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Dissertations / Theses on the topic 'Earned schedule'

Author: Grafiati

Published: 14 March 2023

Last updated: 31 July 2025

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1

Abdulahad, Mumtaz. "A Comparison Of Earned Value Analysis Method To Earned Schedule As Of Time Duration." Digital WPI, 2015. https://digitalcommons.wpi.edu/etd-theses/518.

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Earned Value Analysis (EVA) is a well- known planning and control management system that integrates cost, schedule and technical performance. It allows for the calculation of cost and schedule variances, and performance indices as well as forecasting project final cost and schedule duration. The Earned Value Analysis method provides timely assessment of project performance highlighting the need for eventual corrective action. Earned Value Analysis method (EVA) was originally developed for cost management and has not been widely used for forecasting project duration. EVA typically calculate th

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2

Bruchey, William J. "A Comparison of Earned Value and Earned Schedule Duration Forecast Methods on Department of Defense Major Defense Acquisition Programs." Thesis, Monterey, California. Naval Postgraduate School, 2012. http://hdl.handle.net/10945/17329.

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Approved for public release; distribution is unlimited<br>Earned value management is a project management tool that integrates project scope with cost, schedule, and performance elements for optimum project planning and control. Earned value management is required by the Department of Defense for cost and incentive type contracts equal or greater than $20 million as part of a comprehensive approach to improving critical acquisitions. It is used to forecast the programs schedule performance using cost-based indicators but not time-based indicators. Earned value management has been used since th

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Apostolidou, Ilektra-Georgia, and Georgios Karmiris. "Risk-adjusted Earned Value and Earned Duration Management models for project performance forecasting." Thesis, Blekinge Tekniska Högskola, Institutionen för industriell ekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-18965.

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Project control is essential to ensure that the investment on a project is providing the intended benefits and is valuable to the customers. Previous methods offer project performance monitoring and forecasting tools, but they lack accuracy and the associated techniques omit the project financial risk (any unplanned event that has an impact on schedule and budget); the main factor of project failure. Poor project execution, and particularly failure to control and accurately forecast the project performance, may lead to increased costs, upset customers and eventually loss of market share. These

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Rhodes, Kevin Robert. "Strategies for Improved Earned Value Management Use by Defense Business Leaders." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3958.

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Project cost and schedule forecasting accuracy in the defense industry has not significantly changed since the 1960s, making it difficult for defense business leaders to implement successful earned value management (EVM) strategies. The purpose of this multiple case study was to explore EVM strategies that Washington, D.C. area defense contractor business leaders used to improve costs and schedule goal accomplishment. The conceptual framework for this study was the earned time theory. Data were collected from semistructured interviews from 5 defense contractor business leaders with demonstrate

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NARBAEV, TIMUR. "Forecasting cost at completion with growth models and Earned Value Management." Doctoral thesis, Politecnico di Torino, 2012. http://hdl.handle.net/11583/2506248.

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Reliable forecasting of the final cost at completion is one of the vital components of project monitoring. Accuracy and stability in the forecast of an ongoing project is a critical criterion that ensures the project’s on budget and timely completion. The purpose of this dissertation is to develop a new Cost Estimate at Completion (CEAC) methodology to assist project managers in the task of forecasting the final cost at completion of ongoing projects. This forecasting methodology interpolates intrinsic characteristics of an S-shaped growth model and combines the Earned Schedule (ES) concepts i

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WU, JIUAN-YE, and 吳建燁. "Earned Schedule Inference Model for Construction Project." Thesis, 2016. http://ndltd.ncl.edu.tw/handle/05567747364726613787.

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碩士<br>國立臺灣科技大學<br>營建工程系<br>104<br>Due to the Restriction by many factors like the environment, weather, and etc., it is difficult to control the schedule accurately during the execution phase. Contractors rely on the past experience to predict the duration which cannot reflect the influence factors and use the current situation in time. In this research, the Earned Schedule Inference Model used the earned value management (EVM) and influence factors of schedule to predict the duration for construction project. Through a precise prediction of project duration, the project manager can take contr

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7

Chung, Yao-Hsin, and 鍾耀信. "Fuzzy Earned Value Management Model Considering The Project Schedule Under Uncertainty." Thesis, 2013. http://ndltd.ncl.edu.tw/handle/66316761521555200751.

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碩士<br>崑山科技大學<br>資訊管理研究所<br>101<br>Earned value management (EVM) is a project management tool by comparing the plan values and actual values to evaluate the project performance in schedule and cost. Comparing with the critical path method (CPM) and program evaluation and review technique (PERT), EVM is more useful and precise to analyze and control the project performance. In information system development project, the project delivables are always undeliverable due to the schedule evaluation exist fuzzy nature during the early stage of the information system development project. This study use

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8

Chen, Hui-Fang, and 陳惠芳. "Improving Project Duration Forecasting Accuracy of Earned Schedule :Sliding Moving Average Approach." Thesis, 2014. http://ndltd.ncl.edu.tw/handle/49530135115777356367.

