| 摘要(英) |
Schedule management is important when conducting a project. Because poor schedule management might increase the cost and sometimes decrease the quality of the project. Since there are lots of distinct means of schedule management, this research only focuses on earned value management (EVM) and its relative extensions, which would primarily be earned schedule method (ESM), and earned duration management (EDM(t)). The superiority of EVM is that it combines the concepts of scope, quality, and cost. Also, it can forecast the final duration and monitors the performance of a project along with its progress. As construction projects become more complicated, EVM turns out to stand out over other methods. EVM relative methods have been tested and simulated in literature. However, a user still encounters the problem of selecting suitable methods. The purpose of this study is to review EVM-related methods, to provide a general utilizing procedure, and to summarize basic principles for selection. This research concludes that EDM(t) would be the best method among EVM, ESM, and EDM(t). Neverthelss, it would be even more better to implement all three methods to strengthen the capability of manageing schedule of construction projects. |
| 論文目次 |
ABSTRACT i
摘要 ii
TABLE OF CONTENTS iii
LIST OF FIGURES v
LIST OF TABLE vi
Chapter 1: Introduction1
1.1 Research Background and Motivatio1
1.2 Problem Statements2
1.3 Research Objectives and Limitations 2
1.4 Research Methodology and Flowchart 3
1.5 Thesis Structure 4
Chapter 2: Literature Review 6
2.1 Evolution and Extension of Earned Value Management 7
2.1.1 Earned Schedule Method (ESM) 7
2.1.2 Earned Duration Method (EDM(t)) 9
2.1.3 Reference Class Forecasting (RCF) 10
2.1.4 EXponential Smoothing-based Method (XSM) 11
2.2 Reliable Methods and Relative Metrics 13
2.2.1 Comparison via simulated projects 13
2.2.2 Comparison via real-life projects 14
2.2.3 Integration with timeliness and seriality 15
2.2.4 Integration with rework and activity sensitivity 16
2.3 EVM versus risk management 18
2.4 Summary 19
Chapter 3: Methodology 21
3.1 General procedure of EVM, ESM, and EDM(t) 21
3.2 Applying software tools to implement EVM, ESM, and EDM(t) 25
3.2.1 Basic information of study case 26
3.2.2 Required information for implementing EVM relative methods 29
3.2.3 Integration of professional scheduling software and Microsoft Excel 29
3.3 Comparisons of three methods: EVM, ESM, EDM(t) 41
Chapter 4: Results and Discussions 44
4.1 Result analysis 44
4.1.1 Overall accuracy of the schedule methods 45
4.1.2 Timeliness evaluation of the schedule methods 46
4.2 Using EVM, ESM and EDM(t) in delayed projects 48
4.2.1 Overall accuracy of schedule methods 48
4.2.2 Timeliness evaluation of the schedule methods 49
4.3 Impact factors of implementing EVM relative methods 52
4.3.1 Tracking periods 52
4.3.2 Beta value in implementing XSM 54
4.4 Recommendations on utilizing of EVM, ESM, and EDM(t) 55
4.5 Expert interview 58
Chapter 5: Conclusions and Recommendations 60
5.1 Conclusions 60
5.2 Recommendations 61
REFERENCE 62
APPENDIX 64 |
| 參考文獻 |
[1.] PMI, Guide to the Project Management Body of Knowledge (PMBOK® Guide)–Sixth Edition. 2017: Project Management Institute.
[2.] AcqNotes, Earned Value Management-ANSI EIA 748 Earned Value Management.
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[9.] Flyvbjerg, B., From Nobel Prize to project management: Getting risks right. Project Management Journal, 2006. 37(3): p. 5-15.
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[11.]Vanhoucke, M. and S. Vandevoorde, Earned value forecast accuracy and activity criticality. The Measurable News, 2008. 3: p. 13-16.
[12.] Vanhoucke, M. and S. Vandevoorde, A simulation and evaluation of earned value metrics to forecast the project duration. Journal of the Operational Research Society, 2007. 58(10): p.1361-1374.
[13.] Batselier, J. and M. Vanhoucke, Evaluation of deterministic state-of-the-art forecasting approaches for project duration based on earned value management. International Journal of Project Management, 2015. 33(7): p. 1588-1596.
[14.]Pajares, J. and A. Lopez-Paredes, An extension of the EVM analysis for project monitoring: The Cost Control Index and the Schedule Control Index. International Journal of Project Management, 2011. 29(5): p. 615-621.
[15.] Acebes, F., et al., Beyond earned value management: A graphical framework for integrated cost, schedule and risk monitoring. Procedia-Social and Behavioral Sciences, 2013. 74: p.181-189.
[16.] Batselier, J. and M. Vanhoucke, Construction and evaluation framework for a real-life project database. International Journal of Project Management, 2015. 33(3): p. 697-710.
[17.] Liu, H.-H., 營建工程 S 進度曲線 (S-curve) 建立方式與審查原則之研究. 2018, National Central University.
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