Knowledge-Based Standard Progress Measurement for Integrated Cost and Schedule Performance Control Youngsoo Jung, A.M.ASCE 1 ; and Seunghee Kang 2 Abstract: Though the progress of construction projects is most often used as a critical index for effective project management, the method, structure, data, and accuracy of detailed progress measurement may vary depending on specific characteristics of a project. This situation can lead to misinterpretation of the project status, especially under a multiproject management environment. It is also a daunting task for the inexperienced engineers to formulate and monitor the project-specific work packages. At the same time, maintaining very detailed and highly accurate progress information requires excessive managerial efforts. In order to address this issue, this study proposes the concept of standard progress measurement package. Issues for standardization of the work breakdown structure that can embody distinct characteristics of different construction projects are investigated. The proposed methodology facilitates automated formulating of work packages by using a historical database and also automates the gathering of progress information through the use of standardized methods and tools. A case-study project is evaluated in order to examine the practicability of the proposed system. DOI: 10.1061/ASCE0733-93642007133:110 CE Database subject headings: Cost control; Scheduling; Integrated systems; Information systems; Project management; Knowledge-based systems; Automation; Standardization. Introduction Cost, schedule, and quality are the three major indicators for con- struction project performance. Accordingly, integration of cost and schedule control systems has been an issue of great concern for researchers and practitioners as these two important control systems are closely interrelated, sharing numerous common data Rasdorf and Abudayyeh 1991; Jung and Gibson 1999; Jung and Woo 2004 in their controlling processes. In recent efforts to systemize construction management processes, standard methods and procedures coupled with infor- mation technology have been widely adapted. The earned value management system EVMS, which integrates cost and schedule control, is a good example. Two important features of EVMS are the combination of two different construction business functions i.e., cost and schedule into a unified perspective and the provi- sion of highly detailed standard methods and procedures so as to compulsorily maintain data integrity among many different project participants Jung and Woo 2001. The progress or earned value is key information in the inte- grated cost and schedule control as it provides a baseline for comparison with the planned schedule and/or actual costs. How- ever, the method, structure, data, and accuracy of detailed progress measurements may vary depending on the characteristics of a project, organization, or location. Regardless of the variation in the methods utilized, in terms of accuracy, ideally the progress data should be analyzed and maintained in a highly detailed form. Nevertheless, the excessive workload required to manipulate very detailed progress data is also a critical issue Deng and Hung 1998; Rasdorf and Abudayyeh 1991; Jung and Woo 2004 for effective cost and schedule control. No previous research or professional practice has comprehen- sively addressed the issues of standard progress measurement methodology in terms of its practicability, accuracy, efficiency, and potentiality for automation. In this context, the purpose of this study is to develop an effective progress measurement system utilizing standard progress measurement packages SPMPs, as depicted in Fig. 1. A prime objective of developing SPMPs is to identify manageable work packages with reliable progress mea- surement enhancing accuracy. Even though those are not addressed in detail, this study also discusses applying standard measures and procedures to as many projects as possible so as to attain a corporate-wide index making standards, facilitating the process of work breakdown structure WBS formulation by using a prestructured historical database alleviating workload, and accommodating self-evolving features of standard packages by analyzing the changes of managerial policy under an ever-changing business environment sustaining adaptability. A case study is used throughout this paper in order to illustrate and examine the proposed methodology. The case-project is a research center constructed by a case-company. The research cen- ter is basically comprised of an eleven-story office building two stories underground and nine stories above ground and a labora- tory. Specifics of the project include: 17,087 m 2 of total floor area, 19-month project duration. A general contractor’s viewpoint as a case-company is applied in this case-study, and the architec- tural work alone is analyzed excluding earthwork, mechanical, 1 Associate Professor, College of Architecture, Myongji Univ., Yongin 449-728, South Korea. E-mail: yjung97@mju.ac.kr 2 Ph.D. Candidate, College of Architecture, Myongji Univ., Yongin 449-728, South Korea. E-mail: kshcju@mju.ac.kr Note. Discussion open until June 1, 2007. Separate discussions must be submitted for individual papers. To extend the closing date by one month, a written request must be filed with the ASCE Managing Editor. The manuscript for this paper was submitted for review and possible publication on December 19, 2005; approved on July 10, 2006. This paper is part of the Journal of Construction Engineering and Manage- ment, Vol. 133, No. 1, January 1, 2007. ©ASCE, ISSN 0733-9364/2007/ 1-10–21/$25.00. 10 / JOURNAL OF CONSTRUCTION ENGINEERING AND MANAGEMENT © ASCE / JANUARY 2007