理查德·蔡斯：运作管理——供应链管理的视角（精要版第3版）Chap005.pptVIP

Earned Value Management (EVM) A technique for measuring project progress in an objective manner Has the ability to combine measurements of scope, schedule, and cost in a project Provides a method for evaluating the relative success of a project at a point in time Earned Value Management – Essential Features Earned Value Management Charts Budgeted costs (scheduled) and actual costs Costs of scheduled and performed work Budgeted cost (work performed) and actual costs Budgeted costs (scheduled and performed work) and actual costs Project Tracking without EVM A simple comparison of just costs versus budget does not tell the whole story Project appears to be over budget in weeks 1 – 4. Actual costs exceed budget. After week 5, the project appears to be under budget. Without a means of quantifying how much work has been accomplished, this is the only available information. Project Tracking with EVM With pre-defined methods of quantifying the quantity of work accomplished, EVM provides much more information. Project is ahead of schedule in weeks 1 – 5. After week 6, the project has fallen behind schedule. EVM provides information about performance according to the schedule. Project Tracking with EVM With pre-defined methods of quantifying the quantity of work accomplished, EVM provides much more information. Project is under budget in terms of actual work performed Project Tracking with EVM A combined view gives an overview of project performance in terms of the original plan. Example 5.1 At time “X”, Activity A is 100% complete (budgeted cost was $18K). At time “X”, Activity B is 80% complete (budgeted cost was $10K). At time “X”, Activity C is 70% complete (budgeted cost was $20K). 80% of this activity should be complete by now. At time “X”, Activity D is 0% complete (budgeted cost was $40K). 15% of this activity should be complete by now. Example 5.1 – Budgeted Cost of Work Scheduled (BCWS) Activity A – 100% of $18K = $18K Activity B – 100% of $10K = $10K Activity C