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Academic literature on the topic 'Earned schedule'

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Published: 14 March 2023

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Journal articles on the topic "Earned schedule"

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Menze, Steffen. "Projekt-Controlling mit Earned Value und Earned Schedule." Controlling & Management Review 57, no. 3 (March 2013): 68–76. http://dx.doi.org/10.1365/s12176-013-0759-5.

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Tripathi, Abhineet, Darshan B. Patel, Patel Rushil Ramanabhai, and Raja Sekhar Mamillapalli. "Comparative Study of Earned Schedule Method With Earned Value Method." International Journal of Technology 5, no. 2 (2015): 197. http://dx.doi.org/10.5958/2231-3915.2015.00021.8.

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Risjad, Melati Nurevita, and Basuki Anondho. "VALIDASI PREDIKSI DURASI DENGAN METODE EARNED SCHEDULE UNTUK GEDUNG BERTINGKAT DI JAKARTA." JMTS: Jurnal Mitra Teknik Sipil 3, no. 2 (May 17, 2020): 237. http://dx.doi.org/10.24912/jmts.v3i2.7072.

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ABSTRACTThe problem of project delays is often found as the construction industry develops. Various methods have been developed to overcome this problem, one of them is Earned Schedule. This method was developed from Earned Value by replacing the cost indicators contained in Earned Value into a time indicator. This study aims to determine whether the Earned Schedule method is feasible to predict the final duration for a multi-storey building project in Jakarta.This research was conducted by comparing the average of two populations between the average population duration with Earned Schedule and the average population duration of realization taken from reality. Furthermore, the sample of the population average is tested through the hypothesis test of the average difference to find out whether the two samples are in the same population. The data collected in this study were 52 on-going s-curve data and 35 predicted s-curve data. As a result, the final duration prediction population using the Earned Schedule method does not have an average difference with the predicted final duration population. Thus, the Earned Schedule method is considered appropriate to be used to predict the final duration of a high rise building project in Jakarta.ABSTRAKMasalah keterlambatan proyek sering ditemukan seiring berkembangnya industri konstruksi. Berbagai metode dikembangkan untuk mengatasi masalah ini, salah satu metode tersebut adalah Earned Schedule. Metode ini dikembangkan dari Earned Value dengan mengganti indikator biaya yang terdapat pada Earned Value menjadi indikator waktu. Penelitian ini bertujuan untuk mengetahui apakah metode Earned Schedule layak digunakan untuk memprediksi durasi akhir untuk proyek gedung bertingkat di Jakarta. Penelitian ini dilakukan dengan cara dengan membandingkan rata-rata dua populasi antara rata-rata populasi durasi dengan Earned Schedule dan rata-rata populasi durasi realisasi yang diambil dari kenyataan. Selanjutnya sampel rata-rata populasi tersebut diuji melalui uji hipotesis selisih rata-rata untuk mengetahui apakah kedua sampel tersebut berada dalam satu populasi yang sama. Data yang terkumpul pada penelitian ini adalah sebanyak 52 data kurva-s on going dan 35 data kurva-s realisasi. Hasilnya, populasi prediksi durasi akhir dengan metode Earned Schedule tidak memiliki selisih rata-rata dengan populasi prediksi durasi akhir realisasi. Dengan demikian, metode Earned Schedule dinilai cukup layak digunakan untuk memprediksi durasi akhir proyek gedung bertingkat di Jakarta.
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Mayo-Alvarez, Luis, Aldo Alvarez-Risco, Shyla Del-Aguila-Arcentales, M. Chandra Sekar, and Jaime A. Yañez. "A Systematic Review of Earned Value Management Methods for Monitoring and Control of Project Schedule Performance: An AHP Approach." Sustainability 14, no. 22 (November 17, 2022): 15259. http://dx.doi.org/10.3390/su142215259.

