Applying Dependency Structure Matrix and Monte Carlo...

APPLYING DEPENDENCY STRUCTURE MATRIX AND MONTE CARLO SIMULATION TO PREDICT CHANGE IN CONSTRUCTION PROJECT ZHEN-YU ZHAO, QIAN-LEI LV, WEI-YANG YOU School of Business Administration, North China Electric Power Univ., Beijing 102206,China E-MAIL: zhaozhenyuxm@263.net, seawolf47@163.com, ywy132639@163.com Abstract: Change management is an important aspect in construction project management, as changes constitute the main cause of schedule delay, cost overrun and other distributions. Many change management systems has been developed to minimize the impacts of change or facilitate changes management. However, change should be predicted as early as possible, and the problems can be identified and beneficial modification can be made as†¦show more content†¦However, project lever change prediction is not enough for pre-management of changes, detailed information such as change probability and change scope is needed. In this paper, the causes of change in construction project are analyzed in the form of information flow, by using a matrix based methodology. And then, an activity lever change prediction system is designed to simulate the process, during which change happens, to generate activity lever information about changes may happened in construction process. 1.2. Research methodology The one way to predict changes during Construction Process (CP) is to understand their cause and the process during which change happens, and then use efficient method to simulate this process. In this paper, the cause of change will be analyzed in the form of information flow, and then a method which can graphically represent the information flow in complex system called Dependency Structure Matrix (DSM) is used to represent and analyze the information flow graphically. In addition, rework scope is used to evaluate the effect of the information in the form of rework scope. Thus, the process during which change happens can be simulated by simulating the rework scope s variety. Additionally, Monte Carlo Simulation (MCS) is integrated in the system to enableShow MoreRelatedPmp Exam Preparation Questions32679 Words   |  131 Pagesanalysis, and quality audits are all Perform Quality assurance tools. Ishikawa diagram illustrates how various factors might be linked to potential problems or effects. As part of the project s quality assurance efforts, your audit team is using these tools in your software development project. Which stage of the project management life cycle are you in? A Planning process group B Executing process group C Monitoring and controlling process group D Closing process group 2 Which one of theRead MoreProject Mgmt296381 Words   |  1186 PagesCross Reference of Project Management Body of Knowledge (PMBOK) Concepts to Text Topics Chapter 1 Modern Project Management Chapter 8 Scheduling resources and cost 1.2 Project defined 1.3 Project management defined 1.4 Projects and programs (.2) 2.1 The project life cycle (.2.3) App. G.1 The project manager App. G.7 Political and social environments F.1 Integration of project management processes [3.1] 6.5.2 Setting a schedule baseline [8.1.4] 6.5.3.1 Setting a resource schedule 6.5.2.4 ResourceRead MoreQuality Improvement328284 Words   |  1314 Pagesquality control and improvement. It provides comprehensive coverage of the subject from basic principles to state-of-the-art concepts and applications. The objective is to give the reader a sound understanding of the principles and the basis for applying them in a variety of situations. Although statistical techniques are emphasized throughout, the book has a strong engineering and management orientation. Extensive knowledge of statistics is not a prerequisite for using this book. Readers whose backgroundRead MoreLibrary Management204752 Words   |  820 Pages. 36 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 3—Change—The Innovative Process . . . . . . . . . . . . . . . . . 41 Factors Promoting Change . . . . . . . Empowerment—An Agent of Change Paradigm Shift—Myth or Reality . . . Organizing for Change . . . . . . . . . . . Diagnosing Change . . . . . . . . . . . . . Libraries as Open Systems . . . . . . . Resistance to Change . . . . . . . . . . . Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . .