《工程项目管理》控制.ppt

某分项工程在某控制期末得到的项目进展情况为：计划完成工程量3000m3，计划成本15元/m3，实际完成工程量2500m3，实际成本20元/m3。试用赢得值法（Earned Value Method）计算进度差异(SV)、费用差异(CV)、进度绩效指数 (SPI)、费用绩效指数(CPI)。分析该项目进展状况。 答案： BCWS=3000X15=45000元 BCWP=2500X15=37500元 ACWP=2500X20=50000元? SV=BCWP-BCWS=-7500元 SPI=BCWP/BCWS=0.83 CV= BCWP -ACWP =-12500元 CV= BCWP/ACWP =0.75 进度拖延，成本超支 工程项目实施控制Project Control Chapter 11 Project Control It is impossible at the onset of a new project to foresee all problems or to anticipate all changes that the project might need. Still, every effort is made throughout the project to regulate work, minimize changes to the plan, and guide the project toward pre-established performance, cost, and schedule objectives. 11.1 What is control Control is the process of monitoring activities to ensure that they are being accomplished as planned and of correcting any significant deviations. The control process In general, the process is achieved in three phases: (1) setting performance standards, (2) comparing these standards with actual performance, then (3) taking necessary corrective action. Planning and control are interrelated. Planning concentrates on setting goals and directions; control guides the work toward those goals. Planning allocates resources; control ensures effective, ongoing utilization of those resources. Planning anticipates problems; control corrects the problems. Planning motivates participants to achieve goals; control rewards achievement of goals. Types of Control Anticipates problems Feedforward Control Corrects problems after they occur Corrects problems as they happen Input Processes Output Concurrent Control Feedback Control 11.2 Information monitoring To enable timely and effective project control, the project must be systematically tracked and observed. This requires setting up a project monitoring function. The monitoring function is composed of two activities: data collection and information reporting. It is during the first phase of the control process—while performance sta