Research Article
Integrated Cost and Schedule Control Systems for Nuclear Power Plant Construction: Leveraging Strategic Advantages to Owners and EPC Firms
Table 2
EVMS variables and implementation alternatives.
| Variable (V-) | Alternatives | EVMS requirements (R-) |
| VO: participant | VO1: owner’s PMO VO2: EPC company’s PMO VO3: engineering company VO4: equipment manufacturer VO5: construction company VO6: O&M company | (i) RO1: vertical level of details (LOD) (ii) RO2: horizontal integration through project life cycle |
| VB: project size ($) | VB1: budget < 10 million VB2: 10 ≤ budget < 100 million VB3: 100 million ≤ budget < 1 billion VB4: 1 billion ≤ budget | (i) RB1: number of CAs |
| VD: project delivery method (PDM) | VD1: design-bid-build (DBB) VD2: design-build (DB) VD3: CM at risk (CMR) VD4: design-build-maintain (DBM) VD9: others | (i) RD1: interorganizational integration through project participants |
| VP: progress payment method | VP1: fixed price VP2: unit price VP3: cost reimbursable VP9: others | (i) RP1: Quantity take-off (QTO) in the planning phase (preliminary estimate) |
| VM: progress measurement method | VM1: estimated percent complete VM2: earned value VM3: physical measurement VM9: others | (i) RM1: accuracy versus effort required to measure progress for each CA |
| VS: project management strategies | VS1: corporate strategy VS2: technology strategy VS3: project management strategy | (i) RS1: functional integration (ii) RS2: knowledge management |
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