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Menze, Steffen. "Projekt-Controlling mit Earned Value und Earned Schedule." Controlling & Management Review 57, no. 3 (March 2013): 68–76. http://dx.doi.org/10.1365/s12176-013-0759-5.
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Tripathi, Abhineet, Darshan B. Patel, Patel Rushil Ramanabhai, and Raja Sekhar Mamillapalli. "Comparative Study of Earned Schedule Method With Earned Value Method." International Journal of Technology 5, no. 2 (2015): 197. http://dx.doi.org/10.5958/2231-3915.2015.00021.8.
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Risjad, Melati Nurevita, and Basuki Anondho. "VALIDASI PREDIKSI DURASI DENGAN METODE EARNED SCHEDULE UNTUK GEDUNG BERTINGKAT DI JAKARTA." JMTS: Jurnal Mitra Teknik Sipil 3, no. 2 (May 17, 2020): 237. http://dx.doi.org/10.24912/jmts.v3i2.7072.
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ABSTRACTThe problem of project delays is often found as the construction industry develops. Various methods have been developed to overcome this problem, one of them is Earned Schedule. This method was developed from Earned Value by replacing the cost indicators contained in Earned Value into a time indicator. This study aims to determine whether the Earned Schedule method is feasible to predict the final duration for a multi-storey building project in Jakarta.This research was conducted by comparing the average of two populations between the average population duration with Earned Schedule and the average population duration of realization taken from reality. Furthermore, the sample of the population average is tested through the hypothesis test of the average difference to find out whether the two samples are in the same population. The data collected in this study were 52 on-going s-curve data and 35 predicted s-curve data. As a result, the final duration prediction population using the Earned Schedule method does not have an average difference with the predicted final duration population. Thus, the Earned Schedule method is considered appropriate to be used to predict the final duration of a high rise building project in Jakarta.ABSTRAKMasalah keterlambatan proyek sering ditemukan seiring berkembangnya industri konstruksi. Berbagai metode dikembangkan untuk mengatasi masalah ini, salah satu metode tersebut adalah Earned Schedule. Metode ini dikembangkan dari Earned Value dengan mengganti indikator biaya yang terdapat pada Earned Value menjadi indikator waktu. Penelitian ini bertujuan untuk mengetahui apakah metode Earned Schedule layak digunakan untuk memprediksi durasi akhir untuk proyek gedung bertingkat di Jakarta. Penelitian ini dilakukan dengan cara dengan membandingkan rata-rata dua populasi antara rata-rata populasi durasi dengan Earned Schedule dan rata-rata populasi durasi realisasi yang diambil dari kenyataan. Selanjutnya sampel rata-rata populasi tersebut diuji melalui uji hipotesis selisih rata-rata untuk mengetahui apakah kedua sampel tersebut berada dalam satu populasi yang sama. Data yang terkumpul pada penelitian ini adalah sebanyak 52 data kurva-s on going dan 35 data kurva-s realisasi. Hasilnya, populasi prediksi durasi akhir dengan metode Earned Schedule tidak memiliki selisih rata-rata dengan populasi prediksi durasi akhir realisasi. Dengan demikian, metode Earned Schedule dinilai cukup layak digunakan untuk memprediksi durasi akhir proyek gedung bertingkat di Jakarta.
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Mayo-Alvarez, Luis, Aldo Alvarez-Risco, Shyla Del-Aguila-Arcentales, M. Chandra Sekar, and Jaime A. Yañez. "A Systematic Review of Earned Value Management Methods for Monitoring and Control of Project Schedule Performance: An AHP Approach." Sustainability 14, no. 22 (November 17, 2022): 15259. http://dx.doi.org/10.3390/su142215259.
