Novel Quality-Embedded Earned Value Performance Analysis Tool for Sustainable Project Portfolio Production
Abstract
:1. Introduction
2. Existing Schedule, Quality, and Cost Management Tools
3. Research Methods and QST-EVM Tool Development Procedures
4. Results and Case Study
4.1. Standard Operating Procedures (SOPs) of Developed QST-EVM System
- Step 1: Contractor finishes preparation work.
- Step 2: Contractor submits Inspection Application (IA) form.
- Step 3: Consultant/representative inspects the work together with quality assessment by using the CONQUAS standard.
- Step 4: Consultant/representative approves/rejects the work.
4.2. Validation via Case Study
4.3. QST-EVM Results in Portfolio Management
5. Comparison of QST-EVM with Existing Methodologies
6. Conclusions
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Acknowledgments
Conflicts of Interest
References
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Description | QLASSIC | PASS | CONQUAS ® |
---|---|---|---|
Introduced by | Construction Industry Development Board, Malaysia | Hong Kong Housing Authority | Building and Construction Authority, Singapore |
Year first introduced | 2006 | 1990 | 1989 |
Origin | Adapted from CONUQAS | Adapted from CONQUAS | Not adapted from previous tool |
Latest edition | 1st edition | 4th edition | 9th edition |
Region adopted | Malaysia | Hong Kong | Singapore, United Kingdom, Hong Kong, Malaysia, India, Australia, and South Africa |
Scope of work | (1) Architectural work (2) Structural work (3) M&E work (4) Infrastructure work | (1) Architectural work (2) Structural work (3) External work (4) General obligations | (1) Architectural work (2) Structural work (3) M&E work |
Performance measurement | Scoring system | Scoring system | Scoring system |
Weightage system | Different based on the type of building | One standard format | Different based on the type of buildings |
Inspection frequency | One time inspection | Monthly | One time inspection |
Inspection method | Sampling selection | Sampling selection | Sampling selection |
Assessor | External | External | External |
Category of Work | Type of Work | Weightages (%) (A) | Sub-Weightages | Location | Sum (B) | Max. Score (C) | Sum/Max. Score (D = B/C) | To Date Attained (E = A × D) | Sum of to-Date Attained (F) | Full Score (G) | QP (H = F/G) | ||||||||||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||||||
Structural work (40%) | Formwork | 7% | 1st inspection | 70% | 6 | 7 | 8 | 8 | 9 | 7 | 9 | 8 | 7 | 8 | 78.8 | 100 | 78.80% | 5.52% | 27.01% | 34% | 79% |
2nd inspection | 30% | 8 | 8 | 9 | 8 | ||||||||||||||||
Sub-total | 6.6 | 7.3 | 8 | 8 | 8 | 7.6 | 9 | 8 | 7.3 | 8 | |||||||||||
Rebar | 8% | 1st inspection | 70% | 8 | 8 | 8 | 9 | 8 | 9 | 8 | 9 | 8 | 8 | 83 | 100 | 83.00% | 6.64% | ||||
2nd inspection | 30% | ||||||||||||||||||||
