Administracin de Proyectos

Risk Management

Control Management

Ing. Pedro A. Nolasco G. M.C.

Project Management
Process

Concept

1 Development

Project Control Control Execution

Closeout

Control Cycles

1. Setting a Goal

4. Taking Action and

Recycling Process
2. Measuring the
Progress
2
Project Monitoring
3. Comparing Actual with
Planned

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Administracin de Proyectos

Project Baseline Project Baseline

Comprise all relevant project costs, the most important of

which are personnel costs, equipment and materials, and
project overhead, sometimes referred to as level of effort.

Activity Duration
Weeks 1 2 3 4 5 6 7 8 9
1. Work Breakdown Structure Days 5 10 15 20 25 30 35 40 45

2. Time-phased Budget Baseline Cost

Planned
Design $ 6,000 $ 2,000 $ 8,000

Planning
Engineering $ 4,000 $ 8,000 $ 8,000 $ 8,000 $ 28,000
Install $ 4,000 $ 20,000 $ 6,000 $ 30,000
Test $ 2,000 $ 6,000 $ 4,000 $ 2,000 $ 14,000

Total $ 6,000 $ 6,000 $ 8,000 $ 12,000 $ 28,000 $ 8,000 $ 6,000 $ 4,000 $ 2,000
Cum | Planned Value $ 6,000 $ 12,000 $ 20,000 $ 32,000 $ 60,000 $ 68,000 $ 74,000 $ 78,000 $ 80,000

Project S-Curve Project S-Curve

Function of the accumulated costs and labor hours or S Curve

quantities plotted against time for both budgeted and actual Cumulative Cost $90,000
Project Base Line

amounts. $80,000
Earned Value

$70,000 Actual Cost

$60,000

Cost $50,000

$40,000

$30,000

$20,000

$10,000

$-
1 2 3 4 5 6 7 8 9

Elapsed Time | Months

Performance Schedule

Project Milestone Project Gantt Track

Milestone is an event or stage of the project that represents a

significant accomplishment on the road to the projects
completion.

Cost
Signal Project Steps
Motivate the Team Cost

Reevaluate Client Needs Useful for performance at

Coordinate Schedules specific points in time. Allows the
Identify Gates
project team update the projects
Signal Team Members Performance Schedule
Delineate Deliverables status to the schedule baseline.
Performance Schedule

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Administracin de Proyectos

Project Earned Value Project Earned Value

Consider the impact of time, cost, and project performance PV Planned Value. A cost estimate of the budgeted resources scheduled across
the projects life cycle, the cumulative baseline.
on any analysis of current project status to make future
EV Earned Value. This is the real budgeted cost, or value, of the work that has
projections of project status based on its current state. actually been performed to date.
AC Actual Cost of Work Performed. The cumulative total costs incurred in
accomplishing the various project work packages.
Cost
SPI Schedule Performance Index. This value allows us to calculate the projected
schedule of the project to completion.
Define Structure
Schedule and Level EV
=
Define Budget
Cost to Date CPI Cost Performance Index. This value allows us to calculate the projected
Calculate Variance budget to completion.
Performance Schedule EV
=

BAC Budgeted Cost at Completion. This represents the total budget for a project.

Project Earned Value Project Earned Value

Project Execution Percentage Completion

AC
Actual

Activity Finished
Overspend
0/100 rule is the assigned a value of zero 0 until the
Cost
Budget
PV EV
point the activity is finished.

Slip
Activity Started
50/50 rule an activity that has been started
Scheduled Performed automatically receives a valuation of 50% completed.
Schedule

Percentage Complete
Compare the planned budget against the actual earned value The project manager and team members mutually
using the original project budget baseline, where the variance agree on a set of completion milestones.
is monitored in terms of money spent and performance.

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