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Successful project management depends on ensuring the project’s objectives. Within these objectives, technical success is associated with achieving the expectations of the project baseline. The baseline of the project is made up of the definition of the scope (WBS), time (schedule) and costs (S curve) of the project. Directly, the project is expected to be technically successful if it manages to deliver its full scope on schedule and without associated cost overruns. Baseline performance management is how project managers track and control the progress of deliverables, timelines and associated costs. In a traditional approach, for waterfall-type projects that use the critical path paradigm, the baseline performance management tool par excellence is earned value management (EVM). Earned value management, in practice, works well when project costs are monitored and controlled; however, applying this approach to measure the status of the schedule presents serious inconsistencies. Over the last several decades, different variations of the original earned value have been developed to overcome some of these inconsistencies when used to measure project schedule status. Within these variations, we have the critical path earned value; the work in progress earned value; the critical path earned value and the work in progress; the earned schedule; and the critical path earned schedule. Each of these proposals tries to address some weakness of the original earned value management applied to time monitoring and control, for example, considering critical tasks as a focus on monitoring the progress of the schedule, solving the problem of task recognition late finishers, reporting schedule variances in time units and measuring adherence to the project’s schedule (P factor). Due to the exposed situation, it is necessary to determine which alternative of the versions of the original earned value is the most appropriate for the management of the project schedule, considering that there are several evaluation criteria that must be considered. In the present research, a systematic review and comparison of EVM and its variations for measuring project baseline schedule performance are performed to determine the most suitable methods for monitoring and controlling the project baseline schedule. For this purpose, the analytic hierarchy process (AHP) is used, and five comparison criteria are considered: schedule variation focused on critical tasks, recognition and measurement of the delay of tasks that finish late, schedule variation in time units, measurement of schedule adherence (P factor) and software support and development. The result of the AHP performed for comparing the methods shows that the best method for monitoring and controlling the project baseline schedule is the critical path earned schedule because it behaves adequately in comparison with the other methods for the evaluated comparison categories.
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Sugiyanto, Andree, and Onnyxiforus Gondokusumo. "PERBANDINGAN METODE EARNED VALUE, EARNED SCHEDULE, DAN KALMAN FILTER EARNED VALUE UNTUK PREDIKSI DURASI PROYEK." JMTS: Jurnal Mitra Teknik Sipil 3, no. 1 (February 25, 2020): 155. http://dx.doi.org/10.24912/jmts.v3i1.7069.
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In the world of construction, control is needed at the implementation stage, which is prediction or forecasting duration project schedule. Estimated project schedule is an important part for project management making decisions that affect the future of the project. Forecasting method commonly used by practitioners in this case the construction project contractor in evaluating prediction of duration is deterministic forecasting method Earned Value Method (EVM), Earned Schedule Method (ESM). Kalman Filter Earned Value Method (KEVM) as probabilistic forecasting method is carried out to produce more accurate predictive value. The purpose of this study to compare the accuracy of three methods. This research was conducted by calculating duration of the project from EVM, ESM, and KEVM on maintenance and reconstruction projects of Jakarta-Cikampek and Jakarta-Tangerang toll roads. The data used from the project control data S-curve. The control data is processed with EVM, ESM, KEVM to determine the comparison between three methods of predicting duration. Prediction results of three methods were tested with Mean Absolute Percentage Error (MAPE). The results of this study indicate that KEVM can reduce errors after Kalman Filter is performed on estimated duration using EVM. ESM duration prediction yields the smallest MAPE value of the three methods. AbstrakDalam dunia pembangunan konstruksi dibutuhkan pengendalian pada tahap pelaksanaan yaitu prediksi atau peramalan durasi jadwal proyek. Perkiraan jadwal proyek adalah bagian penting untuk manajemen proyek membuat keputusan yang mempengaruhi masa depan proyek. Metode peramalan yang umum digunakan para praktisi dalam hal ini kontraktor proyek konstruksi dalam mengevaluasi prediksi durasi adalah metode peramalan deterministik Earned Value Method (EVM), Earned Schedule Method (ESM). Kalman Filter Earned Value Method (KEVM) sebagai metode peramalan probabilistik dilakukan untuk menghasilkan nilai prediksi yang lebih akurat. Tujuan penelitian ini membandingkan akurasi dari ketiga metode. Penelitian ini dilakukan dengan menghitung durasi proyek dari EVM, ESM, dan KEVM pada proyek pemeliharaan dan rekonstruksi jalan tol Jakarta – Cikampek dan Jakarta – Tangerang. Data yang digunakan dari proyek tersebut adalah data-data pengendalian berupa kurva S. Data pengendalian tersebut diolah dengan EVM, ESM, KEVM untuk mengetahui perbandingan antara ketiga metode prediksi durasi tersebut. Hasil prediksi dari ketiga metode diuji dengan Mean Absolute Percentage Error (MAPE). Hasil dari penelitian ini menunjukkan bahwa KEVM dapat mengurangi kesalahan setelah dilakukan Kalman Filter pada perkiraan durasi menggunakan Earned Value Method. Prediksi durasi ESM menghasilkan nilai MAPE yang paling kecil dari ketiga metode.
