EDM: Earned Duration Management,a new approach to schedule performance management and measurement

The concept of schedule monitoring and control as one of the most important functions of project and program management has not been fully exploited. One possible explanation could be the dominance of the Earned Value Management System (EVMS, also known as EVM). EVM was originally developed as a cost management and control tool which was extended to track the schedule as well. EVM and its derivatives (e.g. Earned Schedule) use cost as a proxy to measure schedule performance to control the duration of the project. While there is a correlation between schedule, cost, quality, and scope of a project, using cost to control duration has proven to be misleading. In contrast to Earned Value and Earned Schedule, the authors have developed the Earned Duration Management (EDM) in which they have decoupled schedule and cost performance measures and developed a number of indices to measure progress and performance of schedule and cost, as well as the efficacy and efficiency of the plan at any level of the project. These new indices are easy to understand, have wider applications, and can be used by contractors, clients and the scheduling offices to assess and measure schedule performance. The newly developed duration performance measures are all schedule-based and can be used for forecasting the finish date of the project.     

A new approach for project control under uncertainty. Going back to the basics

In this paper we propose a new methodology for project control under uncertainty. In particular, we integrate Earned Value Methodology (EVM) with project risk analysis. The methodology helps project managers to know whether the project deviations from planned values are within the “expected” deviations derived from activity planned variability. Although the methodology is new and innovative, we only go back to the fundamentals of project simulation to generate the “universe” of possible projects, according to the assumed variability of project activities. Then we organize and gather the information in order to make the data coherent with EVM. We explain the steps to implement the methodology and we show three case studies. The methodology makes explicit that the schedule and budget resulting from traditional methods like PERT are statistically very optimistic.     

国有投资项目的管理方法初探

本文对国有投资项目造价管理的特点和缺陷进行了系统的分析,并从工程项目的前期决策、设计和施工等不同阶段的造价控制出发,提出了项目各阶段造价管理有效控制方法。最后针对国有投资项目的特点,对代建制的管理模式进行了探讨,结论可供工程造价人员应用参考。     

An Earned Schedule-based regression model to improve cost estimate at completion

Traditional Earned Value Management (EVM) index-based methods for Cost Estimate at Completion (CEAC) of an ongoing project have been known for their limitations inherent with both the assumption that past EVM data is the best available information and early-stage unreliability.     

关于挣值法应用的若干问题分析

挣值法作为项目管理的一项重要技术,在我国的应用过程中还存在一些需要解决的问题。文章从挣值法的指标体系、适用范围、基础性工作等3方面分析了如何在实际工作中应用挣值法。     

太原机场改扩建工程项目管理模式探讨

结合太原机场改扩建工程项目提出了该项目管理的创新模式——项目管理承包(PMC).首先简要介绍了太原机场改扩建工程项目工程概况,其次结合该项目实际情况和我国目前实行项目管理的现状,指出了探索项目管理创新模式的必要性,并阐述了工程项目管理模式的类型与项目管理承包(PMC)的概念,最后论述了该工程实行项目管理承包(PMC)的优点与预期效果.     

浅谈工程项目全寿命管理

本文分析了工程项目传统管理模式中开发管理(DM)、项目管理(PM)和设施管理(FM)的缺点,提出了工程项目全寿命管理(LM)概念,并对工程项目全寿命管理的特点、组织以及信息系统做了深入的探讨。     

Impact of sensitivity information on the prediction of project's duration using earned schedule method

Recently, the prediction of project duration has been investigated in earned value management (EVM) using three earned value methods, planed value (PVM), earned duration (EDM) and earned schedule (ESM). The investigation has shown that ESM method outperforms on average the other two methods and fails in case of wrong warning coming from non-critical activities which suffer from delays and/or ahead of schedule. The objective of this paper is twofold: first, we study the impact of the activities' sensitivity information on the forecasting accuracy of the ESM method. Second, we test the claim that in normal conditions the project performance indicator provided by ESM at higher work breakdown structure is reliable. More precisely, activity based sensitivity measures are used as weighing parameters of the activities to improve the schedule performance of a project by removing or decreasing the negative effect of wrong warning of the non-critical activities. The computational results of a simulation study on a big benchmark projects reveal that the sensitivity information are capable of improving the forecasting accuracy of the ESM method.     

大跨径桥梁施工控制管理模式及信息系统的研究应用

结合我国桥梁施工控制技术的现状和发展趋势,提出施工监控结构化管理模式,阐述了桥梁施工控制过程中信息管理的重要性,并以某特大跨连续刚构桥为依托,开发基于C S模式的桥梁施工控制管理信息系统(简称CCB MIS);介绍了该系统的构成模式、开发流程、主要功能模块划分、系统界面的设计和系统特点以及该系统在实际工程中的成功应用。     

多项目建设投资管控项目体模型及其指标系统应用

基于多项目建设投资管控系统（MPIMS）的基本理念和建设项目体组织运作模型,构建建设单位MPIMS 系统的项目管理功能模块,描述以客户职能为中心突破部门墙的流程示意,提出建设单位MPIMS 系统的行业分类指标查询和单项指标查询系统,满足投资项目的全过程、全方位、强流程的信息管理。MPIMS 指标系统的软件化验证了项目管理指标查询平台可为建设单位管理层提供多项目的信息查询和监管渠道,确保建设单位项目数据查询结果的实效性。     

