Dr. Bower confirmed that earned value management (EVM) is not widely adopted, and that many project managers see the methodology as being overly complex and difficult to implement. He identified several serious challenges associated with conventional EVM.and addressed the first issue by creating a new theoretical concept called Assured Value Analysis (AVA). This add-in process provides two new measures, permitting improvements to EVM that take into account the added certainty provided through procurement. Assured Value (AV) represents the budget for a future signed contract, and Expected Cost (EC) represents the agreed cost of that contract. Those measures permit the calculation of a Total Cost Variance that includes not only cost deviations to date, but also future ones to which the project team is already committed. AVA also allows conventional EVM formulae to take into account the Assured Value and Expected Cost of future signed agreements. A simple notional project is used to demonstrate the implementation of AVA. He resolved the remaining challenges and issues through realising that the isolation of project phases would provide a simplified but more dependable methodology, one that also provides features not found in conventional EVM. Significant milestones are normally planned to occur at the end of a project phase. By assessing project performance only at the end of each completed phase, performance calculations are significantly simplified.. His new technique, Phase Earned Value Analysis (PEVA) simplifies the calculation of PV, EV and AC, and also provides benefits that are not possible with EVM. Since the planned and actual phase completion dates are known, an intuitively simple but accurate time-based schedule variance and schedule performance index (i.e. SVP and SPIP) can be measured. PEVA also permits the forecasting of future phase end cost figures and phase completion dates using the phase CPI and SPI ratios. Since PEVA employs data points having specific x axis and y-axis values, those can be readily plotted and trend lines identified with standard spreadsheet functions. This is a powerful feature, as it allows key project stakeholders to visualise emerging project performance trends as each phase is completed. Finally, he successfully combined the AVA and PEVA concepts, resulting in a new EVM methodology - Phase Assured Value Analysis (PAVA) - which takes into account the assurance provided by procurement, simplifies the calculation of earned value through phases, and provides powerful forecasting and charting features. He validated this new combined approach in multiple respects. The new AVA and PEVA formulae were rigorously established and confirmed through standard algebraic procedures. The formulae were tested in sample project situations, to clearly demonstrate their functions. He argues that the PAVA approach conforms to the 32 criteria established in the United States for full EVM compliance. He presented AVA and PEVA to critical audiences at major project management conferences in North America and the UK, as well as several gaining expert criticism from organisations and practitioners. Finally, he used archived cost and schedule records to retrospectively test the combined PAVA methodology on a significant office facilities and technology program.

iv In this study, an Analytic Network Process (ANP) and Data Envelopment Analysis (DEA) based approach was developed in order to measure the performance of customer-based Research and Development projects being executed in T&Uuml / BTAKSAGE, Defense Research and Development Institute, under the Scientific and Technological Research Council of Turkey. In order to evaluate project performance, many criteria, containing various subcriteria were determined. In order to handle the interdependencies among the criteria and the sub-criteria, ANP was used. The ANP model generated in this study is a hybrid model consisting of both a hierarchy and a network. The pairwise comparison matrices that were built up for defining the importance and influences of the criteria/sub-criteria in the ANP model were formed as interval judgments from a group decision making process, based on data obtained from a questionnaire conducted among the experts in the Institute. From the interval pairwise comparison matrices, weight intervals for the sub-criteria were determined and these bounds were used as assurance region constraints in a super-efficiency DEA model, through which the project ranking was obtained. Taking into consideration that there may occur some missing values in some projects for some of the sub-criteria, the superefficiency DEA model was extended to handle missing data. The model was applied to a real case study on performance evaluation of the ongoing customer-based projects in the Institute. For comparison purposes, the case study was also solved by two other approaches.