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Successful project management depends on ensuring the project’s objectives. Within these objectives, technical success is associated with achieving the expectations of the project baseline. The baseline of the project is made up of the definition of the scope (WBS), time (schedule) and costs (S curve) of the project. Directly, the project is expected to be technically successful if it manages to deliver its full scope on schedule and without associated cost overruns. Baseline performance management is how project managers track and control the progress of deliverables, timelines and associated costs. In a traditional approach, for waterfall-type projects that use the critical path paradigm, the baseline performance management tool par excellence is earned value management (EVM). Earned value management, in practice, works well when project costs are monitored and controlled; however, applying this approach to measure the status of the schedule presents serious inconsistencies. Over the last several decades, different variations of the original earned value have been developed to overcome some of these inconsistencies when used to measure project schedule status. Within these variations, we have the critical path earned value; the work in progress earned value; the critical path earned value and the work in progress; the earned schedule; and the critical path earned schedule. Each of these proposals tries to address some weakness of the original earned value management applied to time monitoring and control, for example, considering critical tasks as a focus on monitoring the progress of the schedule, solving the problem of task recognition late finishers, reporting schedule variances in time units and measuring adherence to the project’s schedule (P factor). Due to the exposed situation, it is necessary to determine which alternative of the versions of the original earned value is the most appropriate for the management of the project schedule, considering that there are several evaluation criteria that must be considered. In the present research, a systematic review and comparison of EVM and its variations for measuring project baseline schedule performance are performed to determine the most suitable methods for monitoring and controlling the project baseline schedule. For this purpose, the analytic hierarchy process (AHP) is used, and five comparison criteria are considered: schedule variation focused on critical tasks, recognition and measurement of the delay of tasks that finish late, schedule variation in time units, measurement of schedule adherence (P factor) and software support and development. The result of the AHP performed for comparing the methods shows that the best method for monitoring and controlling the project baseline schedule is the critical path earned schedule because it behaves adequately in comparison with the other methods for the evaluated comparison categories.
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Sugiyanto, Andree, and Onnyxiforus Gondokusumo. "PERBANDINGAN METODE EARNED VALUE, EARNED SCHEDULE, DAN KALMAN FILTER EARNED VALUE UNTUK PREDIKSI DURASI PROYEK." JMTS: Jurnal Mitra Teknik Sipil 3, no. 1 (February 25, 2020): 155. http://dx.doi.org/10.24912/jmts.v3i1.7069.

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In the world of construction, control is needed at the implementation stage, which is prediction or forecasting duration project schedule. Estimated project schedule is an important part for project management making decisions that affect the future of the project. Forecasting method commonly used by practitioners in this case the construction project contractor in evaluating prediction of duration is deterministic forecasting method Earned Value Method (EVM), Earned Schedule Method (ESM). Kalman Filter Earned Value Method (KEVM) as probabilistic forecasting method is carried out to produce more accurate predictive value. The purpose of this study to compare the accuracy of three methods. This research was conducted by calculating duration of the project from EVM, ESM, and KEVM on maintenance and reconstruction projects of Jakarta-Cikampek and Jakarta-Tangerang toll roads. The data used from the project control data S-curve. The control data is processed with EVM, ESM, KEVM to determine the comparison between three methods of predicting duration. Prediction results of three methods were tested with Mean Absolute Percentage Error (MAPE). The results of this study indicate that KEVM can reduce errors after Kalman Filter is performed on estimated duration using EVM. ESM duration prediction yields the smallest MAPE value of the three methods. AbstrakDalam dunia pembangunan konstruksi dibutuhkan pengendalian pada tahap pelaksanaan yaitu prediksi atau peramalan durasi jadwal proyek. Perkiraan jadwal proyek adalah bagian penting untuk manajemen proyek membuat keputusan yang mempengaruhi masa depan proyek. Metode peramalan yang umum digunakan para praktisi dalam hal ini kontraktor proyek konstruksi dalam mengevaluasi prediksi durasi adalah metode peramalan deterministik Earned Value Method (EVM), Earned Schedule Method (ESM). Kalman Filter Earned Value Method (KEVM) sebagai metode peramalan probabilistik dilakukan untuk menghasilkan nilai prediksi yang lebih akurat. Tujuan penelitian ini membandingkan akurasi dari ketiga metode. Penelitian ini dilakukan dengan menghitung durasi proyek dari EVM, ESM, dan KEVM pada proyek pemeliharaan dan rekonstruksi jalan tol Jakarta – Cikampek dan Jakarta – Tangerang. Data yang digunakan dari proyek tersebut adalah data-data pengendalian berupa kurva S. Data pengendalian tersebut diolah dengan EVM, ESM, KEVM untuk mengetahui perbandingan antara ketiga metode prediksi durasi tersebut. Hasil prediksi dari ketiga metode diuji dengan Mean Absolute Percentage Error (MAPE). Hasil dari penelitian ini menunjukkan bahwa KEVM dapat mengurangi kesalahan setelah dilakukan Kalman Filter pada perkiraan durasi menggunakan Earned Value Method. Prediksi durasi ESM menghasilkan nilai MAPE yang paling kecil dari ketiga metode.
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Zhang, Jing Yang, and Song Jiang Wang. "The Application of Earned Value Management in Small and Medium-Sized Hydropower Stations Project." Applied Mechanics and Materials 357-360 (August 2013): 2371–78. http://dx.doi.org/10.4028/www.scientific.net/amm.357-360.2371.

