Relevant bibliographies by topics / Project time schedule

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Project time schedule'

Author: Grafiati
Published: 4 June 2021
Last updated: 7 February 2022

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Journal articles on the topic "Project time schedule"

1

Gupta, Devendra Kumar. "What Should be the Time Schedule for a Project?" Vikalpa: The Journal for Decision Makers 13, no. 4 (October 1988): 17–22. http://dx.doi.org/10.1177/0256090919880404.

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Finalization of time schedule for a project is a crucial decision. It is not entirely a technical matter. Compressing the duration has cost and other implications. Managers can determine what the time schedule should be to achieve significant savings. Gupta feels that it is possible to crash time schedules by up to 15 per cent of the initial time schedule with only marginal increases in project costs. Gupta presents a methodology for analysing the costs in arriving at the optimum time schedule for a project. He illustrates the method with a project involving capital expenditure of Rs 100 million.
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Wang, Ziwei, and Ehsan Rezazadeh Azar. "BIM-based draft schedule generation in reinforced concrete-framed buildings." Construction Innovation 19, no. 2 (April 17, 2019): 280–94. http://dx.doi.org/10.1108/ci-11-2018-0094.

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PurposeProject schedules have a vital role in the effective management of time, cost, scope and resources in construction projects, and creating schedules requires schedulers with construction knowledge and experience. The increase in the complexity of building projects and the emergence of building information modeling (BIM) in the architecture, engineering and construction industry have encouraged researchers to explore BIM capabilities for automated schedule generation. The scope and capabilities of the developed systems, however, are limited and the link between design and scheduling is still underdeveloped. This paper aims to investigate methods to develop a BIM-based framework to automatically generate schedules for concrete-framed buildings.Design/methodology/approachThis system first extracts the required data from the building information model, including elements’ dimensions, quantities, spatial information, materials and other related attributes. It then applies construction rules, prior knowledge and production rate data to create project work-packages, calculate their durations and determine their relationships. Finally, it organizes these results into a schedule using project management software.FindingsThis system provides an automated and easy-to-use approach to generate schedules for concrete-framed buildings that are modeled in a BIM platform. It provides two schedules for each project, both a sequential and an overlapped solution, which the schedulers can modify into a practical schedule based on conditions and available resources.Originality/valueThis research project presents an innovative approach to use BIM-based attributes of structural elements to develop list of work-packages and estimate their durations, and then it uses a combination of rule-based and case-based reasoning to generate the schedules.
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Solís-Carcaño, Rómel G., Gilberto A. Corona-Suárez, and Aldo J. García-Ibarra. "The Use of Project Time Management Processes and the Schedule Performance of Construction Projects in Mexico." Journal of Construction Engineering 2015 (October 15, 2015): 1–9. http://dx.doi.org/10.1155/2015/868479.

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Delays have been frequently reported as the cause of several conflicts that affect the different parties involved in construction projects. Project Time Management (PTM) includes a number of planning and controlling processes that are recommended for complying with requirements related to project time. The study reported in this paper aimed at assessing the use of PTM processes and its relation with project schedule performance (i.e., timely completion). Seven PTM processes and seventy-seven tasks associated with them were identified from the literature that is globally relevant to project management. The study included the assessment of fourteen school construction projects executed by a public agency in the Yucatan Peninsula, Mexico. These projects were monitored during the construction phase in order to measure two different variables: the use of processes related to PTM (i.e., schedule planning and controlling processes) and the project schedule performance. For each of these projects a Use Index was obtained for assessing the first variable, while the Schedule Performance Index and the Schedule Variance were computed to assess the second one. The results demonstrated there is statistical dependence between these two variables. Most of the projects that attained timely completion also made a greater use of the PTM processes.
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Mohammad, Karukh Hassan, Noori Sadiq Ali, and Basira Majeed Najm. "Assessment of the Cost and Time Impact of Variation Orders on Construction Projects in Sulaimani Governorate." Journal of Engineering 27, no. 2 (February 1, 2021): 106–25. http://dx.doi.org/10.31026/j.eng.2021.02.08.

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Variation orders are an on-going phenomenon in construction and industry projects worldwide, particularly in the province of Sulaimani, where the project's damage from cost and schedule overrun because of variation orders. However, the effect on project costs and time overrun of variation order has yet to be identified. This study evaluates the impact of variation orders on the cost and time off in the Sulaimani governorate. Two hundred twenty-eight projects from various construction sectors built between 2007-2012 were adopted to calculate the contract cost and schedule overruns due to variation orders. Data analysis was applied in the study were descriptive statistics. One-way ANOVA was also applied to determine whether the overrun of project cost and schedule significantly varied depending on project type, size, duration, location, and awarded years. The findings indicated that cost overruns are very common due to variation orders. 95.6% of the projects were studied being impacted, and overrun in project cost are also huge, with 16%. Time also overruns more common than cost overruns due to the variation orders. 98.7% of the projects were studied in Sulaimani were affected by time overrun with an average of 46.3% of initial duration observed. Findings also indicated that two out of five parameters measured in the analysis had a significant correlation with project cost overruns. Three out of five considered variables correlated with construction time overruns.
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Xu, Yilu. "Improving the Time Performance of Prefabricated Construction Projects: A Review." E3S Web of Conferences 253 (2021): 02041. http://dx.doi.org/10.1051/e3sconf/202125302041.

