第9章项目成本计划与绩效.pptVIP

* 5 4 4 4 4 4 5 5 5 6 5 5 5 5 5 7 7 7 7 6 6 6 6 6 8 8 8 8 7 7 7 7 7 10 10 10 9 8 8 8 8 8 11 11 11 10 9 9 9 9 9 14 14 14 11 10 10 10 10 10 16 16 16 12 11 11 11 11 11 17 17 17 13 12 12 12 12 12 18 18 18 * * * * * * * * * * * * * * * * * * 14 13 13 13 13 13 19 19 19 16 14 14 14 14 14 20 20 20 17 15 15 15 15 15 21 21 21 18 16 16 16 16 16 22 22 22 结果 如果项目后期的费用绩效和进度绩效与前二个月差不多，在完工时的估算绩效为： 完工费用估算: EAC=(BAC-EV)/CPI+AC=(31-12.5)/0.9+13.9 =34.45（万） 完工总时间估算: 计划总工期/进度绩效指数SPI =121/0.86=140.7（天） 结论 项目进度落后与计划大约15% 费用也有10%左右的超支 如果后期不加强有效的管理和控制，项目失败是不可避免的。 CASE 1 PV = $ 1,860 EV = $ 1,860 AC = $ 1,860 This is the ideal situation, where everything goes according to plan. CASE 2 PV = $ 1,900 AC = $ 1,700 In this case, without Earned Value measurements, it appears we’re in good shape. Expenditures are less than planned. Spending Variance = - $ 200 CASE 2 PV = $ 1,900 EV = $ 1,500 AC = $ 1,700 But with EV measurements, we see...$400 worth of work is behind schedule in being completed; i.e., we are 21 percent behind where we planned to be. SV = EV – PV = - $ 400 SPI = SV / PV = - 21 % CASE 2 PV = $ 1,900 EV = $ 1,500 AC = $ 1,700 In addition, we can see... “Actuals” exceed “Value Earned” (EV), i.e., $1,500 worth of work was accomplished but it cost $1,700 to do so. We have a $200 cost overrun (i.e., 13% over budget) . CV = EV – AC = - $ 200 CV % = CV / EV x 100 = - 13 % CASE 2 PV = $ 1,900 EV = $ 1,500 AC = $ 1,700 This means only 79 cents worth of work was done for each $1.00 worth of work planned to be done. And, only 88 cents worth of work was actually done for each $1.00 spent SPI = EV / PV = $ 0.79 CPI = EV / AC = $ 0.88 CASE 2 PV = $ 1,900 EV = $ 1,500 AC = $ 1,700 This is the worst kind of scenario, where all performance indicators are negative. SV = - $ 400; SPI = 0.79 CV = - $ 200; CPI = 0.88 PV = $ 2,600 EV = $ 2,400 AC = $ 2,200 In this case there is bad news and good news. CASE 3 PV = $ 2,600 EV = $ 2,400 AC = $ 2,200 The bad news is that our work efficiency is