[工学]项目计划与控制.ppt

* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * ，，。 这是一份正式文件，是项目干系人之间共同确认和理解项目范围、以及作出关于该项目决策的依据性文件，在项目进行过程中可能需要再版（修改）以反映批准的项目范围变更。 * * * * * * * * * * 挣值方法的四个评价指标 进度执行指标(Schedule Performed Index-SPI)：SPI是指项目挣得值与计划值之比，即 SPI= BCWP／BCWS 当 SPI＞1表示进度提前 SPI＜1表示进度延误 SPI＝1表示实际进度等于计划进度 挣值方法的基本参数 挣得值管理系统(EVMS) 0 1000 2000 3000 4000 5000 6000 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun T/N Cost Variance Schedule Variance Projected Program Delay VAC EAC BAC(PMB) CBB MR ACWP BCWP BCWS ETC Schedule Slip Work schedule to be accomplished Budgeted Cost of Work Scheduled (BCWS) Performance Measurement Baseline 0 10000 20000 30000 40000 50000 60000 70000 80000 JANUARY FEBRUARY MARCH APRIL MAY JUNE JULY CURRENT BCWS BAC BCWS JANUARY 0 FEBRUARY 2500 MARCH 8000 APRIL 13000 MAY 42000 JUNE 62000 JULY 70700 Budgeted value of completed or in-process work Budgeted Cost of Work Performed (BCWP) Actual Cost of Work Performed (ACWP) Actual value of completed or in-process work SV Example BCWS = $42,000 BCWP = $38,000 ACWP = $48,000 SV = BCWP – BCWS = $38,000 – $42,000 = - $4,000 SV% = SV / BCWS = - $4000 / $42,000 = - 0.095 = - 9.5% Cost Variance Example BCWS = $42,000 BCWP = $38,000 ACWP = $48,000 CV = BCWP - ACWP = $38,000 – $48,000 = - $10,000 CV% = CV / BCWP = - $10,000 / $38,000 = - 26% CPI Example BCWS = $42,000 BCWP = $38,000 ACWP = $48,000 CPI = BCWP / ACWP = $38,000 / $48,000 = 0.79 $0.79 worth of work was actually done for each $1.00 spent SPI Example BCWS = $42,000 BCWP = $38,000 ACWP = $48,000 SPI = BCWP / BCWS = $38,000 / $42,000 = 0.90 $0.90 worth of work has been done for each $1.00 worth of work that was planned to be done EAC Example One methodology: EAC = BAC / CPI BAC = $80,000 CPI = 0.79 EAC = $80,000 / 0.79 = $101,265 Varian