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Zhang, Jing Yang, and Song Jiang Wang. "The Application of Earned Value Management in Small and Medium-Sized Hydropower Stations Project." Applied Mechanics and Materials 357-360 (August 2013): 2371–78. http://dx.doi.org/10.4028/www.scientific.net/amm.357-360.2371.
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Earned value management is a prerequisite for the wide range of applications in the practice of project management at home and abroad. In this paper, As to the quality of the target cost and schedule goal, To the project cost and schedule performance evaluation, On the basis of reading the relevant literature and researching at home and abroad. Using theory and method, which cost and schedule performance evaluation of earned value management as the research object. Application of project management software, It is greatly meaningful to applying earn value management model to small and medium-sized hydropower stations project.
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Andrade, Paulo André de, Annelies Martens, and Mario Vanhoucke. "Using real project schedule data to compare earned schedule and earned duration management project time forecasting capabilities." Automation in Construction 99 (March 2019): 68–78. http://dx.doi.org/10.1016/j.autcon.2018.11.030.
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Zakariyya, Bagus, Ahmad Ridwan, and Suwarno Suwarno. "Analisis Biaya Dan Jadwal Proyek Pembangunan Gedung Dinas Kesehatan Kabupaten Trenggalek Dengan Metode Earned Value." Jurnal Manajemen Teknologi & Teknik Sipil 3, no. 2 (October 30, 2020): 362. http://dx.doi.org/10.30737/jurmateks.v3i2.1197.
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The construction of the Trenggalek District Health Office Building is a large-scale construction project. Large-scale projects often have performance issues. It is necessary to control costs and schedules for the project to go according to plan. Research using the Earned Value Method aims to find out the performance index, estimate the cost and time of completion of the work. They thus obtained corrections that must be made to the progress of the project. The results of the study in the 12th week were Budgeted Cost of Work Scheduled (BCWS) amounting to Rp1,946,626,471.64, Budgeted Cost of Work Performed (BCWP) amounted to Rp1,319,204,394.05, Actual Cost of Work Performed (ACWP) of Rp1,181,554,085.52. Performance costs benefit; Cost Varian (CV) of Rp137,660,308.53 or Cost Performance Index (CPI) is worth 1,117>1. Schedule performance is delayed, Schedule Varian (SV) of -Rp627,422,077.59 or Schedule Performance Index (SPI) is worth 0.678<1. Estimate at Completion (EAC) of Rp3,483,730,479.63 benefited Rp405,885,332.51. Estimate All Schedule (EAS) for 29,707 weeks, slow 5,707 weeks.Pembangunan Gedung Dinas Kesehatan Kabupaten Trenggalek merupakan proyek konstruksi berskala besar.Pada proyek berskala besar sering terjadi permasalahan kinerja. Oleh karena itu perlu pengendalian biaya dan jadwal agar proyek berjalan sesuai rencana. Penelitian ini menggunakan Metode Earned Value dengan tujuan agar dikeetahui indek kinerja, dan dapat memperkirakan biaya dan waktu penyelesaian pekerjaan, sehingga diperoleh koreksi yang harus dilakukan untuk kemajuan proyek. Hasil penelitian pada minggu ke-12 adalah Budgeted Cost of Work Schedule (BCWS) sebesar Rp1.946.626.471,64, Budgeted Cost of Work Performed (BCWP) sebesar Rp1.319.204.394,05, Actual Cost of Work Performed (ACWP) sebesar Rp1.181.554.085,52. Kinerja biaya mendapat keuntungan, Cost Varian (CV) sebesar Rp137.660.308,53 atau Cost Performance Index (CPI) bernilai 1,117>1. Kinerja jadwal mengalami keterlambatan, Schedule Varian (SV) sebesar -Rp627.422.077,59 atau Schedule Performance Index (SPI) bernilai 0,678 < 1. Estimate at Completion (EAC) sebesar Rp3.483.730.479,63 mendapat keuntungan sebesar Rp405.885.332,51. Estimate All Schedule (EAS) selama 29,707 minggu, lambat 5,707 minggu.
