Research Development
INSTRUCTOR’S RESOURCE MANUAL
CHAPTER THIRTEEN
Project Evaluation and Control
To Accompany
PROJECT MANAGEMENT:
Achieving Competitive Advantage
By
Jeffrey K. Pinto
CHAPTER 13
PROJECT PROFILE: Solar Power on the Rise
Introduction
13.1 CONTROL CYCLES – A GENERAL MODEL
13.2 MONITORING PROJECT PERFORMANCE Project S-Curves Milestone Analysis
Gantt Charts
13.3 EARNED VALUE MANAGEMENT Creating Project Baselines Why Bother with Earned Value? Terminology for Earned Value
Conducting an Earned Value Analysis
13.4 USING EARNED VALUE TO MANAGE A PORTFOLIO OF PROJECTS
PROJECT PROFILE: Earned Value at Northrop-Grumman
13.5 ISSUES IN THE EFFECTIVE USE OF EARNED VALUE ANALYSIS
13.6 HUMAN FACTORS IN PROJECT EVALUATION AND CONTROL
Critical Success Factor Definitions
Summary
Key Terms
Solved Problems
Discussion Questions
Problems
Case 13.1 – The IT Department at Kimble College
Case 13.2 – The Superconducting Supercollider
Internet Exercises
MSProject Exercises
PMP Certification Sample Questions
Bibliography
TRANSPARENCIES
13.1 A GENERAL MODEL OF THE PROJECT CONTROL CYCLE
The Project Control Cycle
13.2 – BUDGETED COSTS FOR SAMPLE PROJECT
Duration (in weeks)
5 10 15 20 25 30 35 40 45 Total
Design 6 2
Engineer 4 8 8 8
Install 4 20 6
Test 2 6 4 2
Total 6 6 8 12 28 8 6 4 2
Cumul. 6 12 20 32 60 68 74 78 80 80
13.3 PROJECT S-CURVE
Cumulative Cost
($ in thousands)
80
60
40
20
5 10 15 20 25 30 35 40 45 Elapsed Time (in weeks)
13.4 PROJECT S-CURVE SHOWING NEGATIVE VARIANCE
Cumulative Cost
($ in thousands)
80
60
$10,000 Negative Var. 40
20
5 10 15 20 25 30 35 40 45 Elapsed Time (in weeks)
Cumulative Budgeted Cost Cumulative Actual Cost
13.5 GANTT CHART WITH MILESTONES
CHAPTER THIRTEEN
Project Evaluation and Control
To Accompany
PROJECT MANAGEMENT:
Achieving Competitive Advantage
By
Jeffrey K. Pinto
CHAPTER 13
PROJECT PROFILE: Solar Power on the Rise
Introduction
13.1 CONTROL CYCLES – A GENERAL MODEL
13.2 MONITORING PROJECT PERFORMANCE Project S-Curves Milestone Analysis
Gantt Charts
13.3 EARNED VALUE MANAGEMENT Creating Project Baselines Why Bother with Earned Value? Terminology for Earned Value
Conducting an Earned Value Analysis
13.4 USING EARNED VALUE TO MANAGE A PORTFOLIO OF PROJECTS
PROJECT PROFILE: Earned Value at Northrop-Grumman
13.5 ISSUES IN THE EFFECTIVE USE OF EARNED VALUE ANALYSIS
13.6 HUMAN FACTORS IN PROJECT EVALUATION AND CONTROL
Critical Success Factor Definitions
Summary
Key Terms
Solved Problems
Discussion Questions
Problems
Case 13.1 – The IT Department at Kimble College
Case 13.2 – The Superconducting Supercollider
Internet Exercises
MSProject Exercises
PMP Certification Sample Questions
Bibliography
TRANSPARENCIES
13.1 A GENERAL MODEL OF THE PROJECT CONTROL CYCLE
The Project Control Cycle
13.2 – BUDGETED COSTS FOR SAMPLE PROJECT
Duration (in weeks)
5 10 15 20 25 30 35 40 45 Total
Design 6 2
Engineer 4 8 8 8
Install 4 20 6
Test 2 6 4 2
Total 6 6 8 12 28 8 6 4 2
Cumul. 6 12 20 32 60 68 74 78 80 80
13.3 PROJECT S-CURVE
Cumulative Cost
($ in thousands)
80
60
40
20
5 10 15 20 25 30 35 40 45 Elapsed Time (in weeks)
13.4 PROJECT S-CURVE SHOWING NEGATIVE VARIANCE
Cumulative Cost
($ in thousands)
80
60
$10,000 Negative Var. 40
20
5 10 15 20 25 30 35 40 45 Elapsed Time (in weeks)
Cumulative Budgeted Cost Cumulative Actual Cost
13.5 GANTT CHART WITH MILESTONES