Using earned value: a project manager's guide
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Aldershot
Gower
2003
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XVI, 130 S. Ill., graph. Darst. |
| ISBN: | 056608533X |
Internformat
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| 245 | 1 | 0 | |a Using earned value |b a project manager's guide |
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| 650 | 4 | |a Coût - Contrôle | |
| 650 | 4 | |a Gestion de projets | |
| 650 | 4 | |a Rationalisation des choix budgétaires | |
| 650 | 4 | |a Cost control | |
| 650 | 4 | |a Program budgeting | |
| 650 | 4 | |a Project management | |
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Datensatz im Suchindex
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|---|---|
| adam_text | Contents
List of Figures vii
List of Tables ix
Foreword xi
Acknowledgement xiii
Preface xv
1. Earned Value What and Why 1
2. Origins and History 8
3. Terms and Methodology 18
4. Work Breakdown Structures 39
5. Plans and Budgets 50
6. Data Structures and Reporting Relationships 60
7. Managing With Earned Value Data 73
8. Software for Earned Value Methods 98
9. Implementing Earned Value Methods 109
Appendix 1: Terms Used Within Earned Value Methods 118
Appendix 2: Earned Value Management Systems Criteria 123
Appendix 3: Formulae Used for Earned Value Calculations 126
Index 128
List of Figures
1.1 Adding the value generated as time passes gives a greater insight into the
project than simply comparing the planned and actual values. The worth in
financial terms associated with the value generated is termed the earned value 2
1.2 The range of application of earned value principles as seen in the USA 5
1.3 Benefits associated with earned value methods as seen in a British survey 6
2.1 An example of an earned value progress report from Prestige PC dating from
1990 16
3.1 The relationship between the plan and the costs over time 19
3.2 Planned and actual expenditure for a project at the mid point of its life 20
3.3 Adding an assessment of progress gives further meaning to the project
position 21
3.4 The earned value is estimated from the actual achievement based on the
original costs 22
3.5 Earned value assessment for a project that is running ahead of schedule 23
3.6 Cost and schedule variances 24
3.7 Schedule slippage can be established from the earned value and the planned
S curve 25
3.8 The Cost and Schedule Performance Indices 26
3.9 Calculating the end conditions from the BCWS, BCWP, ACWP, CPI and SPI 27
3.10 The initial view of the project before work commences 28
3.11 The position of the project at the end of Month 3 29
3.12 Predicted position at project completion based on earned value measurements
and formulae 31
3.13 Assessing schedule performance from earned value cost measurements can be
improved if the time dimension is put back into the calculation 37
4.1 Top level work breakdown structure for a housebuilding project 41
4.2 Expanded work breakdown structure for a housebuilding project 42
4.3 Expanded work breakdown structure with allocation of work 43
4.4 Partial work breakdown structure 44
4.5 Alternative work breakdown structures 46
4.6 Hybrid work breakdown structure showing the different levels of interest
and how they are summarized upwards 47
4.7 Work breakdown structure used on the Concorde project 47
5.1 The project cycle of activities 51
5.2 Generating an initial plan for both activities and costs 53
5.3 Build up and allocation of contingency to various budgets as used on some
UK projects 56
5.4 Allocation of contingencies and budgets from DOD1 7000.2 57
viii Using Earned Value
6.1 Organization structure for C/SCSC reporting according to the US Department
of Defense in DODI 7000.2 61
6.2 Simple expansion of the Cost Accounts in the RAM can lead to a complex
relationship between the basic data structure and the project plan 62
6.3 Functional work breakdown structure based on a matrix 66
6.4 Basic task logic is derived from the work breakdown structure 69
6.5 Detailed task logic is derived from the basic logic by breaking down the
major tasks into minor tasks or activities 69
6.6 Satisfying both customer and company requirements may need a software
package that can handle multiple WBS codes 71
6.7 Organization and information relationships for earned value performance
measurement 71
7.1 Plotting the Cost and Schedule Variances against time can show a trend, if there
is one 79
7.2 Relationship between BCWS, BCWP, ACWP and the cost and schedule
performance indices 80
7.3 Alternative project positions indicated by the movement of the CPI and SPI 81
