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Journal articles on the topic 'Earned value management'

Author: Grafiati
Published: 4 June 2021
Last updated: 14 March 2023

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1

Kováčiková, Martina. "Earned value management." Pošta, Telekomunikácie a Elektronický obchod 1, no. 4 (September 30, 2006): 41–44. http://dx.doi.org/10.26552/pte.c.2006.4.9.

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2

Curling, David H. "Earned value project management." International Journal of Project Management 16, no. 1 (February 1998): 66. http://dx.doi.org/10.1016/s0263-7863(97)82251-x.

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3

Khan, Khalid Mohiuddin, and Mr Masoom Reza. "Earned Value Management for Design and Construction Project." International Journal of Trend in Scientific Research and Development Volume-2, Issue-5 (August 31, 2018): 1482–502. http://dx.doi.org/10.31142/ijtsrd17029.

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4

Raby, Michael. "Project management via earned value." Work Study 49, no. 1 (February 2000): 6–10. http://dx.doi.org/10.1108/00438020010305392.

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5

Diamantas, Viktor K., Konstantinos A. Kirytopoulos, and Vrassidas N. Leopoulos. "Earned value management under risk." International Journal of Project Organisation and Management 3, no. 3/4 (2011): 335. http://dx.doi.org/10.1504/ijpom.2011.042037.

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6

Fontaine, Dan. "Earned Value Management Symposium a Success." INSIGHT 2, no. 4 (December 2000): 31. http://dx.doi.org/10.1002/inst.20002431.

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7

Wang, Wen Xiu, En Jian He, and Yan Fei Zhao. "Earned Value Analysis Application in Project Management." Advanced Materials Research 971-973 (June 2014): 2494–97. http://dx.doi.org/10.4028/www.scientific.net/amr.971-973.2494.

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The focus of earned value management is the deviation ( schedule variance and cost deviation ) to determine the project, by determining the deviation monitor project status . Discussion earned value analysis methods use a combination of project management . Earned Value Analysis method as an effective project monitoring tools, you can maximize avoid state ( time and cost ) project-specific business and technical implementation of the project 's content and confused together, intuitively given project status information.
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8

Anbari, Frank T. "Earned Value Project Management Method and Extensions." Project Management Journal 34, no. 4 (December 2003): 12–23. http://dx.doi.org/10.1177/875697280303400403.

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9

., Silvianita, Fadel Muhammad, Daniel M. Rosyid, and Wimala Dhanista. "Earned Value Management for Ship Repair Project." Journal of Engineering and Applied Sciences 14, no. 20 (October 31, 2019): 7442–47. http://dx.doi.org/10.36478/jeasci.2019.7442.7447.

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10

Marshall, Robert A., Philippe Ruiz, and Christophe N. Bredillet. "Earned value management insights using inferential statistics." International Journal of Managing Projects in Business 1, no. 2 (April 4, 2008): 288–94. http://dx.doi.org/10.1108/17538370810866386.

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11

Anbari, F. T. "Earned value project management method and extensions." IEEE Engineering Management Review 32, no. 3 (2004): 97. http://dx.doi.org/10.1109/emr.2004.25113.

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12

Niemand, Stefan, Timo Riedrich, and Kay G. Bretz. "Earned Value-Management: Effiziente Steuerung großer Entwicklungsprojekte." Controlling und Management 47, no. 5 (September 2003): 324–30. http://dx.doi.org/10.1007/bf03254199.

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13

Rezouki, Sedqi Esmaeel, and Sabreen Baqer Mortadha. "The Factors Affecting on Earned Value Management." IOP Conference Series: Materials Science and Engineering 901 (September 11, 2020): 012023. http://dx.doi.org/10.1088/1757-899x/901/1/012023.

