Skip to main content
SpringerLink
Log in

Effects of the information presentation format on project control

  • General Paper
  • Published:
Journal of the Operational Research Society

Abstract

In this paper, we investigate the relationship between the information presentation format and project control. Furthermore, the effects of some system conditions, namely the number of projects to be controlled and the level of time pressure, on the quality of the project control decisions are analyzed. Information provided by Earned Value Analysis is used to monitor and control projects, and simulation is applied to replicate and model the uncertain project environments. Software is developed to generate random cost figures, to present the data in different visual forms and to collect users’ responses. Having performed the experiments, the statistical significance of the results is tested.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Log in via an institution

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Institutional subscriptions

Figure 1
Figure 2
Figure 3
Figure 4
Figure 5

Similar content being viewed by others

References

  • Anbari FT (2003). Earned value project management method and extensions. Project Mngt J 34 (4): 12–23.

    Google Scholar 

  • Box GEP and Muller ME (1958). A note on the generation of random normal deviates. Ann Math Stud 29: 610–611.

    Article  Google Scholar 

  • Cioffi DF (2005). A tool for managing projects: An analytic parameterization of the S-curve. Int J Project Mngt 23: 215–222.

    Article  Google Scholar 

  • Cioffi DF (2006). Designing project management: A scientific notation and an improved formalism for earned value calculations. Int J Project Mngt 24: 136–144.

    Article  Google Scholar 

  • Davidovitch L, Parush A and Shtub A (2009). The impact of functional fidelity in simulator based learning of project management. Int J Eng Educ 25 (2): 333–340.

    Google Scholar 

  • De Falco M and Macchiaroli R (1998). Timing of control activities in project planning. Int J Project Mngt 16 (1): 51–58.

    Article  Google Scholar 

  • Fleming Q and Koppelman J (2005). Earned Value Project Management. 3rd edn. Project Management Institute: Newtowns Square, PA.

    Google Scholar 

  • Kim E, William G, Wells JR and Duffey MR (2003). A model for effective implementation of earned value management methodology. Int J Project Mngt 21 (5): 375–382.

    Article  Google Scholar 

  • Meyer J (2000). Performance with tables and graphs: Effects of training and a visual search model. Ergonomics 43 (11): 1840–1865.

    Article  Google Scholar 

  • Pajares J and López-Paredes A (2010). An extension of the EVM analysis for project monitoring: The cost control index and the schedule control index. Int J Project Mngt. doi:10.1016/j.ijproman.2010.04.005.

  • Partovi FY and Burton J (1993). Timing of monitoring and control of CPM projects. IEEE T Eng Manage 40 (1): 68–75.

    Article  Google Scholar 

  • Plaza M and Turetken O (2009). A model-based DSS for integrating the impact of learning in project control. Decis Support Syst 47 (4): 488–499.

    Article  Google Scholar 

  • Project Management Institute (2004). ANSI Standard. 3rd edn. Project Management Institute: Newtowns Square, Pennsylvania.

  • Raz T and Erel E (2000). Optimal timing of project control points. Eur J Oper Res 127 (2): 252–261.

    Article  Google Scholar 

  • Shtub A, Bard J and Globerson S (1996). Project Management—Engineering Technology and Implementation. Prentice Hall: USA.

    Google Scholar 

  • Tufte ER (2001). The Visual Display of Quantitative Information. Graphics Press: Chesire, CT.

    Google Scholar 

  • Vandevoorde S and Vanhoucke M (2006). A comparison of different project duration forecasting methods using earned value metrics. Int J Project Mgmt 24: 289–302.

    Article  Google Scholar 

  • Vanhoucke M (2011). On the dynamic use of project performance and schedule risk information during project tracking. Omega 39 (4): 416–426.

    Article  Google Scholar 

  • Vanhoucke M and Vandevoorde S (2007). A simulation and evaluation of earned value metrics to forecast the project duration. J Opl Research Soc 58: 1361–1374.

    Article  Google Scholar 

  • Vessey I (1991). Cognitive fit: A theory-based analysis of the graphs versus tables literature. Decision Sci 22: 219–240.

    Article  Google Scholar 

  • Vessey I (1994). The effect of information presentation on decision making: A cost-benefit analysis. Inform Manage 27: 103–119.

    Article  Google Scholar 

Download references

Acknowledgements

We would like to express gratitude to Dr Shai Rozenes for his support in making the experiments in RC.This research was partially supported by the Israeli Science Foundation research grant number 563/09: Designing Visualization for Expert Training in Project Management.

Author information

Authors and Affiliations

  1. Cankaya University, Ankara, Turkey

    Ö Hazır

  2. Israel Institute of Technology, Haifa, Israel

    A Shtub

Authors
  1. Ö Hazır
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. A Shtub
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Ö Hazır.

Rights and permissions

Reprints and permissions

About this article

Cite this article

Hazır, Ö., Shtub, A. Effects of the information presentation format on project control. J Oper Res Soc 62, 2157–2161 (2011). https://doi.org/10.1057/jors.2011.11

Download citation

  • Received:

  • Accepted:

  • Published:

  • Issue Date:

  • DOI: https://doi.org/10.1057/jors.2011.11

Keywords

Search

Navigation