A comprehensive and practical system to objectively measure work progress on a construction project is outlined. The work break-down structure (WBS) technique is used to integrate costs and scheduling data, and the earned value concept is used to serve as the yardstick for measuring progress. The procedure uses the WBS and the earned value. A comparison with the widely used weighted percent complete (WPC) method was made and some advantages of the proposed procedure over the WPC are highlighted. The paper describes its succesful implementation during the remolding of a large petrochemical project involving upgrading of 3 refinery facilities. The procedure, which reduces the involvement of senior management, can minimize expensive contractual and legal disputes between owners and contractors.

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  • Accession Number: 00488802
  • Record Type: Publication
  • Files: TRIS
  • Created Date: Oct 31 1989 12:00AM