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Vaibhava, S., B. Prakash Rao, Dheeraj Vishwanatha Shetty, and Chandra Prakash. "Application of earned value method and earned schedule method for a residential apartment." Journal of Physics: Conference Series 1706 (December 2020): 012117. http://dx.doi.org/10.1088/1742-6596/1706/1/012117.
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Guo, Yun-Tao, Shao-Ting Yang, Lin Wang, and Shu-Juan Luo. "Project progress measurement under the circumstance of interrupted schedule." Filomat 30, no. 15 (2016): 4037–48. http://dx.doi.org/10.2298/fil1615037g.
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Earned Value Method (EVM) is a project management technique for measuring both project progress and performance in project activities. Unfortunately, this method could not provide credible data in project progress measurement these days due to its deficiency. Thus, a new method called Earned Schedule (ES) is designed to cover EVMs limitation. Considering the fact that researches on ES are focus on simply project under certainty, this paper is to fill in the blank of uncertainty. In this paper, a new concept called interrupted Earned Schedule (iES) and its indicators are presented considering the situation of interrupted schedule when doing project progress measurement. This concept can offer accurate description about schedule interrupted project of its progress measurement. With the help of a model project, iES and its indicators are proven practicable. Moreover, a comparison between iES and ES of a schedule interrupted project shows priority of the former one.
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Acebes, Fernando, David Poza, José Manuel González-Varona, and Adolfo López-Paredes. "Stochastic Earned Duration Analysis for Project Schedule Management." Engineering 9 (February 2022): 148–61. http://dx.doi.org/10.1016/j.eng.2021.07.019.
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Yasri, Desi, Andi Yuliardi, and Randhi Saily. "Optimasi Pelaksanaan Proyek Jalan Dengan Earned Value dan Fast Track." Sainstek (e-Journal) 10, no. 1 (July 14, 2022): 89–95. http://dx.doi.org/10.35583/js.v10i1.226.
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Sei Akar – Bagan Jaya Mayor Rehabilitation Project is located on the Sei Akar – Bagan Jaya road, Indragiri Hilir Regency, Riau Province. Corresponding on the project progress report status up to week 18 or 119 calendar working days, the project has been behind schedules 0.871 % and can lead to project failure. Collaboration of Earned Value Analysis, in time and cost monitoring project performance and Fast-Tracking, in accelerating, overlapping or compressing projects, schedule can be optimized project schedule and prevented from contractual penalties. Earned value analysis forcast additional time for 13 days and cost of Rp. 83.390.308,59 for direct cost, Rp.68.793.391,35 for indirect cost, and Rp.181.614.553,16 for penalties. Implementation of Fast Track in anticipating delays for 13 days, the possibility enclose to Tack Coat activity (42 days) and Asphalt Concrete-Binder Course Work activity (35 days). Both activities have met the rules in the application of fast tracking and have the longest duration. Therefor, has the greatest potential reduction in time.
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Yasri, Desi, Andi Yuliardi, and Randhi Saily. "Optimasi Pelaksanaan Proyek Jalan Dengan Earned Value Dan Fast Track." Sainstek (e-Journal) 10, no. 1 (June 30, 2022): 89–95. http://dx.doi.org/10.35583/js.v10i1.13.
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Sei Akar – Bagan Jaya Mayor Rehabilitation Project is located on the Sei Akar – Bagan Jaya road, Indragiri Hilir Regency, Riau Province. Corresponding on the project progress report status up to week 18 or 119 calendar working days, the project has been behind schedules 0.871 % and can lead to project failure. Collaboration of Earned Value Analysis, in time and cost monitoring project performance and Fast-Tracking, in accelerating, overlapping or compressing projects, schedule can be optimized project schedule and prevented from contractual penalties. Earned value analysis forcast additional time for 13 days and cost of Rp. 83.390.308,59 for direct cost, Rp.68.793.391,35 for indirect cost, and Rp.181.614.553,16 for penalties. Implementation of Fast Track in anticipating delays for 13 days, the possibility enclose to Tack Coat activity (42 days) and Asphalt Concrete-Binder Course Work activity (35 days). Both activities have met the rules in the application of fast tracking and have the longest duration. Therefor, has the greatest potential reduction in time.
