Vanhoucke Measuring Time

Improving Project Performance Using Earned Value Management
1. Auflage 2009
ISBN: 978-1-4419-1014-1
Verlag: Springer US
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, Band 136, 164 Seiten

Reihe: International Series in Operations Research & Management Science

Meant to complement rather than compete with the existing books on the subject, this book deals with the project performance and control phases of the project life cycle to present a detailed investigation of the project's time performance measurement methods and risk analysis techniques in order to evaluate existing and newly developed methods in terms of their abilities to improve the corrective actions decision-making process during project tracking. As readers apply what is learned from the book, EVM practices will become even more effective in project management and cost engineering. Individual chapters look at simulation studies in forecast accuracy; schedule adherence; time sensitivity; activity sensitivity; and using top-down or bottom-up project tracking. Vanhoucke also offers an actual real-life case study, a tutorial on the use of ProTrack software (newly developed based on his research) in EVM, and conclusions on the relative effectiveness for each technique presented.

Prof Dr Mario Vanhoucke is associate professor at Ghent University and Vlerick Leuven Gent Management School (Belgium). He teaches Project Management, Business Statistics and Applied Operations Research. He is program director of the Bachelors and Masters in Business Engineering and the advanced Master in Operations and Technology Management and is a partner of OR-AS. His main research interest lies in simulation and optimization models in project scheduling and scheduling in the health care sector. This November he was awarded the 2008 International Project Management Association Research Award for the research project upon which this proposed book is based -(http://www.ipma.ch/awards/resawards/Pages/winnersandhonours2008.aspx).  

Autoren/Hrsg.

Vanhoucke, Mario

Inhaltsverzeichnis

1;Preface;7
2;Introduction;12
3;Contents;15
4;List of Acronyms;18
5;List of Figures;22
6;List of Tables;25
7;Chapter 1 The EVM Fundamentals;27
7.1;1.1 Earned Value Management (EVM);28
7.1.1;1.1.1 The metrics;28
7.1.2;1.1.2 Performance measures;31
7.1.3;1.1.3 Forecasting formula;35
7.2;1.2 A fictitious project example;44
7.3;1.3 Conclusion;47
8;Chapter 2 Beyond the EVM Fundamentals;51
8.1;2.1 The p-factor concept for schedule adherence;52
8.1.1;2.1.1 Activity overlapping;55
8.1.2;2.1.2 EV/PV accrue deviation;55
8.1.3;2.1.3 Ahead or delays in activities;56
8.2;2.2 Rework due to lack of schedule adherence;56
8.3;2.3 Conclusion;60
9;Chapter 3 A Case Study;62
9.1;3.1 Project 1. Revamp check-in;65
9.2;3.2 Project 2. Link lines;68
9.3;3.3 Project 3. Transfer platform;68
9.4;3.4 Conclusion;72
10;Chapter 4 A Simulation Study;75
10.1;4.1 Test methodology;77
10.1.1;4.1.1 The project generation;78
10.1.2;4.1.2 Project data;86
10.2;4.2 Simulation 1: A forecast accuracy study;87
10.2.1;4.2.1 Simulation model;87
10.2.2;4.2.2 The forecast accuracy under 9 scenarios;91
10.2.3;4.2.3 The forecast accuracy and the completion stage of work;94
10.2.4;4.2.4 The influence of the network structure on the forecast accuracy;97
10.3;4.3 Simulation 2: A schedule adherence study;102
10.3.1;4.3.1 Simulation model;102
10.3.2;4.3.2 The p-factor evolution and topological structure;104
10.3.3;4.3.3 The p-factor and the duration forecasting accuracy;106
10.3.4;4.3.4 The effective forecasting accuracy;108
10.4;4.4 Conclusion;109
11;Chapter 5 Time Sensitivity;111
11.1;5.1 Introduction;111
11.2;5.2 Literature overview;112
11.2.1;5.2.1 Activity-based sensitivity measures;112
11.2.2;5.2.2 An illustrative example;115
11.2.3;5.2.3 A critical view on sensitivity measures;119
11.3;5.3 Simulation 3: An activity sensitivity study;121
11.3.1;5.3.1 Test design;122
11.3.2;5.3.2 Corrective actions;122
11.3.3;5.3.3 Action threshold = average sensitivity value;124
11.3.4;5.3.4 Action threshold = xth percentile sensitivity value;125
11.4;5.4 Conclusion;128
12;Chapter 6 Top-down or Bottom-up Project Tracking;130
12.1;6.1 Introduction;130
12.2;6.2 Project scheduling and monitoring;131
12.3;6.3 Simulation 4: A top-down/bottom-up tracking study;133
12.3.1;6.3.1 Simulation model;133
12.3.2;6.3.2 Effect of the project structure;136
12.3.3;6.3.3 Effect of time uncertainty;137
12.3.4;6.3.4 Effect of action threshold;139
12.4;6.4 Conclusion;141
13;Chapter 7 ProTrack: A Software Tutorial;143
13.1;7.1 Project scheduling with ProTrack;143
13.1.1;7.1.1 Precedence relations;144
13.1.2;7.1.2 Activity constraints;144
13.1.3;7.1.3 Earliest/Latest start schedule;147
13.1.4;7.1.4 Baseline schedule;149
13.2;7.2 Tracking progress with ProTrack;149
13.2.1;7.2.1 Earned value/earned schedule;151
13.2.2;7.2.2 Retained or overridden logic;153
13.2.3;7.2.3 Project reports;155
13.3;7.3 ProTrack engines;155
13.3.1;7.3.1 Project generation engine;156
13.3.2;7.3.2 Simulation engine;156
13.3.3;7.3.3 Time forecasting engine;158
13.4;7.4 Demo experiment;160
13.4.1;7.4.1 Determinants of forecast accuracy;161
13.4.2;7.4.2 ProTrack simulation experiment;165
13.5;7.5 Conclusion;168
14;Chapter 8 Conclusions;170
14.1;8.1 Forecast accuracy;171
14.2;8.2 Schedule adherence;172
14.3;8.3 Time sensitivity;173
14.4;8.4 Summary;174
15;References;177
16;Index;183