ppt课件-earnedvalueanalysispresentation-parklandcollege.pptVIP

Sort of looks like the “planned” line doesn’t it? At this point, that’s all it is. We’re looking at how we expect to perform for the year. This is simply the actual cost to date. And here’s that dreaded actual vs. planned situation. Well the project is “somewhat” over cost. “Somewhat” could have a lot of different meanings. So far we’ve spent 56K when we should have spent 49K. OK, we’re 7K over budget, is that bad? Well, let’s find out how bad. The next factor is BCWP and this is the factor that rounds out EVA and makes it possible to capture the full picture of where the project stands. Note that this is the cost of the work performed and,it is the budgeted amount, not the actual amount. SO, we’re about half-way through the year now, and you can see that the Budgeted cost of Work Performed is less than the Budgeted Cost of Work Scheduled. What does this mean? It doesn’t mean that we’ve spent less than we planned. Your looking at the cost of what should have been done. The project is behind schedule. The significance of this situation becomes a lot clearer when you combine cost performance with schedule performance on one chart. And here’s the full picture. The project is over budget by a thousand dollars. We’ve only gotten 49 thousand dollars worth of work down. And what does that mean? - - - (we’re behind schedule.) So what does all this mean? Well, pay particular attention to the comparison of ACWP compared to BCWP. Oh Boy! Some derived metrics – you were all waiting for some of those, weren’t you? Cost Variance and Schedule Variance are simply arithmetic differences of where we are and where we should be. Simple arithmetic. We’ve accomplished $6,000 worth of output less than we should have And we’re $7,000 over budget We need some more derived metrics. Well, we know we’re behind schedule and over cost, and we know exactly much for each one, but so what? Well, now we can begin to integrate these two pieces of information and get an ov