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Earned value management is a prerequisite for the wide range of applications in the practice of project management at home and abroad. In this paper, As to the quality of the target cost and schedule goal, To the project cost and schedule performance evaluation, On the basis of reading the relevant literature and researching at home and abroad. Using theory and method, which cost and schedule performance evaluation of earned value management as the research object. Application of project management software, It is greatly meaningful to applying earn value management model to small and medium-sized hydropower stations project.
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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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Zakariyya, Bagus, Ahmad Ridwan, and Suwarno Suwarno. "Analisis Biaya Dan Jadwal Proyek Pembangunan Gedung Dinas Kesehatan Kabupaten Trenggalek Dengan Metode Earned Value." Jurnal Manajemen Teknologi & Teknik Sipil 3, no. 2 (October 30, 2020): 362. http://dx.doi.org/10.30737/jurmateks.v3i2.1197.

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The construction of the Trenggalek District Health Office Building is a large-scale construction project. Large-scale projects often have performance issues. It is necessary to control costs and schedules for the project to go according to plan. Research using the Earned Value Method aims to find out the performance index, estimate the cost and time of completion of the work. They thus obtained corrections that must be made to the progress of the project. The results of the study in the 12th week were Budgeted Cost of Work Scheduled (BCWS) amounting to Rp1,946,626,471.64, Budgeted Cost of Work Performed (BCWP) amounted to Rp1,319,204,394.05, Actual Cost of Work Performed (ACWP) of Rp1,181,554,085.52. Performance costs benefit; Cost Varian (CV) of Rp137,660,308.53 or Cost Performance Index (CPI) is worth 1,117>1. Schedule performance is delayed, Schedule Varian (SV) of -Rp627,422,077.59 or Schedule Performance Index (SPI) is worth 0.678<1. Estimate at Completion (EAC) of Rp3,483,730,479.63 benefited Rp405,885,332.51. Estimate All Schedule (EAS) for 29,707 weeks, slow 5,707 weeks.Pembangunan Gedung Dinas Kesehatan Kabupaten Trenggalek merupakan proyek konstruksi berskala besar.Pada proyek berskala besar sering terjadi permasalahan kinerja. Oleh karena itu perlu pengendalian biaya dan jadwal agar proyek berjalan sesuai rencana. Penelitian ini menggunakan Metode Earned Value dengan tujuan agar dikeetahui indek kinerja, dan dapat memperkirakan biaya dan waktu penyelesaian pekerjaan, sehingga diperoleh koreksi yang harus dilakukan untuk kemajuan proyek. Hasil penelitian pada minggu ke-12 adalah Budgeted Cost of Work Schedule (BCWS) sebesar Rp1.946.626.471,64, Budgeted Cost of Work Performed (BCWP) sebesar Rp1.319.204.394,05, Actual Cost of Work Performed (ACWP) sebesar Rp1.181.554.085,52. Kinerja biaya mendapat keuntungan, Cost Varian (CV) sebesar Rp137.660.308,53 atau Cost Performance Index (CPI) bernilai 1,117>1. Kinerja jadwal mengalami keterlambatan, Schedule Varian (SV) sebesar -Rp627.422.077,59 atau Schedule Performance Index (SPI) bernilai 0,678 < 1. Estimate at Completion (EAC) sebesar Rp3.483.730.479,63 mendapat keuntungan sebesar Rp405.885.332,51. Estimate All Schedule (EAS) selama 29,707 minggu, lambat 5,707 minggu.
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Vaibhava, S., B. Prakash Rao, Dheeraj Vishwanatha Shetty, and Chandra Prakash. "Application of earned value method and earned schedule method for a residential apartment." Journal of Physics: Conference Series 1706 (December 2020): 012117. http://dx.doi.org/10.1088/1742-6596/1706/1/012117.