Sub-total | 8 | 8 | 8 | 9 | 8 | 9 | 8 | 9 | 8 | 8 | |||||||||||
Finished concrete | 8% | 1st inspection | 70% | 7 | 7 | 6 | 8 | 8 | 9 | 8 | 7 | 8 | 7 | 76.5 | 100 | 76.50% | 6.12% | ||||
2nd inspection | 30% | 8 | 8 | 8 | 6 | 9 | |||||||||||||||
Sub-total | 7.3 | 7.3 | 6.6 | 8 | 8 | 9 | 8 | 6.7 | 8 | 7.6 | |||||||||||
Concrete quality | 6% | 1st inspection | 70% | 8 | 8 | 8 | 8 | 7 | 8 | 8 | 8 | 9 | 8 | 80.6 | 100 | 80.60% | 4.84% | ||||
2nd inspection | 30% | 9 | |||||||||||||||||||
Sub-total | 8 | 8 | 8 | 8 | 7.6 | 8 | 8 | 8 | 9 | 8 | |||||||||||
Steel reinforcement quality | 5% | 1st inspection | 70% | 8 | 8 | 8 | 7 | 6 | 8 | 8 | 8 | 8 | 8 | 77.9 | 100 | 77.90% | 3.90% | ||||
2nd inspection | 30% | 8 | 8 | ||||||||||||||||||
Sub-total | 8 | 8 | 8 | 7.3 | 6.6 | 8 | 8 | 8 | 8 | 8 | |||||||||||
Total | 27.01% | 34.00% | 79.43% |
Description | Period | ||||||||||
15 January (Month 1) | 15 February (Month 2) | 15 March (Month 3) | 15 April (Month 4) | 15 May (Month 5) | 15 June (Month 6) | 15 July (Month 7) | 15 August (Month 8) | 15 September (Month 9) | 15 October (Month 10) | ||
Cost | Contract sum (RM) (a) | 100,000,000 | 100,000,000 | 100,000,000 | 100,000,000 | 100,000,000 | 100,000,000 | 100,000,000 | 100,000,000 | 100,000,000 | 100,000,000 |
(million) | Payment to-date (RM) (b) | 958,900 | 1,106,500 | 2,030,600 | 2,869,100 | 3,396,000 | 5,253,500 | 5,620,700 | 6,747,900 | 8,568,600 | 9,198,000 |
Schedule | Target (%) (c) | 3.6 | 7.5 | 13.1 | 19.5 | 26 | 34.7 | 39.5 | 44.9 | 13.6 | 14.9 |
Actual (%) (d) | 1.2 | 3.1 | 5.7 | 7.9 | 8.7 | 11.2 | 13.4 | 15 | 14 | 14.9 | |
Quality score | Target (%) (e) | 80 | 80 | 80 | 80 | 80 | 80 | 80 | 80 | 80 | 80 |
Actual (to-date attained) (f) | 69.7 | 70 | 72.1 | 72.6 | 73.2 | 74 | 75.1 | 75.7 | 76.2 | 77.2 | |
PV | (a) × (c) | 3,600,000 | 75,000 | 13,100,000 | 19,500,000 | 26,000,000 | 34,700,000 | 39,500,000 | 44,900,000 | 13,600,000 | 14,900,000 |
AC | (b) | 958,900 | 1,106,500 | 2,030,600 | 2,869,100 | 3,396,000 | 5,253,500 | 5,620,700 | 6,747,900 | 8,568,600 | 9,198,000 |
EV | (a) × (d) | 1,200,000 | 3,100,000 | 5,700,000 | 7,900,000 | 8,700,000 | 11,200,000 | 13,400,000 | 15,000,000 | 14,000,000 | 14,900,000 |
PQV | AC × (e) | 767,120 | 885,200 | 1,624,480 | 2,295,280 | 271,800 | 4,202,800 | 4,496,560 | 5,398,320 | 6,854,880 | 7,358,400 |
QCt | AC × (f) | 668,353.3 | 774,550 | 1,464,062.6 | 2,082,966.6 | 2,485,872 | 3,887,590 | 4,221,145.7 | 5,108,160.3 | 6,529,273.2 | 7,100,856 |
CV | EV-AC | 241,100 | 193,500 | 3,669,400 | 5,030,900 | 5,304,000 | 5,956,500 | 7,779,300 | 8,252,100 | 5,431,400 | 5,702,000 |
SV | EV-PV | 2,400,000 | 4,400,000 | 7,400,000 | 11,600,000 | 17,300,000 | 23,500,000 | 26,100,000 | 29,900,000 | 400,000 | |
QV | QCt-PQC | 98,766.7 | 110,650 | 160,417.4 | 212,313.4 | 230,828 | 315,210 | 275,414.3 | 290,157.7 | 325,606.8 | 257,544 |
