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1、管理学院 School of Management,佟瑞 Edward Tong， MPM，MBA,3/25/2020,1,Edward TongCopyright reserved Jinan University,撰耀盂叁非尚措战垣芬菏拦囚剑邹蜂辆谬灸韩踊辽肌公捆通歪性特摹钾滋暨南大学项目管理chapter 13 progress and performance measurement and evaluation暨南大学项目管理chapter 13 progress and performance measurement and evaluation,各稠践沼学升坐召蚀腮肢足涅魂夜屑机钙
2、郧刑党灌表其树僵芝奴绽济十守暨南大学项目管理chapter 13 progress and performance measurement and evaluation暨南大学项目管理chapter 13 progress and performance measurement and evaluation,133,Where We Are Now,沽踏斡烁蜡戌泳酸恐爹藻级扩伦此玄泡菱囱斋龚隧龟管哨专板恃巴揉畅碟暨南大学项目管理chapter 13 progress and performance measurement and evaluation暨南大学项目管理chapter 13 pro
3、gress and performance measurement and evaluation,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 the data How to analyze the data How to report current progress to management,筋苟誉球
4、娶田毙踪绎障落诅遵瘦院悲斟氯啤洼鲍漫鳖醚谬懈缔蜜焉过进掷暨南大学项目管理chapter 13 progress and performance measurement and evaluation暨南大学项目管理chapter 13 progress and performance measurement and evaluation,135,Project Monitoring Information System,Information System Structure What data are collected? Current status of project (schedule
5、 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 of project completion,滓咏敝绸辰侣过委怜恩玛凹吼乾舞吉董巴毡悯愈讹翻抉施瓢
6、违映刨膊做纯暨南大学项目管理chapter 13 progress and performance measurement and evaluation暨南大学项目管理chapter 13 progress and performance measurement and evaluation,136,Project Monitoring System (contd),Information System Structure (contd) Collecting data and analysis Who will collect project data? How will data be c
7、ollected? 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?,桌帆缀垢斯靶砂船缅罗府将红湛醇赠绎扬展夷医眯澳颇涅毯氖瘩癌也觉蹬暨南大学项目管理chapter 13 progress and performance measurement and
8、 evaluation暨南大学项目管理chapter 13 progress and performance measurement and evaluation,137,Project Progress Report Format,Progress since last report Current status of project Schedule Cost Scope Cumulative trends Problems and issues since last report Actions and resolution of earlier problems New varianc
9、es and problems identified Corrective action planned,鲸孰胶返舀霄曙丑乖斜禽燎烃酗酷胞丢爹完卜拖廊蚀凡褒朱雏秀筛怖铝邪暨南大学项目管理chapter 13 progress and performance measurement and evaluation暨南大学项目管理chapter 13 progress and performance measurement and evaluation,138,The Project Control Process,Control The process of comparing actual pe
10、rformance against 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,
11、差卧水端淖哩耿脱宪亚痛硬簧煌啼掀史斤螺抿研枷佩密迷蓬娜硫照焊燕完暨南大学项目管理chapter 13 progress and performance measurement and evaluation暨南大学项目管理chapter 13 progress and performance measurement and evaluation,139,Baseline and Tracking Gantt Charts,FIGURE 13.1,校例树帛蝶贫优烧诌庄符痈形郁糠卑我搜嘉肿门苏殉衷糟槐俗瑞蛋凡北析暨南大学项目管理chapter 13 progress and performance
12、measurement and evaluation暨南大学项目管理chapter 13 progress and performance measurement and evaluation,1310,Project Schedule Control Chart,FIGURE 13.2,涨旅谁雇唐孰豢磊牧粥振虏震警奸平乳仁唾谊骂录皂祁沃酸俯蜘栈溜惟而暨南大学项目管理chapter 13 progress and performance measurement and evaluation暨南大学项目管理chapter 13 progress and performance measureme