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Guo, Yun-Tao, Shao-Ting Yang, Lin Wang, and Shu-Juan Luo. "Project progress measurement under the circumstance of interrupted schedule." Filomat 30, no. 15 (2016): 4037–48. http://dx.doi.org/10.2298/fil1615037g.

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Earned Value Method (EVM) is a project management technique for measuring both project progress and performance in project activities. Unfortunately, this method could not provide credible data in project progress measurement these days due to its deficiency. Thus, a new method called Earned Schedule (ES) is designed to cover EVMs limitation. Considering the fact that researches on ES are focus on simply project under certainty, this paper is to fill in the blank of uncertainty. In this paper, a new concept called interrupted Earned Schedule (iES) and its indicators are presented considering the situation of interrupted schedule when doing project progress measurement. This concept can offer accurate description about schedule interrupted project of its progress measurement. With the help of a model project, iES and its indicators are proven practicable. Moreover, a comparison between iES and ES of a schedule interrupted project shows priority of the former one.
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Dissertations / Theses on the topic "Earned schedule"

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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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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
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 the early 1960s as a program management tool, but is viewed by some professionals as incomplete when predicting schedule performance values. An extension of earned value management, called earned schedule, was introduced in 2003 as a tool to more accurately estimate schedule performance using time indicators that is lacking in traditional earned value management estimates. Earned schedule uses standard earned value management performance indicator values and time-based equations to depict the schedule performance. This research project measured the accuracy of earned value and earned schedule final duration forecast methods by analyzing four U.S. Army Chemical Materials Agency programs.
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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 gaps have been filled in this study by the development of novel models that use statistical analysis of the previous project performance, including risk evaluation techniques. The proposed models succeeded in providing remarkably improved forecasts in three project dimensions: duration, cost and resources. The robustness of the models has been verified by testing them on real projects. The results show superiority in terms of accuracy and easy application compared to any existing method, proving that the risk inclusion provides improvement compared to previous studies. The most important features of the models are: risk-based adjustment of the forecasted values, periodic and completion forecasts, statistical processing and holistic approach. The greatest advancements have been made in the cost forecast, for which the risk adjustment inclusion is examined for the first time. The resources (man-hours) forecast is another pioneer element of the proposed models. All the above provide a complete image of the project status and paint the picture of future performance. The models results are fed in a Decision Support System, which highlights the overperforming and underperforming areas of the project. This confirms the proposition that the model results can be used to initiate restorative action. The contribution of this study to the project management field is easy-to-use and accurate models, which include the financial risk and facilitate the project manager’s decisions and actions. Anticipation of the project performance, by considering the risk, can result to significant time and cost savings, crucial for project success.
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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 demonstrated use of EVM strategy. The review of company documents focused on EVM use with reporting requirements, and archival EVM study analysis supplemented the data from the semistructured interviews. Data were triangulated and inductively analyzed for themes, and member checking was done to ensure credibility of the interpretations. Four themes emerged from the data: the use of EVM data to improve outcomes, the existence of essential strategies, the role of EVM as but a single tool, and the essential engagement of leadership. Findings may contribute to social change because defense business contractor leaders could help improve business performance and return resources for social improvement. Investment in social and environmental improvements can strengthen employee commitment and ultimately ties to the community at large, furthering social improvement.
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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
國立臺灣科技大學
營建工程系
104
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 control of schedule in order to avoid problems. This research established the Earned Schedule Inference Model by learning the historical cases. First, the related references was collected and then the influence diagram and the filter diagram were used to figure out the influence factors of project duration. The next step is to combine them with the index of EVM and Earned Schedule Method (ESM). Furthermore, the input and the output variables were identified to establish the database of historical cases which is the base of the model. Second, the Symbiotic Organisms Search - Least Squares Support Machine (SOS-LSSVM) was applied to the model as its main core in order to discover the relationship between the input (influence factors and EVM) , and the output variables (Estimate Schedule to Completion, ESTC) which can be used to calculate to the Estimate Schedule at Completion (ESAC). With the established duration project model, the manager can control the schedule during the execution phase. The obtained results show that this research can provide a highly accurate and stable forecasting. By comparing the results with those of the other Artificial Intelligence (AI) methods and formulas of EVM, it is confirmed that the Earned Schedule Inference Model has a better ability of predicting the duration in order to help schedule control.
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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
崑山科技大學
資訊管理研究所
101
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 EVM combine with fuzzy set theory to proposed the fuzzy EMV model to evaluate the each performance index under the schedule uncertain scenario. The proposed fuzzy EVM model is more useful precise for controlling the project performance under the schedule uncertainty situation. This study also uses the MS-Excel to construct an easy information calculating system to demostrate the availability of the proposed model.
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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
大葉大學
管理學院碩士在職專班
103
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 firstly used to determine the best weights of SMA method, then we forecast the project duration under three project scenarios: all projects, early finish, and late finish. Next, we compared the accuracy of the SMA to predict project final duration with the nine methods presented by Vandevoorde and Vanhoucke (2006) ,based on Standard Deviation,Weighted Average Composite Rank, Mean Absolute Percentage Error and Sign Test. The results reveal that comparing accuracy by the standard deviation, forecasting and actual duration,SMA wons first prize. In early finish project，if SMA method takes the combination of weights,w1=0.1 and w2=0.9,that it has the best forecasting ability. In the late finish project, if SMA method takes the combination of weights,w1=0.2 and w2=0.8, it would be most outstanding at the late project progress. The SMA method could improve forecasting accuracy of project final duration,and provide project manager rational reference information.
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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
國立交通大學
土木工程學系
100
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 evaluation - Value At Risk, VAR, forecast the project completion schedule by adding value at risk concept of the probability level, the project may confront risks to this forecast in real reaction completed on schedule, to help project managers to more effective management. After ascertaining the model, the schedule at risk used in practice to respond the results of the analysis in the case, and the different between the schedule at risk and the Earned Value Management forecast completion schedule, besides, schedule at risk and the actual completion of the remaining duration to compare the differences discussed.
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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
國立高雄第一科技大學
營建工程研究所
99
“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 construction project which is building a new storehouse center and a verified project of steel lifting operation item in OOO head building as an example. This study compare to two forecasting duration methods which are Earned Schedule Method and Thomas Productivity Forecast Method. With these two methods, it shows us the ability of working progress and the accuracy of forecasting schedule. In this study, we take steel lifting operation item coming from a construction project which is building a new storehouse center as an example. The results show: (1) For the ability of project progress, both Productivity Forecast Method and Earned Schedule Method can show us the actual working progress of project with schedule. (2) If there is nothing happened, both earned schedule method and productivity forecast method can forecast the schedule of project accurately. (3) The progress indicator of Earned schedule method can’t connect to invest resources, and there will be some flaws with use in practice.(4) If we change the resources in the project proceed, the ability of forecasting of Productivity Forecast Method is better than Earned Schedule Method’s.
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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
國立交通大學
土木工程系所
102
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 to predict the value at risk of the schedule and do the relevant differences comparative analysis, verification, discussion and improvement in the case: Longjing solar power plant.
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Books on the topic "Earned schedule"