CPI | EV/AC | 1.25 | 2.8 | 2.81 | 2.75 | 2.56 | 2.13 | 2.38 | 2.22 | 1.63 | 1.62 |
SPI | EV/PV | 0.33 | 0.41 | 0.44 | 0.41 | 0.33 | 0.32 | 0.34 | 0.33 | 1.03 | 1 |
QPI | QCt/PQV | 0.87 | 0.88 | 0.9 | 0.91 | 0.92 | 0.93 | 0.94 | 0.95 | 0.95 | 0.97 |
Description | 15 November (Month 11) | 15 December (Month 12) | 16 January (Month 13) | 16 February (Month 14) | 16 March (Month 15) | 16 April (Month 16) | 16 May (Month 17) | 16 June (Month 18) | 16 July (Month 19) | 16 August (Month 20) | |
Cost (million) | Contract sum (RM) (a) | 100,000,000 | 100,000,000 | 100,000,000 | 100,000,000 | 100,000,000 | 100,000,000 | 100,000,000 | 100,000,000 | 100,000,000 | 100,000,000 |
Payment to-date (RM) (b) | 12,107,600 | 13,686,000 | 14,630,000 | 16,076,900 | 17,213,700 | 18,957,700 | 20,902,200 | 22,085,700 | 25,073,900 | 26,995,600 | |
Schedule | Target (%) (c) | 15.8 | 18.1 | 21 | 24.9 | 28.9 | 35.2 | 39.3 | 44.7 | 49 | 53.4 |
Actual (%) (d) | 15.8 | 17.2 | 18.2 | 19.1 | 21 | 23.8 | 26 | 27.7 | 29.9 | 31.7 | |
Quality score | Target (%) (e) | 80 | 80 | 80 | 80 | 80 | 80 | 80 | 80 | 80 | 80 |
Actual (to-date attained qf) | 76.8 | 77.8 | 77.2 | 77.6 | 78.8 | 79.8 | 80.4 | 81.6 | 80.8 | 81.9 | |
PV | (a) × (c) | 15,800,000 | 18,100,000 | 21,000,000 | 24,900,000 | 28,900,000 | 35,200,000 | 39,300,000 | 44,700,000 | 49,000,000 | 53,400,000 |
AC | (b) | 12,107,600 | 13,686,000 | 14,630,000 | 16,076,900 | 17,213,700 | 18,957,700 | 20,902,200 | 22,085,700 | 25,073,900 | 26,995,600 |
EV | (a) × (d) | 15,800,000 | 17,200,000 | 18,200,000 | 19,100,000 | 21,000,000 | 23,800,000 | 26,000,000 | 27,700,000 | 29,900,000 | 31,700,000 |
PQV | AC × (e) | 9,686,080 | 10,948,800 | 11,704,000 | 12,861,520 | 13,770,960 | 15,166,160 | 16,721,760 | 17,668,560 | 20,059,120 | 21,596,480 |
QCt | AC × (f) | 9,298,636.8 | 10,647,708 | 11,294,360 | 12,475,674.4 | 13,564,395.6 | 15,128,244.6 | 16,805,368.8 | 18,021,931.2 | 20,259,711.2 | 22,109,396.4 |
CV | EV-AC | 3,692,400 | 3,514,000 | 3,570,000 | 3,023,100 | 3,786,300 | 4,842,300 | 5,097,800 | 5,614,300 | 4,826,100 | 4,704,400 |
SV | EV-PV | 900,000 | 2,800,000 | 5,800,000 | 7,900,000 | 11,400,000 | 13,300,000 | 17,000,000 | 19,100,000 | 21,700,000 | |
QV | QCt-PQC | 387,443.2 | 301,092 | 409,640 | 385,845.6 | 206,564.4 | 37,915.4 | 83,608.8 | 353,371.2 | 200,591.2 | 512,916.4 |
CPI | EV/AC | 1.3 | 1.26 | 1.24 | 1.19 | 1.22 | 1.26 | 1.24 | 1.25 | 1.19 | 1.17 |
SPI | EV/PV | 1 | 0.95 | 0.87 | 0.77 | 0.73 | 0.68 | 0.66 | 0.62 | 0.61 | 0.59 |
QPI | QCT/PQV | 0.96 | 0.97 | 0.97 | 0.97 | 0.99 | 1 | 1.01 | 1.02 | 1.01 | 1.02 |
Description | 16 September (Month 21) | 16 October (Month 22) | 16 November (Month 23) | 16 December (Month 24) | 17 January (Month 25) | 17 February (Month 26) | 17 March (Month 27) | 17 April (Month 28) | 17 May (Month 29) | 17 June (Month 30) | |