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Prefabricated construction, as innovative construction technology, has been gradually applied in the construction industry in recent decades. However, little research has focused on the factors which affect the project schedule of prefabricated construction. Therefore, this review aims to systematically identify and classify determinants that influence the schedule of prefabricated constructions. Based on the literature review, 13 factors that influence the schedule performance of prefabricated construction projects are identified and classified into 7 categories: design, construction techniques, collaboration, coordination, and communication between participants, supply chain, owner, human resource, external conditions. The findings of this study provide valuable clues for both researchers and project practitioners to efficiently implement prefabricated construction projects. Future research directions are also provided.
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Elbeltagi, Emad, Mohammed Ammar, Haytham Sanad, and Moustafa Kassab. "Overall multiobjective optimization of construction projects scheduling using particle swarm." Engineering, Construction and Architectural Management 23, no. 3 (May 16, 2016): 265–82. http://dx.doi.org/10.1108/ecam-11-2014-0135.

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Purpose – Developing an optimized project schedule that considers all decision criteria represents a challenge for project managers. The purpose of this paper is to provide a multi-objectives overall optimization model for project scheduling considering time, cost, resources, and cash flow. This development aims to overcome the limitations of optimizing each objective at once resulting of non-overall optimized schedule. Design/methodology/approach – In this paper, a multi-objectives overall optimization model for project scheduling is developed using particle swarm optimization with a new evolutionary strategy based on the compromise solution of the Pareto-front. This model optimizes the most important decisions that affect a given project including: time, cost, resources, and cash flow. The study assumes each activity has different execution methods accompanied by different time, cost, cost distribution pattern, and multiple resource utilization schemes. Findings – Applying the developed model to schedule a real-life case study project proves that the proposed model is valid in modeling real-life construction projects and gives important results for schedulers and project managers. The proposed model is expected to help construction managers and decision makers in successfully completing the project on time and reduced budget by utilizing the available information and resources. Originality/value – The paper presented a novel model that has four main characteristics: it produces an optimized schedule considering time, cost, resources, and cash flow simultaneously; it incorporates a powerful particle swarm optimization technique to search for the optimum schedule; it applies multi-objectives optimization rather than single-objective and it uses a unique Pareto-compromise solution to drive the fitness calculations of the evolutionary process.
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Andrade, Paulo André de, Annelies Martens, and Mario Vanhoucke. "Using real project schedule data to compare earned schedule and earned duration management project time forecasting capabilities." Automation in Construction 99 (March 2019): 68–78. http://dx.doi.org/10.1016/j.autcon.2018.11.030.

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Zandebasiri, Mehdi, Hrald Vacik, Daniel Etongo, Yasmin Dorfstetter, Javad Soosani, and Mehdi Pourhashemi. "Application of time-cost trade-off model in forest management projects: The case of Oak decline project." Journal of Forest Science 65, No. 12 (December 19, 2019): 481–92. http://dx.doi.org/10.17221/65/2019-jfs.

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Oak decline has been observed periodically in the different parts of the world. We conducted this study to evaluate the project control in this phenomenon. In this paper, the project control methods have proposed to be useful tools to deal with oak decline. The aim of the study is twofold: (i) define and schedule a set of activities and determine times for those activities in the Control of Forest Decline Project (CFDP) using the Project Evaluation and Review Technique (PERT) method; (ii) apply the Critical Path Method (CPM) within the context on how to reduce the project time by increasing operating costs and crashing the activities. In crisis management, “golden time” is defined for doing activities and controlling the crisis, which has a greater role than other times. The analysis confirmed that the problem of forest decline is an ecological problem and its root lies in participatory management with the local community. We also found that the time crashing is not economically efficient to the CFDP except for two activities: public information and stakeholder analysis.
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Yi, Daekyoung, Eul-Bum Lee, and Junyong Ahn. "Onshore Oil and Gas Design Schedule Management Process Through Time-Impact Simulations Analyses." Sustainability 11, no. 6 (March 17, 2019): 1613. http://dx.doi.org/10.3390/su11061613.

