An overview of recent research results and future research avenues using simulation studies in project management

This paper gives an overview of three simulation studies in dynamic project scheduling integrating baseline scheduling with risk analysis and project control. This integration is known in the literature as dynamic scheduling. An integrated project control method is presented using a project control simulation approach that combines the three topics into a single decision support system. The method makes use of Monte Carlo simulations and connects schedule risk analysis (SRA) with earned value management (EVM). A corrective action mechanism is added to the simulation model to measure the efficiency of two alternative project control methods. At the end of the paper, a summary of recent and state-of-the-art results is given, and directions for future research based on a new research study are presented

Welcome to OR&S! Where students, academics and professionals come together

In this manuscript, an overview is given of the activities done at the Operations Research and Scheduling (OR&S) research group of the faculty of Economics and Business Administration of Ghent University. Unlike the book published by [1] that gives a summary of all academic and professional activities done in the field of Project Management in collaboration with the OR&S group, the focus of the current manuscript lies on academic publications and the integration of these published results in teaching activities. An overview is given of the publications from the very beginning till today, and some of the topics that have led to publications are discussed in somewhat more detail. Moreover, it is shown how the research results have been used in the classroom to actively involve students in our research activities

Project Controls and Management Systems : current practice and how it has changed over the past decade

Project Controls and Management System (PCMS) refers to an ecosystem of processes, tools and personnel required for the proper planning and execution of capital projects throughout the different phases of design, procurement, construction and startup. This can be divided into different focus areas (functions) that would include Estimating, Planning, Scheduling, Cost Control, Change Management, Progressing, and Forecasting. Various trends such as globalization, contractor specialization and information technology developments have impacted the way PCMS are implemented and made it the subject of extensive research over the past years to investigate how to best utilize those trends. Replicating the research methodology used in a 2011 report published by the Construction Research Institute (CII), this work aims to investigate the current status of PCMS implementation and how it has changed over the past decade. It was concluded that while the original PCMS principles are still valid, adoption has drastically changed in terms of efficiency for the majority of the functions. The research also identifies areas of potential concerns and provides recommendations for further improvement.Civil, Architectural, and Environmental Engineerin

Project regularity : development and evaluation of a new project characteristic

The ability to accurately characterize projects is essential to good project management. Therefore, a novel project characteristic is developed that reflects the value accrue within a project. This characteristic, called project regularity, is expressed in terms of the newly introduced regular/irregular-indicator RI. The widely accepted management system of earned value management (EVM) forms the basis for evaluation of the new characteristic. More concretely, the influence of project regularity on EVM forecasting accuracy is assessed, and is shown to be significant for both time and cost forecasting. Moreover, this effect appears to be stronger than that of the widely used characteristic of project seriality expressed by the serial/parallel-indicator SP. Therefore, project regularity could also be useful as an input parameter for project network generators. Furthermore, the introduction of project regularity can provide project managers with a more accurate indication of the time and cost forecasting accuracy that is to be expected for a certain project and, correspondingly, of how a project should be built up in order to obtain more reliable forecasts during project control

Progress in large-shared projects : method for forecasting and optimizing project duration in a distributed project

In large-shared projects, it is still difficult to measure progress due to the complexities involved, because the realization is shared among departments of a company or among companies in the world. Project management and operations research literature is reviewed for discovering various techniques applicable. Widely used tools for progress measurement and forecasting, such as Earned Value Analysis, Progress Plot, Milestone and Resource slip charts, concurrent engineering, can be employed. This paper is based on a problem of pharmaceutical industry where the effectiveness of a certain medical treatment is examined on patients in a number of countries. The number of variables involved increase the complexity of this problem. The main objective is to analyze the effectiveness of a solution in different situations during the project such that a better project duration and a lower cost can be achieved. Our findings suggest that reallocation of patients among countries produces better results in terms of progress

Addressing challenges to teach traditional and agile project management in academia

In order to prepare students for a professional IT career, most universities attempt to provide a current educational curriculum in the Project Management (PM) area to their students. This is usually based on the most promising methodologies used by the software industry. As instructors, we need to balance traditional methodologies focused on proven project planning and control processes leveraging widely accepted methods and tools along with the newer agile methodologies. Such new frameworks emphasize that software delivery should be done in a flexible and iterative manner and with significant collaboration with product owners and customers. In our experience agile methodologies have witnessed an exponential growth in many diverse software organizations, and the various agile PM tools and techniques will continue to see an increase in adoption in the software development sector. Reflecting on these changes, there is a critical need to accommodate best practices and current methodologies in our courses that deliver Project Management content. In this paper we analyse two of the most widely used methodologies for traditional and agile software development – the widely used ISO/PMBOK standard provided by the Project Management Institute and the well-accepted Scrum framework. We discuss how to overcome curriculum challenges and deliver a quality undergraduate PM course for a Computer Science and Information systems curricula. Based on our teaching experience in Europe and North America, we present a comprehensive comparison of the two approaches. Our research covers the main concepts, processes, and roles associated with the two PM frameworks and recommended learning outcomes. The paper should be of value to instructors who are keen to see their computing students graduate with a sound understanding of current PM methodologies and who can deliver real-world software products.Accepted manuscrip

Adding Shareholder Value through Project Performance Measurement, Monitoring & Control

We present the various views and methods of measuring and controlling project performance, and factors affecting a project. The review indicates that there is a shift in the type and understanding of factors of project success or failure. However, the presence of various measurement methods, in addition to diverse interest groups, makes performance decision-making more complex and subjective. A holistic and uniform measurement approach is suggested for both project appraisal and subsequent follow-ups.value management techniques;DCF techniques;accounting based methods;performance appraisal;project success or failure

Cost Estimate Modeling of Transportation Management Plans for Highway Projects, Research Report 11-24

Highway rehabilitation and reconstruction projects frequently cause road congestion and increase safety concerns while limiting access for road users. State Transportation Agencies (STAs) are challenged to find safer and more efficient ways to renew deteriorating roadways in urban areas. To better address the work zone issues, the Federal Highway Administration published updates to the Work Zone Safety and Mobility Rule. All state and local governments receiving federal aid funding were required to comply with the provisions of the rule no later than October 12, 2007. One of the rule’s major elements is to develop and implement Transportation Management Plans (TMPs). Using well-developed TMP strategies, work zone safety and mobility can be enhanced while road user costs can be minimized. The cost of a TMP for a road project is generally considered a high-cost item and, therefore, must be quantified. However, no tools or systematic modeling methods are available to assist agency engineers with TMP cost estimating. This research included reviewing TMP reports for recent Caltrans projects regarding state-of-the-art TMP practices and input from the district TMP traffic engineers. The researchers collected Caltrans highway project data regarding TMP cost estimating. Then, using Construction Analysis for Pavement Rehabilitation Strategies (CA4PRS) software, the researchers performed case studies. Based on the CA4PRS outcomes of the case studies, a TMP strategy selection and cost estimate (STELCE) model for Caltrans highway projects was proposed. To validate the proposed model, the research demonstrated an application for selecting TMP strategies and estimating TMP costs. Regarding the model’s limitation, the proposed TMP STELCE model was developed based on Caltrans TMP practices and strategies. Therefore, other STAs might require adjustments and modifications, reflecting their TMP processes, before adopting this model. Finally, the authors recommended that a more detailed step-by-step TMP strategy selection and cost estimate process be included in the TMP guidelines to improve the accuracy of TMP cost estimates