Cost (million) | Contract sum (RM) (a) | 100,000,000 | 100,000,000 | 100,000,000 | 100,000,000 | 100,000,000 | 100,000,000 | 100,000,000 | 100,000,000 | 100,000,000 | 100,000,000 |
Payment to-date (RM) (b) | 28,442,300 | 30,022,900 | 31,431,700 | 32,789,400 | 35,971,600 | 41,461,200 | 44,184,400 | 49,170,500 | 51,097,100 | 56,358,200 | |
Schedule | Target (%) (c) | 59.6 | 63.4 | 67.5 | 71.6 | 41.4 | 44.9 | 48.7 | 52.8 | 55.5 | 61.1 |
Actual (%) (d) | 33.9 | 36.3 | 38.6 | 40.8 | 43.1 | 47.7 | 52.2 | 57.1 | 60.4 | 66 | |
Quality score | Target (%) (e) | 80 | 80 | 80 | 80 | 80 | 80 | 80 | 80 | 80 | 80 |
Actual (to-date attained qf) | 82.6 | 83 | 83.6 | 83.9 | 84.3 | 84.2 | 84.3 | 84.9 | 85.3 | 85.4 | |
PV | (a) × (c) | 59,600,000 | 6,340,0000 | 67,500,000 | 71,600,000 | 41,400,000 | 44,900,000 | 48,700,000 | 52,800,000 | 55,500,000 | 61,100,000 |
AC | (b) | 28,442,300 | 30,022,900 | 31,431,700 | 32,789,400 | 35,971,600 | 41,461,200 | 44,184,400 | 49,170,500 | 51,097,100 | 56,358,200 |
EV | (a) × (d) | 33,900,000 | 36,300,000 | 38,600,000 | 40,800,000 | 43,100,000 | 47,700,000 | 52,200,000 | 57,100,000 | 60,400,000 | 66,000,000 |
PQV | AC × (e) | 22,753,840 | 24,018,320 | 25,145,360 | 26,231,520 | 28,777,280 | 33,168,960 | 35,347,520 | 39,336,400 | 40,877,680 | 45,086,560 |
QCt | AC × (f) | 23,493,339.8 | 24,919,007 | 26,276,901.2 | 27,510,306.6 | 30,324,058.8 | 34,910,330.4 | 37,247,449.2 | 41,745,754.5 | 43,585,826.3 | 48,129,902.8 |
CV | EV-AC | 5,457,700 | 6,277,100 | 7,168,300 | 8,010,600 | 7,128,400 | 6,238,800 | 8,015,600 | 7,929,500 | 9,302,900 | 9,641,800 |
SV | EV-PV | 25,700,000 | 2,7100,000 | 28,900,000 | 30,800,000 | 1,700,000 | 2,800,000 | 3,500,000 | 4,300,000 | 4,900,000 | 4,900,000 |
QV | QCt-PQC | 739,499.8 | 900,687 | 1,131,541.2 | 1,278,786.6 | 1,546,778.8 | 1,741,370.4 | 1,899,929.2 | 2,409,354.5 | 2,708,146.3 | 3,043,342.8 |
CPI | EV/AC | 1.19 | 1.21 | 1.23 | 1.24 | 1.2 | 1.15 | 1.18 | 1.16 | 1.18 | 1.17 |
SPI | EV/PV | 0.57 | 0.57 | 0.57 | 0.57 | 1.04 | 1.06 | 1.07 | 1.08 | 1.09 | 1.08 |
QPI | QCt/PQV | 1.03 | 1.04 | 1.05 | 1.05 | 1.05 | 1.05 | 1.05 | 1.06 | 1.07 | 1.07 |
Description | 17 July (Month 31) | 17 August (Month 32) | 17 September (Month 33) | 17 October (Month 34) | 17 November (Month 35) | 17 December (Month 36) | 17 January (Month 37) | 17 February (Month 38) | 17 March (Month39) | 17 April (Month 40) | |
Cost (million) | Contract sum (RM) (a) | 100,000,000 | 100,000,000 | 100,000,000 | 100,000,000 | 100,000,000 | 100,000,000 | 100,000,000 | 100,000,000 | 100,000,000 | 100,000,000 |
Payment to-date (RM) (b) | 60,123,600 | 64,110,300 | 67,434,100 | 74,001,000 | 76,078,700 | 80,395,700 | 83,316,700 | 84,370,600 | 88,642,200 | 89,201,400 | |
Schedule | Target (%) (c) | 65.2 | 71.5 | 75.9 | 83.2 | 89.7 | 95 | 98.1 | 100 | 100 | 100 |
