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Praktyczne uwarunkowania wykorzystania koncepcji „Earned Value” w controllingu robót korytarzowych

Korytko K., Pytel J.

Przegląd Górniczy

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2013

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T. 69, nr 9

80--82

PL

Wraz z pojawiającymi się postulatami wdrożenia zarządzania projektowego w górnictwie węglowym, powstaje kwestia doboru narzędzi, wspierających efektywne zarządzanie projektami. Koncepcja Earned Value jest obecnie powszechnie używana w organizacjach zorientowanych na zarządzanie projektowe i wydaje się być również dobrą odpowiedzią na potrzeby działów controllingu w górnictwie. W artykule autorzy przedstawiają podstawowe założenia koncepcji Earned Value, jak również wskazują na praktyczne aspekty jej zastosowania w controllingu robót korytarzowych.

EN

Along with the emerging postulates of the implementation of project management in the coal mining industry, there comes a question about tools which may support the effective operational control of projects. Earned Value concept is currently widely used in organizations focused on project management and it also seems to be a good response to the needs of controlling departments in the mining industry. In this paper the authors present basic assumptions of the concept of Earned Value as well as point at the practical aspects of its application in controlling of under ground roadway workings.

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Application of fuzzy numbers to the estimation of an ongoing project’s completion time

Kuchta D.

Operations Research and Decisions

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2012

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Vol. 22, No. 4

87--103

EN

A dynamic, interactive approach to the control of a project’s realization time is proposed. The duration time of the project’s activities is assumed to depend on certain factors whose influence may change in time. Based on the project’s history up to a certain moment, the change in influence of these factors has been evaluated and estimates of the duration of activities which have not been started yet are updated. The estimates of the duration time of the activities and project are expressed in the form of fuzzy numbers. This allows us to keep a constant track of the risk of the project not keeping the deadline and to be aware of which factors influence delays, thus where to act in order to minimize the final delay while it is not yet too late – in the course of the project’s realization, as early as possible.

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Earned value method as a tool for project control

Czernigowska A.

Budownictwo i Architektura

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2008

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vol. 3, nr 2

15-32

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.