Earned value method as a tool for project control

• Autorzy: Czernigowska A.
• Języki publikacji: EN

Abstrakty

EN

Earned Value is a well-known project management tool that uses information on cost, schedule and work performance to establish the current status of the project. By means of a few simple rates, it allows the manager to extrapolate current trends to predict their likely final effect. The method is based on a simpli-fied model of a project, but proved to be useful in practice of cost control. It is being developed to account better for schedule and time aspects. The paper outlines the basic principles of the method and its recent extension, the Earned Schedule method, and, with help of a few examples, investigates into assumptions that affect their diagnostic and predictive accuracy.

Słowa kluczowe

EN

earned value; project control

• Wydawca: Wydawnictwo Politechniki Lubelskiej
• Czasopismo: Budownictwo i Architektura
• Rocznik: 2008
• Tom: vol. 3, nr 2
• Strony: 15--32
• Opis fizyczny: Bibliogr. 14 poz., rys., tab.

Twórcy

autor

Czernigowska A.

• Institute of Construction, Faculty of Civil and Sanitary Engineering, Lublin University of Technology; 20-618 Lublin, Nadbystrzycka 40,

Bibliografia

• [1] Burke R., Project Management. Planning and Control Techniques, John Wiley & Sons, 2006.
• [2] Dałkowski B.T., W trosce o publiczne pieniądze. zarządzanie projektami metodą Earned value, Materiały III Konferencji Project Management, www.spmp.org.pl/ files/3dalkowski1.pdf.
• [3] Christensen D.S., Using performance indices to evaluate the estimate at completion, Journal of Cost Analysis and Management, 1994 (Spring):17-24.
• [4] Ruskin A. M., Two issues concerning the use of Earned Value Measurements, Engineering Management Journal, 2004: 16(3) s. 26-30.
• [5] Evensmo J., Karlsen J.T., Earned Value Based Forecasts – Some Pitfalls, 2006 AACE International Transactions.
• [6] Cass D.J., Earned Value Programs for US Dept. of Energy Projects, Cost Engineering Vol 42 No 2 2000, s. 24-43.
• [7] Vandevoorde S., Vanhoucke M., A comparison of different project duration forecasting methods using earned value metrics, International Journal of Project Management, 2006: 24, s. 289-302.
• [8] Corovic R., Why EVM Is Not Good for Schedule Performance Analyses (and how it could be…), The Measurable News, Winter 2006-2007, www.earnedschedule.com/papers.
• [9] Lipke W., Henderson K., Earned Schedule - an emerging enhancement to EVM, www. pmicos.org/topics/EVMDEC07.pdf.
• [10] Henderson K., Earned Schedule A Breakthrough, Extension to Earned Value Management, Proceedings of PMI Global Congress Asia Pacific, January 2007 www.earnedschedule. com/papers.
• [11] Van De Velde R., Time Is Up: Assessing Schedule Performance with Earned Value, PM World Today - October 2007 (Vol. IX, Issue X). www.earnedschedule.com/papers.
• [12] Christensen D., Templin C., EAC evaluation methods: do they still work?, Acquisition Review Quarterly 9 (2002) s. 105-116.
• [13] DOD (1997), Earned Value Management Implementation Guide, Washington: United States of America Department of Defense.
• [14] AS 4817-2006, Project performance measurement using Earned Value.