ProjectManagement知识点，例题（手打整理附例题）

Project Management 知识点，例题（手打整理附例题）。

1、 已完工作预算费用（BCWP） 2、 计划工作预算费用（BCWS） 3、 已完工作实际费用（ACWP）

1、费用偏差CV（Corst Variance）

CV=已完工作预算费用（BCWP）-已完工作实际费用（ACWP） 2、进度偏差SV（Schedule Variance）

SV=已完工作预算费用（BCWP）-计划工作预算费用（BCWS） 3、费用绩效指标CPI

CPI=已完工作预算费用（BCWP）/已完工作实际费用（ACWP BCWP = BAC * Actual % completion BAC=budgeted cost at completion

举例，如果一个工程任务一的预算是500元，完成了30%，那你的BCWP就是500乘以30%，等于150.

而BCWS是指你的预算是多少，和你完成的量无关，只和时间有关系。比如第二个任务分3天完成，每天完成100，从工程的第4天开始。设第5天BCWP完成20%，那么计算前5天的BCWP就是（100+100+100）*20%=60，BCWS就是100.

EG: Given a project planned to cost $12,000 but actual cost to date is $10,000 so far and the project is only 70% complete. Calculate the variances. Should the customer be happy?

Solution:

BCWS(PV)=12000$

BCWP(EV)=12000*70%=8400$ ACWP(AC)=10000$

Cost variance=EV-AC=-1600$ Schedule variance=EV-PV=-3600$ SPI= SPI=BCWP/BCWS=0.7

CPI=BCWP/ACWP=0.84

The project is not only fall behind schedule but also over budget. It will cost more time and more money. The customer may not be happy.

Project Risk

Material Shortage

A Bad Weather Condition Financial Problems Lack of skills

案例分析：

In the event of a four-week strike, how much of the $20M in profit would Ace lose? What will be the new completion date?

If the project proceeded without a strike, then it would be finished on March 22, 2005 according to the Gantt Chart above, which would be ahead of the deadline by 7 days. In this way the team could get a bonus of $700,000. Next we take a four-weeks-strike into consideration. There is little possibility the strike occurs at the beginning of the project. Therefore let us think about the phase that happened after Oct 30, 2004 like process 17, erect roof, and process 19, new seats, and process 22 exterior infrastructures improve, and process 23 punch list and demobilization. If the strike erupted at Process 17 then process 22 would be influenced totally. Under this circumstance, the project would delay at about 4 weeks. If the strike happened in the last process, the duration of that process was 3 weeks, then the influence would be no more than 3 weeks’ lose. In conclusion, the lose should be a range that contain all the possibilities. As mentioned in reference, the planning team should already considered the situation of strike, then the team should connect some subcontractors just in case. If the strike erupted, then the subcontractor took place to prevent or reduce loss. In this case, the loss would be much more low, which the loss might only be the budget paying to the subcontractors.

If without subcontractors, or the task subcontractors could not complete, especially in critical path, then the strike might last as long as 4 weeks after Oct 30,2004. Then the

project would procrastinate 13 days, which means a penalty of $250,000 per calendar day. And the amount of the total penalty was $250,000*13=$3,250,000. Then the lose interval is (0, 3,250,000). In most cases, the strike would not have the entire influence on the budget cause

the managers always took some actions to mitigate the loss of the strike. Therefore there would not have the entire loss of $3,250,000. In addition, the new completion date should be one day between March 22, 2005 and April 19,2005.