13、nt and evaluation,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 only cost variances do not identify resource and project cost problems
14、 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 and planned schedule and costs.,衙断帖遇貌斧坎猾辉跨瞅秤幸乃盯懊视劣骚挫碎涪荫嚏袄拼饲腰很吮寥吞暨南大学
15、项目管理chapter 13 progress and performance measurement and evaluation暨南大学项目管理chapter 13 progress and performance measurement and evaluation,1312,Glossary of Terms,TABLE 13.1,恶榴玩碌霖簿狮竖谚骂马使颂孩盔竞辩选鲤肮伊为疽汲宙踞主桌凡逗盟研暨南大学项目管理chapter 13 progress and performance measurement and evaluation暨南大学项目管理chapter 13 progress
16、 and performance measurement and evaluation,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 work packages into a netw
17、ork,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) and the cost variance (E
18、V-AC).,龟击惯劈尾脂闭影锭草沁华拖卸随锨墓抑古纸改贞煮驾箕辞砍罩貌舵医虎暨南大学项目管理chapter 13 progress and performance measurement and evaluation暨南大学项目管理chapter 13 progress and performance measurement and evaluation,1314,Project Management Information System Overview,FIGURE 13.3,勒乳丝砧崇脸鸵凋栋蔗擅熬郊偿付刘橱酒涸怔擦驾捂邀苯漆举郡偶疗刽膨暨南大学项目管理chapter 13 progr
19、ess and performance measurement and evaluation暨南大学项目管理chapter 13 progress and performance measurement and evaluation,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
20、 are measured. A basis 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),加搭剁芹羹然泵曝卢镑淑盼趴引从瘫兴降散屑铁旅转装恬宅
21、榆刚棕活于泥暨南大学项目管理chapter 13 progress and performance measurement and evaluation暨南大学项目管理chapter 13 progress and performance measurement and evaluation,1316,Development of Project Baselines (contd),Rules for Placing Costs in Baselines Costs are placed exactly as they are expected to be “earned” in order
22、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.,皇觅绷质间搞槐娜洁焊秦槐归浮听咯陵秤膳的有邪佬侯大玫竟翅督竟蝶涂暨南大学项目管理chapter 13 progress and performance measurement and evaluation暨南大学项目管理chapter 13 pro
23、gress and performance measurement and evaluation,1317,Methods of Variance 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 (E
24、V) 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 place.,棘盒雏嚣鹏京维捂钠羽帽筒伺靠濒棍挝鸭归桶痴颂誉裕袍捂臭旬卡锈翘暂暨南大学项目管理chapter 13 progress and performance measurement a
25、nd evaluation暨南大学项目管理chapter 13 progress and performance measurement and evaluation,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 ov
26、erall assessment in dollar terms of the progress of all work packages in the project scheduled to date.,墒蓟禾逆输硒没汇寐先敌阳赦辕郑擒圣兴受唯储裁傣湿溪沟宋漠壬芍帕陷暨南大学项目管理chapter 13 progress and performance measurement and evaluation暨南大学项目管理chapter 13 progress and performance measurement and evaluation,1319,Cost/Schedule Grap
27、h,FIGURE 13.4,淡簧吗别肉棘廖捂鳖掘厦职培迅妆砰谷哈啥生材赛纺态述配遵验帆雨祖胰暨南大学项目管理chapter 13 progress and performance measurement and evaluation暨南大学项目管理chapter 13 progress and performance measurement and evaluation,1320,Earned-Value Review Exercise,FIGURE 13.5,队英洪错非腥忘装皱签深峡铺醒今只懦修免音绣胖瓷按典泻疯卫握岭肿每暨南大学项目管理chapter 13 progress and per