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Korean oil and gas contractors have recently incurred significant losses due to improper engineering performance on EPC (engineering procurement and construction) projects in overseas markets. Several previous studies have verified the significant impact engineering has on EPC construction cost and project lifecycle. However, no literature has studied the time impact engineering has on EPC projects, representing a gap in the existing body of knowledge. To fill this gap, a Monte Carlo simulation was performed with the Pertmaster, Primavera risk analysis software for three sample onshore oil and gas projects. From said simulation of all major EPC critical activities, the authors found that the engineering phase is up to 10 times as impactful as the procurement and construction phases on the overall schedule duration. In assessing the engineering activities, the authors found the piping design activities to have the greatest impact on the overall schedule performance. Using these findings, the authors present a design schedule management process which minimizes the delays of project completion in EPC projects. Said process includes the following six steps: (1) Milestone management, (2) drawing status management, (3) productivity management of engineering, (4) interface management, (5) management of major vendor documents, and (6) work front management. The findings of this paper add to the body of knowledge by confirming the design phase to be the most impactful on the overall project schedule success. Furthermore, the presented design schedule management will aid industry with successfully executing the design phase in a timely manner, including examples from case study projects for a greater understanding.
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Sinesilassie, Ephrem Girma, Syed Zafar Shahid Tabish, and Kumar Neeraj Jha. "Critical factors affecting schedule performance." Engineering, Construction and Architectural Management 24, no. 5 (September 18, 2017): 757–73. http://dx.doi.org/10.1108/ecam-03-2016-0062.

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Purpose Time overrun is one of the most significant issues being faced by Ethiopian construction industry today. For effective time performance, the successful execution of construction projects and keeping them within prescribed schedule is very important. The purpose of this paper is to determine the factors responsible for impacting performance of Ethiopian public construction projects. Design/methodology/approach Based on the literature and personal interviews of key construction professionals in Ethiopia, a list of 35 project performance attributes having strong effect on performance of the projects were identified and a questionnaire using these attributes were prepared and administered in Ethiopia. Statistical analysis of responses on the attributes segregated them into distinct sets of success attributes and failure attributes. The attributes were also subjected to factor analysis separately for better understanding and it resulted into six success factors and six failure factors. The relative importance of these factors was established with multiple regression analysis. Findings It is concluded that the success factor “owners’ competence” can significantly contribute to schedule performance of Ethiopian public construction projects. On the other hand, “conflict among project participants,” “poor human resource management,” and “project manager’s ignorance and lack of knowledge” are detrimental to schedule performance of Ethiopian public construction project. Research limitations/implications As with any other opinion-based study, the present study also has some limitations. The majority of respondents have evaluated the projects in their execution stage only and very few have evaluated the performance of projects in planning and operation stages and also the study has been carried out in the Ethiopian context. Hence the study has a limitation in these regard. Originality/value The results presented in this study provide sufficient evidence and useful understanding to researchers and industry practitioners to focus on a few factors than giving attention to all the factors and take proactive measures for the timely delivery of public construction projects.
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Dissertations / Theses on the topic "Project time schedule"

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Möller, Antony John. "Time / schedule control of engineering projects in the South Western Cape." Master's thesis, University of Cape Town, 1990. http://hdl.handle.net/11427/18304.

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Bibliography: pages 109-113.
In the evolution of project management as a distinct field of management, there seems to have developed greatly disjointed theory on project control. As a result, the modern practitioner is often faced with contradictory and confusing advice on project time/schedule control requirements. This research integrates and extends present time/schedule control theory. It includes a review of the literature, in which the fragmented theory is pieced together in a model describing the operation of a control system. It uses an industrial survey of engineering projects in the South Western Cape to highlight current time/schedule control trends and to establish the existence and form of relationships between project success, project characteristics and time/schedule control methods. The broad scope of the research has made it possible to set rough guidelines for the practising project manager, in the selection of time/schedule control requirements, and to highlight areas for further research in this area of project management.
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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 the Schedule Efficiency through the Schedule Performance Index (SPI) based on budgeted cost and not on the time of work(s) accomplished. Therefore, it may not accurately determine the time - base schedule efficiency, particularly for late completion projects, and it makes it difficult to correlate the final duration with project planned duration determined through critical path network (CPM) calculation. The purpose of this study is to compare the classic Earned Value Performance Indicators with the time dependent Earned Schedule Performance Indicators to help a program manager(s) to estimate / predict a more realistic /reliable time duration of project that can better correlate with CPM. It also explores how Building Information Modeling (BIM) tools simulation could be incorporated with Base-line or S-curve to reflect the timely phased physical progress synthesis during the development of project as opposed to the traditional use of cash flow analysis.
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Zvolenská, Dominika. "Návrh projektu a aplikace metodiky projektového managementu v podniku." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2018. http://www.nusl.cz/ntk/nusl-378341.

