Project Controls for Engineering Work in Practice.

摘要

Engineering work can account for 10% to 20% of capital project costs, and up to 50% of a project’s schedule. The construction industry rigorously implements control techniques to minimize cost and schedule overruns; however, the same cannot be said for controlling engineering work. Over the years, engineering work has proven its susceptibility to cost and schedule overrun, yet controls have not been implemented to the same level of rigor. In practice, engineering work is controlled through techniques such as schedule and accounting summaries and neglects the relationship between cost, schedule and progress. This research aims to improve project control of engineering work in practice by adapting Earned Value Management (EVM) techniques used in construction to the requirements of engineering work. Techniques for EVM baseline development and maintenance, progress measurement, performance analysis, forecasting, and corrective action are customized to the engineering effort and successfully applied on two major engineering projects.