chap013 4er1
TRANSCRIPT
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McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, All Rights Reserved
Progress and Performance Measurementand Evaluation
Chapter 13
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Project Monitoring System for Control
Information System Structure What data are collected?
o Current status of project (schedule and cost)
o Remaining cost to compete project
o Date that project will be complete
o Potential problems to be addressed now
o Out-of-control activities requiring intervention
o Cost and/or schedule overruns and the reasons for them
o Forecast of overruns at time of project completion
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13-3
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 variances and problems identified
Corrective Action Planned
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The Project Control ProcessControl
The process of comparing actual performance against plan to identify deviations, evaluate courses of action, and take appropriate corrective action
Project Control Steps1. Setting a baseline plan
2. Measuring progress and performance
3. Comparing plan against actual
4. Taking actions
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Monitoring Time Performance Tools Used to Catch Negative Variances
from Plan and Communicate Project Schedule Status:
Tracking and baseline Gantt charts
o Show expected, actual, and trend data for event duration performance
Control charts
o Plot the difference in scheduled time on the critical path with the actual point on the critical path
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Baseline and Tracking Gantt Charts
FIGURE 13.1
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Project Schedule Control Chart
FIGURE 13.2
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Disparity Among Monitoring Systems Time-Phase Baseline Plan
Corrects the failure of most monitoring systems to connect a project’s actual performance to its schedule and forecast budget
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
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13-9
Glossary of Terms EV
The percent complete times its original budget. The older acronym for this value was BCWP—budgeted cost of the work performed.
PV (Planned Value) The time-phased baseline of the value of the work
scheduled. (BCWS—budgeted cost of the work scheduled).
AC The actual cost of the work completed. (ACWP—actual
cost of the work performed).
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Glossary of Terms CV
Cost variance is the difference between the earned value and the actual costs for the work completed to date where CV=EV-AC.
SV Schedule variance (SV) is the difference between the earned
value and the baseline line to date where SV=EV-PV.
BAC Budgeted cost at completion. The total budgeted cost of the
baseline or project cost accounts.
EACre
Estimated costs at completion. Includes costs to-date plus revised estimated costs for the work remaining.
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Glossary of Terms ETC
Estimate to complete.
VAC Cost variance at completion (BAC-EACre), where
EACre is derived by estimators in the field.
Or, alternatively, cost variance at completion (BAC-EACf), where EACf is derived from a formula using
actual and earned value costs. VAC indicates expected actual over-or underrun cost
at completion.
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Developing an Integrated Cost/Schedule System
1. Define the work using a WBS.
a. Scope
b. Work packages
c. Deliverables
d. Organization units
e. Resources
f. Budgets
2. Develop work and resource schedules.
a. Schedule resources to activities
b. Time-phase work packages into a network
3. Develop a time-phased budget using work packages included in an activity. Accumulate budgets (PV).
4. At the work package level, collect the actual costs for the work performed (AC).
5. Multiply percent complete times original budget (EV).
6. Compute the schedule variance (EV-PV) and the cost variance (EV-AC).
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Baseline Data Relationships
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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 of all work packages in the project scheduled to date
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Cost/Schedule Graph
FIGURE 13.4
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Earned Value Review Exercise
FIGURE 13.5
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Digital Camera Prototype Project Baseline Gantt Chart
FIGURE 13.7
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Digital Camera Prototype Project Baseline
FIGURE 13.8
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Digital Camera Prototype Status Reports: Periods 1–3
TABLE 13.1
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Digital Camera Prototype Status Reports: Periods 4–6
TABLE 13.1 (CONT)
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Digital Camera Prototype Status Reports: Period 7
TABLE 13.1 (CONT)
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Digital Camera Prototype Summary Graph (000)
FIGURE 13.9
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Digital Camera Project Tracking Gantt Chart
Showing Status—Through Period 7
FIGURE 13.10
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Digital Camera Project Rollup at
End Period 7 (000)
FIGURE 13.11
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Indexes to Monitor Progress Performance Indexes
Cost Performance Index (CPI)o Measures the cost efficiency of work accomplished to date
o CPI = EV/AC
Scheduling Performance Index (SPI)o Measures scheduling efficiency
o SPI = EV/PV
Percent Complete Indexeso Indicates how much of the work accomplished represents of
the total budgeted (BAC) and actual (AC) dollars to date
o PCIB = EV/BAC
o PCIC = AC/EAC
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Interpretation of Indexes
TABLE 13.3
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Indexes Periods 1–7
FIGURE 13.12
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Additional Earned Value Rules Rules Applied to Short-Duration Activities
and/or Small-Cost Activities
0/100 percent rule
o Assumes 100 % of budget credit is earned at once and only when the work is completed
50/50 rule
o Allows 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
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Forecasting Final Project Cost Methods Used to Revise Estimates of
Future Project Costs:EACre
o Allows experts in the field to change original baseline durations and costs because new information tells them the original estimates are not accurate
EACf
o Uses actual costs-to-date plus an efficiency index to project final costs in large projects where the original budget is unreliable
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Forecasting Model: EACf
The equation for this forecasting model:
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To Complete Performance Index (TCPI)
BAC - EV
TCPI= BAC – AC
TCPI = the amount of value each remaining dollar in the budget must earn to stay within budget