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Office, General Accounting. Tax administration: Changes to IRS's Schedule K-1 document matching program burdened compliant taxpayers : report to the Chair, Committee on Small Business and Entrepreneurship, U.S. Senate. [Washington, D.C.]: GAO, 2003.

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United States. Congress. Senate. Committee on Finance. and United States. Congress. Joint Committee on Taxation., eds. Description and analysis of present-law tax rules relating to income earned by U.S. businesses from foreign operations: Scheduled for a public hearing before the Senate Committee on Finance on July 21, 1995. Washington: U.S. G.P.O., 1995.

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United States. Congress. Senate. Committee on Finance. and United States. Congress. Joint Committee on Taxation., eds. Description and analysis of present-law tax rules relating to income earned by U.S. businesses from foreign operations: Scheduled for a public hearing before the Senate Committee on Finance on July 21, 1995. Washington: U.S. G.P.O., 1995.

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Lipke, Walter H. Earned Schedule. Lulu Press, Inc., 2009.

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Lipke, Walter H. Earned Schedule. Lulu Press, Inc., 2010.

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Service, United States Internal Revenue. Earned Income Credit, Qualifying Child Information, IRS Tax Form 1040, Schedule EIC, 2006. Internal Revenue Service, 2006.

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Service, United States Internal Revenue. Earned Income Credit, Qualifying Child Information, IRS Tax Form 1040, Schedule EIC, 2005. Internal Revenue Service, 2005.

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Rethinking Earned Value & Schedule Management on Construction Projects: Solving the World's Construction Performance Problem. FriesenPress, 2021.

