PL EN


Preferencje help
Widoczny [Schowaj] Abstrakt
Liczba wyników
Powiadomienia systemowe
  • Sesja wygasła!
Tytuł artykułu

Application of the Randomized Earned Value Method to assess the advancement of the construction of the office building under the unstable implementation conditions

Treść / Zawartość
Identyfikatory
Warianty tytułu
PL
Zastosowanie randomizowanej metody wartości wypracowanej do oceny zaawansowania budowy biurowca w niestabilnych warunkach realizacji
Języki publikacji
EN
Abstrakty
EN
The REVM method is a modernized option of classical EVM method. The new method has been developed for applying in unstable condition of works implementation. When the works can be accidentally disturbed and the impact of random disruption factors on course and results of works must be taken into consideration. Next, Randomized Budgeted Duration to Completion and Randomized Budgeted Cost to Completion that is duration and cost of works remaining to execution after each inspection, as well as the Randomized Budgeted Duration at Completion and Randomized Budgeted Cost at Completion that is duration and cost of all works of the project completion after the site inspection. Moreover, the risk of durations and costs overrun of works are evaluated. It is important that input data required for the REVM method are the similar and are measured in the same way as in typical control of advancement works. But results of the application consist new decision information. Control of the investment under deterministic conditions, without taking into account the risk of disruptions, resulted in a final deviation from the planned budget of over 7%, and from the planned completion of the investment by almost 12%. Without analysing the factor related to disruptions at the investment implementation stage, the material and financial schedule was completely outdated. On the other hand, when controlling the investment under risk conditions and introducing organizational and technological changes adequate to the inspection reports, the final deviation from the planned budget was less than 2%, and slightly more than 2% from the planned completion date. Researches confirm that the results received by using the REVM method well reflect real situation of works implementation.
PL
Metoda REVM jest unowocześnioną wersją klasycznej metody EVM. Nowa metoda została opracowana do stosowania w niestabilnych warunkach realizacji robót. Kiedy roboty mogą zostać przypadkowo zakłócone i należy wziąć pod uwagę wpływ przypadkowych czynników zakłócających na przebieg i wyniki robót. Następnie Randomizowany Budżetowy Czas Trwania do Ukończenia i Randomizowany Budżetowy Koszt do Ukończenia, czyli czas trwania i koszt robót pozostałych do wykonania po każdej kontroli, a także Randomizowany Budżetowy Czas Trwania po Ukończeniu i Randomizowany Budżetowy Koszt po Ukończeniu, czyli czas trwania i koszt wszystkich prac związanych z realizacją projektu po dokonanej kontroli. Ponadto oceniane jest ryzyko przekroczenia czasu trwania i kosztów robót. Ważne jest, aby dane wejściowe wymagane do metody REVM były podobne i mierzone w taki sam sposób, jak w typowej kontroli zaawansowania robót. Jednakże wyniki zastosowanej metody zawierają nowe informacje decyzyjne. Sterowanie inwestycją w warunkach deterministycznych, bez uwzględnienia ryzyka zakłóceń, spowodowało ostateczne odchylenie od planowanego budżetu o ponad 7%, a od planowanego czasu zakończenia inwestycji o prawie 12%. Bez analizy czynnika związanego z zakłóceniami na etapie realizacji inwestycji harmonogram rzeczowo-finansowy był całkowicie nieaktualny. Z kolei przy kontroli inwestycji w warunkach ryzyka i wprowadzaniu zmian organizacyjnych i technologicznych adekwatnych do protokołów z kontroli ostateczne odchylenie od planowanego budżetu wyniosło mniej niż 2%, a od planowanego terminu zakończenia nieco ponad 2%. Badania potwierdzają, że wyniki uzyskane metodą REVM dobrze odzwierciedlają rzeczywisty stan realizacji robót.
Rocznik
Strony
169--199
Opis fizyczny
Bibliogr. 30 poz., rys., tab.