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The master thesis focuses on the project design of hackathon and application of project management methods in the selected company. The first part is devoted to theoretical background in the area of project management, the second part contains the analysis of the current situation in the company. The output and third part of the thesis is devoted to the project itself.
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Zápotocký, Eduard. "Návrh projektu a aplikace metodiky projektového managementu ve firmě." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2019. http://www.nusl.cz/ntk/nusl-402031.

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The master thesis fouses on the practical use of project management methods and project proposal with the aim to propose a new content strategy for the content website of the company. The first part deals with the theoretical background of the project management, in the second part the current state of the company is analyzed. In the last part of the thesis the project proposal itself is processed.
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Dayi, Songul. "Schedule Delay Analysis In Construction Projects: A Case Study Using Time Impact Analysis Method." Master's thesis, METU, 2010. http://etd.lib.metu.edu.tr/upload/12612823/index.pdf.

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Inadequate or weak preparatory work before starting construction of any structure may cause serious problems during the construction period. For example, projects without sufficient detailed drawings or construction schedules and a disorganized building site can create many problems in the management and completion of the construction works. Consequently, the cost of construction increases digressively, the construction duration of the project extends and the quality of construction is affected adversely. This study dwells on the importance of construction schedules in achieving the aim of producing good quality construction work within the specified duration. Monitoring continuously the interactive relation concerning delays in construction schedules and contractor demands is a complicated process. Here the simplest and basic approach is that, both for owner and contractor, time is money and for this reason construction schedule delays should be analyzed and corrective measures should be taken in a timely manner. The main purpose of this study is to investigate the causes of construction schedule delays and the methods of schedule delay analyses. In this context completion construction works of a covered swimming pool building in Ankara was selected as a case study for analyzing project scheduling and the delays therein. The &ldquo
Time Impact Analysis Method&rdquo
(TIA) was applied to the case study project using PRIMAVERA®
software in order to determine the construction schedule delays
to measure the impacts of these delays on the project completion duration
and to allocate responsibility amongst the project participants for preventing delay claims. After the application of the delay analysis it was observed that the delays in the critical activities extended the project duration by 57 days in total i.e. by 15.4 % of the estimated construction period. Fines should have been paid by the contractor because of 31-days non-excusable delays. Also, the contractor should have been given a time extension of 26-days due to 22-days excusable compensable delays and 4-days excusable non-compensable delays which were beyond the control of the contractor. These delays were caused due to organizational deficiencies of the owner, the bureaucracy of the provincial municipality, the lack of detail drawings during the municipality application, the lack of experience of the contractor, problems in material procurement, unforeseeable weather conditions and shortages of qualified employees of the subcontractors. It was observed that of these all except one correspond to the important causes of delays as reported in literature concerning public projects in Turkey.
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Kováčik, Viktor. "Návrh projektu zavedení internetových stránek." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2013. http://www.nusl.cz/ntk/nusl-224157.

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Diploma thesis deal with design of project which is designed for creation of websites. There are included fundamental terms and issue of project management. The company, where this project will be applied, has dealt with language education.
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Hlavinka, Roman. "Návrh projektu a aplikace metodiky projektového managementu v podniku." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2015. http://www.nusl.cz/ntk/nusl-224987.

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The master thesis deals with the design of a project creating an electronic business for a company with the help of the application of project management methodologies . The selected firm to which the project will be applied does business in the trucking and retail sales.
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Lněnička, Martin. "Řízení developerských projektů." Master's thesis, Vysoké učení technické v Brně. Fakulta stavební, 2012. http://www.nusl.cz/ntk/nusl-225625.

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The thesis analyses a development project of 21 houses in the village of Podolí u Brna, which was carried out by Kaláb – stavební firma, spol. s r.o. It provides a description of the company structure and focuses on some of their processes, such as risk analysis, investment decisions in the pre-investment project phase, project funding, planning, and time management based on time schedules. The text also takes a close look at all the steps that were taken during the implementation of the Podolí project, and zooms in on regular on-site records monitoring how much work has been actually done. Furthermore, the thesis brings an analysis of the current developer market in Brno, focusing in particular on latest developments in logistics, and office & residential construction. And last but not least, the thesis also observes how prices in the real estate market have developed over the last decade and how new residential units in the Czech Republic have been lately built.
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Berger, Patrik. "Řízení stavební zakázky." Master's thesis, Vysoké učení technické v Brně. Fakulta stavební, 2016. http://www.nusl.cz/ntk/nusl-240069.

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This thesis deals with preparation and management of construction order. In the theoretical part there is described the definition of the term project, then management of project and leadership. In the practical part the investor and the contractor of the construction order will be introduced. This construction order is evaluated, then an organization structure, costs plan, time schedule and site accommodation are made. In the final part the thesis deals with evaluation of results and its comparison with the building company.
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Kočíbová, Markéta. "Smluvní podmínky FIDIC v projektovém řízení staveb." Master's thesis, Vysoké učení technické v Brně. Fakulta stavební, 2020. http://www.nusl.cz/ntk/nusl-409890.

