、spending with team members,2023/10/17,Edward TongCopyright reserved Jinan University,47,7.,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.Measur
34、e progress and performanceE.Review spending with team members,2023/10/17,Edward TongCopyright reserved Jinan University,48,8.,In monitoring project time(schedule)performance actual performance should be compared to:A.Budgets for the current yearB.Top managements targetsC.Project network schedule der
35、ived from the WBS/OBSD.Progress on similar past projectsE.Previous status reports,2023/10/17,Edward TongCopyright reserved Jinan University,49,9.,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 c
36、orrect,2023/10/17,Edward TongCopyright reserved Jinan University,50,10.,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.Mi
37、lestone chart,2023/10/17,Edward TongCopyright reserved Jinan University,51,11.,An Earned Value System used to monitor project progress includes comparison ofA.Actual costs versus budgetB.Schedule progress versus planC.Quality progress versus planD.Both A and B are correctE.A,B,and C are all correct,
38、2023/10/17,Edward TongCopyright reserved Jinan University,52,12.,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
39、of these are correct,2023/10/17,Edward TongCopyright reserved Jinan University,53,13.,The cost variance for a project is calculated by:A.EV-ACB.AC-SVC.PV-EVD.CU-EVE.EU-PV,2023/10/17,Edward TongCopyright reserved Jinan University,54,14.,The schedule variance for a project is calculated by:A.EV-ACB.AC
40、-SVC.PV-EVD.CU-EVE.EV-PV,2023/10/17,Edward TongCopyright reserved Jinan University,55,15.,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 correct,2023/10/17,Edward Ton
41、gCopyright reserved Jinan University,56,16.,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 included,2023/10/17,Edward TongCopyright reserved Jinan University,57,17.,The method most frequently used in measuring proj
42、ect progress is theA.0/100 percent ruleB.75/25 percent ruleC.50/50 percent ruleD.25/75 percent ruleE.Percent complete rule,2023/10/17,Edward TongCopyright reserved Jinan University,58,18.,Generally the method for measuring accomplishments centers on comparingA.Earned value with the expected schedule
43、 valueB.Earned value with the actual costsC.Actual costs with budgeted costsD.Both A and B are correctE.A,B,and C are all correct,2023/10/17,Edward TongCopyright reserved Jinan University,59,19.,Which of the following are required to assess the current status of a project using the earned-value cost
44、/schedule system?A.BAC,EAC,and ETCB.VAC,EAC,and BACC.CV,SU,and BACD.PV,EV,and ACE.TCPI,EV,and PV,2023/10/17,Edward TongCopyright reserved Jinan University,60,20.,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
45、.EACC.ETCD.VACE.TCPI,2023/10/17,Edward TongCopyright reserved Jinan University,61,21.,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/CV,2023/10/17,Edward TongCopyright reserved Jinan University,62,22.,Which of the fol
46、lowing methods will measure the scheduling efficiency of the work accomplished to date?A.SV/CVB.EV/PVC.EV/ACD.AC/SVE.AC/CV,2023/10/17,Edward TongCopyright reserved Jinan University,63,23.,An index value less than one indicates that the project isA.Under cost or behind scheduleB.Over cost or ahead of
47、 scheduleC.Under cost or ahead of scheduleD.Over cost or behind scheduleE.On cost or on schedule,2023/10/17,Edward TongCopyright reserved Jinan University,64,24.,Scope creep affects:A.The organizationB.The project teamC.The project suppliersD.Both A and B are correctE.A,B,and C are all correct,2023/
48、10/17,Edward TongCopyright reserved Jinan University,65,25.,Small refinements that eventually build to be major changes are known as:A.Project erosionB.Scope creepC.Specification adjustmentsD.Specification refinementsE.Continuous improvements,2023/10/17,Edward TongCopyright reserved Jinan University
49、,66,26.,The percent complete index that looks at percent complete in terms of budgeted amounts is calculated by which of the following?A.EV/BACB.(EV-PV)/BACC.AC/EACD.(EV-AC)/BACE.(EV-PV)/EAC,2023/10/17,Edward TongCopyright reserved Jinan University,67,27.,The percent complete index that looks at per
50、cent complete in terms of actual amounts is calculated by which of the following?A.EV/BACB.(EV-PV)/BACC.AC/EACD.(EV-AC)/BACE.(EV-PV)/EAC,2023/10/17,Edward TongCopyright reserved Jinan University,68,28.,Which of the following will calculate the estimated cost to complete the project?A.(VAC-EV)/(PV/AC
