• 한국정보처리학회:학술대회논문집
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• 한국정보처리학회 2011년도 춘계학술발표대회
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• pp.1352-1355
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• 2011

Earned value management(EVM)는 프로젝트 진행 상태를 파악하기 위해 주로 비용과 일정 편차, 성과지표를 통합하여 분석하는 것으로 비용/원가 관리를 위해 발전되어 사용되어 왔다. 그러나 최근에는 경영환경 변화에 따라 불확실성이 증가하여 프로젝트 전체 일정의 예측에 대한 성과지표로 사용되고 있다. 본 연구에서, 비용관점에서 분석된 earned value management의 성과 지표와 시간관점에서 분석된 earned schedule의 성과 지표를 비교하여 차이점을 도출하고 비용관점에서의 지표가 프로젝트 전체 일정을 예측하는 것에서는 신뢰성이 떨어지는 현상을 발견하였다. 향후 본 연구를 통해 프로젝트 비용관리와 더불어 earned schedule의 성과 지표를 이용한 일정 예측을 통해 성공적인 프로젝트 수행에 도움이 되도록 하고자 한다.

• 한국군사과학기술학회지
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• 제10권3호
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• pp.100-108
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• 2007

The purpose of the research is to propose an integrated project planning process and its implementation method. Although there is increasing interest in the application of the Earned Value Management(EVM) method in the project management area, the progress and maturity of the technical performance have not been included in assessing the Earned Value. The main concept of the planning process is to use cost, schedule, as well as the technical performance in the assessment of the Earned Value Management for Military R&D project management practices. The resulting process can enhance the efficiency of the project work by eliminating the currently duplicated activities between traditional project planning process and the newly implemented Earned Value Management process and by shortening the early planning process duration of projects adopting EVM practices.

• 한국건축시공학회:학술대회논문집
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• 한국건축시공학회 2019년도 춘계 학술논문 발표대회
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• pp.230-231
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• 2019

The nuclear power plant construction project is large-scale, has various stakeholders and computer system, and is produced and managed a large amount of information. The domestic nuclear power plant construction project has accumulated data based on many years of experience in the system. It has the competitiveness to suggeest alternatives that meet the requirement of the client in the overseas nuclear power plant project. Earned value management, which integrates schedule and cost, is possible to risk management. It was developed the earned value management system considering the the actual data properties and types of the preceding nuclear power plant construction projects. It will be able to increase the nuclaer power plant export competieiveness. Therefore, it was palned to carry out future stuies so that it be able to complement the measure to integrate cost and schedule in consideration of actual data(quantity of activity, etc.).

• Journal of Construction Engineering and Project Management
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• 제2권4호
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• pp.42-45
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• 2012

In construction industry, the term 'procurement' is considered as a project based job where clients and contractors are always keen to observe performance indicators. These indicators represent financial and non-financial efficiency of project activities. Among these, the monitoring of financial indicators such as cost monitoring is an ongoing process and its importance cannot be undermined during the project life cycle. It can be monitored by using traditional approach of direct reporting of actual cost against budget. However, the comparison of budget versus actual spending does not indicate the worth of the work which is completed at any given time. This approach does not represent the true cost performance of the project. Because of these limitations, this paper discusses the applications of Earned Value Analysis (EVA) for cost monitoring of construction projects in Malaysia. Besides traditional approach, EVA is a three-dimensional approach that compares three cost indicators i.e. the budgeted value of work scheduled with the earned value of physical work completed and the actual cost of work completed. Therefore, cost monitoring by EVA is an objective measure of actual work performed. This paper uses a case study, an example application of EVA as a cost monitoring tool. This case study reaffirms the benefits of using EVA for project cash flow analysis and forecasting.

• 대한안전경영과학회지
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• 제12권4호
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• pp.145-151
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• 2010

It seems that a primary concern of the project-based company, which provides a large scale product or service over long term period, is to run a successful project through systematic project process control and control costs. One of the typical project control methods is Earned Value Management System(EVMS) which analyses the precess through performance measurement. Even though the EVMS is a highly efficient tool in the managerial aspect, it cannot easily determine the Planned Value(PV), Actual Cost(AC), or Earned Value(EV) due to the indistinct criteria and extensive data. The accurate calculation of AC in particular, is the basic of project management, but most companies record direct personnel expenses or direct expenses only. Since they calculate indirect expenses based on the estimated ratio, it limits the systematic project management that reflects changes in profit and loss of a company. This study introduces a EVMS for project management and its actual case based on EVMS and ERP system which some additional modules are installed for performance measurement. It is expected that this new method enables a company to save time and effort, and also to improve transparency by specifying expense items in detail and to switch quarterly settlement to monthly by reducing the time of calculation.