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The thesis focuses on the contract´s terms and conditions of FIDIC in project management. Especially, the processing of time reserves in the project schedule. The aim of the thesis is to answer questions related to time reserves. Who owns them in the construction project. Who and in what conditions the time reserves can be drawn in case of project delay. The output of the thesis is a summary of these findings and recommen-dations for other projects.
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Books on the topic "Project time schedule"

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Rounds, Mike. Speedscheduling: How to organize, schedule, and budget your projects in three hours or less. Rancho Palos Verdes, Calif: CPM Systems, 2009.

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Virginia. General Assembly. Joint Legislative Audit & Review Commission. Review of construction costs and time schedules for Virginia highway projects: Report of the Joint Legislative Audit and Review Commission to the Governor and the General Assembly of Virginia. Richmond: Commonwealth of Virginia, 2001.

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Center, Langley Research, ed. Designing for change: Minimizing the impact of changing requirements in the later stages of a spaceflight software project. Hampton, Va: National Aeronautics and Space Administration, Langley Research Center, 1998.

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Book chapters on the topic "Project time schedule"

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Neumann, Klaus, and Jürgen Zimmermann. "Methods for Resource-Constrained Project Scheduling with Regular and Nonregular Objective Functions and Schedule-Dependent Time Windows." In Project Scheduling, 261–87. Boston, MA: Springer US, 1999. http://dx.doi.org/10.1007/978-1-4615-5533-9_12.

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Rambo, Eberle A., and Rolf Ernst. "ASTEROID and the Replica-Aware Co-scheduling for Mixed-Criticality." In Dependable Embedded Systems, 57–84. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-52017-5_3.

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AbstractThe ASTEROID project developed a cross-layer fault-tolerance solution to provide reliable software execution on unreliable hardware under soft errors. The approach is based on replicated software execution with hardware support for error detection that exploits future many-core platforms to increase reliability without resorting to redundancy in hardware. This chapter gives an overview of ASTEROID and then focuses on the performance of replicated execution and the proposed replica-aware co-scheduling for mixed-criticality. The performance of systems with replicated execution strongly depends on the scheduling. Standard schedulers, such as Partitioned Strict Priority Preemptive (SPP) and Time-Division Multiplexing (TDM)-based ones, although widely employed, provide poor performance in face of replicated execution. By exploiting co-scheduling, the replica-aware co-scheduling is able to achieve superior performance.
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Badiru, Adedeji, Abidemi Badiru, and Adetokunboh Badiru. "Time and Schedule." In Industrial Project Management, 67–86. CRC Press, 2007. http://dx.doi.org/10.1201/9780849387722-3.

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"Time and Schedule Management." In Industrial Project Management, 67–86. CRC Press, 2007. http://dx.doi.org/10.1201/9780849387722-c3.

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El-Reedy, Mohamed A. "Offshore project time schedule." In Offshore Projects and Engineering Management, 99–128. Elsevier, 2021. http://dx.doi.org/10.1016/b978-0-323-85795-6.00007-9.

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"Pitfalls in Time Schedule Planning." In Project Management in the Oil and Gas Industry, 81–112. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2016. http://dx.doi.org/10.1002/9781119084129.ch3.

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"Schedule Compression and Time-Cost Trade-Off." In Construction Project Scheduling and Control, 189–220. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2010. http://dx.doi.org/10.1002/9780470912171.ch8.

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Agarwal, Ruchi, and Lev Virine. "Monte Carlo Project Risk Analysis." In Advances in IT Personnel and Project Management, 109–29. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-1790-0.ch005.

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Monte Carlo simulations of project schedules have become one of the foundations of quantitative project risk analysis. Monte Carlo method helps to determine the chance that project will be completed on time and on budget, expected project cost and finish time given risks and uncertainties, as well as identify critical risks and crucial tasks. There are a number of ways how Monte Carlo schedule risk analysis can be conducted. “Traditional” Monte Carlo schedule analysis is performed based on statistical distributions of task duration, cost and other input parameters. Event-based quantitative risk analysis incorporates risk events, which can affect project schedules. The chapter discusses a number of important concepts related to Monte Carlo simulations: statistical distribution, sampling process, convergence monitoring, sensitivity analysis, probabilistic and conditional branching and others.
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Cropley, Colin H. "The Case for Truly Integrated Cost and Schedule Risk Analysis." In Advances in IT Personnel and Project Management, 76–108. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-1790-0.ch004.

