فراتر از مدیریت ارزش کسب شده : چارچوب گرافیکی برای هزینه، زمانبندی و نظارت بر ریسک یکپارچه شده
|کد مقاله||سال انتشار||تعداد صفحات مقاله انگلیسی||ترجمه فارسی|
|7018||2013||9 صفحه PDF||سفارش دهید|
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Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : Procedia - Social and Behavioral Sciences, Volume 74, 29 March 2013, Pages 181–189
In this paper, we propose an innovative and simple graphical framework for project control and monitoring, to integrate the dimensions of project cost and schedule with risk management, therefore extending the Earned Value methodology (EVM). EVM allows Project managers to know whether the project has overruns (over-costs and/or delays), but project managers do not know when deviations from planned values are so important that corrective actions should be taken or, in case of good performance, sources of improvement can be detected. From the concept of project planned variability, we build a graphical methodology to know when a project remains “out of control” or “within expected variability” during the project lifecycle. To this aim, we define and represent new control indexes and new cumulative buffers. Five areas in the chart represent five different possible project states. To implement this framework, project managers only need the data provided by EVM traditional analysis and Monte-Carlo simulation. We also explore the sensitivity of the methodology to control variables.
Earned Value Management (EVM) is one of the most widely used and known methodologies for project control and monitoring. EVM integrates scope, cost, time and schedule under the same framework. Developed by the U.S. Department of Defense during the sixties, it allows project managers to measure and verify the progress of the project and to detect deviations from the project planning phase,
نتیجه گیری انگلیسی
We have proposed a simple graphical framework for project control. We represent the evolution of the control indexes proposed by Pajares & Lopez-Paredes (op.cit.) and we add two new measures: the cumulative maximum buffer and the sum of the cumulative minimum buffer and the cumulative maximum buffer. With these new measures, the project manager can determine graphically whether the project is delayed or not and whether the departure from planned values remains within the expected or planned variability (similar reasoning applies to cost). If overruns are higher than the allowed values, corrective actions should be taken in order to drive the project to control. If good performance is achieved, the methodology alerts project managers about possibilities of improvement. The framework includes all the information deductible from EVM analysis, but in addition integrates risk analysis and the concept of project planned variability. It is a simple methodology, as we do not need more data than the data we use to perform EVM analysis and Monte-Carlo simulation. The former is commonly used as a preferred methodology for project control, and Monte-Carlo simulation is frequently performed in risk analysis and PERT calculations.