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1、管理学院 School of Management,佟瑞 Edward Tong， MPM，MBA,2019/7/1,1,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 collect How, when, and who will collect th
2、e data How to analyze the data How to report current progress to management,135,Project Monitoring Information System,Information System Structure What data are collected? Current status of project (schedule and cost) Remaining cost to compete project Date that project will be complete Potential pro
3、blems 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 of project completion,136,Project Monitoring System (contd),Information System Structure (contd) Collecting data and analysis Who will collec
4、t 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 will the reports be transmitted? When will the reports be distributed?,137,Project Progress Report Format,Progress since last re
5、port Current status of project Schedule Cost Scope Cumulative trends Problems and issues since last report Actions and resolution of earlier problems New variances and problems identified Corrective action planned,138,The Project Control Process,Control The process of comparing actual performance ag
6、ainst plan to identify deviations, evaluate courses of action, and take appropriate corrective action. Project Control Steps Setting a baseline plan. Measuring progress and performance. Comparing plan against actual. Taking action. Tools Tracking and baseline Gantt charts Control charts,139,Baseline
7、 and Tracking Gantt Charts,FIGURE 13.1,1310,Project Schedule Control Chart,FIGURE 13.2,1311,Disparity Among Monitoring Systems,Time-Phase Baseline Plan Corrects the failure of most monitoring systems to connect a projects actual performance to its schedule and forecast budget. Systems that measure o
8、nly 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 management system based on the earned value concept that uses a time-phased budget baseline to compare actual
9、 and planned schedule and costs.,1312,Glossary of Terms,TABLE 13.1,1313,Developing an Integrated Cost/Schedule System,Define the work using a WBS. Scope Work packages Deliverables Organization units Resources Budgets Develop work and resource schedules. Schedule resources to activities Time-phase wo
10、rk packages into a network,Develop a time-phased budget using 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) a
11、nd the cost variance (EV-AC).,1314,Project Management Information System Overview,FIGURE 13.3,1315,Development 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
12、for cash flows and awarding progress payments. A summation of time-phased 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),Rul
13、es for Placing Costs in Baselines Costs are placed exactly as they are expected to be “earned” in order to track them to their 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.,1317,Methods of Vari
14、ance Analysis,Comparing Earned Value With the expected schedule value. With the actual costs. Assessing Status of a Project Required 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
15、 variances A positive variance indicates a desirable condition, while a negative variance suggests problems 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 p
16、oint in the project. Schedule Variance (SV) Presents an overall assessment in dollar terms of the progress 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
17、,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 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 incur
18、red each period until the activity is completed.,1322,Work Breakdown Structure with Cost Accounts,FIGURE 13.6,1323,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:
19、Periods 13,TABLE 13.2,1326,Digital Camera Prototype Status Reports: Periods 4 & 5,TABLE 13.2 (contd),1327,Digital Camera 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
20、StatusThrough Period 7,FIGURE 13.10,1330,Project Rollup End Period 7 ($000),FIGURE 13.11,1331,Indexes to Monitor Progress,Performance Indexes Cost Performance Index (CPI) Measures the cost efficiency of work accomplished to date. CPI = EV/AC Scheduling Performance Index (SPI) Measures scheduling eff
21、iciency 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/EAC,1332,Interpretation of Indexes,TABLE 13.3,1333,Indexes Periods 17,FIGURE 13.12,1334,Additional Earned Value Rul
22、es,Rules applied to short-duration activities and/or small-cost activities 0/100 percent rule Assumes 100 % of budget 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 w
23、hen the package is completed. Percent complete with weighted monitoring gates Uses subjective estimated percent complete in combination with hard, tangible monitoring points.,1335,Forecasting Final Project Cost,Methods used to revise estimates of future project costs: EACre Allows experts in the fie
24、ld to change original baseline durations and costs because new information tells them the original estimates are not accurate. EACf Uses actual costs-to-date plus an efficiency index to project final costs in large projects where the original budget is unreliable.,1336,Forecasting Model: EACf,The eq
25、uation for this forecasting model:,1337,Monthly Status Report,EXHIBIT 13.1,1338,Other Control Issues,Issues In Maintaining Control Of Projects,Scope Creep,Baseline Changes,Data Acquisition Costs and Problems,1339,Scope Changes to a Baseline,FIGURE 13.13,1340,Conference Center WiFi Project Communicat
26、ion Plan,FIGURE 13.14,1341,Key Terms,Baseline budget Control chart Cost performance index (CPI) Cost variance (CV) Earned value (EV) Estimated Cost at CompletionForecasted (EACf) Estimated Cost at CompletionRevised Estimates (EACre) Percent complete indexbudget costs (PCIB) Percent complete indexact
27、ual costs (PCIC) Schedule performance index (SPI) Schedule variance (SV) Scope creep To complete performance index (TCPI) Tracking Gantt chart Variance at completion (VAC),1.,A project monitoring system involves all of the following except: A. Determining what date to collect B. Determining how, whe
28、n, and who will collect the data C. Adjusting the data D. Analysis of the data E. Reporting current progress,2019/7/1,Edward TongCopyright reserved Jinan University,42,2.,Adequate project controls have the advantage(s) of: A. Holding people accountable B. Prevents small problems from getting large C
29、. Keeping focus D. Both A and B are correct E. A, B, and C are all correct,2019/7/1,Edward TongCopyright reserved Jinan University,43,3.,A typical project progress report would contain all of the following sections except: A. Progress since last report B. Problems and issues since last report C. Cur
30、rent status of project D. Corrective action planned E. All of these are typical sections,2019/7/1,Edward TongCopyright reserved Jinan University,44,4.,The first step in the project control process of the measurement and evaluation of project performance is to A. Set a baseline plan B. Determine the
31、project objectives C. Determine the project deliverables D. Analyze the project budget E. Review the project priority matrix,2019/7/1,Edward TongCopyright reserved Jinan University,45,5.,The second step in the project control process of the measurement and evaluation of project performance is to: A.