7.4 Cost and Schedule Performance Indices plotted against each other on
a quadrant diagram 81
7.5 The behaviour of the performance indices 83
7.6 Slip diagram techniques can be used to forecast the end conditions for both
time and cost by tracking variations in the EAC and the estimated completion
date at each reporting point 88
7.7 A project status report for a work package 90
7.8 The effect of front end loading can disguise a potential cost overrun during
the early part of the project 93
7.9 The rubber baseline continuous revisions to the budget timing can also
disguise a potential cost overrun 93
7.10 Options for revising the project cost baseline to reflect the current situation 95
8.1 The basic input screen for Cobra 102
8.2 Four different forecasting methods have been used to estimate the final cost
(EAC) of work package No. 1.0.01 1410 01 103
8.3 Cost Performance Report (CPR) generated by Cobra 104
8.4 Tracking of budget and actual costs over time in Cobra 105
8.5 Earned value report from Primavera Project Planner P3 107
List of Tables
3.1 Expenditure plan 29
3.2 Position at the end of Month 3 29
3.3 BCWP calculation at Month 3 30
3.4 Earned value calculations using the additional formulae 34
3.5 Example of the possible error in calculating the Estimated Time to
Completion (ETTC) 35
4.1 Chapter numbers for the main work blocks within the Concorde work
breakdown structure 48
|
| adam_txt |
Contents
List of Figures vii
List of Tables ix
Foreword xi
Acknowledgement xiii
Preface xv
1. Earned Value What and Why 1
2. Origins and History 8
3. Terms and Methodology 18
4. Work Breakdown Structures 39
5. Plans and Budgets 50
6. Data Structures and Reporting Relationships 60
7. Managing With Earned Value Data 73
8. Software for Earned Value Methods 98
9. Implementing Earned Value Methods 109
Appendix 1: Terms Used Within Earned Value Methods 118
Appendix 2: Earned Value Management Systems Criteria 123
Appendix 3: Formulae Used for Earned Value Calculations 126
Index 128
List of Figures
1.1 Adding the value generated as time passes gives a greater insight into the
project than simply comparing the planned and actual values. The worth in
financial terms associated with the value generated is termed the 'earned value' 2
1.2 The range of application of earned value principles as seen in the USA 5
1.3 Benefits associated with earned value methods as seen in a British survey 6
2.1 An example of an earned value progress report from Prestige PC dating from
1990 16
3.1 The relationship between the plan and the costs over time 19
3.2 Planned and actual expenditure for a project at the mid point of its life 20
3.3 Adding an assessment of progress gives further meaning to the project
position 21
3.4 The earned value is estimated from the actual achievement based on the
original costs 22
3.5 Earned value assessment for a project that is running ahead of schedule 23
3.6 Cost and schedule variances 24
3.7 Schedule slippage can be established from the earned value and the planned
S curve 25
3.8 The Cost and Schedule Performance Indices 26
3.9 Calculating the end conditions from the BCWS, BCWP, ACWP, CPI and SPI 27
3.10 The initial view of the project before work commences 28
3.11 The position of the project at the end of Month 3 29
3.12 Predicted position at project completion based on earned value measurements
and formulae 31
3.13 Assessing schedule performance from earned value cost measurements can be
improved if the time dimension is put back into the calculation 37
4.1 Top level work breakdown structure for a housebuilding project 41
4.2 Expanded work breakdown structure for a housebuilding project 42
4.3 Expanded work breakdown structure with allocation of work 43
4.4 Partial work breakdown structure 44
4.5 Alternative work breakdown structures 46
4.6 Hybrid work breakdown structure showing the different levels of interest
and how they are summarized upwards 47
4.7 Work breakdown structure used on the Concorde project 47
5.1 The project cycle of activities 51
5.2 Generating an initial plan for both activities and costs 53
5.3 Build up and allocation of contingency to various budgets as used on some
UK projects 56
5.4 Allocation of contingencies and budgets from DOD1 7000.2 57
viii Using Earned Value
6.1 Organization structure for C/SCSC reporting according to the US Department
of Defense in DODI 7000.2 61
6.2 Simple expansion of the Cost Accounts in the RAM can lead to a complex
relationship between the basic data structure and the project plan 62
6.3 Functional work breakdown structure based on a matrix 66
6.4 Basic task logic is derived from the work breakdown structure 69