Twórcy
  • Military University of Technology, Faculty of Civil Engineering and Geodesy, ul. gen. Sylwestra Kaliskiego 2, 00–908 Warsaw, Poland
  • Military University of Technology, Faculty of Civil Engineering and Geodesy, ul. gen. Sylwestra Kaliskiego 2, 00–908 Warsaw, Poland
Bibliografia
  • [1] T. Kasprowicz and A. Starczyk-Kołbyk, “Randomized Earned Value Method for the rolling assessment of construction projects advancement”, Archives of Civil Engineering, vol. 68, no. 2, pp. 501–520, 2022, doi: 10.24425/ace.2022.140655.
  • [2] N. Kongchasing and G. Sua-Iam, “The major causes of construction delays identified using the Delphi technique: perspectives of contractors and consultants in Thailand”, International Journal of Civil Engineering, vol. 19, pp. 319–338, 2020, doi: 10.1007/s40999-020-00575-8.
  • [3] K. Park, H.W. Lee, K. Choi, et al., “Project Risk Factors Facing Construction Management Firms”, International Journal of Civil Engineering, no. 17, pp. 305–321, 2019, doi: 10.1007/s40999-017-0262-z.
  • [4] ANSI EIA – 748 Standard – Earned Value Management Systems.
  • [5] T. Chen, et al., “How do project management competencies change within the project management career model in large Chinese construction companies?”, International Journal of Project Management, no. 37, no. 3, pp. 485–500, 2019, doi: 10.1016/j.ijproman.2018.12.002.
  • [6] M. Lendo-Siwicka, M. Poloński and K. Pawluk, “Identification of the interference in the investment process during the realization of a shopping centre – a case study”, Archives of Civil Engineering, vol. 62, no. 1, pp. 159–172, 2016, doi: 10.1515/ace-2015-0058.
  • [7] L. Lin, R. Müller, F. Zhu, and H. Liu, “Choosing suitable project control modes to improve the knowledge integration under different uncertainties”, International Journal of Project Management, no. 37, no. 7, pp. 896–911, 2019, doi: 10.1016/j.ijproman.2019.07.002.
  • [8] M. Oraee, M.R. Hosseini, D. J. Edwards, H. Li, E. Papadonikolaki, and D. Cao, “Collaboration barriers in BIM-based construction networks: A conceptual model”, International Journal of Project Management, vol. 37, no. 6, pp. 839–854, 2019, doi: 10.1016/j.ijproman.2019.05.004.
  • [9] E. Papadonikolaki, C. van Oel, and M. Kagioglou, “Organising and Managing boundaries: A structurational view of collaboration with Building Information Modelling (BIM)”, International Journal of Project Management, vol. 37, no. 3, pp. 378–394, 2019, doi: 10.1016/j.ijproman.2019.01.010.
  • [10] P. Piroozfar, E.R.P. Farr, A.H.M. Zadeh, S.T. Inacio, S. Kilgallone, and R. Jin, “Facilitating Building Information Modelling (BIM) using Integrated Project Delivery (IPD): A UK perspective”, Journal of Building Engineering, vol. 26, 2019, doi: 10.1016/j.jobe.2019.100907.
  • [11] F. Anbari, “Earned value method and extensions”, Project Manage Journal, vol. 34, no. 4, pp. 12–23, 2003, doi: 10.1177/875697280303400403.
  • [12] “EVM earned value management”, tutorialspoint. [Online]. Available: https://www.tutorialspoint.com/earn_value_management/index.html.
  • [13] E. Kim, W. G. Wells Jr., and M.R. Duffey, “A model for effective implementation of Earned Value Management methodology”, International Journal of Project Management, vol. 21, no. 5, pp. 375–382, 2003, doi: 10.1016/S0263-7863(02)00049-2.
  • [14] J. Pajares and A. López-Paredes, “An extension of the EVM analysis for project monitoring: The Cost Control Index and the Schedule Control Index”, International Journal of Project Management, vol. 29, no. 5, pp. 615–621, 2011, doi: 10.1016/j.ijproman.2010.04.005.
