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contributor authorYelda Turkan
contributor authorFrédéric Bosché
contributor authorCarl T. Haas
contributor authorRalph Haas
date accessioned2017-05-08T21:39:54Z
date available2017-05-08T21:39:54Z
date copyrightApril 2013
date issued2013
identifier other%28asce%29co%2E1943-7862%2E0000637.pdf
identifier urihttp://yetl.yabesh.ir/yetl/handle/yetl/58798
description abstractAccurate and frequent construction progress tracking provides critical input data for project systems such as cost, schedule control, and billing. Unfortunately, conventional progress tracking is labor intensive, sometimes subject to negotiation, and often driven by arcane rules. Attempts to improve progress tracking have recently focused on automation, using technologies such as three-dimensional imaging, global positioning systems, ultra wide band (UWB) indoor locating, handheld computers, voice recognition, wireless networks, and other technologies in various combinations. However, one limit of these approaches is their focus on counting objects or milestones rather than value. In this paper, a four-dimensional model recognition-driven automated progress tracking system that transforms objects to their earned values is examined via the analysis of data from the construction of a steel reinforced concrete structure and a steel structure. It is concluded that automated, object oriented recognition systems that convert each object to its earned value can substantially improve the accuracy of progress tracking, and thus, better support project systems like billing. The contribution of this study is an argument based on scientific results for refocusing future research onto automated earned value tracking, which is ultimately what is needed in practice.
publisherAmerican Society of Civil Engineers
titleToward Automated Earned Value Tracking Using 3D Imaging Tools
typeJournal Paper
journal volume139
journal issue4
journal titleJournal of Construction Engineering and Management
identifier doi10.1061/(ASCE)CO.1943-7862.0000629
treeJournal of Construction Engineering and Management:;2013:;Volume ( 139 ):;issue: 004
contenttypeFulltext


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