Actual (%) (d) | 70.7 | 77.9 | 81.3 | 90.1 | 93.7 | 96.8 | 98.9 | 100 | 100 | 100 | |
Quality score | Target (%) (e) | 80 | 80 | 80 | 80 | 80 | 80 | 80 | 80 | 80 | 80 |
Actual (to-date attained qf) | 83.9 | 82.5 | 82.5 | 80.3 | 81.8 | 81.8 | 82 | 82.2 | 82.2 | 82.2 | |
PV | (a) × (c) | 65,200,000 | 71,500,000 | 75,900,000 | 83,200,000 | 89,700,000 | 95,000,000 | 98,100,000 | 100,000,000 | 100,000,000 | 100,000,000 |
AC | (b) | 60,123,600 | 64,110,300 | 67,434,100 | 74,001,000 | 76,078,700 | 80,395,700 | 83,316,700 | 84,370,600 | 88,642,200 | 89,201,400 |
EV | (a) × (d) | 70,700,000 | 77,900,000 | 81,300,000 | 90,100,000 | 93,700,000 | 96,800,000 | 98,900,000 | 100,000,000 | 100,000,000 | 100,000,000 |
PQV | AC × (e) | 48,098,880 | 51,288,240 | 53,947,280 | 59,200,800 | 60,862,960 | 64,316,560 | 66,653,360 | 67,496,480 | 70,913,760 | 71,361,120 |
QCt | AC × (f) | 50,443,700.4 | 52,890,997.5 | 55,633,132.5 | 59,422,803 | 62,232,376.6 | 65,763,682.6 | 68,319,694 | 69,352,633.2 | 72,863,888.4 | 73,323,500.8 |
CV | EV-AC | 10,576,400 | 13,789,700 | 13,865,900 | 16,099,000 | 17,621,300 | 16,404,300 | 15,583,300 | 15,629,400 | 11,357,800 | 10,798,600 |
SV | EV-PV | 5,500,000 | 6,400,000 | 5,400,000 | 6,900,000 | 4,000,000 | 1,800,000 | 800,000 | _ | _ | _ |
QV | QCt-PQC | 2,344,820.4 | 1,602,757.5 | 1,685,852.5 | 222,003 | 1,369,416.6 | 1,447,122.6 | 1,666,334 | 1,856,153.2 | 1,950,128.4 | 1,962,430.8 |
CPI | EV/AC | 1.18 | 1.22 | 1.21 | 1.22 | 1.23 | 1.2 | 1.19 | 1.19 | 1.13 | 1.12 |
SPI | EV/PV | 1.08 | 1.09 | 1.07 | 1.08 | 1.04 | 1.02 | 1.01 | 1 | 1 | 1 |
QPI | QCt/PQV | 1.05 | 1.03 | 1.03 | 1 | 1.02 | 1.02 | 1.03 | 1.03 | 1.03 | 1.03 |
Description | Project A | Project B | Project C | Project D |
---|---|---|---|---|
Initial project cost | RM 50,062,900.00 | RM 48,752,800.00 | RM 100,000,000.00 | RM 197,580,500.00 |
Current/actual project cost | RM 50,062,900.00 | RM 22,858,000.00 (as of May 2018) | RM 94,462,500.00 | RM 22,111,900.00 (as of May 2018) |
Initial contract period | 18 months | 18 months | 24 months | 26 months |
Current/actual completion | 31 months (100% completed) | 67.6% (as of May 2018) | 38 months (100% completed) | 25.5% (as of May 2018) |
Initial quality target | 80.00% | 80.00% | 80.00% | 80.00% |
Current/actual quality achievement | 84.60% | 79.00% | 82.20% | 80.50% |
Period | Indicators | Project A | Project B | Project C | Project D | Macro Eqvm (Portfolio) | ||||||||||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
PV | AC | EV | PQV | QCt | CV | SV | QV | CPI | SPI | QPI | ||||||
15 January | PV | 3,600,000.00 | 3,600,000.00 | 958,900.00 | 1,200,000.00 | 767,120.00 | 668,353.30 | 241,100.00 | 2,400,000.00 | 98,766.70 | 1.25 | 0.33 | 0.87 | |||
AC | 958,900.00 | |||||||||||||||
EV | 1,200,000.00 | |||||||||||||||
PQV | 7,671,20.00 | |||||||||||||||
