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نتیجه جستجو - Earned value

تعداد مقالات یافته شده: 6
ردیف عنوان نوع
1 Z-number based earned value management (ZEVM): A novel pragmatic contribution towards a possibilistic cost-duration assessment
مدیریت ارزش به دست آمده مبتنی بر عدد Z (ZEVM): سهم عملگرا جدید نسبت به ارزیابی هزینه تمام شده احتمالی-2020
The Earned value management (EVM) is one of the simplified analytical cost-duration assessment tools which assist project managers in monitoring the status of the project undertaken. The EVM has been elaborated by both deterministic and uncertain numbers such as fuzzy logic in the light of time. Even though cost-duration analysis is so sensitive and fluctuating in projects, the adopted approaches were unable to consider the conspicuous unreliability which is always involving the decision-making data. This problem impedes project managers to trust the foreseen inferences. To help in overcoming this critical deficiency, Z-numbers were proposed to take possibilities and reliabilities into account. Applying Z-numbers and possibilistic modeling in the EVM is a challenging topic which causes the accuracy of cost-duration tracing results to be significantly enhanced. This paper presents the application of z-numbers for modeling the earned value indicators and proves the superiority of the ZEVM against traditional fuzzy EVM. This work originally adds to the state-of-the-art literature on earned value management by presenting a proposal and applications of a new as Z-Earned Value Management (ZEVM). An illustrative case is resolved to magnify the capability of the proposed framework in dealing with higher levels of uncertainty associated with decision-making data.
Keywords: Earned value management | Fuzzy sets | Project evaluation | Uncertainty | Z-number
مقاله انگلیسی
2 The impact of a limited budget on the corrective action taking process
تأثیر بودجه محدود در فرآیند اقدامات اصلاحی-2020
The main goal of project control is to identify the deviations between the baseline schedule and the actual progress of the project by measuring the project performance in progress and using the project control methodologies to generate warning signals that act as triggers for corrective actions to bring the project back on track. To that purpose, tolerance limits are set on the required project performance, such that if the warning signals exceed these limits, they should result in appropriate corrective actions. In this paper, the Earned Value Management (EVM) control method and its extensions are used to test their abilities in taking corrective actions under a budget constraint. More precisely, four different approaches are proposed for allocating the limited budget along the different project phases, and whether a proper allocation of the budget results in an increase of the expected project outcome is measured. A large computational experiment is conducted on a set of artificial projects to assess the efficiency and effectiveness of the budget allocation models. Results show that simply allocating budget according to the time accrue of projects performs better than methods that take cost, time/cost or risk information into account. Moreover, results indicate that allocating a budget that increases in later stages of the project is beneficial for the outcome.
Keywords: Project management | Project control | Earned value management | Budget allocation | Simulation
مقاله انگلیسی
3 A model to control environmental performance of project execution process based on greenhouse gas emissions using earned value management
یک مدل برای کنترل عملکرد محیطی فرآیند اجرای پروژه برمبنای انتشار گاز گلخانه ای با استفاده از مدیریت ارزش درآمدی-2018
In response to recent climate change, which is believed to be attributed to the release of greenhouse gas (GHG) emissions, many countries are placing CO2 abatement programs such as carbon tax and cap-and-trade. Projects do have a significant share in GHGs and therefore their environmental performance, like their schedule and cost performance, should be monitored and controlled. Although many large projects would pass an environmental assessment in the project evaluation phase, the issue of environmental performance monitoring during the project execution phase has not been addressed in project management methodologies. The objective of this paper is to develop a model to estimate project GHG emissions, and to measure project GHG performance using the developed metrics, which can be used at any point in time over the life of a project. A comprehensive study is conducted to collect information on GHG emission factors of various project activity data (such as material use, energy and fuel consumption, transportation, etc.), and a user form interface is developed to calculate the total GHG of an activity. Also, a breakdown structure is proposed which supports managing all the project GHG accounts. The monitoring and control model is formulated based on the logic used in earned value management (EVM) methodology. The proposed model is then implemented to a work package of a real construction project. The results present the project initial GHG plan and show that the model is able to calculate project GHG variance by the reporting date and predict project final GHG based on a project GHG performance index. The method presented in this paper is general and can be applied to any type of projects in an organization that aims to reduce its carbon footprint. The same structure can be applied to monitor and control any other environmental impact associated with project execution process.
