PMP考试中净值管理计算公式 集合
Abb. FormulaDescriptionPV
BCWSPlanned Value or
Budget Cost of Work Scheduled

计划产出

The authorized budget assigned to the scheduled work to be accomplished for a schedule activity or work breakdown structure component. Also referred to as the budgeted cost of work scheduled (BCWS).P472)

1> It includes the detailed authorized work, plus the budget for such authorized work, allocated by phase over the life of the project.(P213)

EV
BCWPEarned Value or
Budget Cost of Work Performed

• 估计产出
• 测量方法有：weighted milestones, fixed-formula, percent complete

  The value of work performed expressed in terms of the approved budget assigned to that work for a schedule activity or work breakdown structure component. Also referred to as the budgeted cost of work performed (BCWP).(P464)

  1> The EV being measured must be related to the PV baseline (PMB), and the EV measured cannot be greater than the authorized PV budget for a component. (P213)

  2> It is the authorized work that has been completed, plus the authorized budget for such completed work. (P213)

  3> Project managers monitor EV, both incrementally to determine current status and cumulatively to determine the long-term performance trends.(P213)

  ACActual cost

  实际花费

  Total costs actually incurred and recorded in accomplishing work performed during a given time period for a schedule activity or work breakdown structure component. Actual cost can sometimes be direct labor hours alone, direct costs alone, or all costs including indirect costs. Also referred to as the actual cost of work performed (ACWP). See also earned value management and earned value technique.(P457)

  1> It is the total cost incurred in accomplishing the work that the EV measured. (P213)

  BACBudget at completionWhat is the estimated value (budget) of the total job?CVCost variance
  • Negative (over budget) - bad
  • Positive (under budget) - good

    Are we under or over our budget?

    Cost variance (%) CPICost performance index
    • 成本绩效指数（CPI）是比较已完成工作的价值与实际成本的一种指标。
    • 它考核已完成工作的成本效率
    • We are getting $____ out of every $1 we put into the project.

      1> 1 indicates efficiency in utilizing the resources allocated to the project is good.

      2> 1 indicates efficiency in utilizing the resources allocated to the project is not good.

      How efficiently are we using our resources?

      SVSchedule variance
      • Negative (behind schedule) - bad
      • Positive (ahead schedule) - good

        Are we ahead or behind schedule?

        Schedule variance (%) SPISchedule performance index
        • 进度绩效指数（SPI）是比较项目已完成进度与计划进度的一种指标。
        • We are progressing at ____% of the rate originally planned.

          1> 1 indicates project team is very efficient in utilizing the time allocated to the project.

          2> 1 indicates project team is less efficient in utilizing the time allocated to the project.

          How efficiently are we using time?

          Remaining budgetRemaining budget
          • 当前剩余预算
          • 可以用EAC修正，如果修正被批准，就用EAC代替BACremaning workRemaining work当前剩余工作EACEstimate at completionThe expected total cost of a schedule activity, a work breakdown structure component, or the project when the defined scope of work will be completed. The EAC may be calculated based on performance to date or estimated by the project team based on other factors, in which case it is often referred to as the latest revised estimate. See also earned value technique and estimate to complete.(P465)
            • 使用实际剩余工作
            • 为了给剩余工作制定一份详细的、自下而上的ETC，项目人员就不得不停下手头的项目工作。
            • 通常都不会为估算ETC这项活动安排独立的预算，所以为估算出ETC，项目还会产生额外的成本。
              • 假设将按预算单价完成 ETC 工作。也就是按计划的预算完成，不考虑效率。
              • 如果目前的实际绩效不好，则只有在进行项目风险分析后，并取得有力证据，才能做出“未来绩效将会改进”的假设。
                • 假设以当前CPI完成ETC。也就是按当前成本效率
                • 成本效率可能好，也可能不好

                  

                  • CPI和SPI同时影响ETC工作
                  • 在这种预测中，需要计算一个由成本绩效指数与进度绩效指数综合决定的效率指标，并假设ETC 工作将按该效率指标完成
                  • 它假设项目截至目前的成本绩效不好，而且项目必须实现某个强制的进度要求。
                  • 如果项目进度对ETC有重要影响，这种方法最有效。
                  • 使用这种方法时，还可以根据项目经理的判断，分别给CPI 和SPI 赋予不同的权重，如80/20、50/50，或其他比率。TCPITo-Complete Performance IndexThe calculated projection of cost performance that must be achieved on the remaining work to meet a specified management goal, such as the budget at completion (BAC) or the estimate at completion (EAC).

                    It is the ratio of “remaining work” to the “funds remaining.”(P482)

                    How efficiently must we use our remaining resources?

                    When you still feel you can complete it with the allocated budget.

                    • 1 indicates utilization of the project team for the remainder of the project can be stringent. (bad)
                    • 1 indicates utilization of the project team for the remainder of the project should be lenient. (good)How efficiently must we use our remaining resources?

                      If you think you cannot attain within current BAC then the forecasted value will be considered for the funding part of it.

                      修正后的预算

                      VACVariance at completionWhat budget variance do we expect in the end of the work?
                      
                      Will we be under or over budget?ETCEstimate to complete-The expected cost needed to complete all the remaining work for a schedule activity, work breakdown structure component, or the project. See also earned value technique and estimate at completion.(P463)From now, how much more do we expect it to cost?

                      假设将按预算单价完成ETC工作。 按原定计划完成

                      所以用实际花费加上剩余工作

                      % spent% spent