• 한국군사과학기술학회지
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• 제21권3호
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• pp.396-402
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• 2018

Earned Value Management(EVM) has been used to manage and forecast defense project schedule and cost over the last two decades in the world. However to support the lacking ability of schedule analysis in traditional EVM, earned schedule(ES) has been introduced as a tool to more accurately estimate schedule performance. This paper compares which method EVM or ES, provides more accurate schedule predictors in 32 Korean defense research and development projects. As a result of comparison, the ES method can predict the future schedule more reliably than the EVM method. We also analyze early warning function of schedule performance index considering project duration extension point. Through the analysis results, we confirm that both the EVM and the ES method lack the ability of the early warning in terms of the current schedule management criterion.

• 국제학술발표논문집
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• The 5th International Conference on Construction Engineering and Project Management
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• pp.129-132
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• 2013

Determining on a particular construction method is typically decided in the initial phases of a project. However, changing conditions during actual construction may require a different method or technology to be employed. Providing an option for project managers to change construction provides flexibility that can increase value to the overall project. This research provides the ability to modify construction methods as a real option, which allows its value to be modeled. The research also formalizes a way to integrate a binomial lattice model with the Earned Value Method's S-curve. The integrated model provides a decision support tool that planners can use to determine whether to exercise the option depending on the status metrics provided by EVM.

• 한국건설관리학회논문집
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• 제3권4호
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• pp.114-122
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• 2002

EVMS(Earned Value Management System)는 최근 건설 프로젝트를 관리하는데 매우 유용한 도구로 인식되고 있으며, 정부차원에서 적극적으로 도입을 검토하고 있는 선진 관리기법이다. 이 EVMS는 미국방성에 의해 1960년대부터 프로젝트의 효율적인 관리를 위해 개발된 C/SCSC(Cost/schedule Control System Criteria)에 기반을 두고 있으며, 국내외에서 정부발주공사뿐만 아니라 민간발주의 건설프로젝트를 관리하는 도구로 활용하기 위해 연구가 활발하게 진행되고 있다. 본 연구에서는 공정관리 프로그램과 복합작업모델(Work Package Model)을 바탕으로 건설프로젝트의 EV계획단계의 관리계정계획(CAP)을 수립하는데 효과적으로 사용할 수 있는 방안을 제조업의 재고관리모형중의 한 형태로 조립제품의 자원운영계획을 수립하는데 우수한 기법으로 알려진 MRP(Material Requirement Planning)기법을 활용하여 제시하고자 한다.

• 한국건설관리학회:학술대회논문집
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• 한국건설관리학회 2003년도 학술대회지
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• pp.500-503
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• 2003

현재, 국내 건설업에서 공정과 공사비 정보를 통합관리할 수 있는 공정${\cdot}$공사비 통합관리시스템(EVMS)의 필요성이 제기되고 있으며, 일정규모 이상의 대형건설공사에 적용될 예정이다. 본 연구에서는 EVNS의 효율성 증진을 위한 공사분류체계(WBS)를 연계하는 방법론을 제안하고 있으며, 또한 실무활용성을 극대화하기 위해 방법론 기초한 웹기반 공정${\cdot}$공사비 통합관리시스템의 시안을 구축하였다.

• 한국정보처리학회:학술대회논문집
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• 한국정보처리학회 2007년도 춘계학술발표대회
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• pp.155-159
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• 2007

S/W 개발 프로젝트의 품질, 비용, 개발 기간을 잘 관리하여 프로젝트를 성공시키기 위해 PM 은 프로젝트의 종료시점과 예산의 초과를 예측할 수 있어야 한다. PMBOK 의 비용관리의 Earned Value Method 는 프로젝트의 진행에 따른 생산성의 변화와 그에 따른 비용과 일정의 증가 추정에 대한 규칙을 제시한다. 그러나 EVM 은 제조공정에서는 그 효과를 증명하였지만, S/W 프로젝트에서는 적용이 힘들어 잘 활용되고 있지 않다. 이는 사람이 주요 자원인 S/W 프로젝트에서는 Actual Cost 의 측정이 쉽지 않기 때문이다. 따라서 본 논문에서는 S/W 프로젝트 관리에서 Earned Value 의 측정이 쉽지 않아 추정되기 힘든 지연된 종료 시점에 대한 예측을 PMBOK 과 CMMI 에서 제시하는 관리 영역과의 연관성을 활용하고, EVM 을 보완하여 지연에 대한 예측모델을 만들어보고자 한다.