The results show that earned value project management method can make integrated management of logistics cost, and provide a basis for better grasping and controlling the project operating conditions.
研究表明，挣值管理方法能够对项目物流成本进行集成管理，它为管理者更好地掌握和控制项目运行状况提供了决策依据。
Methods for realizing project schedule control using the "earned value evaluation principle" were specially analyzed.
重点分析了运用“赢得值评估原理”实现工程项目进度控制的方法。
C. Crashing is only a viable alternative if earned value analysis indicates that the project is ahead of schedule and under budget.
如果挣值分析表明项目提前于进度计划，并且低于预算，则赶工是惟一一项可行的选项。
In our country, knowing and understanding earned value management begins with the cooperation with international engineering company of the 1990s.
在我国，对挣值管理的认识和了解开始于90年代与国际工程公司的合作。
As a management way in modern project management, the method of earned value analysis plays an important role in time management and cost management.
挣得值分析法作为现代项目管理的一种管理方法，在项目进度管理和费用管理中具有重要作用。
The paper analyses the work process of earned value management, whose review index and evaluation means are probed into.
本文分析了赢得值管理的工作流程，探讨了赢得值管理测评指标及测评方法。
The paper concludes that earned value method can be applied in the analysis of the total cost variance in land development and consolidation projects.
研究结论：挣值法可运用于土地开发整理工程成本偏差分析。
Mature ways like estimating workload and work cycle, principles of earned value and WBS are introduced into the frame, which make clear the operations in all links.
框架内使用了成熟的工作量估算、周期估算、赢得值原理、WBS原理等技术方法，明确了每个环节的操作步骤。
We propose a dynamic forecasting model based on the improved effective model of earned value management by the fuzzy comprehensive assessment and quantitative method.
在改良的挣值管理有效模型的基础之上，采用层次模糊综合评判和数量化分析方法提出了挣值管理动态预测模型。
This paper elaborated the comprehensive analysis and control progress on the cost by earned value management which means analyzing and controlling the budget and actual costs.
文章详细阐述了用挣值法进行费用、进度综合分析与控制，即对已完工作预算费用、计划工作预算费用和已完工作实际费用的分析与控制。
To solve this problem, earned value management is created, and it is a effective project management technique for monitoring cost and schedule and improving project performance.
针对这一问题，挣值管理便应运而生了，它是一种改善项目绩效、预警成本进度超支的有效项目管理技术。
This thesis introduced Function Point into the measurement of the work performed, and constructed the amendatory earned value method for software project based on Function Point.
本文提出将功能点方法引入到软件项目实际产出成果的度量，构筑了基于功能点方法的软件项目挣值分析方法。
In addition, the selected contractor will provide classroom and on-the-job training to program management personnel in the interpretation and use of earned value management data.
此外，被选定的承包商将为项目管理人员提供课堂和在职培训，介绍挣值管理数据的理论和应用。
Project earned value management is the most effective co-ordinate control methods of cost and schedule by far, but our research on the earned value management is still very limited.
项目挣值管理是迄今为止最有成效的一种进度与费用协调控制方法，然而我国对挣值管理的研究还很有限。
It corrects the deviation derived from traditional earned value method when forecasting the duration and cost, and it supplies more analysis information than traditional earned value method.
该方法能改进传统挣值法在预测工期、成本方面产生的偏差，并且与传统挣值方法相比，增加了更多的原因分析信息。
Present international conventional "earned value evaluation principle" as well as how to combine the earned value with project schedule control and cost control organically were also expounded.
阐述当前国际通用的赢得值评估原理，以及如何将赢得值与项目进度控制和费用控制有机地联系起来。
Project and portfolio financials, timelines and Earned value.
项目和项目组合的财务、时间线以及挣值(Earned Value)。
Abstract: The traditional Earned Value Method(EVM) is mostly used at the condition of BOQ.
传统挣值法主要适用于工程量清单合同条件下施工单位项目管理活动。
This Planned Value is automatically credited as the Earned Value at the end of the measurement period.
在测定阶段结束时，这些计划值就自动变成赢得值了。
Also presents five methods of schedule monitoring; especially the "s" curve and Earned Value analysis.
此外，对进度检测的五种方法进行了详细的讨论，如“S”曲线比较法、挣值分析法等。
The Earned Value Management is practical and has a wide prospect on weapon equipment development, but the limitation of the method is obvious.
指出了挣值管理方法是一种很有实际意义的项目管理方法，在武器装备研发项目中有着广阔的应用前景。
Finally, an engineering project application case is analyzed to illustrate the whole process of Earned Value management based on the reward and penalty system of time and the critical path.
最后，本文通过一个工程项目案例具体演示基于工期奖罚制度与关键路径的挣值管理的使用过程。
Agile Coaches and Consultants frequently warn their clients that traditional measures such as Earned Value, Hours Worked, Lines of Code, Code Coverage for Tests are not well suited to Agile Projects.
敏捷教练和咨询顾问们经常警告他们的客户：传统的度量指标，诸如收益价值、工作小时数、代码行数，以及代码测试覆盖率等都不能与敏捷项目很好地吻合。
Agile Coaches and Consultants frequently warn their clients that traditional measures such as Earned Value, Hours Worked, Lines of Code, Code Coverage for Tests are not well suited to Agile Projects.
敏捷教练和咨询顾问们经常警告他们的客户：传统的度量指标，诸如收益价值、工作小时数、代码行数，以及代码测试覆盖率等都不能与敏捷项目很好地吻合。
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