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14

Bagherpour, Morteza, Mohammad Khaje Zadeh, Amin Mahmoudi, and Xiaopeng Deng. "INTERPRETIVE STRUCTURAL MODELING IN EARNED VALUE MANAGEMENT." JOURNAL OF CIVIL ENGINEERING AND MANAGEMENT 26, no. 6 (June 10, 2020): 524–33. http://dx.doi.org/10.3846/jcem.2020.12182.

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The primary purpose of the current study is introducing a comprehensive approach to identify the relationship among different criteria in Earned Value Management (EVM). EVM is a well-known approach in project management context that can monitor schedule and cost performance indexes in projects simultaneously. The EVM detects current project performances and also predicts at completion costs of the project. In this study, employing Interpretive Structural Modelling, interactions which exist among affecting factors on EVM’s success are determined. First, all of the practical factors on EVM are determined and categorized into four main clusters; then the most effective ones are separated from the clusters; eventually, ISM is used based on eleven ultimate critical criteria. The results demonstrate that “Instability in the construction market” and “Macroeconomic indicators” are the most influencing factors affecting the EVM. Finally, a novel method for enhancing the performance of conventional EVM is presented. The proposed approach would be highly applicable for engineering managers who are willing to promote the current performance of the systems. Most studies have been previously carried out on the applications of the EVM in terms of improving final cost and total duration elapsed whereas there is not any particular study on the EVM issue which has stated the key factors that influence the EVM and lasting effect on the project performance. It should be noted that the proposed approach can be employed through the life cycle of any project particularly in construction projects.
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15

Castañón-Puga, Manuel, Ricardo Fernando Rosales-Cisneros, Julio César Acosta-Prado, Alfredo Tirado-Ramos, Camilo Khatchikian, and Elías Aburto-Camacllanqui. "Earned Value Management Agent-Based Simulation Model." Systems 11, no. 2 (February 7, 2023): 86. http://dx.doi.org/10.3390/systems11020086.

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Agile project management (APM) can be defined as an iterative approach that promotes satisfying customer requirements, adjusts to change, and develops a working product in rapidly changing environments. Managers usually apply agile management as the project management approach in projects requiring extraordinary speed and flexibility in their processes. Earned value management (EVM) is a fundamental part of project management to establish practical measures. Often, managers use a task board to visually represent the work on a project and the path to completion. Still, managing an agile project can be a challenging endeavor. In this paper, we propose an agent-based model describing the management of tasks within a project using earned value assessment and a task board. Our model illustrates how EVM yields an efficient method to measure a project’s performance by comparing actual progress against planned activities, thus facilitating the formulation of more accurate predicted estimations. As proof of concept, we leverage our implementation to calculate EVM performance indexes according to a performance measurement baseline (PMB) in a task board fashion.
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16

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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17

Xu, Wenjing. "Application of Earned Value Method in Project Cost Management and Schedule Management." Proceedings of Business and Economic Studies 4, no. 4 (August 27, 2021): 146–52. http://dx.doi.org/10.26689/pbes.v4i4.2400.

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At present, with the rapid development of China’s economy, the development of the construction industry has made a new breakthrough. Project management requires the construction industry to continuously play its role and value in improving the ability of project management. Earned value method, which is an important way in the field of project management, enables whole project management to rise to a new height. The specific principle of earned value method will be elaborated by fully introducing the specific role of earned value method in engineering projects to provide a reference and basis for practitioners to improve their management ability.
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18

Bovteev, Sergei, and Marina Petrochenko. "Method “Earned Value Management” for Timescale Controlling in Construction Projects." Applied Mechanics and Materials 725-726 (January 2015): 1025–30. http://dx.doi.org/10.4028/www.scientific.net/amm.725-726.1025.

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Article presents an assessment of using “Earned Value Management” method for monitoring the construction projects completion on time. It describes the technique of Earned Value Management for Project Time Management. A specific example analyzes the possibility of using indicators Earned Schedule and Independent Estimate of Completion (time) and represents conditions when this indicators do not give correct results.
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19

Denas, Scheljert. "Risk Analysis Using Earned Value." International Journal of Risk and Contingency Management 4, no. 3 (July 2015): 22–33. http://dx.doi.org/10.4018/ijrcm.2015070102.