  • [15] J. Batselier 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, vol. 33, no. 7, 2015, doi: 10.1016/j.ijproman.2015.04.003.
  • [16] L.L. Willems, M. Vanhoucke, “Classification of articles and journals on project control and earned value management”, International Journal of Project Management, vol. 33, no. 7, pp. 1610–1634, 2015, doi: 10.1016/j.ijproman.2015.06.003.
  • [17] T. Kasprowicz, “Quantitative assessment of construction risk”, Archives of Civil Engineering, vol. 63, no. 2, pp. 55–66, 2017, doi: 10.1515/ace-2017-0016.
  • [18] T. Kasprowicz, “Quantitative identification of construction risk”, Archives of Civil Engineering, vol. 63, no. 1, pp. 63–75, 2017, doi: 10.1515/ace-2017-0005.
  • [19] A. Miguel, W. Madria, and R. Polancos, “Project Management Model: Integrating Earned Schedule, Quality, and Risk in Earned Value Management”, in IEEE 6th International Conference on Industrial Engineering and Applications (ICIEA). Tokyo, Japan, 2019, pp. 622–628.
  • [20] N. Moradi, S.M. Mousavi, and B. Vandani, “An earned value model with risk analysis for project management under uncertain conditions”, Journal of Intelligent & Fuzzy Systems, vol. 32, no. 1, pp. 97–113, 2017, doi: 10.3233/JIFS-151139.
  • [21] C. Mauriana and G. Vizzini, “Project risk management: A deterministic quantitative technique for assessment and mitigation”, International Journal of Project Management, vol. 35, no. 3, pp. 320–340, 2017, doi: 10.1016/j.ijproman.2017.01.010.
  • [22] A. Mubarak Saleh, Construction Project Scheduling and Control. John Wiley & Sons, 2015.
  • [23] B. Roseke, “The Earned Value Method”, ProjectEngineer, 19.04.2018. [Online]. Available: https://www.projectengineer.net/the-earned-value-method/.
  • [24] L. Song, Earned Value Management: A Global Cross-Industry Perspective on Current EVM Practice. PMI 2010.
  • [25] J. Korytárová and V. Hromádka, “Risk Assessment of Large-Scale Infrastructure Projects – Assumptions and Context”, Applied Sciences, vol. 11, no. 1, art. no. 109, 2021, doi: 10.3390/app11010109.
  • [26] J. Sagan and A. Sobotka, “Analysis of Factors Affecting the Circularity of Building Materials”, Materials, vol. 14, no. 23, art. no. 7296, 2021, doi: 10.3390/ma14237296.
  • [27] A. Webb, Using Earned Value – a project manager guide. Gower Publishing, Ltd., 2003. [Online]. Available: https://repository.gctu.edu.gh/items/show/881.
  • [28] A. Abdi, S. Taghipour, and H. Khamooshi, “A model to control environmental performance of project execution process based on greenhouse gas emissions using earned value management”, International Journal of Project Management, vol. 36, no. 3, pp. 397–413, 2018, doi: 10.1016/j.ijproman.2017.12.003.
  • [29] M. Kowacka, et al., “Modern management methods in the implementation of construction projects on the example of contingency plans”, Archives of Civil Engineering, vol. 69, no. 2, pp. 111–122, 2023, doi: 10.24425/ace.2023.145256.
  • [30] J. Konior and M. Szóstak, “Methodology of Planning the Course of the Cumulative Cost Curve in Construction Projects”, Sustainability, vol. 12, no. 6, art. no. 2347, 2020, doi: 10.3390/su12062347.
Uwagi
Opracowanie rekordu ze środków MNiSW, umowa nr SONP/SP/546092/2022 w ramach programu "Społeczna odpowiedzialność nauki" - moduł: Popularyzacja nauki i promocja sportu (2024).
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-41802184-2bad-4761-bb12-c5ef30223e5f
JavaScript jest wyłączony w Twojej przeglądarce internetowej. Włącz go, a następnie odśwież stronę, aby móc w pełni z niej korzystać.