EDM: Earned Duration Management, a new approach to schedule performance management and measurement

Khamooshi, Homayoun; Golafshani, Hamed

doi:10.1016/j.ijproman.2013.11.002

Cited by 124 publications

(102 citation statements)

References 8 publications

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“…The cost management component of EVM is considered effective, but its schedule aspect has been questioned conceptually in the last few years. Only a few years ago, researchers and practitioners brought up issues on the use of EVM for schedule management [15]. Schedule variance and the schedule performance index should be used only as a warning mechanism and not as a real tool to analyze how the project is performing with regard to the schedule.…”

Section: Bcwp Spi = Ev-bcws Bcwp-bcws Svmentioning

confidence: 99%

“…To improve the performance of SPI, the earned schedule method converts the earned value at a given point in time into its equivalent duration (on the planned value graph) required to achieve that planned value. Figure 3 demonstrates this conversion on a conceptual EVM graph [15]. Using this approach, the method provides the earned schedule (ESt) for the project.…”

Section: Bcwp Spi = Ev-bcws Bcwp-bcws Svmentioning

confidence: 99%

“…This method separates the schedule and cost performance measures, and introduces a number of indices to measure the progress, schedule and cost performance, and efficiency of the plan at any level of the project. The newly-developed duration performance measures are schedule-based and can be used for forecasting the completion date of the project [15]. Chen proposed a linear data transformation formula and used data from 131 sample projects to demonstrate that the formula significantly improves the correlations between planned value and earned value and between planned value and actual cost [16].…”

Section: Introduction and Literature Reviewmentioning

confidence: 99%

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An Integrated Efficiency–Risk Approach in Sustainable Project Control

et al. 2017

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Abstract:The lack of integrated project control techniques covering both qualitative and quantitative indices is one of the most important reasons leading to unfinished projects under predetermined schedules and expected budgets. Two modern techniques proposed in project control-the critical chain method and buffer management (CCM/BM), and the earned value analysis or earned value management and earned schedule (EVM/ES)-both have advantages and disadvantages. Goldratt proposed the CCM/BM method in 1997 based on the theory of constraint (TOC), but this method was not successful despite some improvements in project control because of some executive reasons. The most noteworthy constraint of this method is the management of time and time risks (use of a time buffer) of the project more than the subject. Goldratt believed that time control could be the most critical issue in project control. In other words, the overall problems associated with each project can be solved as long as the buffer time is under control and there is no need to control the other items. EVM/ES is one of the important techniques used to calculate real project development; it has been used for the integrated management of sustainable projects in recent decades. Using this technique, project managers can predict the final status of the project in terms of the necessary time and cost to finish the project. However, this method is limited by the management of the project cost and the lack of interference in the project risks. In sum, the CCM/BM method focuses on time and its risks associated with the project, thus making it advantageous to other techniques. Conversely, EVM/ES focuses on the costs or schedule with non-probabilistic assumptions, giving some interesting results. Therefore, this study aims to represent an integrated framework that considers the advantages of both CCM/BM and EVM/ES, called the efficiency-risk approach, which is implemented to control sustainable projects efficiently. This hybrid form can simultaneously control all the parameters, including both quantitative and qualitative variables, time, cost, and risk in conjunction with the project. Schedule and cost buffers of the project are derived using new formulations that provide appropriate estimations on the duration and cost for completing the sustainable projects and the relevant risks. The proposed ideas are analyzed and described through an industrial case study in the Steel Company, Isfahan, Iran.

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Section: Bcwp Spi = Ev-bcws Bcwp-bcws Svmentioning

confidence: 99%

Section: Bcwp Spi = Ev-bcws Bcwp-bcws Svmentioning

confidence: 99%

Section: Introduction and Literature Reviewmentioning

confidence: 99%

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An Integrated Efficiency–Risk Approach in Sustainable Project Control

et al. 2017

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“…Authors will focus on communication among stakeholders and schedule driven cost check by staged Gate threshold. Khamooshi and Golafshani (2014) claimed that the concept of schedule monitoring and control as one of the most important functions of project and program management had not been fully exploited. They insisted that one possible explanation could be the dominance of the Earned Value Management System (EVMS) [6].…”

Section: Critical Success Factors Of Project Managementmentioning

confidence: 99%

“…Khamooshi and Golafshani (2014) claimed that the concept of schedule monitoring and control as one of the most important functions of project and program management had not been fully exploited. They insisted that one possible explanation could be the dominance of the Earned Value Management System (EVMS) [6]. Hazir (2015) comments that Earned Value Analysis (EVA) is a managerial methodology to monitor and control projects and it use monetary units of cost and schedule variable as a common basis to measure and communicate the progress of a project [7].…”

Section: Critical Success Factors Of Project Managementmentioning

confidence: 99%

A Practical 1 Page Contextual Diagram for Monitoring Multiple Projects: An Empirical Study of an IT Organization

Lee¹,

Jeong²

2016

Journal of Internet Computing and Services

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Company A, an embedded system manufacturer, has been managing multiple development projects. Executives need to understand the risk level of every project and prioritize resource distribution. Traditional project monitoring tools or excel sheets are too complex for calculating the risk factors across a functional organization. Two new charts, "Spear-head Chart" and "Float Chart" were designed to assist high level decision making processes. Two charts were used for weekly executive meetings in order to monitor project progress and rectify project direction. One page graphical monitoring tools in Company A are good enough for high management decision making. Authors explain the characteristics of two charts and propose its practical implementation in real working environment. Spear-head chart was also implemented as a system.

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Project Management in Government

Khamooshi

2018

Wiley StatsRef: Statistics Reference Online

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Government project management (GPM) environment normally has more uncertainties and complexities associated with it than nongovernment project environment. As such, a more robust and rigorous project management approach is needed for successful delivery of products (deliverable) and benefits. In addition, usually government projects are outsourced rather than delivered and managed in‐house. This implies that GPM is all about governance. When it comes to governance, government project managers need to be deeply involved in the management of these projects. First and foremost, a very robust governance structure must be put in place, making sure that components of the structures are fully functional and engaged in the supervision of the project execution. The second important issue is front end planning (FEP) . It is the government's responsibility to have a deep understanding of the scope of project, the required budget, and the risks associated with the project. The FEP, along with continuous engagement of the governance team over the phases of project, paves the way for successful delivery. Finally, to be successful, the government project managers should focus on five KPIs (key performance indicators), namely, scope management, quality management, time management, cost management, and risk management. This article addresses these critical success factors and their dynamic relationship in GPM environment.

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EDM: Earned Duration Management, a new approach to schedule performance management and measurement

Cited by 124 publications

References 8 publications

An Integrated Efficiency–Risk Approach in Sustainable Project Control

An Integrated Efficiency–Risk Approach in Sustainable Project Control

A Practical 1 Page Contextual Diagram for Monitoring Multiple Projects: An Empirical Study of an IT Organization

Project Management in Government

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