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Control and feedback in complex and sensitive systems with different resources and properties in uncertainty conditions are one of the significant challenges for project managers. Therefore, in this paper an integrated model with quantitative and qualitative approach based on Earned value management and risk analysis methods proposed to decrease deviations in time and cost estimation at complete (EAC(t) & EAC). Using the proposed performance indexes based on risk scores obtained by non-parametric resampling technique, namely bootstrap, calculating more accurate estimations of final cost and duration at lower and upper band with various confidence levels will be possible. Finally, an illustrative case study presented demonstrating the proposed model can be efficiently applied through real case software projects.
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20

Brandon, Daniel M. "Implementing Earned Value Easily and Effectively." Project Management Journal 29, no. 2 (June 1998): 11–18. http://dx.doi.org/10.1177/875697289802900204.

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Earned value is a powerful approach for evaluating true project performance. It also provides a quantitative basis for estimating actual completion time and actual cost at completion. However, the effective use of this technique is rare outside of the U.S. government and its contractors. There are several reasons for this general lack of use. This paper presents the implementation problems and also some methodology and specific techniques to overcome each of these problems, thus providing an effective and relatively easy implementation of earned value.
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21

Lv, Xiu Ling, and Jiang Feng Wu. "The Application of Earned Value in Project Management." Applied Mechanics and Materials 174-177 (May 2012): 2844–47. http://dx.doi.org/10.4028/www.scientific.net/amm.174-177.2844.

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This thesis discusses the development of Earned Value and introduces the concept of that value and the related indicators. The paper cites real applications and situations in which the method is adopted, analyzes the advantages and disadvantages of method, with the aim to explain its suitability in the management, and to offer suggestions as to the wide use of the method in project management.
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22

Salari, Mostafa, Morteza Bagherpour, and Afshin Kamyabniya. "Fuzzy extended earned value management: A novel perspective." Journal of Intelligent & Fuzzy Systems 27, no. 3 (2014): 1393–406. http://dx.doi.org/10.3233/ifs-131106.

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23

Rose, Kenneth H. "Book Review: Earned Value Project Management, Second Edition." Project Management Journal 34, no. 3 (September 2003): 54. http://dx.doi.org/10.1177/875697280303400309.

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24

Rose, Kenneth H. "Book Review: Earned Value Project Management, Third Edition." Project Management Journal 36, no. 3 (September 2005): 63. http://dx.doi.org/10.1177/875697280503600308.

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25

Art Gowan, J., Richard G. Mathieu, and Mark B. Hey. "Earned value management in a data warehouse project." Information Management & Computer Security 14, no. 1 (January 2006): 37–50. http://dx.doi.org/10.1108/09685220610648364.

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26

Dodson, Marcelo, Guilherme Defavari, and Vitor de Carvalho. "Quality: The Third Element of Earned Value Management." Procedia Computer Science 64 (2015): 932–39. http://dx.doi.org/10.1016/j.procs.2015.08.610.

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27

Marzouk, Mohamed, and Mohamed Hisham. "Implementing earned value management using bridge information modeling." KSCE Journal of Civil Engineering 18, no. 5 (May 20, 2014): 1302–13. http://dx.doi.org/10.1007/s12205-014-0455-9.

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28

Naeni, Leila Moslemi, Shahram Shadrokh, and Amir Salehipour. "A fuzzy approach for the earned value management." International Journal of Project Management 29, no. 6 (August 2011): 764–72. http://dx.doi.org/10.1016/j.ijproman.2010.07.012.

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29

Moslemi Naeni, Leila, Shahram Shadrokh, and Amir Salehipour. "A fuzzy approach for the earned value management." International Journal of Project Management 32, no. 4 (May 2014): 709–16. http://dx.doi.org/10.1016/j.ijproman.2013.02.002.