QCt | 668,353.30 | |||||||||||||||
15 April | PV | 19,500,000.00 | 19,500,000.00 | 2,869,100.00 | 7,900,000.00 | 2,295,280.00 | 2,082,966.60 | 5,030,900.00 | 11,600,000.00 | 212,313.40 | 2.75 | 0.41 | 0.91 | |||
AC | 2,869,100.00 | |||||||||||||||
EV | 7,900,000.00 | |||||||||||||||
PQV | 2,295,280.00 | |||||||||||||||
QCt | 2,082,966.60 | |||||||||||||||
15 July | PV | 39,500,000.00 | 39,500,000.00 | 5,620,700.00 | 13,400,000.00 | 4,496,560.00 | 4,221,145.70 | 7,779,300.00 | 26,100,000.00 | 275,414.30 | 2.38 | 0.34 | 0.94 | |||
AC | 5,620,700.00 | |||||||||||||||
EV | 13,400,000.00 | |||||||||||||||
PQV | 4,496,560.00 | |||||||||||||||
QCt | 4,221,145.70 | |||||||||||||||
15 October | PV | 14,900,000.00 | 14,900,000.00 | 9,198,000.00 | 14,900,000.00 | 7,358,400.00 | 7,100,856.00 | 5,702,000.00 | _ | 257,544.00 | 1.62 | 1.00 | 0.97 | |||
AC | 9,198,000.00 | |||||||||||||||
EV | 14,900,000.00 | |||||||||||||||
PQV | 7,358,400.00 | |||||||||||||||
QCt | 7,100,856.00 | |||||||||||||||
16 January | PV | 7,359,246.30 | 21,000,000.00 | 28,359,246.30 | 18,385,700.00 | 24,057,359.30 | 14,708,560.00 | 14,355,255.50 | 5,671,659.30 | 4,301,887.00 | 353,304.50 | 1.31 | 0.85 | 0.98 | ||
AC | 3,755,700.00 | 14,630,000.00 | ||||||||||||||
EV | 5,857,359.30 | 18,200,000.00 | ||||||||||||||
PQV | 3,004,560.00 | 11,704,000.00 | ||||||||||||||
QCt | 3,060,895.50 | 11,294,360.00 | ||||||||||||||
16 April | PV | 11,113,963.80 | 35,200,000.00 | 46,313,963.80 | 28,682,000.00 | 31,860,126.90 | 22,945,600.00 | 23,257,759.40 | 3,178,126.90 | 14,453,836.90 | 312,159.40 | 1.11 | 0.69 | 1.01 | ||
AC | 9,724,300.00 | 18,957,700.00 | ||||||||||||||
EV | 8,060,126.90 | 23,800,000.00 | ||||||||||||||
PQV | 7,779,440.00 | 15,166,160.00 | ||||||||||||||
QCt | 8,129,514.80 | 15,128,244.60 | ||||||||||||||
16 July | PV | 21,727,298.60 | 49,000,000.00 | 70,727,298.60 | 41,744,100.00 | 43,617,234.60 | 33,395,280.00 | 33,612,541.40 | 1,873,134.60 | 27,110,064.00 | 217,261.40 | 1.04 | 0.62 | 1.01 | ||
AC | 166,702,00.00 | 25,073,900.00 | ||||||||||||||
EV | 13,717,234.60 | 29,900,000.00 | ||||||||||||||
PQV | 1,336,160.00 | 20,059,120.00 | ||||||||||||||
QCt | 13,352,830.20 | 20,259,711.20 | ||||||||||||||
16 October | PV | 33,191,702.70 | 63,400,000.00 | 96,591,702.70 | 52,614,300.00 | 64,585,538.50 | 42,091,440.00 | 43,353,589.40 | 11,971,238.50 | 32,006,164.20 | 1,262,149.40 | 1.23 | 0.67 | 1.03 | ||
AC | 22,591,400.00 | 30,022,900.00 | ||||||||||||||
EV | 28,285,538.50 | 36,300,000.00 | ||||||||||||||
PQV | 18,073,120.00 | 24,018,320.00 | ||||||||||||||
QCt | 18,434,582.40 | 24,919,007.00 | ||||||||||||||
17 January | PV | 40,150,445.80 | 41,400,000.00 | 81,550,445.80 | 65,251,700.00 | 77,643,401.00 | 52,201,360.00 | 54,626,541.80 | 12,391,701.00 | 3,907,044.80 | 2,425,181.80 | 1.19 | 0.95 | 1.05 | ||