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Fayad, Ali, Bassam Hussein, Elie Maalouf, and Amin Haj-Ali. "An Improved Earned Value Analysis Tool for Mitigating Progress Risks in Long Duration Projects." MATEC Web of Conferences 281 (2019): 05001. http://dx.doi.org/10.1051/matecconf/201928105001.
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As a risk control tool, earned value analysis is crucial for identifying risky trends in the budget or schedule of a project. This tool relies on earned value management, a method for calculating cost and schedule variances. However, this method does not take into account the time value of money. This in itself is a threat that could lead to misleading data and eventually wrong decisions. This paper explores the risk management process, the earned value management method, and proposes a methodology that compliments the earned value management method with net present value calculations. This will allow project managers to take sound decisions based on more accurate information.
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Czarnigowska, Agata. "Earned value method as a tool for project control." Budownictwo i Architektura 3, no. 2 (December 11, 2008): 015–32. http://dx.doi.org/10.35784/bud-arch.2320.
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Earned Value is a well-known project management tool that uses information on cost, schedule and work performance to establish the current status of the project. By means of a few simple rates, it allows the manager to extrapolate current trends to predict their likely final effect. The method is based on a simpli-fied model of a project, but proved to be useful in practice of cost control. It is being developed to account better for schedule and time aspects. The paper outlines the basic principles of the method and its recent extension, the Earned Schedule method, and, with help of a few examples, investigates into assumptions that affect their diagnostic and predictive accuracy.
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Bovteev, Sergei, and Marina Petrochenko. "Method “Earned Value Management” for Timescale Controlling in Construction Projects." Applied Mechanics and Materials 725-726 (January 2015): 1025–30. http://dx.doi.org/10.4028/www.scientific.net/amm.725-726.1025.
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Article presents an assessment of using “Earned Value Management” method for monitoring the construction projects completion on time. It describes the technique of Earned Value Management for Project Time Management. A specific example analyzes the possibility of using indicators Earned Schedule and Independent Estimate of Completion (time) and represents conditions when this indicators do not give correct results.
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Xu, Wenjing. "Application of Earned Value Method in Project Cost Management and Schedule Management." Proceedings of Business and Economic Studies 4, no. 4 (August 27, 2021): 146–52. http://dx.doi.org/10.26689/pbes.v4i4.2400.
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At present, with the rapid development of China’s economy, the development of the construction industry has made a new breakthrough. Project management requires the construction industry to continuously play its role and value in improving the ability of project management. Earned value method, which is an important way in the field of project management, enables whole project management to rise to a new height. The specific principle of earned value method will be elaborated by fully introducing the specific role of earned value method in engineering projects to provide a reference and basis for practitioners to improve their management ability.
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Pujihastuti, Siti Yuliani, and Mandiyo Priyo. "Aplikasi Metode Nilai Hasil (Earned Value Method) pada Sistem Pengendalian Proyek." Semesta Teknika 15, no. 2 (March 31, 2016): 159–66. http://dx.doi.org/10.18196/st.v15i2.1359.
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In a project implementation, the project implementer wants the project completed on time as efficient as possible while the produced quality is in accordance with the initial plan. Therefore, in order to meet the requirements for controlling process and to minimize any deviations that can occur during the project, the earned value method is considered accurate. The aim of this study was to identify the final result of the project which will be achieved in the aspect of cost (whether the project experience gains, losses, or within budget) and time (whether the project is delayed, ended early, or on time as scheduled). The study was conducted on the 4th, 8th, 12th, 16th, and 20th weeks by using the earned value. Earned Value Method, or often called the Concept of Earned Value, is the concept of calculating project costs in accordance with the budget and the scope of job which have been completed or implemented (budgeted cost of works performed). This method combines the cost, schedule, and work performance of a project. Therefore, this method is considered effective in monitoring and controlling project activities.
