Conditions of success for earned value analysis in projects

Bryde, David; Unterhitzenberger, Christine; Joby, Roger

doi:10.1016/j.ijproman.2017.12.002

Cited by 40 publications

(40 citation statements)

References 55 publications

(58 reference statements)

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“…In a competitive and rapidly changing business environment, project clients and their contractors from government and private sectors around the world are constantly under pressure to achieve better performance in projects, regardless of size, industry sector, or geographical location [1,2]. The desire to do more with less, and to deliver faster, becomes even more pronounced in times of economic uncertainty [3].…”

Section: Introductionmentioning

confidence: 99%

EARNED VALUE ANALYSIS, IMPLEMENTATION BARRIERS, AND MATURITY LEVEL IN OIL & GAS PRODUCTION

Zhan

Chen

Yap

et al. 2019

SAJIE

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Poor performance measurement practices in the oil and gas industry can cause project cost overruns, schedule delays, and scope increases. Earned value management, as an integrated project planning and control method measuring cost and schedule performance, enables the early detection of performance issues, and allows corrective actions to be implemented in a timely manner. Through a structured interview survey, this study aimed to identify the current maturity level of earned value management practice in Malaysian oil and gas firms to determine the barriers hindering the use of this practice, and to identify critical success factors for enhancing earned value management implementation in the oil and gas industry. The findings revealed the m a j o r barriers to earned value management implementation, and potential strategies to improve the effectiveness of earned value management practice in this industry.

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Section: Introductionmentioning

confidence: 99%

EARNED VALUE ANALYSIS, IMPLEMENTATION BARRIERS, AND MATURITY LEVEL IN OIL & GAS PRODUCTION

Zhan

Chen

Yap

et al. 2019

SAJIE

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“…The Earned Value Management (EVM) method is used to measure time, cost, and scope, for predicting the performance of projects [61,62]. The EVM method can consider the time passed as well as the cost, for calculating the value of work done [63].…”

Section: Earned Value Management (Evm)mentioning

confidence: 99%

Application of Hybrid SWARA–BIM in Reducing Reworks of Building Construction Projects from the Perspective of Time

et al. 2020

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One of the major issues of the construction industry has been the “reworks” that affect the time, quality, and cost of projects. Therefore, reworks and the ineffective use of site resources and materials will always result in significant losses on projects. The development of information technology has led to the widespread use of Building Information Modelling (BIM) to enhance the delivery of more sustainable building construction projects. The purpose of this study is to combine the Step-wise Weight Assessment Ratio Analysis (SWARA) method and BIM technologies to identify and reduce time delays caused by reworks in construction projects. Firstly, 49 rework causes in residential buildings were identified and ranked. Then, BIM was generated and compared to the initial model. It was observed that working hours were reduced by 4.6%. Moreover, using an Earned Value Management (EVM) system, a 0.06 increase in Schedule Performance Index (SPI) factor was illustrated. Results obtained by this study provide an effective step in reducing a project’s time in the construction industry.

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“…The planning and monitoring (category 2) of projects are activities that require more time when managing a project; in the latest version of the PMBOK [1], 73.47% of the proposed processes for project management belonged to the planning and monitoring categories [1]. In the AEC industry, there are certain standardized tools and practices that are commonly used for planning and control, specifically during the construction phase, such as the earned value method [49,50] or LPS ® [22,51,52]. However, during the design phase, there are no common tools and practices for design teams [51]; currently, there have been reports and case studies about the application of certain management tools, such as the design structure matrix and LPS ® [53].…”

Section: Of 19mentioning

confidence: 99%

An Assessment of Lean Design Management Practices in Construction Projects

et al. 2019

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Evidence exists for the application of lean management practices in the design process. However, there is no systematic review of this type of practice that links the design management practices to the lean construction principles. There is no tool to assess the level of use of lean design management practices in construction projects either. Therefore, this paper aims to assess the lean management practices that are performed at the design phase of construction projects. The research was divided into a literature review of design management practices; a validation of lean design management practices with a practice-principle relationship, based on an expert survey; the devolvement of a tool (questionnaire) to evaluate the lean design management practices; and an assessment in 64 construction projects (coherence, reliability, correlation, and descriptive analysis). It is concluded that evidence exists for the implementation of 19 lean design management practices. These practices are grouped into three categories: stakeholder management, planning and control, and problem solving and decision making. Additionally, in the assessment of the 64 projects, it can be observed that the lean design management practices are at initial levels of implementations, so there is a significant development gap. This research proposes a tool to assess management practices in the design phase of construction projects; then, the study identifies implementations gaps, it provides benchmarks with other projects, and it improves the design process through a taxonomy of lean design management practices. been studied to evaluate its performance [7], to implement integrated management systems and visual management tools [8], as well as to optimize this process [6].Technological tools have great potential to improve the performance of projects, particularly in the design phase. However, the problems generated in the design of construction projects cannot be solved with technology alone but require an understanding of the social phenomena related to the processing of individual and collective information [9]. For this reason, certain lean tools can allow higher interactions because they encourage the management of commitment and trust among team members [10][11][12][13].Evidence exists for the application of lean management principles and some of its tools in the design management process [14,15]. For example, Fosse & Ballard [16] presented a case study that demonstrated the change between traditional planning and planning using the last planner ® system (LPS ® ) at the design phase. Although they did not present evidence of the changes in the project s performance, they concluded that the degree of satisfaction of the project s stakeholders increased when the LPS ® was applied during the planning phase of the project. For their part, Knotten et al. [17] emphasized that the use of LPS ® and collaborative planning in the design phase reinforced the trust and commitment among the members of the team, which are both considered fundamental elemen...

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Conditions of success for earned value analysis in projects

Cited by 40 publications

References 55 publications

EARNED VALUE ANALYSIS, IMPLEMENTATION BARRIERS, AND MATURITY LEVEL IN OIL & GAS PRODUCTION

EARNED VALUE ANALYSIS, IMPLEMENTATION BARRIERS, AND MATURITY LEVEL IN OIL & GAS PRODUCTION

Application of Hybrid SWARA–BIM in Reducing Reworks of Building Construction Projects from the Perspective of Time

An Assessment of Lean Design Management Practices in Construction Projects

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