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Time and cost outcomes of large and complex projects are forecast poorly across all sectors. Over recent years, Monte Carlo (MC) simulation has increasingly been adopted to forecast project time and cost outcomes more realistically. It is recognised that the simultaneous analysis of time and cost impacts makes sense as a modelling objective, due to the well-known relationship of time and money in projects. But most MC practitioners advocate the use of Schedule Risk Analysis (SRA) feeding into Cost Risk Analysis (CRA) because they believe it is too hard to perform Integrated Cost & Schedule Risk Analysis (IRA) realistically. This chapter elaborates an IRA methodology that produces realistic forecasts without relying on questionable assumptions and enables identification and ranking of all sources of cost uncertainty for risk optimisation as part of the process. It also describes an extension of IRA methodology to include assessment of the assets produced by the project as well as the project itself, thus enabling the analysis of business risks as well as project risks.
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Mendes, Emilia. "Web Effort Estimation Usiing Regression Analysis." In Cost Estimation Techniques for Web Projects, 120–57. IGI Global, 2008. http://dx.doi.org/10.4018/978-1-59904-135-3.ch005.

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Software effort models and estimates help project managers allocate resources, control costs, and schedule and improve current practices, leading to projects that are finished on time and within budget. In the context of Web development and maintenance, these issues are also crucial, and very challenging, given that Web projects have short schedules and a highly fluidic scope. Therefore, this chapter presents a case study where a real effort prediction model based on data from completed industrial Web projects is constructed step by step using a statistical technique called regression analysis.
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Conference papers on the topic "Project time schedule"

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Solis-Carcaño, Romel G., and Gilberto A. Corona-Suarez. "Project Time Management and Schedule Performance in Mexican Construction Projects." In Construction Research Congress 2016. Reston, VA: American Society of Civil Engineers, 2016. http://dx.doi.org/10.1061/9780784479827.211.

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Hassanien, Sherif S., and Jason B. Skow. "Quantitative Risk Assessment for Projects Schedules." In 2012 9th International Pipeline Conference. American Society of Mechanical Engineers, 2012. http://dx.doi.org/10.1115/ipc2012-90548.

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Despite vigilant efforts in project scheduling and planning by engineers and project managers, recent market research reported a marked decrease in project success rates. The market research tracked projects across a broad range of industries and concluded the primary failure causes to be a lack of sufficient detail in the project planning stage, poor or no risk analysis, scope creep and poor communication. This paper focuses on a strategy to minimize the first cause. Specifically, how to obtain sufficient schedule and resource estimates to better predict time allocation and expected costs with a focus on capital pipeline projects. To this end, a quantitative risk assessment (QRA) methodology is applied to project schedules allowing the uncertainty of key task durations and/or costs to be fully accounted for in the schedule. Projects managers will be able to quantify the uncertainty in their projects and support decision makers with a more accurate prediction of the likelihood of being on time and on budget. This paper introduces a systematic approach for both aleatory and epistemic uncertainty quantification. In addition, the expected benefits of adopting QRA for projects schedules are discussed through a hypothetical simple project schedule from the pipeline industry.
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Barbero-Soto, E., K. Forazl, H. Gaillard, C. Hauvillerl, and S. Weisz. "Schedule evolution during the life-time of the LHC project." In 2007 IEEE Particle Accelerator Conference. IEEE, 2007. http://dx.doi.org/10.1109/pac.2007.4440833.

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Beck, Philip J., and Dennis Kovacs. "Earned Schedule and the Use of Schedule Execution Reporting Metrics." In 2018 12th International Pipeline Conference. American Society of Mechanical Engineers, 2018. http://dx.doi.org/10.1115/ipc2018-78067.

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The traditional approach of managing project performance is with the use of Earned Value Management. There is a recent trend towards the expansion of traditional Earned Value Management practices to include the concept of Earned Schedule. Whereas Earned Value provides insight as to how the project is trending in relation to the plan by assessing cost and schedule variances, Earned Schedule focuses on the time element of schedule performance throughout the project execution phase. Earned Value, although very effective at providing visibility to cost performance, is not as transparent when it comes to schedule performance over time. Case in point, at completion, irrespective as to how work progressed on the schedule (ahead or behind plan) at completion, the schedule performance index will always be 1.0. Earned Schedule overcomes this drawback, providing useful tools to report on schedule performance, and providing visibility to the project state from which to base informed decisions. To perform the analysis, Earned Schedule analysis incorporates detail from the baseline and forecast schedules as well as the integrated project management cost report (earned versus planned). In addition to looking at Earned Schedule metrics, other key metrics are factored into this approach to assess overall schedule performance. Key metrics derived from the schedule and highlighted in this approach include: • Critical Path Length Index (CPLI) • Baseline Execution Index (BEI) • Total Float Consumption Index (TFCI) • To Complete Schedule Performance Index (TSPI) • Predicted Forecast Finish Date (PFFD) • Schedule Performance Index (time) (SPIt) • Independent Estimate At Complete (time) (IEACt) The intent of these metrics is to identify trends and assist in predicting project outcomes based on past performance. Since this approach is highly dependent on the schedule data, the more compliant a schedule is to industry best practices the better the quality of the results. The metrics are negatively impacted by recent re-baselining as this causes us to lose historical performance detail. Frequent analysis of the schedule execution reporting metrics defined above provides transparency of project performance and brings visibility to early risk triggers in support of a proactive approach to project execution monitoring and control. This paper will present a case study demonstrating how additional transparency through this approach highlighted a potential schedule risk. This increased visibility allowed the project team to reprioritize and implement proactive corrective actions to mitigate any potential impact to the project In Service Date (ISD).
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Lee, Yong Ro. "The Application of Optimized Commissioning Schedule." In ASME 2010 Pressure Vessels and Piping Division/K-PVP Conference. ASMEDC, 2010. http://dx.doi.org/10.1115/pvp2010-25560.

