有效的项目管理--在传统项目管理中如何监控项目
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T h e p ro je c t is fa ilin g . In te rv e n tio n is re q u ire d .
Ch07: How to Monitor & Control a TPM Project
Cumulative Reports - Milestone Trend Charts
Earned Value – Cost Variance
Figure 07-07
Ch07: How to Monitor & Control a TPM Project
Earned Value – Schedule Variance
Figure 07-08
Ch07: How to Monitor & Control a TPM Project
Ch07: How to Monitor & Control a TPM Project
Earned Value – The Standard S-Curve
2/3 Time - 3/4 Progress
Progress
1/3 Time - 1/4 Progress
Time
Figure 07-06
How to Measure Earned Value
Figure 07-09
Ch07: How to Monitor & Control a TPM Project
Earned Value – The Full Story
Progress
PV AC
EV
Time
Schedule Variance Cost Variance
T h e p ro je c t is p ro g re s s in g a c c o rd in g to p la n .
T h e p ro je c t h a s a p ro b le m . A G e t W e ll p la n is in p la c e . T h e s itu a tio n w ill c o rre c t.
1.6 1.4 1.2 1.0 0.8 0.6 0.4
S
S C
S C
C S
S C
S C
Baidu Nhomakorabea
S C
S C
C
under budget ahead of schedule
over budget behind schedule
A measure of how close the project is to spending on the work performed to what was planned to have been spent.
CPI = EV/AC
INDEX VALUES < 1: over budget or behind schedule > 1: under budget or ahead of schedule
Schedule Performance Index (SPI)
A measure of how close the project is to performing work as it was actually scheduled.
SPI = EV/PV
Cost Performance Index (CPI)
Ch07: How to Monitor & Control a TPM Project
Summary of Chapter 7
➢ Using tools, templates, and processes to monitor & control a project
➢ Establishing your progress reporting system ➢ Applying graphical reporting tools ➢ Managing the Scope Bank ➢ Building and maintaining the Issues Log ➢ Managing project status meetings ➢ Defining a problem escalation ➢ Gaining approval to close the project
over budget behind schedule
1 2 3 45 6 78 9
Project Week
Figure 07-12
Ch07: How to Monitor & Control a TPM Project
Earned Value – Performance Indices Project: ALPHA
➢ 100 – 0 ➢ 0 – 100 ➢ 50 – 50 ➢ Proportion of tasks completed
Report date
Work in process
100 - 0
50
-
0 - 100 50
10 tasks complete
4 tasks not complete
10/14
Ch07: How to Monitor & Control a TPM Project
Figure 07-02
Ch07: How to Monitor & Control a TPM Project
Cumulative Reports - Milestone Trend Charts
Figure 07-03
Ch07: How to Monitor & Control a TPM Project
Ch07: How to Monitor & Control a TPM Project
Earned Value – Performance Indices Project: ALPHA
1.6 1.4 1.2 1.0 0.8 0.6 0.4
S S C SC C C C S CS
S
under budget ahead of schedule
Effective Project Management: Traditional, Agile, Extreme
Managing Complexity in the Face of Uncertainty
Ch07: How to Monitor & Control a TPM Project
Presented by (facilitator name)
analysis ➢ Project status meetings ➢ Problem escalation strategies
Ch07: How to Monitor & Control a TPM Project
How to Keep a Project on Schedule
➢ Hold daily team meetings ➢ Complete tasks ASAP ➢ Report problems ASAP ➢ Don’t fall victim to the “creeps” ➢ Don’t guess – ask questions ➢ Good enough is good enough ➢ Meet but do not exceed requirements ➢ Be open and honest with your teammates
Ch07: How to Monitor & Control a TPM Project
Characteristics of Effective Progress Reporting
