某項(xiàng)目的成本計(jì)劃和績(jī)效管理教材(編輯修改稿)
2025-03-18 14:25 本頁(yè)面
【文章內(nèi)容簡(jiǎn)介】 =1 – 費(fèi)用績(jī)效指數(shù) CPI=EV/AC=1 結(jié)果 ? 如果項(xiàng)目后期的費(fèi)用績(jī)效和進(jìn)度績(jī)效與前二個(gè)月差不多，在完工時(shí)的估算績(jī)效為： – 完工費(fèi)用估算 : EAC=(BACEV)/CPI+AC=()/+ =（萬(wàn)） – 完工總時(shí)間估算 : 計(jì)劃總工期 /進(jìn)度績(jī)效指數(shù) SPI =121/=（天） 結(jié)論 ? 項(xiàng)目進(jìn)度落后與計(jì)劃大約 15% ? 費(fèi)用也有 10%左右的超支 ? 如果后期不加強(qiáng)有效的管理和控制，項(xiàng)目失敗是不可避免的。 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 pleted。 ., 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), ., $1,500 worth of work was acplished but it cost $1,700 to do so. We have a $200 cost overrun (., 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 $ worth of work planned to be done. And, only 88 cents worth of work was actually done for each $ spent SPI = EV / PV = $ CPI = EV / AC = $ 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 = CV = $ 200。 CPI = ? 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 a bit low。 we’re getting only
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