Main control factors of project management

   The main control elements of project management are quality, schedule and cost. The goal of project management is to find the optimal solution of progress and cost under the premise of quality assurance, and to ensure the effective control of cost/schedule.　　The winning value analysis method is an effective method to measure and monitor the cost/schedule of the project: the application of modern scientific management method in the comprehensive cost/schedule control of hydropower project, and the use of advanced information technology means, will bring great effect to the project 1 introduction The business scope of modern engineering management is no longer limited to the generation of plan and schedule report, the project management staff is confronted with a series of unpredictable problems under the precondition of quality, cost and time limit, and the main control elements of project management are quality, schedule and cost.　　The goal of project management is to find the optimal solution of the progress and cost in the case of quality assurance. Cost, schedule control is the main goal of project management, the past situation is that they are separately managed, the lack of close links between each other, which brings a lot of problems. For example, when a project reaches a certain stage, the accumulative cost is equal to the cumulative planned budget cost, but the actual amount of physical work (progress) has not reached the planned amount. By the time the project budget has been exceeded and the remaining quantities are to be completed, more costs must be added to complete the project, and it is too late to plan the cost control of the project within the budget.　　This shows that the cumulative actual cost and the cumulative budget cost comparison can only explain one side, and does not reflect the project's cost control situation realistically. The link between engineering cost and schedule is very close. There is a direct relationship between cost expenditure, the speed of the progress of capital consumption, advance or lag. In general, cumulative cost expenditures are proportional to the project's progress. But simply observing the size of cost consumption does not make a completely accurate and effective estimate of the cost trend and progress status. Progress ahead/lag or cost overruns/savings can affect the size of the cost expenditure. Therefore, in order to effectively control the cost, the amount of money spent on the project must be continuously monitored and compared with the work progress.　　This paper introduces an index and method of comprehensive cost/schedule control. 2 Cost/Schedule Integrated control method The basic principle of engineering management and control is to make regular comparative analysis according to the pre-established engineering management plan and Control datum, and then adjust the corresponding project plan feedback to the implementation plan. Effectively carry out project cost/schedule control is to monitor the actual cost and progress of the situation, timely and regularly compared with the control benchmark, and in combination with other possible changes, timely take the necessary corrective action, revise or update the project plan, predict the completion of the project cost is beyond the budget, progress will be ahead or behind.　　This monitoring must be run through the entire process of the project. At some point in the process of the project, only monitoring the planned cost and actual cost consumption can not determine whether the investment is overrun or savings, because the cost of large consumption may be due to progress ahead, or because the cost is beyond the budget;Vice versa.　　Therefore, it is necessary to introduce cost/schedule comprehensive measures and control methods to effectively monitor the project cost/schedule status. Earned value (eamed value, also known as earned value or earnings) analytical method is a comprehensive measure of the progress of the project, the cost of the overall method, the basic element is to use the amount of money instead of the project to measure the progress of the project, it does not invest money in the number of song reflects the progress of the project,　　But it is a complete and effective monitoring index and method of the project, which is measured by the amount of money which has been converted into engineering achievement. The winning value method uses three basic values to represent the implementation status of the project, which predicts the possible completion time of the project and the possible costs at the time of completion, and three basic values are: Cumulative planned cost amount or planned investment BCWS (budgeted costs of work scheduled) The cumulative value of the investment or cost of the work that should be completed at a certain point in time. It is equal to the sum of the product of the planned project quantity and the budgeted unit price.　　This value is a yardstick or benchmark for measuring Ding Cheng progress and engineering costs. The accumulated value of the investment required to earn or complete the amount of the BCWP (budgeted cost of work Per formed) that has been completed at a certain point in time. It is equal to the sum of the product of the finished project quantity and the budgeted unit price.　　It reflects the actual progress and performance of the plant to meet the quality standards, reflecting the investment to the transformation of the project results. Actual Cost Amount ACWP (Actual costs of work performed) the total amount of the actual cost of a completed job at a certain point in time.　　