A Study on the Relationship between Team Configuration and Schedule Deviation in Energy Engineering Projects

Abstract

Energy engineering projects are typically long-term and complex, and team configuration structure has a significant impact onprojectschedule control. This study analyzes the mechanism of human resource input structure in relation to the relationship between project team configuration and schedule deviation. Data from 58 projects of an energy engineering company were selected, including project team member composition, professional division of labor ratios, and actual project duration records. Schedule deviation was measured as the difference between the actual and planned project duration. A quantile regression model was used to analyze the differences in the impact of different configuration structures under mild and severe delayscenarios. The results show that projects with a low proportion of technical personnel have a significant risk of delay in the later stages of the project, while a reasonable allocation of auxiliary positions helps to reduce extreme delays. This study provides quantitative support for human resource allocation decisions in engineering projects.