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Graciella, Graciella, and Basuki Anondho. "PREDIKSI DURASI BERBASIS EARNED SCHEDULE MENGGUNAKAN FAKTOR PENGARUH INTERNAL DAN EKSTERNAL SERTA VARIABEL DUMMY." JMTS: Jurnal Mitra Teknik Sipil 3, no. 2 (May 17, 2020): 289. http://dx.doi.org/10.24912/jmts.v3i2.6990.
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ABSTRACTThe success of a construction project could be seen based on whether the project has met the predetermined quality requirements, within a set budget and within the scheduled time duration. Time becomes one of the important aspects in planning a construction project because delay in the project can trigger various problems. Therefore, development of duration prediction technique could be a reliable option to increase prediction accuracy. The purpose of this study is to determine the relationship between the results of the duration estimation using earned schedule method with internal influence factors such as the number and gross floor area, external influence factors such as index of education, technology absorption, labor experience, technology availability, and innovation, and building type as dummy variable in predicting the total duration. The feasibility analysis showed that the equation of duration prediction using earned schedule method with internal and external influence factors as well as the dummy variable gave R2 value of 0.784 which means that the independent variables used could well explain the prediction of duration. There is an increase in the results of the coefficient of determination by 2.75% in the regression analysis using building type as dummy variable.ABSTRAKKeberhasilan suatu proyek konstruksi dapat dilihat berdasarkan ketepatan waktu yang telah dijadwalkan, ketepatan biaya yang telah dianggarkan, serta ketepatan mutu yang telah ditentukan sebelumnya. Waktu menjadi salah satu aspek penting dalam perencanaan suatu proyek konstruksi dikarenakan keterlambatan dalam proyek dapat memicu berbagai masalah baik dalam segi ekonomi maupun hukum, sehingga pengembangan suatu metode prediksi durasi dapat menjadi pilihan untuk meningkatkan akurasi prediksi. Tujuan dari penelitian ini adalah untuk mengetahui hubungan antara hasil prediksi durasi menggunakan metode Earned Schedule dengan faktor pengaruh internal berupa jumlah dan luas lantai, faktor pengaruh eksternal berupa indeks pendidikan, penyerapan teknologi, pengalaman tenaga kerja, ketersediaan teknologi, dan inovasi, serta variabel dummy berupa tipe bangunan dalam prediksi durasi total proyek pembangunan gedung bertingkat tinggi di Jakarta. Analisa dilakukan dengan menghitung estimasi durasi berdasarkan metode earned schedule yang menggunakan schedule performance index (SPI) dengan indikator waktu. Hasil analisa uji kelayakan regresi linier berganda menunjukkan bahwa persamaan prediksi durasi dengan faktor pengaruh internal dan eksternal serta variabel dummy memberikan nilai R2 sebesar 0.784 yang artinya variabel bebas yang digunakan dapat menjelaskan prediksi durasi dengan baik. Terdapat peningkatan hasil koefisien determinasi pada analisis regresi dengan menggunakan variabel dummy berupa tipe bangunan yaitu sebesar 2.75% dari nilai tanpa penggunaan variabel dummy.
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Dharmawan, Ridhwan Dwi, Hendramawat Aski Safarizki, and Annisa Azhar Firdausi. "EVALUASI EFEKTIVITAS KEPUTUSAN ADDENDUM PROYEK TERHADAP WAKTU PEKERJAAN PROYEK BERBASIS EARNED VALUE METHOD." J@ti Undip: Jurnal Teknik Industri 18, no. 1 (February 6, 2023): 51–61. http://dx.doi.org/10.14710/jati.18.1.51-61.
