For earned value management (EVM), when an organization attaches nonequal importance to the schedule performance index (SPI) and cost performance index (CPI) of a project, a nonequal-weighted conversion rate between the SPI and CPI is formed. This study employed EVM to integrate SPIs and CPIs to establish a matrix project performance assessment model with a nonequal-weighted conversion rate between the SPI and CPI. This model improves the disadvantages of conventional performance assessment models and enables project managers to simultaneously monitor and control the costs and schedules of their projects. The results provide a practical project performance assessment model for various industries and a basis for developing a project performance assessment information system, thus confirming the practicality and applicability of this study.Â
In this paper, agent-based collaborative decisionmaking processes are addressed to resolve the dynamic scheduling problem of a distributed project. If any delay event occurs, the self-interested activity agent, the major agent in the framework for dynamic scheduling, can automatically cooperate with other agents to solve the delay problem through a two-stage decision-making process: the fuzzy decision-making process and the compensatory negotiation process. The first stage determines which behavior strategy will be taken by agents while delay event occurs, and prepares to next stage; then the compensatory negotiations among agents are opened related with determination of compensations for respective decisions and strategies in the second stage.
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