The pursuit of Sustainable Development Goals (SDGs) requires a transformative approach to energy systems, focusing on cleaner, reliable, and affordable energy services. This pursuit of achieving the SDG 7 goal of universal access to affordable and clean energy, can have numerous positive and negative implications on all other SDGs and their targets. This thesis project explores and addresses these interlinkages between SDGs and energy projects, highlighting the synergies and trade-offs of energy projects to contribute to achieving the SDGs. In this project, we propose a methodology and framework to facilitate the integration of the SDGs into the energy project planning and implementation phase. This framework is implemented into a tool called SDGs-PROPEL (Sustainable Development Goals - PROject Performance Evaluationand Learnings) that is tailor-made to help energy practitioners identify potential trade-offs and synergies, and develop strategies to maximize positive impacts and minimize negative ones by prioritizing the SDGs that are relevant to their projects. The proposed methodology also takes into consideration the growing importance of Environmental, Social, and Governance (ESG) reporting, ensuring that energy projects align with sustainable practices and societal expectations. Three case studies - one Wind energy projectand two district heating projects, all in France, are utilized to test the SDGs-PROPEL tool. It also incorporates feedback from technology experts working in District Heating and Cooling(DHC) and wind energy in energy companies and academia. The tool was also tested by studentsat the master’s level at KTH Royal Institute of Technology. The proposed methodology in the SDGs-PROPEL tool can be used by any energy practitioner for building a robust testing process for their tools and, in turn, help address some of the challenges of integrating SDGs with energy projects by providing a structured approach to incorporating the SDGs into theplanning and implementation phase of the energy projects. In conclusion, this paper emphasizes the significance of incorporating the SDGs into energy projects as a means to drive sustainable development. By enabling companies to assess the environmental, social, and economic impacts of their energy initiatives, this integration plays a crucial role in addressing critical global issues like climate change, poverty reduction, and energy access. / Strävan efter hållbara utvecklingsmål (SDG) kräver ett transformativt förhållningssätt till energisystem, med fokus på renare, pålitliga och överkomliga energitjänster. Denna strävan efter att uppnå SDG 7-målet om universell tillgång till hållbar energi, kan ha många positiva och negativa konsekvenser för alla andra SDG och deras mål. Detta avhandlingsprojekt utforskar och tar upp dessa kopplingar mellan SDG och energiprojekt, och belyser synergierna och avvägningarna mellan energiprojekt för att bidra till att uppnå SDGs. I det här projektet föreslår vi en metod och ett ramverk för att underlätta integrationen av SDGs i energiprojektets planering och genomförandefas. Detta ramverk är implementerat i ett verktyg som kallas SDGs-PROPEL (Sustainable Development Goals - PROject Performance Evaluation and Learnings) som är skräddarsytt för att hjälpa energiutövare att identifiera potentiella avvägningar och synergier, och utveckla strategier för att maximera positiva effekter och minimera negativa. genom att prioritera de SDG som är relevanta för deras projekt. Den föreslagna metoden tar också hänsyn till den växande betydelsen av miljö-, social- och styrelserapportering (ESG), vilket säkerställer att energiprojekt överensstämmer med hållbar praxis och samhälleliga förväntningar. Tre fallstudier - ett vindenergiprojekt och två fjärrvärmeprojekt, alla i Frankrike, används för att testa SDGs-PROPEL-verktyget. Den innehåller också feedback från teknikexperter som arbetar med DHC och vindenergi i energiföretag och akademi. Verktyget testades även av studenter på masternivå vid Kungliga Tekniska Högskolan. Den föreslagna metoden i SDGs-PROPEL-verktyget kan användas av alla energiutövare för att bygga en robust testprocess för sina verktyg och i sin tur hjälpa till att hantera några av utmaningarna med att integrera SDGs med energiprojekt genom att tillhandahålla ett strukturerat tillvägagångssätt för att införliva SDGs in i planerings- och genomförandefasen av energiprojekten. Sammanfattningsvis betonar detta dokument betydelsen av att införliva SDGs i energiprojekt som ett sätt att driva hållbar utveckling. Genom att göra det möjligt för företag att bedöma de miljömässiga, sociala och ekonomiska effekterna av sina energiinitiativ, spelar denna integration en avgörande roll för att ta itu med kritiska globala frågor som klimatförändringar, fattigdomsminskning och tillgång till energi.

В работе представлена концепция проекта создания негосударственного образовательного учреждения. Для реализации проекта разработан план мероприятий по открытию частной школы в г.Екатеринбург. Идентифицированы риски данного проекта, разработаны мероприятия по их снижению и проведена оценка эффективности проекта для ключевых участников. / The paper presents the concept of the project of creating a non-state educational institution. To implement the project, an action plan was developed for opening a private school in Yekaterinburg. The risks of this project were identified, measures were developed to reduce them, and the project's effectiveness was assessed for key participants.