Project Management Day 3 in the am 项目管理(PM) 审核.PPT

项 目 管 理 (PM) 审 核 收 益 分 析 收益分析是个绩效分析技术，它综合了范围、时间和成本数据 它给出了一个基线（原始的计划加上已核准的变化），你能决定项目怎样实现它的目标 应用收益分析，你必须周期性地输入实际信息 收益分析术语 计划预算成本是指在一定期间活动花费的认可的相应比例的成本的估计 实际成本是在一定的期间活动产生的总的直接和间接成本 实际预算成本，也叫收益价值，是用实际完成的工作乘以计划预算成本 收 益 分 析（EVA） Deriving EVA Metrics Weeks Elapsed = WE = ((actual task beginning) – (report date)) / 7 Weeks Performed = WP = .95 * WE * (SD)/(ED) (note: “D” is for duration) Where: SD = ((scheduled project beginning) - (scheduled completion)) / 7 ED = ((actual project beginning) - (expected completion)) / 7 Budgeted Cost of Work Scheduled = BCWS = BCF(0) + … BCF (WE) Where: BCF = Budgeted Cash Flow and ACF = Actual Cash Flow Budgeted Cost of Work Performed = BCWP = BCF(0) + … BCF (WP) Schedule Variance = BCWP - BCWS (note: 5% bias, + = good) Actual Cost of Work Performed = ACWP = ACF(0) + … ACF(report date) Spend Comparison = BCWS – ACWP (commonly reported) Cost Performance Index = BCWP / ACWP (1 is good) Schedule Performance Index = BCWP / BCWS (1 is good) 收益趋势分析 每周任务报告(通过工作分析结构) Expected Completion 200__.____.____ (95% confidence) Δ Actual Cost (in-house) ____ , _____ RMB (+ = expense) Δ Actual Cost (contracted) ____ , _____ RMB (+ = acceptance) Δ Actual Cost (purchases) ____ , _____ RMB (- = refund) Δ Quality Issues? ___ (if “N”, then quality is presumed excellent) Δ Contracting Issues? ___ (if “Y”, attach explanation) Δ Resource Issues? (Staff, Material, Equipment) ___ , ___ , ___ Δ Integration/Dependency Issues? ___ Δ Catastrophe Possibility? ___ Δ Other Issues? ___ (Scope, surprise, opportunity, infrastructure, …) Δ Notices (vacations, emergencies, changes, contact, …): ________ _____________________________________________ 每周项目概要 每周状态报告 微软报告能力 基本财务术语 生命周期成本核算是指一个项目的整个生命周期的成本 现金流分析是用来决定一个项目的预计年收益和成本 收益和成本可以是无形的或有形的，直接的或间接的，但是必须是量化的 滞留（沉入）成本是过去的花费，并且不能用作项目选择的标准 学习曲线理论 – 当许许多多物品重复生产时，单位成本将降低 储蓄 – 用作成本估计的钱