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