Team performance and information system implementation

The earned value method (EVM) is an internationally known technique for project management that emphasizes the control of project cost performance and duration, thus allowing trends to be identified during execution and warning the project manager of variances that may affect the project so that they can take the necessary corrective measures. In this research, the finished projects of a construction company in the city of Cuenca, Ecuador, were assessed. EVM was applied to projects from a database developed with information from each one to rebuild past events, existing problems, and critical points and evaluate the performance over time. The results of this analysis are meant to determine the project’s success, calculating the cost variance at the end. EVM motivates project stakeholders to pay attention to costs and progress so that timely actions can be taken to optimize resources, resulting in the completion of a project within budget and on time. In conclusion, EVM plays an essential role in the integral management of the project in terms of scope, time, and cost. Moreover, there are now guidelines for applying this method as a control tool in future construction projects.

Earned Value Method (EVM) is a basic approach of project cost management. However, this method did not be effectively used in construction project cost management. In accordance with national planning, valuation with bill quantity (VBQ) will be the main valuation mode of construction project in future. According to Code of valuation with bill quantity of construction works (GB50500-2008) and the requirements of EVM, this paper analysis the price compositions and characteristics of construction project under VBQ, decompose and induce various cost elements which contained in the project reasonable, and formed target cost control baseline which use EVM to control construction project cost. The method this paper presents can combine project pricing and project progress effectively, and provides a feasible way for applying EVM in construction project cost management.

Earned value is a project management tool that provides significant managerial benefits by identifying project deliverables, tying these outputs to specific group or individual responsibility, and tracking performance over time. A less obvious benefit of earned value is that it can provide the justification for claims related to cost adjustments and scope changes. Most important, if the claim cannot be resolved and legal remedies are pursued, earned value methods are consistent with key legal standards for substantiating cost claims. This article presents a case study of the cost system that was used by a contractor who eventually initiated legal claims against the government for alleged scope changes and related cost increases. It demonstrates the relationship between the legal requirements for cost claims and the capabilities of earned value methods. Finally, it contrasts the deficiencies of the methods used by the contractor with good practice in cost estimation and the earned value method.

This paper proposes a Decision Support Model (DSM) to be used by Project Managers (PM)s in the research of new products within multinational companies. PMs in engineering research projects shall be able to select the right option to mitigate scope variability during critical junctures like project continuity. On-the-shelf DSMs are leveraged to overcome their shortcomings with more effective and relevant solutions. The proposed DSM is a consolidation of on-the-shelf DSMs and methodologies such as Balanced Scorecard, Quality Function Deployment, Analytic Hierarchy Process, Strength, Weakness, Opportunities and Threats, and Agile methodology, leading to a Decision Support System (DSS). The application of the DSM into a DSS is done using Progressive Web Applications. The input was collected through interviews with PMs who have significant expertise in managing research projects. Performance indicators were then developed to be reviewed by industry experts to verify their applicability. Based on the feedback obtained, it is shown that the DSM and its application as DSS is effective as the surveyed PMs state that it is useful in certain situation. The developed model contributes to the engineering research industry as it mitigates common challenges that PMs face, by efficiently providing a solution-seeking guideline.

Systems Engineering Management (SEM) is being developed hand in hand with the maturation of systems engineering, emphasizing the management of the joint project‐product ensemble.Most SEM applications use traditional Project Management (PM) methods and tools, including Gantt chart, PERT, Critical Path Method, System Dynamics, Earned Value Method, and Design Structure Matrix. Object Process Methodology has also been recently studied as a vehicle for Project‐Product Lifecycle Management. We examine how systems engineers perceive the extent to which PM methods support SEM. We verified that project and product are viewed as two complementary facets of SEM, and that certain PM methods address both domains better than others with respect to particular examined factors.

The software development life cycle (SDLC) is a framework for planning, analyzing, designing, developing, testing, and deploying software. There are many different SDLC methodologies available, each with its advantages and disadvantages. The best methodology for a particular project will depend on factors such as the size and complexity of the project, the availability of resources, and the preferences of the project team. This paper provides an in-depth overview of the different SDLC methodologies used in the industry for IS project management. The paper discusses five significant SDLC methodologies: Waterfall, V-Model, Iterative, Agile, and Hybrid. It also compares and contrasts the traditional SDLC and Agile methodology and discusses using decision support matrices for selecting SDLC methodologies. By providing this comprehensive overview, the paper will help IS practitioners and project managers make informed decisions about the best approach for their specific projects.