➢ Timely, complete, accurate, and intuitive ➢ Isn’t burdensome and counterproductive ➢ Readily acceptable to senior management ➢ Readily acceptable to the project team ➢ An effective early warning system
Ch07: How to Monitor & Control a TPM Project
Gantt Chart Project Status Report
Figure 07-01
Ch07: How to Monitor & Control a TPM Project
Exception Report – Stoplight Reports
Figure 07-10
Ch07: How to Monitor & Control a TPM Project
Earned Value – PV, EV and AC curves
Figure 07-11
Ch07: How to Monitor & Control a TPM Project
Earned Value – Basic Performance Indices
Earned Value – The Curve to Avoid
Progress
About 30% of the work done
70% to 80% of the time gone by
Time
Ch07: How to Monitor & Control a TPM Project
How to Measure Percent of Value Earned
Ch07: How to Monitor & Control a TPM Project
Tools, Templates, & Processes Used to Monitor & Control
➢ Current period reports ➢ Cumulative reports ➢ Exception reports ➢ Stoplight reports ➢ Variance reports ➢ Gantt charts ➢ Burn charts ➢ Milestone trend charts ➢ Earned value analysis ➢ Integrated milestone trend charts and earned value
Ch07: How to Monitor & Control a TPM Project
Earned Value – The Aggressive Curve
Progress
No ramp up - no learning time
Time
Ch07: How to Monitor & Control a TPM Project
Ch07: How to Monitor & Control a TPM Project
Five Types of Project Status Reports
➢ Current period reports ➢ Cumulative reports ➢ Exception reports ➢ Stoplight reports ➢ Variance reports
Cumulative Reports - Milestone Trend Charts
Figure 07-04
Ch07: How to Monitor & Control a TPM Project
Cumulative Reports - Milestone Trend Charts
Figure 07-05
Ch07: How to Monitor & Control a TPM Project
How and What Information to Update
➢ Determine a set period of time and day of week ➢ Report actual work accomplished during this period ➢ Record historical and re-estimate remaining ➢ Report start and finish dates ➢ Record days of duration accomplished and remaining ➢ Report resource effort spent and remaining ➢ Report percent complete
Ch07: How to Monitor & Control a TPM Project
Cumulative Reports - Milestone Trend Charts
Earned Value – Cost Variance
Figure 07-07
Ch07: How to Monitor & Control a TPM Project
Earned Value – Schedule Variance
Figure 07-08
Ch07: How to Monitor & Control a TPM Project
Ch07: How to Monitor & Control a TPM Project
Earned Value – The Standard S-Curve
2/3 Time - 3/4 Progress
Progress
1/3 Time - 1/4 Progress
Time
Figure 07-06
How to Measure Earned Value
Figure 07-09
Ch07: How to Monitor & Control a TPM Project
Earned Value – The Full Story
Progress
PV AC
EV
Time
Schedule Variance Cost Variance
T h e p ro je c t is p ro g re s s in g a c c o rd in g to p la n .
T h e p ro je c t h a s a p ro b le m . A G e t W e ll p la n is in p la c e . T h e s itu a tio n w ill c o rre c t.
1.6 1.4 1.2 1.0 0.8 0.6 0.4
S
S C
S C
C S
S C
S C
Baidu Nhomakorabea
S C
S C
C
under budget ahead of schedule
over budget behind schedule
A measure of how close the project is to spending on the work performed to what was planned to have been spent.
CPI = EV/AC
INDEX VALUES < 1: over budget or behind schedule > 1: under budget or ahead of schedule
Schedule Performance Index (SPI)
A measure of how close the project is to performing work as it was actually scheduled.