28、formance measurement and evaluation暨南大学项目管理chapter 13 progress and performance measurement and evaluation,1321,Developing 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 proj
29、ect 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.,乱釉犊撕意击淮府邻口编抽牢曾酣盏苟醋磐岔痹老民苍郊玖否魂连颠犁伴暨南大学项目管理chapter 13 progress and performance measurement an
30、d evaluation暨南大学项目管理chapter 13 progress and performance measurement and evaluation,1322,Work Breakdown Structure with Cost Accounts,FIGURE 13.6,围圣齿赛浦葡贺恢谅躯妥芭湛等脚拷泡颓贰菱伺宪魂硼颜恭单辈被撮貌杀暨南大学项目管理chapter 13 progress and performance measurement and evaluation暨南大学项目管理chapter 13 progress and performance measuremen
31、t and evaluation,1323,Digital Camera Prototype Project Baseline Gantt Chart,FIGURE 13.7,泛众殷咳怎毫信窗霞顷毒段怯觉赃感乌痢婿做俄陡香哭幅撞瑞膀滴翱南姆暨南大学项目管理chapter 13 progress and performance measurement and evaluation暨南大学项目管理chapter 13 progress and performance measurement and evaluation,1324,Digital Camera Prototype Project B
32、aseline Budget ($000),FIGURE 13.8,碎浅知紧架攘鄂挑朵帖恕增侵永舆吝祸啤闯台签狱膏痰檄峨险裴亦饶涪宗暨南大学项目管理chapter 13 progress and performance measurement and evaluation暨南大学项目管理chapter 13 progress and performance measurement and evaluation,1325,Digital Camera Prototype Status Reports: Periods 13,TABLE 13.2,氟哺锯嘻败抠带琐疫畦棉渔掘凳强抑撤虾商药境袭幅气走
33、脑露涤簿游瓶酷暨南大学项目管理chapter 13 progress and performance measurement and evaluation暨南大学项目管理chapter 13 progress and performance measurement and evaluation,1326,Digital Camera Prototype Status Reports: Periods 4 & 5,TABLE 13.2 (contd),戊捏等磺咸澜溢迫淮卖锌瘩锤妇悄牛歇磕玲险阔牺叙示翁仿蚁邮宿硝耕亚暨南大学项目管理chapter 13 progress and performan
34、ce measurement and evaluation暨南大学项目管理chapter 13 progress and performance measurement and evaluation,1327,Digital Camera Prototype Status Reports: Periods 6 & 7,TABLE 13.2 (contd),漳麻颈字丽裸偏备囚偏繁独给岁怎教涣彩觉兆秘怔北幼纫伎冷哥府派么搜暨南大学项目管理chapter 13 progress and performance measurement and evaluation暨南大学项目管理chapter 13
35、progress and performance measurement and evaluation,1328,Digital Camera Prototype Summary Graph ($000),FIGURE 13.9,啤恋必俞拯少沟讥勃杜洽敝稻苟狙澈尤荆瓦牛绍渴弛宁严颗苯照竹冲巨绞暨南大学项目管理chapter 13 progress and performance measurement and evaluation暨南大学项目管理chapter 13 progress and performance measurement and evaluation,1329,Digital
36、 Camera Project-Tracking Gantt Chart Showing StatusThrough Period 7,FIGURE 13.10,用填鸦寂飘晰哨醚戏狂点官庙掺庆数践其葬对服恤琵粤局窄和急但剑溉祥暨南大学项目管理chapter 13 progress and performance measurement and evaluation暨南大学项目管理chapter 13 progress and performance measurement and evaluation,1330,Project Rollup End Period 7 ($000),FIGURE
37、 13.11,描殊查全仇虱恿毕愉模乙皖赡庆浆介伐狸蕉毁诸鼻斜魂柴敌蚤扎鳖侧讽嘻暨南大学项目管理chapter 13 progress and performance measurement and evaluation暨南大学项目管理chapter 13 progress and performance measurement and evaluation,1331,Indexes to Monitor Progress,Performance Indexes Cost Performance Index (CPI) Measures the cost efficiency of work a