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Rethinking Earned Value & Schedule Management on Construction Projects: Solving the World's Construction Performance Problem. FriesenPress, 2021.

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Lambert, Lee R. The cost/schedule control systems criteria (C/SCSC): An integrated project management approach using earned value techniques : A lighthearted overview and quick reference users' guide. Lee R. Lambert and Associates, 1990.

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Book chapters on the topic "Earned schedule"

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Vanhoucke, Mario. "Earned Schedule." In Management for Professionals, 33–40. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-04331-9_3.

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Capone, Christian, and Timur Narbaev. "Understanding Schedule Progress Using Earned Value and Earned Schedule Techniques at Path-Level." In Advances in Production Management Systems. Artificial Intelligence for Sustainable and Resilient Production Systems, 244–51. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-85914-5_26.

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Wang, Qing, Nan Jiang, Lang Gou, Meiru Che, and Ronghui Zhang. "Practical Experiences of Cost/Schedule Measure Through Earned Value Management and Statistical Process Control." In Software Process Change, 348–54. Berlin, Heidelberg: Springer Berlin Heidelberg, 2006. http://dx.doi.org/10.1007/11754305_38.

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Hannay, Jo Erskine. "Earned Business Value Management." In Benefit/Cost-Driven Software Development, 61–74. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-74218-8_5.

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AbstractIt is time to move on to construction time. This is when epics are distributed to releases and scheduled for further detailing. We use benefit estimates and cost estimates to monitor and adjust this scheduling. We will take an existing practice for cost management and use it for benefit management and benefit/cost management: we adapt what is called earned value management to what we call earned business value management.
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"A Fuzzy Method to Earned Schedule and Cost Performance Indices in Project Management." In International Conference on Measurement and Control Engineering 2nd (ICMCE 2011), 99–109. ASME Press, 2011. http://dx.doi.org/10.1115/1.859858.paper16.

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Dong, Fangpeng, and Selim G. Akl. "Two Approaches for Workflow Scheduling with Quality of Service in the Grid." In Grid and Cloud Computing, 1265–88. IGI Global, 2012. http://dx.doi.org/10.4018/978-1-4666-0879-5.ch601.

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Over the past decade, Grid Computing has earned its reputation by facilitating resource sharing in larger communities and providing non-trivial services. However, for Grid users, Grid resources are not usually dedicated, which results in fluctuations of available performance. This situation raises concerns about the quality of services (QoS). The meaning of QoS varies with different concerns of different users. Objective functions that drive job schedulers in the Grid may be different from each other as well. Some are system-oriented, which means they make schedules to favor system metrics such as throughput, load-balance, resource revenue and so on. To narrow the scope of the problem to be discussed in this chapter and to make the discussion substantial, the scheduling objective function considered is minimizing the total completion time of all tasks in a workflow (also known as the makespan). Correspondingly, the meaning of QoS is restricted to the ability that scheduling algorithms can shorten the makespan of a workflow in an environment where resource performance is vibrant. This chapter introduces two approaches that can provide QoS features at the workflow scheduling algorithm level in the Grid. One approach is based on a workflow rescheduling technique, which can reallocate resources for tasks when a resource performance change is observed. The other copes with the stochastic performance change using pre-acquired probability mass functions (PMF) and produces a probability distribution of the final schedule length, which will then be used to handle the different QoS concerns of the users.
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Thomson, Peter. "The Long Way Home." In Sacred Sea. Oxford University Press, 2007. http://dx.doi.org/10.1093/oso/9780195170511.003.0018.

