Catalogue Search | MBRL
Are you sure you want to remove the book from the shelf?
{{itemTitle}}
622,342
result(s) for
"Value management"
Sort by:
Drivers of Value Management Implementation in Building Projects in Developing Countries
Value management (VM) has become an accepted approach in the past decade, using tools and methods that have been ordinarily understood. VM is often subjected to time and res ource pressure. The determination of the possible critical success factors (CSFs) of VM in the building projects in developing countries is an essential matter to success these projects. This study identified 34 factors and drivers to adopt VM in the construction industry. This was achieved through qualitative approach by conducting interviews with fifteen experts with substantial years of experience in building projects. Results revealed that some new factors appeared in the Egypt context that have not existed in previous studies. These factors can aid the adoption of VM practices in the building projects in the Egypt construction industry. The findings thus represent the true reflection of the VM drivers in Egypt, and their recommendations effectively encourage the adoption of VM by Egypt and also other developing countries, as they face similar problems and need similar drivers in promoting the adoption of VM in the building industry when building projects are carried out in similar method, and style.
Journal Article
The blue line imperative : what managing for value really means
\"A groundbreaking guide to making profitable business decisions. Do you wonder why your value initiatives aren't providing the payoff you'd hoped for? Could it be because you've been thinking about value all wrong? According to the authors of this groundbreaking guide, there's a very good chance that you have. Using examples from leading companies worldwide, they explain why every decision a company makes either creates value or detracts from it, and why, if they hope to survive and thrive in today's increasingly competitive global marketplace, company leaders must make value-creation the centrepiece of every business decision. Authors Kaiser and Young have dubbed this approach \"Blue-Line Management,\" (BLM), and in this entertaining, highly accessible book, they delineate BLM principles and practices and show you how to implement them in your company. Explains why the failure to properly define and assess value often makes it difficult for the people who manage businesses to effect long-term success Offers guidelines for making the satisfaction of customer needs and wants--i.e. value creation--the driver of all business activities The authors are respected academics at INSEAD, the world's largest and most respected graduate business school, with campuses in Europe, Asia and the Middle East \"-- Provided by publisher.
Book
Selecting EVM, ESM and EDM(t) for managing construction project schedule
PurposeThis study aims to review earned value management (EVM)-relative methods, including the original EVM, earned schedule method (ESM) and earned duration management (EDM(t)). This study then proposes a general implementation procedure and some basic principles for the selection of EVM-relative methods.Design/methodology/approachAfter completing an intensive literature review, this study conducts a case study to examine the forecasting performance of project duration using the EVM, ESM and EDM(t) methods.FindingsWhen the project is expected to finish on time, ESM with a performance factor equal to 1 is the recommended method. EDM(t) would be the most reliable method during a project's entire lifetime if EDM(t) is expected to be delayed based on past experience.Research limitations/implicationsAs this research conducts a case study with only one building construction project, the results might not hold true for all types of construction projects.Practical implicationsEVM, ESM and EDM(t) are simple and data-accessible methods. With the help of a general implementation procedure, applying all three methods would be better. The power of the three methods is definitely larger than that of choosing only one for complex construction projects.Originality/valuePrevious studies have discussed the advantages and disadvantages of EVM, ESM and EDM(t). This study amends the available outcomes. Thus, for schedulers or researchers interested in implementing EVM, ESM and EDM(t), this study can provide more constructive instructions.
Journal Article
An empirical project forecasting accuracy framework using project regularity
Forecasting an ongoing project’s actual duration is an essential aspect of project management which received considerable attention in the research community. In studies using Earned Value Management forecasting, it has been argued that the network topology is a driver to indicate the accuracy of these forecasts. However, a new project indicator has been recently defined, i.e. the project regularity, which reflects the value accrue according to the plan. It has shown to outperform the serial/parallel network topology indicator in specifying the accuracy of project forecasts. This paper introduces a novel way to define the project regularity, which provides project managers with an improved indication of the expected forecasting accuracy for their projects. The study is carried out on an empirical database consisting of 100 projects from different sectors, and the results are compared to the academic literature. The experiments show that the new indicator provides a better categorisation compared to the existing approaches. Further, they have shown that the ability of project categorisers to indicate the expected forecasting accuracy is affected by industry sector and project size.
Journal Article
Value management implementation barriers for sustainable building: a bibliometric analysis and partial least square structural equation modeling
Purpose
The purpose of this paper is to examine the relationship between overcoming the value management (VM) implementation barriers and VM implementation in the Egyptian building sector.
Design/methodology/approach
A critical review of the literature on VM was used to through bibliometric analysis has been conducted to highlight the studies’ gap and establish the VM barriers. These obstacles were then contextually transformed via a semi-structured interview and a pilot study, and subsequently organized in the form of a theoretical model. The primary data was collected from 335 building stakeholders in Egypt through the administration of questionnaire surveys. Consequently, structural equation models of partial least squares were applied to statistically assess the final model of VM barriers.
Findings
The bibliometric analysis shows that there is an inadequate study on VM implementation barriers in the Egyptian construction industry and insufficient studies on implementing VM in developing countries. Results obtained from the proposed model showed that overcoming the VM barriers has a major connection with successful VM implementation. This is indicated with the value of ß = 0.743, which is necessary when the firm is overcoming 1 unit of VM barriers.
Originality/value
This study fills the knowledge gap by identifying and emphasizing the critical obstacles to VM implementation.
Journal Article
Stability and accuracy of deterministic project duration forecasting methods in earned value management
PurposeEarned Value Management (EVM) is a project monitoring and control technique that enables the forecasting of a project's duration. Many EVM metrics and project duration forecasting methods have been proposed. However, very few studies have compared their accuracy and stability.Design/methodology/approachThis paper presents an exhaustive stability and accuracy analysis of 27 deterministic EVM project duration forecasting methods. Stability is measured via Pearson's, Spearman's and Kendall's correlation coefficients while accuracy is measured by Mean Squared and Mean Absolute Percentage Errors. These parameters are determined at ten percentile intervals to track a given project's progress across 4,100 artificial project networks with varied topologies.FindingsFindings support that stability and accuracy are inversely correlated for most forecasting methods, and also suggest that both significantly worsen as project networks become increasingly parallel. However, the AT + PD-ESmin forecasting method stands out as being the most accurate and reliable.Practical implicationsImplications of this study will allow construction project managers to resort to the simplest, most accurate and most stable EVM metrics when forecasting project duration. They will also be able to anticipate how the project topology (i.e., the network of activity predecessors) and the stage of project progress can condition their accuracy and stability.Originality/valueUnlike previous research comparing EVM forecasting methods, this one includes all deterministic methods (classical and recent alike) and measures their performance in accordance with several parameters. Activity durations and costs are also modelled akin to those of construction projects.
Journal Article