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The targeted 24.5 months of commissioning time for the ongoing SKN unit #1 project in Korea is a tough challenge in view of saving at least 7 months from the previous 32 months for UCN unit #3 project that has been a prior version of OPR1000 and also the reference plant of this unit. Such commissioning time-saving has been made possible by introducing renovated technology, optimization of commissioning technique, and adoption of lessons-learned from the previous projects. Our experiences are discussed herein with respect to the scheduling of commissioning operation of previous NPP projects on a milestone basis, including trouble areas that could cause schedule delay and our approaches adopted for solving the key issues. In addition, this paper will introduce a summarized 24 month commissioning schedule which has been optimized to the most efficient level by reflecting the prior project experience, and applying the new techniques and methods.
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Morita, Daisuke, and Haruhiko Suwa. "Comprehensive Scheduling Method in Project Management Under Uncertain Environment." In 2020 International Symposium on Flexible Automation. American Society of Mechanical Engineers, 2020. http://dx.doi.org/10.1115/isfa2020-9617.

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Abstract In this paper, we propose a novel project scheduling method to enhance schedule robustness. The proposed method evaluates and improves a project schedule according to the results of scheduling simulations considering the occurrence of uncertainties. In a series of the scheduling simulation, activities for achieving project’s goal are executed and the existing project schedule is revised by using pre-specified procedure every time an activity delay occurs. It is considered that the simulations including schedule revision tend to be time-consuming for the larger scale project. Our proposed method can drastically reduce a computational time required for evaluation by performing simulations in parallel using GPU. Through the numerical experiments, the computational time for large-scale project is investigated, and effective reduction of a project delay by the proposed method is demonstrated.
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Rothman, Johanna. "Metrics and Software Project Management for the 21st Century." In ASME 1995 15th International Computers in Engineering Conference and the ASME 1995 9th Annual Engineering Database Symposium collocated with the ASME 1995 Design Engineering Technical Conferences. American Society of Mechanical Engineers, 1995. http://dx.doi.org/10.1115/edm1995-0850.

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Abstract There is general agreement among the experts and practitioners that a crisis exists in Software Engineering. This crisis is in the area of software quality and schedules. How do we better predict product development progress on an ongoing basis? The quick answer is that all project managers need to know these things: • What are the requirements for functionality, cost, and schedule? • Do I have sufficient resources to meet those requirements? • Am I on target to meet those requirements? These questions are particularly critical for companies who produce complex software, such as real-time or process control products. There are ways to ensure that the requirements of schedule, functionality, and cost are met during project development. This paper will discuss project management activities, possible development process, and predictive measurements for project tracking and prediction for complex software products.
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Liu, Wenjian, and Jinghua Li. "Development of Hybrid Genetic Algorithms for the Resource Constrained Multi-Project Scheduling Problem." In ASME 2005 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2005. http://dx.doi.org/10.1115/detc2005-85721.

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In multi-project environment, multiple projects share and compete for the limited resources to achieve their own goals. Besides resource constraints, there exist precedence constraints among activities within each project. This paper presents a hybrid genetic algorithm to solve the resource-constrained multi-project scheduling problem (RCMPSP), which is well known NP-hard problem. Objectives described in this paper are to minimize total project time of multiple projects. The chromosome representation of the problem is based on activity lists. The proposed algorithm was operated in two phases. In the first phase, the feasible schedules are constructed as the initialization of the algorithm by permutation based simulation and priority rules. In the second phase, this feasible schedule was optimized by genetic algorithm, thus a better approximate solution was obtained. Finally, after comparing several different algorithms, the validity of proposed algorithm is shown by a practical example.
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Vincent, Bruce D., and Indra L. Maharaj. "Evolving Standards of Indigenous Peoples Engagement and Managing Project Risk." In 2018 12th International Pipeline Conference. American Society of Mechanical Engineers, 2018. http://dx.doi.org/10.1115/ipc2018-78319.