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A Friday in July . . . Boston is a tangle of cranes and earthmovers, half-built flyovers and half-dug trenches and a huge steel snake slithering along the narrowest of paths through the chaos—Amtrak’s Lake Shore Limited, weaving its way through the city’s $15 billion highway construction project known as the Big Dig and heading westward toward Albany, Cleveland, and Chicago. We’ve said our last goodbyes to the family, hauled our backpacks into our two-person sleeping compartment, and finally, after weeks of ever-more frantic preparation, begun to feel the rhythm of the world rumbling slowly by beneath us, the rhythm of our lives for the next six months. The train picks up headway as it groans past the hallowed green walls of Fenway Park, home of the Boston Red Sox and the spiritual center of New England, the dense triple-decker blocks of the inner suburbs and the verdant lawns and oak groves of the outer suburbs. James and I sit across from each other, grinning slightly, both a little intoxicated by a cocktail of excitement, relief, and anxiety. Family, friends, work, school, daily antagonisms, and well-worn rituals are all receding physically if not yet mentally. Over the horizon ahead loom Alaska, the Pacific, Japan, Vladivostok, Lake Baikal, and 25,000 miles or so of who knows what else. But it’s no big deal, we tell ourselves. We’re heading home, just taking the long way. Just past dawn, west of Cleveland, we’re running two and a half hours late. Our sleeping car attendant, Fred, tells us that we lost time overnight to track repairs, slow-loading mail shipments, and freight trains. Once you start to lose a little time on this run, he says, you quickly end up losing a lot, because the tracks are owned by the freight companies, and their trains have priority. If an Amtrak train slips off schedule, it starts the kind of chain reaction of delays that have earned this train the nickname the Late Shore Limited. I ask Fred if we’re going to make our connection in Chicago. “Not if we keep stopping like this,” he says.
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Hyman, Louis. "Securing Debt in an Insecure World." In Debtor Nation. Princeton University Press, 2011. http://dx.doi.org/10.23943/princeton/9780691140681.003.0008.

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This chapter explores how profits on credit cards became the center of lending. By the early 1980s, credit cards metamorphosed from break-even investments to leading earners. With much higher profits than commercial loans, financial institutions began to lend as much money as they could to consumers on credit cards. By the early 1990s, investments in credit cards were twice as profitable as conventional business loans. Increasingly, the now plentiful credit cards allowed consumers to borrow more money and with greater flexibility than they had before. For home owners, home equity loans also offered a new way to borrow by tapping into the value of their homes. Like credit cards, home equity loans allowed borrowers to pay back their debt when they wanted, without a fixed schedule.
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McKain, Danielle. "CLEP." In Opening Up Education for Inclusivity Across Digital Economies and Societies, 170–90. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-7473-6.ch009.

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The cost of higher education goes beyond the price of tuition. College students often also face the burden of balancing college, family, and work. Demanding schedules and obligations often lead to putting courses on hold. Additionally, college students can be overwhelmed by course demands and pre-requisite skills that are required. Time is consistently an obstacle in degree completion. Of these struggles that so many face, CLEP exams are a common solution. The College Level Examination Program allows students to essentially test out of college courses and earn college credit, saving time and money. While students must be prepared for these exams, there are convenient ways to options including MOOCs, Khan Academy, and College Board resources.
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Feldmann, Doug, and Mike Ditka. "Resilience." In A View from Two Benches, 109–19. Cornell University Press, 2020. http://dx.doi.org/10.7591/cornell/9781501749988.003.0007.

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This chapter discusses how, after being cut from the Chicago Bears, Bob Thomas was signed to the Detroit Lions' roster for their 1982 season opener against the Bears. But just as things were looking up for both Thomas and his new team, the inevitable reared its ugly head on September 21 as the NFL Players Association went on strike. Upcoming games were stricken from the schedule for the foreseeable future. After fifty-seven days, the two warring sides finally came to an agreement on November 16. The seven games missed from the regular season would not be made up, but an expanded playoff format of sixteen teams would be granted to earn back the interest of the fans and to make up for lost revenue. However, when the Lions resumed official team practices, Thomas was let go. Thomas packed his football gear and returned to Lisle, readying himself to continue his law work.
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Conference papers on the topic "Earned schedule"

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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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Miguel, Angelimarie, Wira Madria, and Ronaldo Polancos. "Project Management Model: Integrating Earned Schedule, Quality, and Risk in Earned Value Management." In 2019 IEEE 6th International Conference on Industrial Engineering and Applications (ICIEA). IEEE, 2019. http://dx.doi.org/10.1109/iea.2019.8714979.

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Flores, Erick J., and Rodrigo F. Herrera. "Use of the Earned Schedule to Subcontractors Control in Construction Projects." In 2021 Congreso Internacional de Innovación y Tendencias en Ingeniería (CONIITI). IEEE, 2021. http://dx.doi.org/10.1109/coniiti53815.2021.9619705.

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Prayogi, Reynaldy, Devi Pratami, Ika Arum Puspita, and Ageak Raporte Bermano. "Measuring Schedule Performance of Fiber to The Home Project Using Earned Value Management." In Proceedings of the 2018 International Conference on Industrial Enterprise and System Engineering (IcoIESE 2018). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icoiese-18.2019.53.