32、 Review the baseline plan with top management B. Analyze inputs to control system C. Compare plan against actual D. Measure progress and performance E. Review spending with team members,2019/7/1,Edward TongCopyright reserved Jinan University,46,6.,The third step in the project control process of the
33、 measurement and evaluation of project performance is to: A. Review the baseline plan with top management B. Analyze inputs to the control system C. Compare the plan against actual performance D. Measure both progress and performance E. Review spending with team members,2019/7/1,Edward TongCopyright
34、 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 action B. Prepare a report to top management C. Follow up on corrective action D. Measure progress and performance E. Review spending with
35、 team members,2019/7/1,Edward TongCopyright reserved Jinan University,48,8.,In monitoring project time (schedule) performance actual performance should be compared to: A. Budgets for the current year B. Top managements targets C. Project network schedule derived from the WBS/OBS D. Progress on simil
36、ar past projects E. Previous status reports,2019/7/1,Edward TongCopyright reserved Jinan University,49,9.,A typical tool used to communicate project status is a: A. Project network diagram B. Gantt Chart C. A PERT chart D. Both A and B are correct E. A, B, and C are all correct,2019/7/1,Edward TongC
37、opyright 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 chart B. Gantt chart C. PERT chart D. Network diagram E. Milestone chart,2019
38、/7/1,Edward TongCopyright reserved Jinan University,51,11.,An Earned Value System used to monitor project progress includes comparison of A. Actual costs versus budget B. Schedule progress versus plan C. Quality progress versus plan D. Both A and B are correct E. A, B, and C are all correct,2019/7/1
39、,Edward TongCopyright reserved Jinan University,52,12.,The earned value of a project is the: A. Project cost to date adjusted for project scope changes B. Total project cost to date C. Cost incurred minus the planned cost D. Percent of the original budget that has been earned by actual work E. None
40、of these are correct,2019/7/1,Edward TongCopyright reserved Jinan University,53,13.,The cost variance for a project is calculated by: A. EV-AC B. AC-SV C. PV-EV D. CU-EV E. EU-PV,2019/7/1,Edward TongCopyright reserved Jinan University,54,14.,The schedule variance for a project is calculated by: A. E
41、V-AC B. AC-SV C. PV-EV D. CU-EV E. EV-PV,2019/7/1,Edward TongCopyright reserved Jinan University,55,15.,Baseline project budgets are derived from: A. The organizations overall budget B. Time-phasing the work packages C. Top management directions D. Both A and C are correct E. A, B, and C are all cor
42、rect,2019/7/1,Edward TongCopyright reserved Jinan University,56,16.,Of the following costs, which are not included in baseline? A. Materials B. Equipment C. Labor D. A and C but not B E. All of these are usually included,2019/7/1,Edward TongCopyright reserved Jinan University,57,17.,The method most
43、frequently used in measuring project progress is the A. 0/100 percent rule B. 75/25 percent rule C. 50/50 percent rule D. 25/75 percent rule E. Percent complete rule,2019/7/1,Edward TongCopyright reserved Jinan University,58,18.,Generally the method for measuring accomplishments centers on comparing
44、 A. Earned value with the expected schedule value B. Earned value with the actual costs C. Actual costs with budgeted costs D. Both A and B are correct E. A, B, and C are all correct,2019/7/1,Edward TongCopyright reserved Jinan University,59,19.,Which of the following are required to assess the curr
45、ent status of a project using the earned-value cost/schedule system? A. BAC, EAC, and ETC B. VAC, EAC, and BAC C. CV, SU, and BAC D. PV, EV, and AC E. TCPI, EV, and PV,2019/7/1,Edward TongCopyright reserved Jinan University,60,20.,Which of the following methods of variance analysis is the best indic
46、ator of how far off the budget a project will be at completion? A. BAC B. EAC C. ETC D. VAC E. TCPI,2019/7/1,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/CV B. EV/PV C. EV/AC D. AC/SV E.
47、AC/CV,2019/7/1,Edward TongCopyright reserved Jinan University,62,22.,Which of the following methods will measure the scheduling efficiency of the work accomplished to date? A. SV/CV B. EV/PV C. EV/AC D. AC/SV E. AC/CV,2019/7/1,Edward TongCopyright reserved Jinan University,63,23.,An index value less
48、 than one indicates that the project is A. Under cost or behind schedule B. Over cost or ahead of schedule C. Under cost or ahead of schedule D. Over cost or behind schedule E. On cost or on schedule,2019/7/1,Edward TongCopyright reserved Jinan University,64,24.,Scope creep affects: A. The organizat
49、ion B. The project team C. The project suppliers D. Both A and B are correct E. A, B, and C are all correct,2019/7/1,Edward TongCopyright reserved Jinan University,65,25.,Small refinements that eventually build to be major changes are known as: A. Project erosion B. Scope creep C. Specification adjustments D. Specification refinements E. Continuous improvements,2019/7/1,Edward TongCopyright reserved Jinan University,66,26.,The percent complete index that looks at percent complete in