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碩士<br>大葉大學<br>管理學院碩士在職專班<br>103<br>Vandevoorde and Vanhouchke(2006) presented three major forecasting methods for project duration and they also presented nine generic formulas to forecast the duration of project and linked them to different project situations. However, these forecasting methods could not reflect recent performance on forecasting project duration, and that might ignore importance of recent performance. Teiholz (1993) proposed Sliding Moving Average (SMA) to forecast project final cost and to revise the above-mentioned shortcomings. In this study, twenty project data are firstl

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9

鄭筱卉. "The Application of Value at Risk in Earned Value Management ─ Schedule At Risk." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/49295434092208013587.

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碩士<br>國立交通大學<br>土木工程學系<br>100<br>There are many risk factors at each stage in project’s life cycle, each execution factors are likely to give many risks results and increase the uncertainty of this project,also the job achieve time or total finalization may have the negative effect, the effects can cause the huge odds for actual completion. Consider all risks must use to cover the whole environmental factors and with the construction time to update the risk prediction tool that may occur in the case. The study of this project, using the earned value management methods for performance eva

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10

Mo, Yi-Zheng, and 莫宜錚. "The method of forecasting duration - A preliminary comparisonbetween Earned Schedule Method and Productivity ForecastMethod." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/79901902190987810118.

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碩士<br>國立高雄第一科技大學<br>營建工程研究所<br>99<br>“Schedule, Quality and Cost” are always three goals for engineering field to chasing continuously in the construction project. Among these three goals, “Schedule” refers to the engineering progress of control, which is that actual working progress and reasonable forecast duration. Part of traditional researches related to the progress of engineering explored the status of budget execution rather than schedule. However, most of Taiwan''s construction industries are used to take the status of lending execution as the progress. This study take a real

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11

Su, Chien-Chun, and 蘇健群. "Application of Value-at-Risk Techniques in Earned Value Management - Improving the Schedule-at-Risk model." Thesis, 2013. http://ndltd.ncl.edu.tw/handle/837w2j.

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碩士<br>國立交通大學<br>土木工程系所<br>102<br>Abstract In the entire life cycle of the project, there are many uncertainties and risks, which bring the negative impacts to each individual work and entire project in the schedule. The concept of Value At Risk(VAR) in Earned Value Management(EVM)becomes mature. Thus,in this study,we improve the model of Schedule at Risk(SAR) by bootstrap,Delta Normal method and Earned Schedule(ES).Besides, the proposed method combines the concept, theory and model which is used to assess the loss of the VAR in practice.We will use the volatility of schedule ,SAR and EVM

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12

Shiao, Fu-Te, and 蕭富德. "A Study on Implementing Earned Value Management (EVM) Theory to Construction Project for Cost and Schedule Control." Thesis, 2009. http://ndltd.ncl.edu.tw/handle/44403922564731915964.

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碩士<br>國立臺灣大學<br>土木工程學研究所<br>97<br>Scope, time and cost are the three key points that project management revolves around. These key points compose the “triple constraints” of a project. Regardless of the contract type, the core objective of project management is to facilitate the successful completion of projects within the triple constraints. For a contracted construction project, the triple constraints are absolutely crucial due to the restriction from the contract other than the unique construction environment itself. As a result, many invisible risks are embedded inside a construction proje

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13

WU, YUAN-JUI, and 吳沅叡. "A Study for Improving the Project Schedule Delay Problem by Using Theory of Constraints and Earned Value Management." Thesis, 2017. http://ndltd.ncl.edu.tw/handle/vvp4sk.

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碩士<br>崑山科技大學<br>資訊管理研究所<br>105<br>Project schedule management is one of the key issues of project management. Applying the project schedule management, the project manager can well control the project implementation status, reduce the resource waste, and ensure the project completion quality to meet the project objectives. In the context of project management, many tools used to control the schedule of the project. However, the schedule delay issue that cause by human factor still cannot be effective treatment in the project schedule management. This study considers the project environment, te

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14

Liu, Fu-Tsai, and 劉福財. "Application of Earned Value Management on Schedule Management of Construction Projects— A Case Study of East-West Expressway." Thesis, 2010. http://ndltd.ncl.edu.tw/handle/15879246469307168479.

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碩士<br>雲林科技大學<br>營建工程系碩士班<br>98<br>This research applied Earned Value Management on schedule management of construction projects. The data of four construction projects of East-West Expressway were collected and analyzed to study the schedule performance of these projects. A questionnaire was used to collect data from the owners and the contractors to explore the reasons for schedule delays of these projects. Three of the four studied projects were delayed for 41 to 456 days. Only one project was completed on schedule. It was found that road construction of the four projects were all delay

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15

FernandoMixco and 李郁翔. "Employing the Concepts of Critical Chain, Lean Construction, and Earned Value to Develop the Planning and Control Framework for the Linear Schedule of the Construction Project." Thesis, 2017. http://ndltd.ncl.edu.tw/handle/68hvx7.

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碩士<br>國立成功大學<br>土木工程學系<br>105<br>Different methodologies have emerged for effectively planning and controlling a project. The Critical Chain Project Management (CCPM) focuses on eliminating the floats from activities and reallocating them into strategic positions on the critical chain. These time positions are known as “buffers”, and serve as a control mechanism of the project. On the other hand, the Linear Schedule Method (LSM) is developed to prevent delays or bottlenecks for construction projects on which similar construction activities are executed. Besides the scheduling approaches, some

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