keywords: Greenhouse gas (GHG) emissions |Project control |Earned value management (EVM)
مقاله انگلیسی
4 Conditions of success for earned value analysis in projects
شرایط موفقیت برای تحلیل ارزش درآمدی در پروژه ها-2018
Earned Value Analysis (EVA) is a method that has gained traction in some business sectors to report project progress and help control performance. Yet the literature reports mixed results as to its effectiveness in helping deliver successful projects and, additionally, much of the previous studies on the topic is conceptual in nature focusing on the design of the EVA system. We therefore extend knowledge on EVA by analysing the impact of EVA on the levels of success of two projects that utilised the method. This is done through the prism of agency and organizational justice theories. A framework is proposed of EVA conditions of success, incorporating both design and operational aspects of the EVA system. The framework is used to develop testable propositions that can guide further research into the effects of EVA-based systems on the creation of agency-related characteristics in the project environment that are conducive to project success.
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مقاله انگلیسی
5 مدیریت پروژه ارزش کسب شده: بهبود توان پیش بینی ارزش برنامه ریزی شده
سال انتشار: 2016 - تعداد صفحات فایل pdf انگلیسی: 8 - تعداد صفحات فایل doc فارسی: 22
مدیریت پروژه ارزش کسب شده (EVPM) یک ابزار موثر برای مدیریت عملکرد پروژه می باشد. با این حال ، اکثر مطالعات صورت گرفته روی گسترش و کاربرد مدیریت پروژه ارزش کسب شده، بیش از آنکه روی استفاده از ارزش برنامه ریزی شده (PV) جهت پیش بینی ارزش کسب شده (EV) و ارزش قیمت واقعی (AC) تمرکز کنند، روی بهبود قیمت نهایی و برآورد مدت پروژه متمرکز هستند. این مطالعه یک مدلسازی سرراست و آسان را برای بهبود توان پیش بینی ارزش برنامه ریزی شده (PV) قبل از اجرای یک پروژه پیشنهاد می کند. این مطالعه با استفاده از این روش مدلسازی، مدلهای پیش بینی EV و AC را برای چهار مورد پروژه، طراحی می کند. اعتبارسنجی پیش بینی خارج از نمونه با استفاده از میانگین درصد خطای مطلق (MAPE) نشان می دهد که روش پیشنهاد شده، دقت و صحت پیش بینی را برای EV و AC، به ترتیب 66/23% و 39/17% بهبود می بخشد. این بهبود در توان پیش بینی PV قبل از اجرای پروژه، یک مدیریت دارای اطلاعات پیش بینی قابل اعتمادتر درباره عملکرد EV و AC فراهم می کند و اجازه اقدامات پیشگیرانه موثر را می دهد.
کلیدواژه ها: مدیریت ارزش کسب شده | ارزش برنامه ریزی شده | ارزش کسب شده | هزینه واقعی | پیش بینی
مقاله ترجمه شده
6 Earned value project management: Improving the predictive power of planned value
مدیریت پروژه ارزش به دست آمده: بهبود قدرت پیش بینی ارزش برنامه ریزی شده-2016
Earned value project management (EVPM) is an effective tool for managing project performance. However, most studies on extensions and applications of EVPM concentrate on improving final cost and duration estimates rather than improving upon the use of planned value (PV) to predict earned value (EV) and actual cost value (AC). This study proposes a straightforward modeling method for improving the predictive power of PV before executing a project. By using this modeling method, this study develops EV and AC forecasting models for four case projects. Outof-sample forecasting validation using mean absolute percentage error (MAPE) demonstrates that the proposed method improves forecasting accuracy by an average of 23.66% and 17.39%, respectively, for EV and AC. This improvement on PV's predictive power prior to project execution provides management with more reliable predictive information about EV and AC performance, allowing for effective proactive action to ensure favorable performance outcomes.
Keywords: Earned value management | Planned value | Earned value | Actual cost | Prediction
مقاله انگلیسی
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