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Tantangan terbesar yang ada pada industri proyek konstruksi adalah menjaga kualitas mutu, biaya dan waktu proyek konstruksi. Kegiatan proyek sangat dipengaruhi oleh sistem penjadwalan dan durasi proyek. Sebagian proyek konstruksi tidak mampu mengatasi tantangan tersebut karena kurangnya kontrol dan evaluasi pada proyek. Salah satu tindakan korektif untuk mengatasi tantangan tersebut adalah dengan melakukan perubahan kontrak proyek. Penelitian ini mengimplementasikan Earned Value Method (EVM) untuk evaluasi kinerja waktu pada objek studi kasus yang berfokus pada analisis efektivitas kebijakan perubahan kontrak tersebut. Tiga indikator diimplementasikan dalam metode EVM pada penelitian ini, yaitu indikator dasar dengan parameter earned value dan planned value, indikator evaluasi kinerja waktu proyek masa kini dengan parameter schedule variance dan schedule parameter index, serta estimasi kinerja proyek masa depan menggunakan parameter estimate temporary schedule dan estimate all schedule. Berdasarkan penilaian ketiga indikator tersebut, EVM berhasil mengevaluasi kinerja waktu proyek studi kasus. Indikator dasar dan indikator evaluasi proyek masa kini menyatakan proyek studi kasus ini mengalami overruns, sehingga kebijakan perubahan kontrak waktu dan biaya proyek (addendum) memanglah diperlukan. Indikator estimasi kinerja proyek masa depan di minggu ke-18 evaluasi menyatakan bahwa proyek membutuhkan waktu 145 hari. Kebijakan addendum yang diambil oleh manajer proyek sudah tepat dan sesuai dengan EVM. Abstract[Earned Value Method Based on Effectiveness Evaluation of Addendum Project Decisions for Project Work Time] The biggest challenge in the construction project industry is maintaining quality, cost and time. Project activities are strongly influenced by the scheduling system and project duration. Some construction projects are unable to overcome these challenges due to a lack of project control and evaluation. One of the corrective actions to overcome these challenges is to revise the project contract. This study implements the Earned Value Method (EVM) for evaluating and controlling project contract revision on a case study object, which focuses on analyzing the effectiveness of the contract change policies. Three indicators are implemented in the EVM:basic indicators with earned value and planned value parameters, current project time performance evaluation indicators with schedule variance and schedule parameter index parameters, and estimation of future project performance using estimated temporary schedule and estimated all parameters schedule. Based on the assessment of these three indicators, EVM was successful for evaluating the time performance of the case study project. The current basic indicators and project evaluation indicators state that this case study project is experiencing overruns so the policy of changing project time contracts and costs (addendum) is indeed necessary. The indicator for estimating future project performance at week 18 of the evaluation states that the project will take 145 days. The addendum policy taken by the project manager is appropriate and EVM compliant.Keywords: Earned Value Method; project addendum; project management; project control
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Moon, Jayet. "An Investigation into the Use of Laney U Chart as a Visual Schedule Tracker to Graphically Monitor the Schedule Performance Index." Journal of Engineering, Project, and Production Management 10, no. 1 (January 1, 2020): 35–41. http://dx.doi.org/10.2478/jeppm-2020-0005.
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AbstractThe intent of this article is to explore a mathematically sound method to graphically monitor schedule performance index (SPI) such that it enables the project manager to take objective data based decisions regarding the progress of the project schedule. The article aims to leverage the theory and application of control charts, specifically the U chart and Laney U chart and test its applicability to earned value management by trending schedule performance index on a time series chart. Off the shelf software, MinitabTM was used to generate the control charts based on earned value and planned value. While this paper proves that the Laney U chart, with correct interpretation, acts as an effective trigger-based tool for schedule risk management, it also generates further avenues for research into similar use of control charts for cost performance and other quality indices.
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Wang, Wen Xiu, En Jian He, and Yan Fei Zhao. "Earned Value Analysis Application in Project Management." Advanced Materials Research 971-973 (June 2014): 2494–97. http://dx.doi.org/10.4028/www.scientific.net/amr.971-973.2494.
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The focus of earned value management is the deviation ( schedule variance and cost deviation ) to determine the project, by determining the deviation monitor project status . Discussion earned value analysis methods use a combination of project management . Earned Value Analysis method as an effective project monitoring tools, you can maximize avoid state ( time and cost ) project-specific business and technical implementation of the project 's content and confused together, intuitively given project status information.
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Firdasari, Firdasari. "KAJIAN PERENCANAAN APLIKASI ANALISIS VARIANS DAN KONSEP NILAI HASIL MENGGUNAKAN MICROSOFT ACCESS DALAM PENGENDALIAN PROYEK KONSTRUKSI." Jurnal Teknik Sipil Unaya 3, no. 2 (March 2, 2019): 39–53. http://dx.doi.org/10.30601/jtsu.v3i2.25.
