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dc.contributor.authorMartens, Annelies
dc.contributor.authorVanhoucke, Mario
dc.date.accessioned2018-04-12T12:58:37Z
dc.date.available2018-04-12T12:58:37Z
dc.date.issued2018
dc.identifier.issn0926-5805
dc.identifier.doi10.1016/j.autcon.2018.01.002
dc.identifier.urihttp://hdl.handle.net/20.500.12127/5940
dc.description.abstractThe goal of project control is monitoring the project progress during project execution to detect potential problems and taking corrective actions when necessary. Tolerance limits are a tool to assess whether the project progress is acceptable or not, and generate warnings signals that act as triggers for corrective action to the project manager. In this paper, three distinct types of tolerance limits that have been proposed in literature are validated on a large and diverse set of real-life projects mainly situated in the construction sector. Moreover, a novel approach to construct tolerance limits that integrate the project risk information into the monitoring process is introduced. The results of the empirical experiment have shown that integrating project-specific information into the construction of the tolerance limits results in a higher efficiency of the monitoring process. More specifically, while including cost information increases the efficiency only marginally, incorporating the available resource information substantially improves the efficiency of the monitoring process. Furthermore, when projects are not restricted by scarce resources, the efficiency can be enhanced by integrating the available project risk information.
dc.language.isoen
dc.publisherElsevier
dc.subjectProject Management
dc.subjectSchedule Control
dc.subjectEarned Value Management
dc.subjectEmpirical Data
dc.titleAn empirical validation of the performance of project control tolerance limits
dc.identifier.journalAutomation in Construction
dc.source.volume89
dc.source.issueMay
dc.source.beginpage71
dc.source.endpage85
dc.contributor.departmentGhent University
dc.contributor.departmentUCL School of Management, University College London
vlerick.knowledgedomainOperations & Supply Chain Management
vlerick.typearticleJournal article with impact factor
vlerick.vlerickdepartmentTOM
dc.identifier.vperid58614


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