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Bryan R. Moser. Carson, Christopher E. (Christopher Everett) Massachusetts Institute of Technology. Engineering and Management Program. System Design and Management Program. Massachusetts Institute of Technology. Engineering and Management Program n-us--- 2021-10-08T17:10:24Z 2021-10-08T17:10:24Z 2021 2021 https://hdl.handle.net/1721.1/132880 1263356810 Thesis: S.M. in Engineering and Management, Massachusetts Institute of Technology, System Design and Management Program, February, 2021 Cataloged from the official version of thesis. Includes bibliographical references (pages 193-199). The United States no longer has the luxury of overspending on military weapon systems. Military programs have steadily cost more, taken longer, and delivered less. How can the Department of Defense reverse this trend? The Department of Defense prescribes the use of an Earned Value Management System (EVMS) to control large, complex engineering projects. According to academic literature, the earned value method can be an effective project control technique but also has significant flaws. Modern integrated project models allow for innovative new approaches to project control which may be superior to the earned value method. Department of Defense policy reveals that integrating cost, schedule, and scope; accurately forecasting project status to allow for proactive decision making; and effective risk mitigation are the most important features of a project control method. This thesis reviews earned value method research and Department of Defense EVMS policy. This thesis also evaluates four project control methods through an experiment that uses an integrated project model. Subject to the specific conditions represented in the model, a Multiple Risk Level model-based control method enabled more proactive decision making than a modified version of the earned value method in the experiment. However, the Multiple Risk Level model did not forecast or enable risk mitigation as well as the modified earned value method in the experiment. The results of this analysis suggest that the ideal project control technique depends on the goals, nature, and environment of the project. Therefore, the Department of Defense should use integrated project models to tailor project control strategies to best suit acquisition programs. by Christopher E. Carson S.M. in Engineering and Management S.M.inEngineeringandManagement Massachusetts Institute of Technology, System Design and Management Program 199 pages eng Massachusetts Institute of Technology MIT theses may be protected by copyright. Please reuse MIT thesis content according to the MIT Libraries Permissions Policy, which is available through the URL provided. http://dspace.mit.edu/handle/1721.1/7582 Engineering and Management Program. System Design and Management Program. An integrated model-based approach to improving project control in Department of Defense acquisition Thesis application/pdf 2021-10-08T17:10:24Z Publication Master SysDes unknown unknown <Publication xmlns="https://www.openaire.eu/cerif-profile/1.1/" id="40ea1c6b-1414-4903-a4a0-6bd5aa0feaa1"> <Type xmlns="https://www.openaire.eu/cerif-profile/vocab/COAR_Publication_Types">http://purl.org/coar/resource_type/c_1843</Type> <Language>eng</Language> <Title>An integrated model-based approach to improving project control in Department of Defense acquisition</Title> <PublishedIn> <Publication> </Publication> </PublishedIn> <PublicationDate>2021</PublicationDate> <Authors> <Author> <DisplayName>Carson, Christopher E. (Christopher Everett)</DisplayName> <Affiliation> <OrgUnit> </OrgUnit> </Affiliation> </Author> </Authors> <Editors> </Editors> <Publishers> <Publisher> <DisplayName>Massachusetts Institute of Technology</DisplayName> <OrgUnit /> </Publisher> </Publishers> <License>http://dspace.mit.edu/handle/1721.1/7582</License> <Keyword>Engineering and Management Program.</Keyword> <Keyword>System Design and Management Program.</Keyword> <Abstract>The United States no longer has the luxury of overspending on military weapon systems. Military programs have steadily cost more, taken longer, and delivered less. How can the Department of Defense reverse this trend? The Department of Defense prescribes the use of an Earned Value Management System (EVMS) to control large, complex engineering projects. According to academic literature, the earned value method can be an effective project control technique but also has significant flaws. Modern integrated project models allow for innovative new approaches to project control which may be superior to the earned value method. Department of Defense policy reveals that integrating cost, schedule, and scope; accurately forecasting project status to allow for proactive decision making; and effective risk mitigation are the most important features of a project control method. This thesis reviews earned value method research and Department of Defense EVMS policy. This thesis also evaluates four project control methods through an experiment that uses an integrated project model. Subject to the specific conditions represented in the model, a Multiple Risk Level model-based control method enabled more proactive decision making than a modified version of the earned value method in the experiment. However, the Multiple Risk Level model did not forecast or enable risk mitigation as well as the modified earned value method in the experiment. The results of this analysis suggest that the ideal project control technique depends on the goals, nature, and environment of the project. Therefore, the Department of Defense should use integrated project models to tailor project control strategies to best suit acquisition programs.</Abstract> <Access xmlns="http://purl.org/coar/access_right" > </Access> </Publication>