對於一個工程專案來說，時程管理是非常重要的，因為不良的時程控管將會導致成本的增加，甚至於降低工程的品質。在各式各樣的進度管理方法中，本論文將只著重在以實獲值管理為基礎發展的方法與他的相關延伸技術，也就是實獲時程方法以及拾實獲工期管理。其原因為實獲值管理具有它在眾多方法獨樹一幟的優勢，也就是它在管理進度的同時，也將範疇及成本的觀念皆涵括在內；除此之外，無論是在專案的任一時期，實獲值管理具有可以推估工程總工期以及監控的功能。隨著營建產業的複雜化，實獲值管理逐漸展現出他在時程控管的優勢，更受到國外學者們的重視，過往的許多文獻也反覆的測試和模擬它的能力。然而在實務上，使用實獲值管理時仍面臨著如何選擇合適方法的困難，因此，本研究的目的即是要回顧過往與實獲值方法相關的文獻、提供使用者一套通用的三種方法使用流程建議，並總結出一基本的方法選擇及數據指標採用推薦原則，可供實獲值系統使用者一些方法上選用的建議，另亦可供未來研究做參考。本研究再次證實了實獲工期方法相較於其他方法的優勢，並提出了一觀點，同時採用三種方法對於時程管理來說，能更好的發揮出實獲值管理及其相關方法的功能及潛力。

Schedule management is important when conducting a project. Because poor schedule management might increase the cost and sometimes decrease the quality of the project. Since there are lots of distinct means of schedule management, this research only focuses on earned value management (EVM) and its relative extensions, which would primarily be earned schedule method (ESM), and earned duration management (EDM(t)). The superiority of EVM is that it combines the concepts of scope, quality, and cost. Also, it can forecast the final duration and monitors the performance of a project along with its progress. As construction projects become more complicated, EVM turns out to stand out over other methods. EVM relative methods have been tested and simulated in literature. However, a user still encounters the problem of selecting suitable methods. The purpose of this study is to review EVM-related methods, to provide a general utilizing procedure, and to summarize basic principles for selection. This research concludes that EDM(t) would be the best method among EVM, ESM, and EDM(t). Neverthelss, it would be even more better to implement all three methods to strengthen the capability of manageing schedule of construction projects.

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