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The impact of a limited budget on the corrective action taking process

Author

Listed:
  • Song, Jie
  • Martens, Annelies
  • Vanhoucke, Mario

Abstract

The main goal of project control is to identify the deviations between the baseline schedule and the actual progress of the project by measuring the project performance in progress and using the project control methodologies to generate warning signals that act as triggers for corrective actions to bring the project back on track. To that purpose, tolerance limits are set on the required project performance, such that if the warning signals exceed these limits, they should result in appropriate corrective actions.

Suggested Citation

  • Song, Jie & Martens, Annelies & Vanhoucke, Mario, 2020. "The impact of a limited budget on the corrective action taking process," European Journal of Operational Research, Elsevier, vol. 286(3), pages 1070-1086.
    • Handle: RePEc:eee:ejores:v:286:y:2020:i:3:p:1070-1086
    DOI: 10.1016/j.ejor.2020.03.069
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    References listed on IDEAS

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    1. Cui, Nanfang & Demeulemeester, Erik & Bie, Li, 2016. "Incorporation of activity sensitivity measures into buffer management to manage project schedule riskAuthor-Name: Hu, Xuejun," European Journal of Operational Research, Elsevier, vol. 249(2), pages 717-727.
    2. Bowman, R. Alan, 2006. "Developing activity duration specification limits for effective project control," European Journal of Operational Research, Elsevier, vol. 174(2), pages 1191-1204, October.
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    4. Martens, Annelies & Vanhoucke, Mario, 2019. "The impact of applying effort to reduce activity variability on the project time and cost performance," European Journal of Operational Research, Elsevier, vol. 277(2), pages 442-453.
    5. Colin, Jeroen & Vanhoucke, Mario, 2014. "Setting tolerance limits for statistical project control using earned value management," Omega, Elsevier, vol. 49(C), pages 107-122.
    6. Vanhoucke, Mario, 2010. "Using activity sensitivity and network topology information to monitor project time performance," Omega, Elsevier, vol. 38(5), pages 359-370, October.
    7. Martens, Annelies & Vanhoucke, Mario, 2017. "A buffer control method for top-down project control," European Journal of Operational Research, Elsevier, vol. 262(1), pages 274-286.
    8. M Vanhoucke & S Vandevoorde, 2007. "A simulation and evaluation of earned value metrics to forecast the project duration," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 58(10), pages 1361-1374, October.
    9. Mario Vanhoucke, 2014. "Earned Value Management," Management for Professionals, in: Integrated Project Management and Control, edition 127, chapter 0, pages 17-31, Springer.
    10. Vanhoucke, Mario & Coelho, Jose & Debels, Dieter & Maenhout, Broos & Tavares, Luis V., 2008. "An evaluation of the adequacy of project network generators with systematically sampled networks," European Journal of Operational Research, Elsevier, vol. 187(2), pages 511-524, June.
    11. T. C. T. Kotiah & N. D. Wallace, 1973. "Another Look at the PERT Assumptions," Management Science, INFORMS, vol. 20(1), pages 44-49, September.
    12. Vanhoucke, Mario, 2011. "On the dynamic use of project performance and schedule risk information during projecttracking," Omega, Elsevier, vol. 39(4), pages 416-426, August.
    13. Madadi, M. & Iranmanesh, H., 2012. "A management oriented approach to reduce a project duration and its risk (variability)," European Journal of Operational Research, Elsevier, vol. 219(3), pages 751-761.
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    Cited by:

    1. Song, Jie & Martens, Annelies & Vanhoucke, Mario, 2022. "Using Earned Value Management and Schedule Risk Analysis with resource constraints for project control," European Journal of Operational Research, Elsevier, vol. 297(2), pages 451-466.
    2. Song, Jie & Martens, Annelies & Vanhoucke, Mario, 2021. "Using Schedule Risk Analysis with resource constraints for project control," European Journal of Operational Research, Elsevier, vol. 288(3), pages 736-752.

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