Rarely an organization has unlimited resources to go after all available opportunities. In most cases, they have limited resources and they have to select the best option.
In project management, organizations have many techniques for project selection. They make a decision as the stakes can be high and wrong ones are costly.
假设您的组织有许多建议,但由于资源限制,他们无法承担所有建议。因此,他们将选择一个风险最小的项目,并可以为他们提供最大利润。通常,认识也是一个因素。
作为项目经理,您可能在项目选择过程中没有任何角色,但是您应该知道为什么选择该项目以及如何适应组织的战略目标。
Project Selection Methods
您可以将这些技术分为两类:
- 益处测量方法
- Constrained Optimization Methods
但是,这些技术的复杂性各不相同,目标是相同的:为您的组织提供最大的利润和认可。每个组织都有一个定义的过程,可以帮助他们选择与其战略目标保持一致的项目。
Who Selects the Projects?
Upper management, the steering committee, the project management office (PMO), the project selection committee or any other equivalent group of stakeholders uses these methods and selects the project.
他们将使用各种标准,例如:
- Whether they have the technical expertise to complete it
- 如果他们有所需的资源b0b体育app
- If it will help them achieve their objectives
Now, we will discuss each type of project selection method.
益处测量方法
This is the most popular technique for project selection and is based on the present value of estimated cash inflow and outflow. Here, you calculate the cost and benefits of all projects and compare them.
以下是一些好处测量方法:
- Benefit/Cost Ratio
- Economic Value Added
- 评分模型
- Payback Period
- Net Present Value
- Discounted Cash Flow
- Internal Rate of Return
- Opportunity Cost
在讨论这些技术之前,对您了解折扣现金流非常重要。
Discounted Cash Flow
The value of money received today is greater than the money received in the future.
For example, the value of 10,000 USD after ten years will be far lower than the current value of 10,000 USD.
这种现象被称为折现现金流。
Therefore, consider Discounted Cash Flow while calculating the return on investment.
Now, let’s get back to benefits measurement methods.
福利成本比
Many experts call this technique the成本效益比.
It is the ratio between the present value of inflow (cost invested in the project) and the present value of outflow (value of return from the project). You will select the project with a higher Benefit-Cost Ratio (BCR).
Economic Value Added (EVA)
经济增值(EVA)是一个绩效指标,可计算组织的价值创造并定义资本回报率(ROC)。扣除所有税收和资本支出后,这是净利润。
If you have many projects, you will select the one with the higher EVA. Please note that EVA is expressed in dollar value, not a percentage.
This technique is also knowns as Economic Model.
评分模型
Here, the project selection committee will list a few relevant criteria and weigh them according to their importance. Then they will assign marks for these parameters for each project. Finally, they will add the marks and get the final score.
They will select the project with the highest score.
Payback Period
This is the time required to recover the cost invested in the project.
If other parameters are the same, you will select the project with the minimal payback period.
Net Present Value (NPV)
这是现金流入的当前价值与项目现金流出的当前价值之间的差异。
Net Present Value should always be positive, and the project with the highest NPV is the better option.
内部收益率(IRR)
This is the interest rate at which the Net Present Value becomes zero. In other words, it is the rate at which the present value of the outflow is equal to the present value of inflow.
You will select the project with the highest IRR if you have many to choose from.
Opportunity Cost
This is what you lose by choosing another project. You will choose the project with the lower opportunity cost if you have many options.
These are a few of the benefits measurement techniques used in the selection of projects.
Now we come to the constraints optimization methods.
Constraints Optimization Methods
This is also known as the Mathematical Model of project selection and is used for large projects requiring complex calculations.
The following are a few constraints optimization techniques:
- 线性规划
- Nonlinear Programming
- Integer Programming
- Dynamic Programming
这些主题的详细讨论不在PMP认证考试的范围之内。对于PMP考试,知道这些技术的名称就足够了。
Summary
项目选择是任何组织的最重要过程。正确的项目帮助组织发展业务并获得认可。但是,一个糟糕的人可能会阻碍进度并损害信誉。项目选择技术可帮助您以更好的投资回报率选择合适的项目。福利衡量方法足以让大多数组织能够做出决定。您将对大型和复杂项目使用约束优化方法。
Were you ever involved with the project selection process? If yes, please share your experiences in the comments section.