AC | 2,928,0100.00 | 35,971,600.00 | ||||||||||||||
EV | 34,543,401.00 | 43,100,000.00 | ||||||||||||||
PQV | 23,424,080.00 | 28,777,280.00 | ||||||||||||||
QCt | 24,302,483.00 | 30,324,058.80 | ||||||||||||||
17 April | PV | 49,512,208.10 | 52,800,000.00 | 102,312,208.10 | 82,679,200.00 | 96,849,942.60 | 66,143,360.00 | 69,692,010.30 | 14,170,742.60 | 5,462,265.50 | 3,548,650.30 | 1.17 | 0.95 | 1.05 | ||
AC | 33,508,700.00 | 49,170,500.00 | ||||||||||||||
EV | 39,749,942.60 | 57,100,000.00 | ||||||||||||||
PQV | 26,806,960.00 | 39,336,400.00 | ||||||||||||||
QCt | 27,946,255.80 | 41,745,754.50 | ||||||||||||||
17 July | PV | 44,756,232.60 | 926,303.20 | 65,200,000.00 | 6,915,317.50 | 117,797,853.30 | 100,784,900.00 | 116,823,590.00 | 80,627,920.00 | 84,441,142.10 | 16,038,690.00 | 974,263.30 | 3,813,222.10 | 1.16 | 0.99 | 1.05 |
AC | 38,085,800.00 | 1,414,500.00 | 60,123,600.00 | 1,161,000.00 | ||||||||||||
EV | 43,704,911.70 | 877,550.40 | 70,700,000.00 | 1,541,127.90 | ||||||||||||
PQV | 30,468,640.00 | 1,131,600.00 | 48,098,880.00 | 928,800.00 | ||||||||||||
QCt | 32,144,415.20 | 991,564.50 | 50,443,700.40 | 861,462.00 | ||||||||||||
17 October | PV | 48,110,446.90 | 10,189,335.20 | 83,200,000.00 | 25,013,691.30 | 166,513,473.40 | 125,172,900.00 | 158,374,234.35 | 100,138,320.00 | 102,052,070.40 | 33,201,334.35 | 8,139,239.05 | 1,913,750.40 | 1.27 | 0.95 | 1.02 |
AC | 41,509,200.00 | 4,743,000.00 | 74,001,000.00 | 4,919,700.00 | ||||||||||||
EV | 47,509,692.10 | 8,336,728.80 | 90,100,000.00 | 12,427,813.45 | ||||||||||||
PQV | 33,207,360.00 | 3,794,400.00 | 59,200,800.00 | 3,935,760.00 | ||||||||||||
QCt | 35,116,783.20 | 3,694,797.00 | 59,422,803.00 | 3,817,687.20 | ||||||||||||
18 January | PV | 49,061,642.00 | 17,551,008.00 | 98,100,000.00 | 31,810,460.50 | 196,523,110.50 | 148,563,200.00 | 181,553,377.90 | 118,850,560.00 | 121,892,934.40 | 32,990,177.90 | 14,969,732.60 | 3,042,374.40 | 1.22 | 0.92 | 1.03 |
AC | 43,464,700.00 | 11,061,200.00 | 93,316,700.00 | 10,720,600.00 | ||||||||||||
EV | 48,110,446.90 | 17,551,008.00 | 98,900,000.00 | 16,991,923.00 | ||||||||||||
PQV | 34,771,760.00 | 8,848,960.00 | 66,653,360.00 | 8,576,480.00 | ||||||||||||
QCt | 36,771,136.20 | 8,450,756.80 | 68,319,694.00 | 8,351,347.40 | ||||||||||||
18 April | PV | 49,962,774.20 | 32,371,859.20 | 100,000,000.00 | 43,467,710.00 | 225,802,343.40 | 172,908,100.00 | 205,716,925.90 | 138,326,480.00 | 142,387,168.20 | 32,808,825.90 | 20,085,417.50 | 4,060,688.20 | 1.19 | 0.91 | 1.03 |
AC | 45,546,300.00 | 19,862,100.00 | 89,201,400.00 | 18,298,300.00 | ||||||||||||
EV | 49,512,208.10 | 30,519,252.80 | 100,000,000.00 | 25,685,465.00 | ||||||||||||
PQV | 36,437,040.00 | 15,889,680.00 | 71,361,120.00 | 14,638,640.00 | ||||||||||||
QCt | 38,532,169.80 | 15,929,404.20 | 73,323,550.80 | 14,602,043.40 |
