Cost‐ and Schedule‐Control Integration: Issues and Needs

Rasdorf, William; Abudayyeh, Osama

doi:10.1061/(asce)0733-9364(1991)117:3(486)

Cited by 59 publications

(45 citation statements)

References 5 publications

(1 reference statement)

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“…Planners and project managers should know the current status (i.e., progress) of their projects in order to avoid misinterpretation of the executed schedule against the planned schedule (Jung & Kang, 2007). According to Rasdorf and Abudayyeh (1991), interdependency between the time and cost of a project calls for a control and feedback system to support decision making, especially when facing the recovery of lost time. Oberlender (2000) stated that an established control process could be explicitly achieved by an operational plan that links the three main components (scope, time, and cost) of the project.…”

Section: Schedule Plan Development and Performance Controlmentioning

confidence: 99%

Assessing Understanding of Planning and Scheduling Theory and Practice on Construction Projects

AlNasseri

Aulin

2015

Engineering Management Journal

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Despite attention being paid to the development of planning and scheduling theory, it is unclear whether project stakeholders and practitioners have sufficient understanding about how it applies in practice. A study was conducted with the aim of assessing practitioners' perceptions of planning and scheduling theory and practice on construction projects in Oman. Data were gathered through a questionnaire-based survey and analyzed using the relative importance index. Respondents were asked to consider: (1) the suitability and efficiency of existing planning methods; (2) scheduling development and performance control; and (3) knowledge-based planning and scheduling concepts. The analysis revealed no significant variations among respondents' perceptions in regard to the above topics. The findings did, however, reveal a number of factors that are of equal importance to the development of project planning and scheduling. The overall findings imply that practicing managers should implement new management strategies that foster knowledge-based planning and scheduling concepts for a more effective construction process. Recommendations are made for improvement that include the need for practicing managers to professionalize project planning and scheduling based on a more proactive and knowledge-based planning approach, which is supported by management.

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Section: Schedule Plan Development and Performance Controlmentioning

confidence: 99%

Assessing Understanding of Planning and Scheduling Theory and Practice on Construction Projects

AlNasseri

Aulin

2015

Engineering Management Journal

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“…The key concept of this model is to allot a cost account of specific percentages to a given task. Rasdorf and Abudayyeh (1991) suggested that the work-packaging model is the best model, however it requires collecting excessive amounts of detailed data.…”

Section: Literature Reviewmentioning

confidence: 99%

Application of Earned Value in the Korean Construction Industry — A Case Study

Kwon

Kim²,

Paek

et al. 2008

Journal of Asian Architecture and Building Engineering

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Earned Value (EV) is a project control technique used in many countries which provides a quantitative measure for integrating on schedule and cost information. It also evaluates work progress in order to identify potential delay and cost overruns. South Korea had not used this concept until 2000, when the Korean government legislated that EV should be used in construction projects of more than 50 million dollars. In order to effectively implement EV in the Korean context, several reforms must be made regarding its unique conditions, such as the cost accounting system. This paper seeks to integrate cost as related to bill of quantity and schedule in a manner that is suitable for application in Korea. An example application of the proposed EV model to two actual separate projects is provided.

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“…For a given work item, alternative measurement methods are available for progress management; an appropriate measurement method is selected for the work item based on the project characteristics; and progress data is collected in the specified data type to determine the progress at the activity level. Although WBS is defined as an integrated structure for schedule and cost control systems [10], WBS and CBS are usually managed separately in reality [11,12], which requires reassignments of budget items in CBS into the corresponding activities in WBS. Therefore, PMF defines a work as an integrated object of cost and schedule.…”

Section: Figure 1 Progress Measurement Frameworkmentioning

confidence: 99%

A Project Progress Measurement and Management System

Chin¹,

Yoon²,

Kim³

et al. 2004

Proceedings of the 21st International Symposium on Automation and Robotics in Construction

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A progress management in construction projects plays an important role in providing as-built information for project planning, control, cost engineering, and many others. However, progress information has not been collected through objective methods or criteria but mainly based on an individual's own experience or subjective judgment, which results in the limits of consistency, objectiveness, and accuracy in the progress management. This research aims at proposing a progress measurement framework that allows managing and applying various measurement methods dependent on work items to overcome the problems and limits of the current progress management. The framework was developed with a focus on integration of work breakdown structure, cost breakdown structure, and progress measurement methods, and it consists of three main objects: work, activity, and progress measurement unit. Base on the framework, an information system named PROSYS (project PRogress management SYStem) was developed to generate activities and progress measurement units depending on the characteristics of projects and work items, and to keep track of project progress more efficiently and effectively.

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Cost‐ and Schedule‐Control Integration: Issues and Needs

Cited by 59 publications

References 5 publications

Assessing Understanding of Planning and Scheduling Theory and Practice on Construction Projects

Assessing Understanding of Planning and Scheduling Theory and Practice on Construction Projects

Application of Earned Value in the Korean Construction Industry — A Case Study

A Project Progress Measurement and Management System

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