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The Managerial Process The Managerial Process: Clifford F. Gray Eric W. Larson Clifford F. Gray Eric W. Larson
The Managerial Process The Managerial Process: Clifford F. Gray Eric W. Larson Clifford F. Gray Eric W. Larson
The Managerial Process The Managerial Process: Clifford F. Gray Eric W. Larson Clifford F. Gray Eric W. Larson
Chapter 13
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Control charts
Plot the difference in scheduled time on the critical path with the actual point on the critical path.
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FIGURE 13.1
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FIGURE 13.2
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Glossary of Terms
EV
The percent complete times its original budget. The percent of the original budget that has been earned by actual work completed. The older acronym for this value was BCWP budgeted cost of the work performed.
PV (Planned Value)
The time-phased baseline of the value of the work scheduled. An approved cost estimate of the resources scheduled in a timephased cumulative baseline (BCWSbudgeted cost of the work scheduled).
AC
The actual cost of the work completed. The sum of the costs incurred in accomplishing work. (ACWPactual cost of the work performed).
TABLE 13.1
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Glossary of Terms
CV
Cost variance is the difference between the earned value and the actual costs for the work completed to date where CV=EV-AC.
SV
Schedule variance (SV) is the difference between the earned value and the baseline line to date where SV=EV-PV.
BAC
Budgeted cost at completion. The total budgeted cost of the baseline or project cost accounts.
EAC
Estimated costs at completion. Includes costs to-date plus revised estimated costs for the work remaining.
TABLE 13.1
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Glossary of Terms
ETC
Estimate to complete.
VAC
Cost variance at completion (BAC-EACe), where EACe is derived by estimators in the field. Or, alternatively, cost variance at completion (BAC-EACf), where EACf is derived from a formula using actual and earned value costs. VAC indicates expected actual over-or underrun cost at completion.
TABLE 13.1
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3. Develop a time-phased budget using work packages included in an activity. Accumulate budgets (PV). 4. At the work package level, collect the actual costs for the work performed (AC). 5. Multiply percent complete times original budget (EV).` 6. Compute the schedule variance (EV-PV) and the cost variance (EV-AC).
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FIGURE 13.3
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FIGURE 13.4
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Cost/Schedule Graph
FIGURE 13.5
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FIGURE 13.6
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FIGURE 13.7
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FIGURE 13.8
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FIGURE 13.9
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TABLE 13.2
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FIGURE 13.10
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Digital Camera Project Tracking Gantt Chart Showing StatusThrough Period 7 Status
FIGURE 13.11
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FIGURE 13.12
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Interpretation of Indexes
TABLE 13.3
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Indexes Periods 17 1
FIGURE 13.13
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50/50 rule
Allows for 50% of the value of the work package budget to be earned when it is started and 50% to be earned when the package is completed.
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EACf
Uses actual costs-to-date plus an efficiency index to project final costs in large projects where the original budget is unreliable.
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FIGURE 13.14
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Key Terms
Baseline budget Cost performance index (CPI) Cost variance (CV) Earned value Schedule variance (SV) Time phasing Variance at completion (VAC) Estimate at completion (EAC)
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