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1、EarnedValueManagementTutorialModule1 IntroductiontoEarnedValueManagement Preparedby Module1 IntroductiontoEarnedValue WelcometoModule1 TheobjectiveofthismoduleistointroduceyoutoEarnedValueandlaytheblueprintforthesucceedingmodules Thismodulewillincludethefollowingtopics EarnedValueManagementdefinedTh
2、edifferencesbetweenTraditionalManagementandEarnedValueManagementwww ZQZL cn中国最大的资料库下载HowEarnedValueManagementfitsintoaProgramandProjectenvironmentTheframeworknecessaryforproperEarnedValueimplementation WhatisEarnedValueManagement EarnedValueManagement EVM isasystematicapproachtotheintegrationandmeas
3、urementofcost schedule andtechnical scope accomplishmentsonaprojectortask Itprovidesboththegovernmentandcontractorstheabilitytoexaminedetailedscheduleinformation criticalprogramandtechnicalmilestones andcostdata EarnedValueManagementisintendedtoprovidedatafromacontractor smanagementsystemtothegovern
4、mentinstandarddataelementsthat Relatetime phasedbudgetstocontracttasksIntegratecost schedule andtechnicalperformanceIndicateworkprogressobjectivelyArevalid timelyandauditableArefromtheinternalsystemthecontractorusestomanageAreatapracticallevelofsummarization WhyuseEarnedValueManagement ByusingEarned
5、ValueandimplementinganEarnedValueManagementSystem EVMS thefollowingquestionscanbeansweredobjectively Wherehavewebeen Wherearewenow Wherearewegoing WhyuseEarnedValue Forone itismandatedbysomekeyDOEdirectivesandguidancethatEarnedValuewillbeimplemented Thefollowingpageswilldiscussthese DOEguidanceforEa
6、rnedValue AmemorandumfromtheDeputySecretaryofEnergy datedSeptember19 2001 IintendtocontinuethedirectioncontainedinDOEOrder413 3 TheresponsibilitiescontainedintheOrderrequirethatyouknowwhatisgoingonwithyourprojectsandthatyouassistyourprogrammanagersandprojectmanagersinresolvingissuesandproblems Thequ
7、arterlyperformancereviews monthlystatusupdatesutilizingtheEarnedValueManagementSystemasametric andperiodicindependentreviewsareallsourcesforprojectinformationthatallowustheopportunitytointercedebeforeprojectsgetofftrack Nowlet slookattheDOEOrder413 3 DOEguidanceforEarnedValue CurrentDepartmentofEner
8、gypolicy DOEOrder413 3 ProgramandProjectManagementfortheAcquisitionofCapitalAssets statestherequirementsforcontractor sprojectmanagementsystem TheindustrystandardforprojectcontrolsystemsdescribedinAmericanNationalStandardsInstitute ANSI EIA 748 EarnedValueManagementSystems mustbeimplementedonallproj
9、ectswithatotalprojectcost TPC greaterthan 20Mforcontrolofprojectperformanceduringtheprojectexecutionphase Finally belowlet slookatsomeBestPracticeguidancecurrentlyintheDOE TheOfficeofFieldManagementhasissuedaseriesof33GoodPracticeGuides Thoughtheyarenotofficialguidance eachguidedescribesthegoodpract
10、icesusedthroughoutDOEandindustryforspecifictopicincludingEarnedValueManagement andprovidesexamplesofperformanceobjectives criteria andmeasures EarnedValueManagementHistory WiththeunderstandingofwhatEarnedValueisandwhyitused let stakeabrieflookatthehistoryofEarnedValue 1960s Earnedvalue basedperforma
11、ncemanagementbeganinthe60s basedinitiallyonDepartmentofDefense DOD Cost ScheduleControlSystemsCriteria C SCSC EarnedValuewasusedasanobjectivemeasureforprogress i e physicalaccomplishment1970s 80s TheDODcontinuedtheuseofEarnedValueinresponsetobearingcostandscheduleriskincost pluscontracting Contracto
12、rspushinghightech newlydevelopedweaponryMilitaryhavingcriticalscheduleneeds ArmsRace 1990s PolicymovedEarnedValueintoallFederalagenciesOMBCircular A 11 NASAPolicyDirective9501 3 DOD5000 2R andDOEOrder413 3tonameafew TraditionalManagementvs EarnedValueManagement TobetterunderstandEarnedValueManagemen
13、t let stakealookathowearnedvaluemanagementcompareswithtraditionalmanagement Thereisanimportantandfundamentaldifferencebetweenthedataavailableforanalysisinatraditionalmanagementenvironmentascomparedtoanenvironmentusingearnedvalue Followingpageswilldiscussandcontrastthedifferentbetweenthetwomanagement
14、approaches TraditionalManagement InTraditionalmanagement therearetwodatasources thebudget orplanned expendituresandtheactualexpenditures Thecomparisonofbudgetversusactualexpendituresmerelyindicateswhatwasplannedtobespentversuswhatwasactuallyspentatanygiventime Buthowmuchhasbeenproduced Asyoucansee w
15、iththisapproachthereinnowaytodeterminethephysicalamountofworkperformed Itdoesnotindicateanythingaboutwhathasactuallybeenproducedfortheamountofmoneyspentnorwhetheritisbeingproducedattherate oraccordingtotheschedule originallyplanned Inotherwords itdoesnotrelatethetruecostperformanceoftheproject Asthe
16、graphshows thiscomparisononlyrepresentstherelationshipofwhatwasbudgeted planned versuswhatwasactuallyspent EarnedValueManagement InEarnedValueManagement unlikeintraditionalmanagement therearethreedatasources thebudget orplanned valueofworkscheduledtheactualvalueofworkcompletedthe earnedvalue ofthephysicalworkcompletedEarnedValuetakesthesethreedatasourcesandisabletocomparethebudgetedvalueofworkscheduledandcompareittothe earnedvalueofphysicalworkcompleted andtheactualvalueofworkcompleted www ZQZL