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Barlow, Dewey E., Christine M. Miranda, and Howard J. Hunter. "A predictive schedule model for satellite subsystem hardware delivery in an earned value environment." In 2011 IEEE Aerospace Conference. IEEE, 2011. http://dx.doi.org/10.1109/aero.2011.5747632.

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Silva, W. P. M., S. Gunatilake, and M. F. F. Fasna. "OPTIMISING VALUE DURING CONSTRUCTION SCHEDULE ACCELERATION." In The 9th World Construction Symposium 2021. The Ceylon Institute of Builders - Sri Lanka, 2021. http://dx.doi.org/10.31705/wcs.2021.38.

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Construction Schedule Acceleration (CSA) can affect not just the time but many other project aspects. During a CSA, there can be many impacts having significant effects on the project value. Previous studies have highlighted the importance of considering quality, productivity and functionality at a CSA along with cost and time. The aim of this research is, therefore, to investigate how value can be optimised during a CSA process. A qualitative research approach was adopted. Altogether, ten semi-structured interviews were conducted. The interview data were transcribed and analysed using a manually performed content analysis. This study has revealed types of CSA based on the purpose (delay minimising purpose or non-delay minimising purpose) and the party who initiates it. Cost, quality, functionality, productivity and profitability were identified as main value considerations during a CSA other than time. Applicability of value management (VM) job plan stages and Earned Value Management (EVM) indicators during different CSA stages to optimise value were also found. Finally, these findings were mapped in a framework to show how VM and EVM concepts could be used in enhancing value during a CSA. The framework conceptualises the relationship between “value” and CSA and how it varies upon distinct parties of a construction project during different stages and types of CSA. The proposed framework can be used as a guidance for optimising the value during the stages of a CSA.
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"Experimental Study on Incentive Effect of Cost and Schedule Factors Based on Earned Value Method." In 2018 2nd International Conference on Innovations in Economic Management and Social Science. Clausius Scientific Press, 2018. http://dx.doi.org/10.23977/iemss.2018.91432.

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Wu, Meiqiong, Meng Wang, and Dongxiao Niu. "Schedule-cost Joint Management of Thermal Power Construction Project Based on Improved Earned Value Method." In 2017 3rd International Conference on Humanities and Social Science Research (ICHSSR 2017). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/ichssr-17.2017.7.

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Dang, Guoqing. "Example Application of Cost and Schedule Equilibrium Control Model in Communication Base Station Construction Project Based on Earned Value Method." In 2017 9th International Economics, Management and Education Technology Conference (IEMETC 2017). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/iemetc-17.2017.12.

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Li, Ming, Hui Zhou, and Rongxin Zhang. "A Dynamic Measurement Model of Equipment Procurement Progress for Nuclear Power Project Based on EVM." In ASME 2017 Power Conference Joint With ICOPE-17 collocated with the ASME 2017 11th International Conference on Energy Sustainability, the ASME 2017 15th International Conference on Fuel Cell Science, Engineering and Technology, and the ASME 2017 Nuclear Forum. American Society of Mechanical Engineers, 2017. http://dx.doi.org/10.1115/power-icope2017-3662.

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A novel dynamic model and refined method for implementation of the Earned Value Management (EVM) on nuclear power equipment procurement is proposed in this paper. The EVM is known as an efficient and accurate method for progress and cost control in most of the civil engineering systems; however, there is lack of literatures on the EVM for precisely measuring the procurement progress in large-scale complex industrial projects, such as nuclear power plant systems. A novel dynamic measurement model based on the EVM is first established for evaluating the progress and performance of purchasing the nuclear power equipment, including specified details of operating procedure by quantitative valuing each schedule node based on work breaking-down structure (WBS) elements; then the dynamic model is analyzed and verified by a realistic contract of nuclear power equipment procurement. Furthermore, a nuclear power project under construction is studied and the equipment procurement progress is evaluated by applying the novel dynamic measurement model. Finally, the deviation of equipment procurement contract execution is presented by calculating the performance of progress and cost, which helps identify and analyze the delay risks. The dynamic measurement model has been applied in an abuilding nuclear power plant since January 2015, the results of applying the new model providing significant support to the progress and cost control of equipment procurement and bringing considerable profits to the project management. Based on the investigation and results of the above project, the new dynamic model is viable to be employed in future projects of nuclear power plant as a practical reference for applying the EVM in procurement management.
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