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30

Chang, Chia-Jui, and Szu-Wei Yu. "Three-Variance Approach for Updating Earned Value Management." Journal of Construction Engineering and Management 144, no. 6 (June 2018): 04018045. http://dx.doi.org/10.1061/(asce)co.1943-7862.0001491.

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31

Rose, Kenneth H. "Book Review: Earned Value Project Management, Fourth Edition." Project Management Journal 42, no. 3 (April 2011): 103. http://dx.doi.org/10.1002/pmj.20243.

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32

Koke, Benjamin, and Robert C. Moehler. "Earned Green Value management for project management: A systematic review." Journal of Cleaner Production 230 (September 2019): 180–97. http://dx.doi.org/10.1016/j.jclepro.2019.05.079.

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33

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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34

McConnell, Daniel R. "Earned Value Technique for Performance Measurement." Journal of Management in Engineering 1, no. 2 (April 1985): 79–94. http://dx.doi.org/10.1061/(asce)9742-597x(1985)1:2(79).

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35

Chen, Hong Long, Wei Tong Chen, and Ying Lien Lin. "Earned value project management: Improving the predictive power of planned value." International Journal of Project Management 34, no. 1 (January 2016): 22–29. http://dx.doi.org/10.1016/j.ijproman.2015.09.008.

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36

Kerkhove, L. P., and M. Vanhoucke. "Extensions of earned value management: Using the earned incentive metric to improve signal quality." International Journal of Project Management 35, no. 2 (February 2017): 148–68. http://dx.doi.org/10.1016/j.ijproman.2016.10.014.

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37

Fayad, Ali, Bassam Hussein, Elie Maalouf, and Amin Haj-Ali. "An Improved Earned Value Analysis Tool for Mitigating Progress Risks in Long Duration Projects." MATEC Web of Conferences 281 (2019): 05001. http://dx.doi.org/10.1051/matecconf/201928105001.

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As a risk control tool, earned value analysis is crucial for identifying risky trends in the budget or schedule of a project. This tool relies on earned value management, a method for calculating cost and schedule variances. However, this method does not take into account the time value of money. This in itself is a threat that could lead to misleading data and eventually wrong decisions. This paper explores the risk management process, the earned value management method, and proposes a methodology that compliments the earned value management method with net present value calculations. This will allow project managers to take sound decisions based on more accurate information.
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38

Gedi, Ji, Wu Yunna, and Chang Qing. "Research on Optimization of Earned Value Management Method in Engineering Budget Management." Open Civil Engineering Journal 9, no. 1 (May 29, 2015): 369–75. http://dx.doi.org/10.2174/1874149501509010369.

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Earned Value Management Method (EVM), widely used in the world, is a project management method of costschedule integrated control. But the traditional EVM sometimes cannot provide an accurate result. In this paper, a practical method is given to analyze the project performance, in which the Network Diagram Method and the Critical Path Method have been introduced into EVM system that can better reflect the practical situation of a project. This improved method can be referred to assub-level earned value analysis method. This method can correct variance in the duration and cost forecast of the traditional EVM, and can also provide more information about the cause analysis.
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39

Mortaji, Seyed Taha Hossein, Siamak Noori, and Morteza Bagherpour. "Directed earned value management based on ordered fuzzy numbers." Journal of Intelligent & Fuzzy Systems 40, no. 5 (April 22, 2021): 10183–96. http://dx.doi.org/10.3233/jifs-201248.