This is an important topic for the PMP exam. You may see a few questions on it.
先生,我可以在选择时找到任何实际问题吗?
Hello Moushik, I did not understand your question.
你好,amazing blog that I just stumbled upon 3 days before my exam! I am taking the PMP exam and been studying intensively for 2 weeks (and months on and off before that)
我只有一个关于机会成本的问题。我所做的一个模拟考试之一提出了机会成本的问题,同时从A(250k $),B(200k $)和C(150k $)中选择B项目。答案是250k $,我认为这是一组项目(A和C)的最高价值。你能确认吗?
WHERE CAN I FIND SOME SOLVED EXAMPLES FOR PRESENT VALUE, NET PRESENT VALUE, BENEFITS/COST RATIO, EARNED VALUE MANAGEMENT, INTERNAL RATE OF RETURN, PAYBACK PERIOD.
You can find them here:
//www.utahfilmbank.com/pmp-formula-guide/
感谢您的写作。请您能为我提供项目管理教科书的帮助,我可以拥有PDF
Please look for some online store; e.g. smashwords, amazon or B&N.
Thanx bro this nots very useful to me.
You are welcome Aakash.
Am preparing for the exam and you articles are like executive, insightful summaries for me! Thanks
You are welcome Solexmon.
哪种类型的组织结构是中型工程单元。
Organization structure is for an organization, not for a unit.
Is there an Excel template that you can share for Project scoring methodology / technique, which captures all these factors.
Sorry Rakesh, I don’t have it.
This is a very good site. I have been to many other sites and have found this one to be most helpful!
Thanks for all your help brother.
善良的问候,使它成为美好的一天。
Thanks Christopher for visiting and leaving your comment.
嗨,您能解释一下如何计算开发项目的EIRR/FIRR/NPV/BCR吗?认为,
the project term-2 years, Project cost -!00 M USD. Components-road construction-50 KM, Drainage-5 kms, bridge-250 meter, project contigency(manpower+utility+equipment)=2M USD.
问候
I doubt you will see these type of questions in the PMP exam.
出色的解释!!非常感谢法哈德先生。
You are welcome Gurender.
Thank you so much
欢迎您Motasem。
非常感谢您,这些信息确实对我的作业有所帮助,非常感谢,并非常感谢您,再次感谢您
感谢Kribz的评论。
非常感谢您在这里提供的帮助!我们正在计划在加利福尼亚进行测试,没有发现其他网站有用!
不客气,德文郡。
Why we chose lesser opportunity cost although we are giving it up and choose other cost.
Please explain with examples.
Thanks
您将选择为您提供高利润和认可的项目,并离开项目,从而使您的利润降低。
你好,
Can anyone tell me how to use linear programming to select project in capital budgeting? Please. Kindly email me in detail. Please
希望下面给出的文章会帮助您
http://ruby.fgcu.edu/courses/tharring/10183/m8_bob官网竞彩足球notes.htm
Brother you are doing a nice work
上帝祝福你
Thanks Akhtar.
thanks.your note really helped me. feel appreciated.the least I can do
You are welcome Guyo.
完全有帮助
感谢ASAD的访问和评论。
Nicely explained, easy to grasp the concepts, Thank you!
谢谢钱德斯。
Opportunity cost is not clear to me…can u pls explain? You mentioned lesser opportunity cost we will choose that project….how? can u pls clarify?
如果您选择一个项目A超过项目B。项目B的成本是机会成本
What is you have to choose between project A (100,000), project b(150,000) or project C(200,000)?
此信息不足。
Any above is fine.
This was really helpful and easy to understand,
thank you !
不客气,阿玛尔。
Thank you, this is very helpful
You are welcome Basem.
This is the very helpful notes for me very impressive and easy to understand and I am very thankful to the writer.
I am glad that you liked it Manahil.
谢谢,这很好地解释了。
Thanks Joana for your comment.
Your site is a great place to learn and refresh PMP concepts who aspire to pass the exam. Especially referring to your site during last week of exam preparation, it helps clear many doubts faced while reading PMBOK Guide. Anyone who wishes to pass the PMP exam should focus on PMBOK Guide and this site.
感谢您帮助许多有抱负的PMP!
Thanks Dinesh for visiting and leaving your comment.