Integrated Project Management and Control First Comes the Theory, th
This book presents an integrated approach to monitoring projects in progress using Earned Value and Earned Schedule Management combined with Schedule Risk Analysis. Monitoring and controlling projects involves processes for identifying potential problems
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Mario Vanhoucke
Integrated Project Management and Control First Comes the Theory, then the Practice
Management for Professionals
For further volumes: http://www.springer.com/series/10101
Mario Vanhoucke
Integrated Project Management and Control First Comes the Theory, then the Practice
123
Mario Vanhoucke Faculty of Economics and Business Administration University of Ghent Gent, Belgium
ISSN 2192-8096 ISSN 2192-810X (electronic) ISBN 978-3-319-04330-2 ISBN 978-3-319-04331-9 (eBook) DOI 10.1007/978-3-319-04331-9 Springer Cham Heidelberg New York Dordrecht London Library of Congress Control Number: 2014933586 © Springer International Publishing Switzerland 2014 This work is subject to copyright. All rights are reserved by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed. Exempted from this legal reservation are brief excerpts in connection with reviews or scholarly analysis or material supplied specifically for the purpose of being entered and executed on a computer system, for exclusive use by the purchaser of the work. Duplication of this publication or parts thereof is permitted only under the provisions of the Copyright Law of the Publisher’s location, in its current version, and permission for use must always be obtained from Springer. Permissions for use may be obtained through RightsLink at the Copyright Clearance Center. Violations are liable to prosecution under the respective Copyright Law. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. While the advice and information in this book are believed to be true and accurate at the date of publication, neither the authors nor the editors nor the publisher can accept any legal responsibility for any errors or omissions that may be made. The publisher makes no warranty, express or implied, with respect to the material contained herein. Printed on acid-free paper Springer is part of Springer Science+Business Media (www.springer.com)
Preface
Completing a project on time and within budget is not an easy task. Project monitoring and controlling systems should consist of processes that are performed to observe project progress in such a way that potential problems can be identified in a timely manner. When necessary, corrective actions can be taken to exploit project opportunities or to bring projects in danger back on track. The requisite is that project performance is observed and measured regularly to identify deviations from the project baseline schedule. Therefore, monitoring t
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