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Earned value management is well-known as the most efficient method of project monitoring and control providing relatively reliable information about the project performance. However, this method requires accurate estimates of the progress of project activities, which are always associated with uncertainties that, if ignored or not addressed well, lead to incorrect results. To address this issue, the application of multi-valued logic, in particular fuzzy logic, in earned value management has recently attracted a lot of attention both in practice and research. This paper introduces directed earned value management (DEVM) in which ordered fuzzy numbers are used to express the so-called uncertainties as well as to capture more information about the trend of the project progress. To evaluate the performance of the proposed method, several numerical examples and a case study are presented. The results reveal that compared to the existing methods, DEVM has a lower computational complexity. Also, it doesn’t suffer from the overestimation effect and as a result, it has a higher ability to express project-specific dynamics. In sum, the proposed method allows project managers to make informed decisions that lead to taking preventive and corrective actions promptly and at a lower cost.
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40

Yu, Xiang Jun, Chao Xie, and Tian Ming Huang. "Design and Realization of Defense Equipment Scientific Research Project Management System Based on Earned Value Management." Advanced Materials Research 971-973 (June 2014): 2317–20. http://dx.doi.org/10.4028/www.scientific.net/amr.971-973.2317.

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This paper briefly introduces the basic connotation of earned value management, determine, from the target variable management process design, system function design and system implementation four aspects that the management of defense scientific research project management system design and implementation process based on the earned value, and some reasonable countermeasures to promote the use of the system.
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41

Sukkari, Lilana, Rateb Sweis, and Wafa Eid. "Earned Value Management Application In the Jordanian Construction Companies." International Journal of Business Excellence 1, no. 1 (2021): 1. http://dx.doi.org/10.1504/ijbex.2021.10039702.

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42

Mortaji, Seyed Taha Hossein, Morteza Bagherpour, and Siamak Noori. "Fuzzy earned value management using L-R fuzzy numbers." Journal of Intelligent & Fuzzy Systems 24, no. 2 (2013): 323–32. http://dx.doi.org/10.3233/ifs-2012-0556.

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43

Salari, Mostafa, Morteza Bagherpour, and John Wang. "A novel earned value management model using Z-number." International Journal of Applied Decision Sciences 7, no. 1 (2014): 97. http://dx.doi.org/10.1504/ijads.2014.058037.

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44

Burns, James, and Qing Cao. "Deterministic, path-sensitive heuristics for project earned value management." International Journal of Project Organisation and Management 3, no. 1 (2011): 1. http://dx.doi.org/10.1504/ijpom.2011.038861.

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45

李, 贻浩. "Application of Earned Value in International EPC Project Management." Journal of Oil and Gas Technology 42, no. 03 (2020): 182–86. http://dx.doi.org/10.12677/jogt.2020.423080.

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46

Forouzanpour, Hamidreza, Abolfazl Mirzazadeh, and Sara Nodoust. "An Evidential Reasoning Approach for the Earned Value Management." Scientia Iranica 23, no. 2 (April 1, 2016): 685–700. http://dx.doi.org/10.24200/sci.2016.3855.

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47

Kim, Byung-Cheol, and Kenneth F. Reinschmidt. "Combination of Project Cost Forecasts in Earned Value Management." Journal of Construction Engineering and Management 137, no. 11 (November 2011): 958–66. http://dx.doi.org/10.1061/(asce)co.1943-7862.0000352.

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48

Wauters, Mathieu, and Mario Vanhoucke. "Study of the Stability of Earned Value Management Forecasting." Journal of Construction Engineering and Management 141, no. 4 (April 2015): 04014086. http://dx.doi.org/10.1061/(asce)co.1943-7862.0000947.

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49

Wangenheim, Christiane Gresse Von, Bruno Rausis, Gustavo M. Soares, Rafael Savi, and Adriano Ferreti Borgatto. "Project detective - a game for teaching earned value management." International Journal of Teaching and Case Studies 5, no. 3/4 (2014): 216. http://dx.doi.org/10.1504/ijtcs.2014.067787.

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50

Votto, Rodrigo, Linda Lee Ho, and Fernando Berssaneti. "Multivariate control charts using earned value and earned duration management observations to monitor project performance." Computers & Industrial Engineering 148 (October 2020): 106691. http://dx.doi.org/10.1016/j.cie.2020.106691.

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