改进因素分析法在挣值管理中的应用研究

通过将改进后的因素分析法引入到挣值管理的成本偏差分析中,提高传统挣值法的成本偏差分析能力。总结了传统因素分析法的原理;为了消除传统因素分析法在替代顺序变化时引起的成本差异值偏差,提出了各因素共同成本差异值的分配方法,从而找到了各个因素变动的实质性原因。在对因素分析法的实质进行分析的基础上,将其引入挣值管理的成本偏差分析中,细化偏差原因分析,从而确定各个因素的变化对成本偏差的影响程度。并通过一个算例分析,验证改进后的因素分析法在挣值管理中应用的有效性。     

Improving project forecast accuracy by integrating earned value management with exponential smoothing and reference class forecasting

In this paper, the earned value management (EVM) project control methodology is integrated with the exponential smoothing forecasting approach. This results in an extension of the known EVM and earned schedule (ES) cost and time forecasting formulas. A clear correspondence between the established approaches and the newly introduced method – called the XSM – is identified, which could facilitate future implementation. More specifically, only one smoothing parameter is needed to calculate the enhanced EVM performance factor. Moreover, this parameter can be dynamically adjusted during project progress based on information of past performance and/or anticipated management actions. Additionally, the reference class forecasting (RCF) technique can be incorporated into the XSM. Results from 23 real-life projects show that, for both time and cost forecasting, the XSM exhibits a considerable overall performance improvement with respect to the most accurate project forecasting methods identified by previous research, especially when incorporating the RCF concept.     

基于改进挣值方法的项目完工时间、成本预测

挣值管理（EVM）方法的主要功能是项目执行绩效评价和项目完工趋势预测,该方法在使用时未考虑非关键路线工序对项目预测的影响,此外成本绩效的计算以假定工期不变为前提,上述情况容易造成绩效指标不能准确反映项目进展问题。同时,由于该方法没有考虑工序时间和成本的分布特征,预测项目完工时间和成本的结果为单一的点估计值,准确性无法预估。在构建项目工序的成本/进度经验分布的基础上,对传统 EVM 指标进行了改进,提出基于蒙特卡洛仿真模拟预测项目完工时间和成本的区间及概率,为项目完工风险估计提供可靠依据。     

施工总承包企业研发项目实施管理研究

针对施工总承包企业研发项目实施过程管理进行研究,具体阐述了施工总承包企业研发项目实施过程的关键环节,如研发项目的计划与协调,研发人员的时间保证措施,研发进度的监控与协调,研发经费的使用与管理,研发质量的检查与考核等。为施工总承包企业研发项目的实施提供参考,从而不断推进施工总承包企业技术创新能力,并提高施工总承包企业的竞争力。     

施工项目中工期成本管理控制方法研究

通过对外延成本的主要组成要素—工期成本特点的分析研究,针对其各自特点,结合A项目用网络图计算确定工期,用挣值法将工期与成本相结合,将工期的提前与延迟用成本量化表达,以达到对工期要素的有效管理的目的.     

基于灰色 Verhulst 和EVM 模型的项目进度—成本绩效预测研究

传统挣值管理以进度和成本绩效指数为基础进行完工成本预测,在项目实施的早期其预测值与实际数据会存在较大偏差。因此,项目实施的早期,项目管理团队应侧重对进度和成本绩效趋势进行短期预测。在介绍挣值管理和灰色Verhulst 模型的基础上,提出采用Verhulst 模型对项目的实际成本和挣值进行预测,并计算进度和成本偏差,通过比较借此发现进度和成本绩效的发展趋势。最后结合具体案例详细介绍了建立灰色Verhulst 模型以及利用此模型进行预测的步骤。案例表明该方法是可行和有效的。     

IT project management control and the Control Objectives for IT and related Technology (CobiT) framework

Motivated by scarce academic consideration of project management control frameworks, this article explores usage, value and structure of frameworks with a focus on the popular Control Objectives for IT and related Technology (CobiT) construct. We attempt to add to an empirically validated structure of internal control over IT project management by including CobiT's views on the intended domain of content. Results from the empirical survey indicate that the metrics suggested by CobiT are regarded as feasible and important by project management professionals, and are regularly used in controlling practice. Experience, regularity of significant projects and the size of the hosting organisations, however, seem to be stronger moderators of success rates than the use of a management control system with or without support of CobiT. CobiT's suggestions are of generic nature and in particular useful for programme performance management. The latent dimensions of project quality on process and activity levels were not validated and gaps to other project assessment models were identified.     

浅论建筑工程投资控制与管理

对于建筑工程来说,只有实现了预期的目标,才能够取得较好的经济效益。因此,工程的投资与管理在工程建设中有着特殊的地位。加强对工程的投资与管理、提高投资效益,是工程投资管理研究的重要内容。     

地铁工程施工中造价控制与管理的加强措施

在地铁工程建设施工中,有效控制造价成本,对于加强工程造价管理具有重要的意义。文章针对地铁工程建设施工过程中造价控制存在的一些问题进行了分析,并进一步探讨了造价控制的有效管理措施。     

基于开放式网络的远程照明控制系统

本文介绍了一种基于开放式网络的远程照明控制系统。通过连入局域网或广域网的客户端计算机上的Web浏览器,用户能够方便地对照明设备进行监视、控制、设定和管理。本文将对这种基于开放式网络的远程照明控制系统的结构、功能作详细介绍。