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The standards for Indigenous engagement are evolving rapidly in Canada. The risks to project approvals and schedules, based on whether consultation has been complete, have been recently demonstrated by the denial of project permits and protests against projects. Indigenous rights and the duty to consult with affected Indigenous groups is based on the Constitution Act, 1982 and has been, and is being, better defined through case law. At the same time, international standards, including the International Finance Corporation Performance Standards and the United Nations Declaration on the Rights of Indigenous Peoples, are influencing government and corporate policies regarding consultation. The Government of Canada is revising policies and project application review processes, to incorporate the recommendations of the Truth and Reconciliation Commission of Canada; that Commission specifically called for industry to take an active role in reconciliation with Canada’s Indigenous peoples. Pipeline companies can manage cost, schedule and regulatory risks to their projects and enhance project and corporate social acceptance through building and maintaining respectful relationships and creating opportunities for Indigenous participation in projects.
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Marshall, Robert G., Robert Galatiuk, and Michal Mensik. "Innovative Project Management Techniques: Major International Pipeline Project." In 2000 3rd International Pipeline Conference. American Society of Mechanical Engineers, 2000. http://dx.doi.org/10.1115/ipc2000-178.

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The Gasoducto del Pacifico Pipeline Project (GasPacifico), a 543 Km. pipeline transporting gas from the Province of Neuquen in Argentina to major cities in Chile, was accomplished in record time and under budget. The project was executed in a time frame even shorter than a previous fast track project in the region, the GasAndes Pipeline Project which also crossed the imposing Andes mountain range. Relying on the experience of the GasAndes Project, the Project Management Team, achieved success through the innovative implementation of project management techniques tailored to the specific challenges of the GasPacifico Project which include: - The fast track nature of the project; - Contractual obligations imposed by the Project Management Agreement between TransCanada International (TCI) and the owner, GasPacifico; - Environmental contraints (route traversed a national park in Chile and areas of high erosion and instability); - Seasonal constraints (one summer of construction, heavy rains in winter); - Two countries with two sets of laws and stringent regulatory regimes; - Procurement and importation of major equipment, materials and pipe. The project management techniques balanced the triumvirate of quality, schedule and cost while managing the Owner’s risks within the boundary constraints of: - Schedule commitments; - Budget; - Right-of-way acquisition; - Regulatory Permits; - Design challenges; - Procurement limitations; - Environment requirements; - Construction challenges. This paper presents the project management techniques used to manage these challenges, placing them in a relevant context, with the intent that learnings can be applied to other international projects.
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Reports on the topic "Project time schedule"

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Amela, R., R. Badia, S. Böhm, R. Tosi, C. Soriano, and R. Rossi. D4.2 Profiling report of the partner’s tools, complete with performance suggestions. Scipedia, 2021. http://dx.doi.org/10.23967/exaqute.2021.2.023.

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This deliverable focuses on the proling activities developed in the project with the partner's applications. To perform this proling activities, a couple of benchmarks were dened in collaboration with WP5. The rst benchmark is an embarrassingly parallel benchmark that performs a read and then multiple writes of the same object, with the objective of stressing the memory and storage systems and evaluate the overhead when these reads and writes are performed in parallel. A second benchmark is dened based on the Continuation Multi Level Monte Carlo (C-MLMC) algorithm. While this algorithm is normally executed using multiple levels, for the proling and performance analysis objectives, the execution of a single level was enough since the forthcoming levels have similar performance characteristics. Additionally, while the simulation tasks can be executed as parallel (multi-threaded tasks), in the benchmark, single threaded tasks were executed to increase the number of simulations to be scheduled and stress the scheduling engines. A set of experiments based on these two benchmarks have been executed in the MareNostrum 4 supercomputer and using PyCOMPSs as underlying programming model and dynamic scheduler of the tasks involved in the executions. While the rst benchmark was executed several times in a single iteration, the second benchmark was executed in an iterative manner, with cycles of 1) Execution and trace generation; 2) Performance analysis; 3) Improvements. This had enabled to perform several improvements in the benchmark and in the scheduler of PyCOMPSs. The initial iterations focused on the C-MLMC structure itself, performing re-factors of the code to remove ne grain and sequential tasks and merging them in larger granularity tasks. The next iterations focused on improving the PyCOMPSs scheduler, removing existent bottlenecks and increasing its performance by making the scheduler a multithreaded engine. While the results can still be improved, we are satised with the results since the granularity of the simulations run in this evaluation step are much ner than the one that will be used for the real scenarios. The deliverable nishes with some recommendations that should be followed along the project in order to obtain good performance in the execution of the project codes.
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