6.5 Detailed task logic is derived from the basic logic by breaking down the
major tasks into minor tasks or activities 69
6.6 Satisfying both customer and company requirements may need a software
package that can handle multiple WBS codes 71
6.7 Organization and information relationships for earned value performance
measurement 71
7.1 Plotting the Cost and Schedule Variances against time can show a trend, if there
is one 79
7.2 Relationship between BCWS, BCWP, ACWP and the cost and schedule
performance indices 80
7.3 Alternative project positions indicated by the movement of the CPI and SPI 81
7.4 Cost and Schedule Performance Indices plotted against each other on
a quadrant diagram 81
7.5 The behaviour of the performance indices 83
7.6 Slip diagram techniques can be used to forecast the end conditions for both
time and cost by tracking variations in the EAC and the estimated completion
date at each reporting point 88
7.7 A project status report for a work package 90
7.8 The effect of front end loading can disguise a potential cost overrun during
the early part of the project 93
7.9 The 'rubber baseline' continuous revisions to the budget timing can also
disguise a potential cost overrun 93
7.10 Options for revising the project cost baseline to reflect the current situation 95
8.1 The basic input screen for Cobra 102
8.2 Four different forecasting methods have been used to estimate the final cost
(EAC) of work package No. 1.0.01 1410 01 103
8.3 Cost Performance Report (CPR) generated by Cobra 104
8.4 Tracking of budget and actual costs over time in Cobra 105
8.5 Earned value report from Primavera Project Planner P3 107
List of Tables
3.1 Expenditure plan 29
3.2 Position at the end of Month 3 29
3.3 BCWP calculation at Month 3 30
3.4 Earned value calculations using the additional formulae 34
3.5 Example of the possible error in calculating the Estimated Time to
Completion (ETTC) 35
4.1 Chapter numbers for the main work blocks within the Concorde work
breakdown structure 48 |
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| illustrated | Illustrated |
| index_date | 2024-07-02T16:10:10Z |
| indexdate | 2024-07-09T20:48:47Z |
| institution | BVB |
| isbn | 056608533X |
| language | English |
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| physical | XVI, 130 S. Ill., graph. Darst. |
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| spelling | Webb, Alan Verfasser (DE-588)136850324 aut Using earned value a project manager's guide Aldershot Gower 2003 XVI, 130 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Coût - Contrôle Gestion de projets Rationalisation des choix budgétaires Cost control Program budgeting Project management Projektmanagement (DE-588)4047441-0 gnd rswk-swf Budgetierung (DE-588)4214154-0 gnd rswk-swf Kostenkontrolle (DE-588)4032585-4 gnd rswk-swf Kostenkontrolle (DE-588)4032585-4 s DE-604 Projektmanagement (DE-588)4047441-0 s Budgetierung (DE-588)4214154-0 s HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015199751&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Webb, Alan Using earned value a project manager's guide Coût - Contrôle Gestion de projets Rationalisation des choix budgétaires Cost control Program budgeting Project management Projektmanagement (DE-588)4047441-0 gnd Budgetierung (DE-588)4214154-0 gnd Kostenkontrolle (DE-588)4032585-4 gnd |
| subject_GND | (DE-588)4047441-0 (DE-588)4214154-0 (DE-588)4032585-4 |
| title | Using earned value a project manager's guide |
| title_auth | Using earned value a project manager's guide |
| title_exact_search | Using earned value a project manager's guide |
| title_exact_search_txtP | Using earned value a project manager's guide |
| title_full | Using earned value a project manager's guide |
| title_fullStr | Using earned value a project manager's guide |
| title_full_unstemmed | Using earned value a project manager's guide |
| title_short | Using earned value |
| title_sort | using earned value a project manager s guide |
| title_sub | a project manager's guide |
| topic | Coût - Contrôle Gestion de projets Rationalisation des choix budgétaires Cost control Program budgeting Project management Projektmanagement (DE-588)4047441-0 gnd Budgetierung (DE-588)4214154-0 gnd Kostenkontrolle (DE-588)4032585-4 gnd |
| topic_facet | Coût - Contrôle Gestion de projets Rationalisation des choix budgétaires Cost control Program budgeting Project management Projektmanagement Budgetierung Kostenkontrolle |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015199751&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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