SPI = EV/PV
Cost Performance Index (CPI)
Ch07: How to Monitor & Control a TPM Project
Summary of Chapter 7
➢ Using tools, templates, and processes to monitor & control a project
➢ Establishing your progress reporting system ➢ Applying graphical reporting tools ➢ Managing the Scope Bank ➢ Building and maintaining the Issues Log ➢ Managing project status meetings ➢ Defining a problem escalation ➢ Gaining approval to close the project
over budget behind schedule
1 2 3 45 6 78 9
Project Week
Figure 07-12
Ch07: How to Monitor & Control a TPM Project
Earned Value – Performance Indices Project: ALPHA
➢ 100 – 0 ➢ 0 – 100 ➢ 50 – 50 ➢ Proportion of tasks completed
Report date
Work in process
100 - 0
50
-
0 - 100 50
10 tasks complete
4 tasks not complete
10/14
Ch07: How to Monitor & Control a TPM Project
Figure 07-02
Ch07: How to Monitor & Control a TPM Project
Cumulative Reports - Milestone Trend Charts
Figure 07-03
Ch07: How to Monitor & Control a TPM Project
Ch07: How to Monitor & Control a TPM Project
Earned Value – Performance Indices Project: ALPHA
1.6 1.4 1.2 1.0 0.8 0.6 0.4
S S C SC C C C S CS
S
under budget ahead of schedule
Effective Project Management: Traditional, Agile, Extreme
Managing Complexity in the Face of Uncertainty
Ch07: How to Monitor & Control a TPM Project
Presented by (facilitator name)
analysis ➢ Project status meetings ➢ Problem escalation strategies
Ch07: How to Monitor & Control a TPM Project
How to Keep a Project on Schedule
➢ Hold daily team meetings ➢ Complete tasks ASAP ➢ Report problems ASAP ➢ Don’t fall victim to the “creeps” ➢ Don’t guess – ask questions ➢ Good enough is good enough ➢ Meet but do not exceed requirements ➢ Be open and honest with your teammates
Ch07: How to Monitor & Control a TPM Project
Characteristics of Effective Progress Reporting
➢ Timely, complete, accurate, and intuitive ➢ Isn’t burdensome and counterproductive ➢ Readily acceptable to senior management ➢ Readily acceptable to the project team ➢ An effective early warning system
Ch07: How to Monitor & Control a TPM Project
Gantt Chart Project Status Report
Figure 07-01
Ch07: How to Monitor & Control a TPM Project
Exception Report – Stoplight Reports
Figure 07-10
Ch07: How to Monitor & Control a TPM Project
Earned Value – PV, EV and AC curves
Figure 07-11
Ch07: How to Monitor & Control a TPM Project
Earned Value – Basic Performance Indices
Earned Value – The Curve to Avoid
Progress
About 30% of the work done
70% to 80% of the time gone by
Time
Ch07: How to Monitor & Control a TPM Project
How to Measure Percent of Value Earned
Ch07: How to Monitor & Control a TPM Project
Tools, Templates, & Processes Used to Monitor & Control
➢ Current period reports ➢ Cumulative reports ➢ Exception reports ➢ Stoplight reports ➢ Variance reports ➢ Gantt charts ➢ Burn charts ➢ Milestone trend charts ➢ Earned value analysis ➢ Integrated milestone trend charts and earned value
Ch07: How to Monitor & Control a TPM Project
Earned Value – The Aggressive Curve
Progress
No ramp up - no learning time
Time
Ch07: How to Monitor & Control a TPM Project
Ch07: How to Monitor & Control a TPM Project
Five Types of Project Status Reports
➢ Current period reports ➢ Cumulative reports ➢ Exception reports ➢ Stoplight reports ➢ Variance reports
Cumulative Reports - Milestone Trend Charts
Figure 07-04
Ch07: How to Monitor & Control a TPM Project
Cumulative Reports - Milestone Trend Charts
Figure 07-05
Ch07: How to Monitor & Control a TPM Project
How and What Information to Update
➢ Determine a set period of time and day of week ➢ Report actual work accomplished during this period ➢ Record historical and re-estimate remaining ➢ Report start and finish dates ➢ Record days of duration accomplished and remaining ➢ Report resource effort spent and remaining ➢ Report percent complete