evaluation, a real-life project database—freely
available at www.or-as.be/research/database—
was created under his guidance. He has presented
his work at several international conferences on
project management and operational research in
cities that include Rome, Italy; Barcelona, Spain;
Munich, Germany; and Ghent, Belgium. He can be
contacted at email@example.com
Mario Vanhoucke is a full professor at Ghent
University (Belgium), Vlerick Business School
(Belgium, Russia, China), and UCL (University
College London) School of Management (UK). He
has a PhD in operations management (2001) and a
master’s degree in business engineering from the
University of Leuven (Belgium). He teaches Project
Management, Business Statistics, and Decision
Sciences for Business and Applied Operations
Research, and is also a guest lecturer in the Beijing
MBA program at Peking University (China). His main
research interest lies in the integration of project
scheduling, risk management, and project control
using combinatorial optimization models. He is an
advisor for several PhD projects, has published more
than 60 papers in international journals, and is the
author of four project management books published
by Springer. He is a regular guest on international
conferences as an invited speaker or chairman
and a reviewer of numerous articles submitted for
publication in international academic journals. He is
a founding member and director of the EVM Europe
Association (www.evm-europe.eu) and partner at
the company OR-AS ( www.or-as.be). His project
management research has received multiple awards,
including the 2008 International Project Management
Association (IPMA) Research Award for his research
project Measuring Time—A Project Performance
Simulation Study, which was received at the
IPMA world congress held in Rome, Italy. He also
received the Notable Contributions to Management
Accounting Literature Award from the American
Accounting Association at their 2010 conference
in Denver, Colorado, USA. He can be contacted at
Vanhoucke, M., & Vandevoorde, S.
(2007). A simulation and evaluation
of earned value metrics to forecast
the project duration. Journal of the
Operational Research Society, 58( 10),
Wachs, M. (1989). When planners lie
with numbers. Journal of the American
Planning Association, 55( 4), 476–479.
Wachs, M. (1990). Ethics and advocacy
in forecasting for public policy. Business
and Professional Ethics Journal, 9( 1–2),
Warburton, R. (2011). A time-dependent
earned value model for software
projects. International Journal of Project
Management, 29( 8), 1082–1090.
Willems, L., & Vanhoucke, M. (2015).
Classification of articles and journals
on project control and earned value
management. International Journal of
Project Management, 33( 7), 1610–1634.
Jordy Batselier holds master’s degrees in civil
engineering (2011) and business economics (2012)
from Ghent University (Belgium). Since 2012 he has
been working as a PhD researcher at the Operations
Research & Scheduling research group of the
Faculty of Economics and Business Administration
of Ghent University. He is a teaching assistant for
business games in project management courses
and supervises multiple master’s students during
the completion of their dissertations. Furthermore,
he is co-developer of the project management
software tool PMConverter (available at www.
or-as.be/research/database). His research interest
lies in project management, and more specifically,
in performing project control by means of earned
value management. His specific research actions
are focused on the empirical evaluation and
development of forecasting techniques for project
duration and cost, on which he has published several
papers in international journals. For the empirical
Kim, B., & Reinschmidt, K. (2011).
Combination of project cost forecasts
in earned value management. Journal
of Construction Engineering and
Management, 137( 11), 958–966.
Lipke, W. (2003). Schedule is different.
The Measurable News (Summer), 31–34.
Lipke, W. (2009). Project duration
forecasting . . . A comparison of earned
value management methods to earned
schedule. The Measurable News, ( 2),
Lovallo, D., & Kahneman, D. (2003,
July). Delusions of success: How
optimism undermines executives’
decisions. Harvard Business Review,
Project Management Institute.
(PMI). (2008). A guide to the project
management body of knowledge
(PMBOK® guide) – Third Edition.
Newtown Square, PA: Author.
Teicholz, P. (1993). Forecasting final
cost and budget of construction
projects. Journal of Computing in Civil
Engineering, 7( 4), 511–529.
Trietsch, D., Mazmanyan, L.,
Gevorgyan, L., & Baker, K. (2012).
Modeling activity times by the Parkinson
distribution with a lognormal core:
Theory and validation. European Journal
of Operational Research, 216( 2), 386–396.
Vanhoucke, M. (2010). Measuring time-improving project performance using
earned value management (Vol. 136
of International Series in Operations
Research and Management Science).
New York, NY: Springer.
Vanhoucke, M. (2014). Integrated
project management and control: First
comes the theory, then the practice
(Vol. Management for Professionals).
New York, NY: Springer.