A Matrix Model for Effective of Project Management

Samuel Y. Ruan, Yuan-Ho Chen


For earned value management (EVM), when an organization attaches nonequal importance to the schedule performance index (SPI) and cost performance index (CPI) of a project, a nonequal-weighted conversion rate between the SPI and CPI is formed. This study employed EVM to integrate SPIs and CPIs to establish a matrix project performance assessment model with a nonequal-weighted conversion rate between the SPI and CPI. This model improves the disadvantages of conventional performance assessment models and enables project managers to simultaneously monitor and control the costs and schedules of their projects. The results provide a practical project performance assessment model for various industries and a basis for developing a project performance assessment information system, thus confirming the practicality and applicability of this study. 


Earned Value Management (EVM), Schedule Performance Index (SPI), Cost Performance Index (CPI)

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DOI: https://doi.org/10.24203/ajbm.v5i2.4574


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