Item | QST-EVM | CONQUAS | QLASSIC | PASS |
---|---|---|---|---|
Planning | Yes. | Yes. | Yes. | Yes. |
Project stakeholders are to set the quality target for the project team to achieve. Then, the project team plans how to achieve the quality target. | A passing mark will be given before the project starts. | A passing mark will be given before the project starts. | A passing mark will be given before the project starts. | |
Project team plans how to achieve the passing mark. | Project team plans how to achieve the passing mark. | Project team plans how to achieve the passing mark. | ||
Organizing | Yes. | No. | No. | No. |
Cross-project references can be made using the QST-EVM computation sheet; resource optimization can be conducted during the project implementation stage. | CONQUAS is not directly involved in the project implementation stage. | QLASSIC is not directly involved in the project implementation stage. | PASS is not directly involved in the project implementation stage. | |
Controlling | Yes. | No. | No. | Yes. |
Quality control can be achieved using IA inspection, and continuous improvement can be achieved along the project implementation stage. | Marks will be given as the quality achievement; there is no quality control during the construction stage. | Marks will be given as the quality achievement; there is no quality control during the construction stage. | Regular inspection will be conducted, and continuous improvement can be achieved along the project implementation stage. | |
Monitoring | Yes. | Yes. | Yes. | Yes. |
All areas will be inspected, and scores will be provided. | Selected areas will be inspected. | Selected areas will be inspected. | Selected areas will be inspected. |
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Wang, C.; Tang, Y.; Kassem, M.A.; Ong, H.Y.; Yap, J.B.H.; Ali, K.N. Novel Quality-Embedded Earned Value Performance Analysis Tool for Sustainable Project Portfolio Production. Sustainability 2022, 14, 8174. https://doi.org/10.3390/su14138174
Wang C, Tang Y, Kassem MA, Ong HY, Yap JBH, Ali KN. Novel Quality-Embedded Earned Value Performance Analysis Tool for Sustainable Project Portfolio Production. Sustainability. 2022; 14(13):8174. https://doi.org/10.3390/su14138174
Chicago/Turabian StyleWang, Chen, Yutong Tang, Mukhtar A. Kassem, Hong Yeow Ong, Jeffrey Boon Hui Yap, and Kherun Nita Ali. 2022. "Novel Quality-Embedded Earned Value Performance Analysis Tool for Sustainable Project Portfolio Production" Sustainability 14, no. 13: 8174. https://doi.org/10.3390/su14138174
APA StyleWang, C., Tang, Y., Kassem, M. A., Ong, H. Y., Yap, J. B. H., & Ali, K. N. (2022). Novel Quality-Embedded Earned Value Performance Analysis Tool for Sustainable Project Portfolio Production. Sustainability, 14(13), 8174. https://doi.org/10.3390/su14138174