Impact of sensitivity information on the prediction of project's duration using earned schedule method

Exploiting organizational knowledge in developing IS project cost and schedule estimates: An empirical study

The implementation of construction work has the main targets in construction management, such as construction costs, quality of construction work and construction implementation time. Construction activities can be declared successful in their management if they produce work products with the quality criteria that have been determined, on time, and according to the agreed costs. Using EVM (Earned Value Method) in project management can be used to determine cost performance and implementation time during the project and the indicators used for analysis include: BCWP (Budget Cost of Work Performance), BCWS (Budget Cost of Work Schedule), ACWP (Actual Cost of Work Performance), SV (Schedule Variance), CV (Cost Variance), SPI (Schedule Performance Index), CPI (Cost Performance Index), EAS (Estimated At Schedule) and ETS (Estimated Temporary Schedule).By using this method in the Sports Facilities Construction Project, Kecamatan Kedewan, Kabupaten Bojonegoro, the ACWP (Actual Cost of Work Performed), BCWP (Budgeted Cost of Work Performed), and BCWS (Budgeted Cost of Scheduled) values were obtained. The CV value obtained <0 in weeks 1 to 7 indicates that the costs incurred were greater than the plan, but in weeks 8 to 15 the CV value >0 means that in that week the costs incurred were less than the plan. Meanwhile, the SV value for the 15th week is SV<0, meaning the project is experiencing a delay from plan. The estimated of the completion budget requirement obtained from the ETC (Estimate to Compile) value is IDR. 3,345,105,521.28, while the estimated final total project cost obtained from the EAC (Estimate at Complete) value is IDR. 5,680,868,593.22. The results of the TE (Time Estimate) value in week 15 show 33 calendar days, so it takes 243 (Two hundred and forty three) calendar days to complete the project from week 15 to completion or 33 days later than the contract time of 210 calendar days.

The need for easier and more affordable access to oxygen is still an obstacle in some parts of Indonesia, especially in the eastern part of Indonesia. A medical oxygen generator device can answer the problems related to the difficulty of accessing oxygen. There are frequent delays in the completion of the medical oxygen generator project, causing cost overruns and delays in providing first aid. The purpose of this study is to measure the performance of companies project management and provide suggestions for improvement strategies so that companies can improve their project performance. In this study, data collection was carried out by recapitulating some of the estimated project cost data, followed by compiling standard budgets for each project. Based on these two data, the company's project management performance is evaluated using Earned Value method with the CR as the indicator. The goal is to find the best strategies to improve the company’s project management performance based on our results. The proposed measurements provide the stages that have poor performance and then provide solutions for the company for each stage that have poor performance.

Businesses are increasingly engaging in inter-organizational collaboration. At the same time, assessing the benefits and the success of an inter-organizational system is still a challenge. Academia and businesses alike struggle with insufficient assessment methods and benefits measurement processes. Our research applies and extends a recently developed framework for the assessment of expected and realized benefits in IS implementation projects (expectations-benefits framework). The framework was developed using an established case study methodology (experience methodology) including more than 140 case studies of real-world IS projects. In this paper we selected a sample of 16 suitable cases for the study of inter-organizational information systems and found 190 realized and 59 unexpected benefits in the described implementation projects. The findings show several patterns in the benefits in relation to the existing integration scenarios and the benefits categories.

Mediators between coordination and IS project performance

While the number of substantive investments in IS projects continues to grow, the number of failing projects also continues to increase at an alarming rate. Both the academic and industry literature suggests that inadequate attention to risk and its management continues to be a key factor in project failure. The typical approach taken is to identify and map potential risks, to act as a planning and diagnostic tool, and to prepare a contingency plan has been a factor-based approach. While it remains a valuable tool for mapping anticipated risks the factor-based approach is less effective when viewing project risks as emergent phenomena that un-fold during the course of the project, and require ongoing attention and risk management. In-formed by a case study of a failing university IS development project, this paper focuses on the phenomenon of risk escalation. The case findings suggest that rather than being defined ahead of the project, some project risks may emerge during the project as a consequence of escalation factors that were both antecedent to and a consequence of actual risk management decisions. The article concludes with suggestions as to how project managers can better man-age the emergent rather than static nature of risk phenomena.

To bridge or to bond? Diverse social connections in an IS project team

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.