Lessons Learned from Applying the Individuals Control Charts to Monitoring Autocorrelated Project Performance Data

Salehipour, A; Naeni, LM; Khanbabaei, R; Javaheri, A

Lessons Learned from Applying the Individuals Control Charts to Monitoring Autocorrelated Project Performance Data

Salehipour, A

Naeni, LM

Khanbabaei, R Javaheri, A

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Publication Type:: Journal Article
Citation:: Journal of Construction Engineering and Management, 2016, 142 (5)
Issue Date:: 2016-05-01

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Field	Value	Language
dc.contributor.author	Salehipour, A https://orcid.org/0000-0003-4866-1396	en_US
dc.contributor.author	Naeni, LM https://orcid.org/0000-0002-3360-7680	en_US
dc.contributor.author	Khanbabaei, R	en_US
dc.contributor.author	Javaheri, A	en_US
dc.date.issued	2016-05-01	en_US
dc.identifier.citation	Journal of Construction Engineering and Management, 2016, 142 (5)	en_US
dc.identifier.issn	0733-9364	en_US
dc.identifier.uri	http://hdl.handle.net/10453/52842
dc.description.abstract	© 2015 American Society of Civil Engineers. The well-known earned value technique measures and evaluates project performance. It uncovers schedule and cost deviations from the baseline plan. However, it is not established to determine acceptable levels of deviations from the baseline. This study applies the Shewhart individuals control charts to overcome this limitation; the charts monitor trends in the project performance behavior and allow them to be detected before the project deviates much from the baseline plan. The study statistically monitors several well-known earned value indexes of a construction project, where the data are autocorrelated and nonnormally distributed. The investigated case showed that the individuals control charts enhance capability of the earned value technique. The authors concluded that implementing the developed tool together with the traditional tools noticeably improves the project controlling scheme and provides more information on project progress. The study extends a previous study in which only independent data were investigated.	en_US
dc.relation.ispartof	Journal of Construction Engineering and Management	en_US
dc.relation.isbasedon	10.1061/(ASCE)CO.1943-7862.0001078	en_US
dc.subject.classification	Building & Construction	en_US
dc.title	Lessons Learned from Applying the Individuals Control Charts to Monitoring Autocorrelated Project Performance Data	en_US
dc.type	Journal Article
utslib.citation.volume	5	en_US
utslib.citation.volume	142	en_US
utslib.for	0905 Civil Engineering	en_US
utslib.for	1202 Building	en_US
utslib.for	1504 Commercial Services	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building/School of Built Environment
pubs.organisational-group	/University of Technology Sydney/Faculty of Science
pubs.organisational-group	/University of Technology Sydney/Faculty of Science/School of Mathematical and Physical Sciences
utslib.copyright.status	closed_access
pubs.issue	5	en_US
pubs.publication-status	Published	en_US
pubs.volume	142	en_US

Abstract:

© 2015 American Society of Civil Engineers. The well-known earned value technique measures and evaluates project performance. It uncovers schedule and cost deviations from the baseline plan. However, it is not established to determine acceptable levels of deviations from the baseline. This study applies the Shewhart individuals control charts to overcome this limitation; the charts monitor trends in the project performance behavior and allow them to be detected before the project deviates much from the baseline plan. The study statistically monitors several well-known earned value indexes of a construction project, where the data are autocorrelated and nonnormally distributed. The investigated case showed that the individuals control charts enhance capability of the earned value technique. The authors concluded that implementing the developed tool together with the traditional tools noticeably improves the project controlling scheme and provides more information on project progress. The study extends a previous study in which only independent data were investigated.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/52842