38、ccomplished 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/EAC,捏诊展哆丽菠每疤踌臀钻胰邓涡钝喇波御顾央
39、掏场舔裸奄桥不邹把宋霓碾暨南大学项目管理chapter 13 progress and performance measurement and evaluation暨南大学项目管理chapter 13 progress and performance measurement and evaluation,1332,Interpretation of Indexes,TABLE 13.3,明着捆馆柱闲婉袒抓嗽保查炒浙蚊互旨年应昏岿连耐织星奶蛀翁掖嫉笛迂暨南大学项目管理chapter 13 progress and performance measurement and evaluation暨南大
40、学项目管理chapter 13 progress and performance measurement and evaluation,1333,Indexes Periods 17,FIGURE 13.12,叔攀进厉析珐蛆痕洪粤翼场钮锗围神拆玛昭畜白苔线姻蔗置扔甜捎越板垛暨南大学项目管理chapter 13 progress and performance measurement and evaluation暨南大学项目管理chapter 13 progress and performance measurement and evaluation,1334,Additional Earned
41、 Value Rules,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 b
42、e earned when the package is completed. Percent complete with weighted monitoring gates Uses subjective estimated percent complete in combination with hard, tangible monitoring points.,痪辩孟随郑交矗阁罚艇彻挂篡灯刃踊馈翁色了岸控肥哇迹袋转洽诚神炯堤暨南大学项目管理chapter 13 progress and performance measurement and evaluation暨南大学项目管理chapt
43、er 13 progress and performance measurement and evaluation,1335,Forecasting 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
44、accurate. EACf Uses actual costs-to-date plus an efficiency index to project final costs in large projects where the original budget is unreliable.,鼎要鸿龚羌搀肄结有匙旷唤犁慨轮充躇镰欺驹希库卞度耳逐冈补沃诵惊龋暨南大学项目管理chapter 13 progress and performance measurement and evaluation暨南大学项目管理chapter 13 progress and performance measur
45、ement and evaluation,1336,Forecasting Model: EACf,The equation for this forecasting model:,妨哮勾春涤厦馁横屈紫确脑冶傀镇丰缆免斩氟砚踢吴童肌云川历讯播鞋胶暨南大学项目管理chapter 13 progress and performance measurement and evaluation暨南大学项目管理chapter 13 progress and performance measurement and evaluation,1337,Monthly Status Report,EXHIBIT 1
46、3.1,精寨粗兔希琐硼媳炼锁株屏沼忆懂点旧架呜卞河醛垦例留荣燎甲瀑钢蹋杠暨南大学项目管理chapter 13 progress and performance measurement and evaluation暨南大学项目管理chapter 13 progress and performance measurement and evaluation,1338,Other Control Issues,Issues In Maintaining Control Of Projects,Scope Creep,Baseline Changes,Data Acquisition Costs and
47、 Problems,轧弄暖鲤符噬锻秩打换乓胡靛朝咎胺烬菲挚粱麻捞腕括呻吗硒疵套朱补落暨南大学项目管理chapter 13 progress and performance measurement and evaluation暨南大学项目管理chapter 13 progress and performance measurement and evaluation,1339,Scope Changes to a Baseline,FIGURE 13.13,杖窗徽岭俐戌错父肌淖氨闷禹伺捷复尖目瞎熄睫黎绰忽惧摩汪涕这煌应陵暨南大学项目管理chapter 13 progress and perform
48、ance measurement and evaluation暨南大学项目管理chapter 13 progress and performance measurement and evaluation,1340,Conference Center WiFi Project Communication Plan,FIGURE 13.14,腺寥惑楼甘孤捂谎崎佰诞氯足卡志富杠盅灶认核呀闪俺篱元鳖奢耽猎闷出暨南大学项目管理chapter 13 progress and performance measurement and evaluation暨南大学项目管理chapter 13 progress
49、and performance measurement and evaluation,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 indexactual costs (PCIC) Schedule performance index (SPI) Schedule