It is equal to the sum of the product of the finished work quantity and the actual paid unit price (contract price). Through the comparison of three basic values, the actual progress of the project can be determined and measured clearly, it is advantageous to the project monitoring, but also can clearly reflect the process management and the level of engineering technology. With the win value method for cost/schedule control, the above three parameters must be monitored on a regular basis. That is, before the project starts, it must be budgeted and planned for how and when the funds are used throughout the duration of the project. After the project starts, supervise the actual cost and work performance to ensure that the cost and schedule are within the control range. The steps are as follows: (1) The project budget and plan must first develop the detailed project budget, divide the budget into each work package (sub-project), as far as possible decomposition to the detailed physical workload level, establishes the total budget cost plant TBC (total budgeted costs) for each work package. The second step in the project budget is to assign each TBC to the entire duration of each work package. The cost plan for each issue is determined by the schedule of sub-workloads for each work package. When the amount of work that is required to be completed for each working package is assigned to each interval of the duration, which can be defined as a reporting window for project management and control, you can determine how much budget is needed. This figure passes through to a certain period of the pastThe budgeted cost per period is cumulative, i.e. the cumulative planned budgeted cost of CBC (cumulative Bud geted costs) or BCWS. Where RB represents the budgeted unit price; QS represents the project volume; I represents a budget item; n represents the number of budget items; t represents the time period; J represents the current time period. CBC reflects the budgeted value of the project to be completed on schedule at a certain period.　　It will serve as a benchmark for project cost/schedule performance. (2) collection of actual costs during the execution of the project, each work package will be entrusted to the relevant contractor through the contract. Contract quantities and Price lists form commitments. Upon completion of the physical quantities of the corresponding work package, the contractor will pay the progress in accordance with the contract.　　In each period of the project to the cost of the summary, that is, the cumulative amount of completed works and the unit price of the product, the cumulative actual costs of CAC (cumulative AC tual cost,) or ACWS. (3) Calculate earned value (earned value) as mentioned earlier, monitoring only the two parameters above does not accurately estimate the status of the project, sometimes leading to erroneous conclusions and decisions. Winning values are important parameters that must be determined during the entire project.　　The cumulative earned value of CEV (cumulative earned value) or BCWP can be determined by accumulating the total quantity of the project and the budgeted unit price per period. (4) Cost/schedule performance using the above indicators, you can compare the cost/schedule performance and status of the project: CEV and CAC are actual values compared under the same schedule (same workload), which reflects the State and efficiency of project cost control, therefore, the index of measuring cost performance or the CPI of cost performance index ( Cost performance index,) can be determined by the following formula: CPI=CEV/CAC another measure of cost performance is the costs variance CV (costing vari-ance), which is the cumulative earned value and the cumulative actual cost, i.e. CV=CEV-CAC and CPI,　　This indicator shows the difference between the winning value and the actual cost, and the CV is expressed in currency.　　Similarly, CBC and CEV are comparisons of engineering quantities under the same price system (budgeted price), which comprehensively reflects the overall status of the project schedule in terms of monetary volume, so that the progress performance can be measured in the same way as described above.　　The above analysis can be done for the entire project, or for a separate work package. (5) Cost/schedule control the key to effective cost/schedule control is to often even analyze cost/schedule performance, early detection of cost/schedule variance and inefficiency, in order to be able to take corrective action before the situation becomes worse. • Cost/Schedule Integrated control includes the following: • Analyze costs/ Schedule performance to identify work packages that need corrective action, and decide what corrective action to take. • Revise the project plan, including the duration and cost estimates,Control measures. To do a good job of cost/schedule control, we should pay close attention to the trend of CPI or CV, when the CPI is less than 1 or gradually smaller, CV is negative and the absolute value is getting larger, it should be timely corrective measures should be developed and implemented. Attention should be focused on work packages or sub-projects that have a negative cost variance, to determine the priority of corrective action based on CPI or CV values, that is to say, the highest priority should be given to work packages or sub-projects with the largest CPI or negative CV.　　The same principles and methods can be used for overall progress control. 3 conclusion Winning value analysis is an effective method to measure and monitor project cost/Schedule synthetically.　　Through the timely monitoring and analysis of TBC, CBC,CAC, CEV and other indexes and parameters, we can accurately grasp the cost/schedule status and trend of the project, and then take corrective measures so that the project can be controlled in the reference range.　　The key to effective cost/schedule integrated control is to proactively tackle a cost/schedule variance and inefficiency, rather than hoping that as the project progresses, the sooner the problem is raised, the less impact and impact on the project will be. Of course, this is not to say that only observing the above indicators can fully grasp the status of the project.　　Especially for the progress control, the completion of the project quantity reflected in the comprehensive currency can only reflect the overall progress of the project, but not the progress control status on the key line, to further control the progress of the project, we must use the critical route method (CPM) to analyze and control the progress. The development of modern computer information technology provides the conditions for joint monitoring of cost/schedule. The implementation of joint cost/schedule management requires that the basic value data of the above parameters be obtained in the process of the project, and the network schedule and the project budget are organically combined using the juice computer information technology. In the comprehensive control of project cost/schedule, it is very necessary to apply modern scientific management method and adopt advanced information technology, which will bring great benefit to the project. From my IPad

Key control factors for project Management (RPM)