1 / 15

Project Evaluation and Control

Project Evaluation and Control. Chapter 13. Setting a Goal. Taking Action and Recycling the Process. Measuring Progress. Comparing Actual with Planned. The Project Control Cycle. 60. 40. Cumulative Budgeted Cost. 20. Cumulative Actual Cost. 10. 15. 20. 25. 30. 35. 40. 45. 50.

fay-gamble
Download Presentation

Project Evaluation and Control

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Project Evaluation and Control Chapter 13

  2. Setting a Goal • Taking Action and Recycling the Process • Measuring Progress • Comparing Actual with Planned The Project Control Cycle

  3. 60 40 Cumulative Budgeted Cost 20 Cumulative Actual Cost 10 15 20 25 30 35 40 45 50 5 Elapsed Time (in weeks) The Project S-Curve Cumulative Cost ($ in thousands) $10,000 Negative Var

  4. Milestone Analysis Milestones are events or stages of the project that represent a significant accomplishment. • Milestones • show completion of important steps • signal the team and suppliers • can motivate the team • offer reevaluation points • help coordinate schedules • identify key review gates • delineate work packages

  5. Tracking Gantt Chart Project status is updated by linking task completion to the schedule baseline

  6. Cost Project S-Curves Cost Performance Schedule Cost Earned Value Performance Schedule Performance Schedule Tracking Control Charts Earned Value Management

  7. Earned Value Terms • Planned value (PV) • Earned value (EV) • Actual cost of work performed (AC) • Schedule performance index (SPI) • Cost performance index (CPI) • Budgeted cost at completion (BAC)

  8. Steps in Earned Value Management • Clearly define each activityincluding its resource needs and budget • Create usage schedulesfor activities and resources • Develop a time-phased budget(PV) • Total the actual costsof doing each task (AC) • Calculate both the budget variance (CV) and schedule variance (SV)

  9. AC Actual Overspend Cost PV EV Budget Slip Schedule Performed Schedule Earned Value Milestones

  10. Earned Value Example Value 8=80%(10) Earned Value 30=15+8+6+1 Planned Value 38=15+10+10+3 Cumulative 40=8+11+8+13

  11. Earned Value Example Schedule Variances Planned Value (PV) = 38 = 15+10+10+3 Earned Value (EV) = 30 = 15+8+6+1 Schedule Performance Index = .79 = 30/38 = EV/PV Estimated Time to Completion = (1/.79)x4=5 Cost Variances Actual Cost of Work Performed (AC) = 40 = 8+11+8+13 Cost Performance Index = .75 = 30/40 = EV/AC Estimated Cost to Completion = 50.7 = (1/.75)x38

  12. Completion Values in EVM Accurate and up-to-date information is critical in the use of EVM • 0/100 Rule • 50/50 Rule • Percentage Complete Rule

  13. Human Factors in Project Evaluation & Control • Optimistic progress reports • Level of detail • Process evaluation • Non-technical performance measurement

  14. Critical Success Factors in theProject Implementation Profile • Project mission • Top management support • Project plans & schedules • Client consultation • Personnel • Technical tasks • Client acceptance • Monitoring & feedback • Communication channels • Troubleshooting

More Related