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Techniques and methods of cost control and project schedule that quickly reveals the deviation is by using analysis of variance and earned value concept. Using the applications such as Microsoft Access program to support the control techniques is required. But how to apply Microsoft Access in the control of construction projects with the calculation method of analysis of variance and earned value concept, so as to provide information on the implementation of the project quickly and accurately. The purpose of this study was to plan a construction project control method by using analysis of variance and earned value concept through the application of Microsoft Access. Data required in this plan is secondary data in the Budget Plan, time schedule, and report project progress every week. The data obtained will then be categorized based on indicators BCWP (Budgeted Cost of Work Performed) and BCWS (Budgeted Cost of Work Schedule) for each work item, whereas for indicators ACWP (Actualt Cost of Work Performed) is assumed to be based on the percentage of profit to be used. The data are entered into a Microsoft Access program that can be known variance and variance cost and schedule performance index cost and schedule performance index, the remaining cost estimates and total cost estimates. The result achieved is a software application that presents information about the project progress report every week. There are 6 weeks the value of cost variance (CV) is positive and schedule variance (SV) is zero, 13 weeks for the value of schedule variance (SV) is positive and cost variance (CV) is positive, 3 weeks to schedule variance (SV) is negative cost variance ( CV) is positive and 14 weeks for schedule variance (SV) is negative and cost variance (CV) is negative.
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Przywara, Daniel, and Adam Rak. "Monitoring of Time and Cost Variances of Schedule Using Simple Earned Value Method Indicators." Applied Sciences 11, no. 4 (February 3, 2021): 1357. http://dx.doi.org/10.3390/app11041357.
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The Planning and implementation of construction projects are difficult processes and are burdened with many risk elements. The budget spread over time, which is developed on the basis of the schedule, presents the expected distribution of costs throughout the duration of the works, which during the implementation of the project is subject to constant changes resulting from time, cost, and organizational factors. Managing construction contracts requires managers to be able to analyze on an ongoing basis the variances of production costs-from the values calculated in the offer cost estimate and assumed in the Budgeted Cost of Work Scheduled. The article attempts to analyze the emerging time and cost deviations using proprietary time variances from the schedule (T/S) and variances from planned costs (T/C) monitoring, based on simple indicators of the earned value method (EVM). An example of construction of a multi-family housing development was used to study the variances of planned and incurred costs.
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Ayman, Hassan Mohamed, Sameh Youssef Mahfouz, and Ahmed Alhady. "Integrated EDM and 4D BIM-Based Decision Support System for Construction Projects Control." Buildings 12, no. 3 (March 7, 2022): 315. http://dx.doi.org/10.3390/buildings12030315.
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Project schedule monitoring and controlling are critical challenges of construction project management that are not adequately implemented, likely due to the predominance of earned value management and the lack of utilizing technology, such as BIM tools. Unlike earned value, earned duration management (EDM) was developed, which includes several indices to track schedule progress and measure the performance of a schedule. The goal of this research was to establish a decision support system to track and monitor construction project activities during construction, with better performance and accuracy. A survey was conducted and distributed among ten site engineers, selected from different construction sites. The survey asked the site engineers about the possible durations of certain activities; based on their answers, the authors started the proposed system. In this study, we aimed to develop a decision support system (DSS), which combines BIM with EDM to help calculate probabilistic total project duration, visually detecting critical activities, monitoring visually risky activities subjected to delay and visually categorizing the accuracy of estimated duration for delayed activities.
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Zhang, Shuangxi, and Norriza Hussin. "Applied Research on Software Progress Measurement: Taking B2B Project of A Company as an Example." Business Administration and Management 2, no. 1 (September 8, 2020): 4. http://dx.doi.org/10.18282/bam.v2i1.1081.
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<p>Because of the limitations of Earned Value Management (EVM), there are great defects in managing software progress. Although Earned Schedule (ES) improves EVM, it is not reliable to utilize cost data to measure software progress. In 2014, Earned Duration Management (EDM), which is a new measurement method, was introduced. In this paper, via a practical case, the EDM method is used to measure the software progress.</p>
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Kim, Byung-Cheol, and Hyung-Jin Kim. "Sensitivity of Earned Value Schedule Forecasting to S-Curve Patterns." Journal of Construction Engineering and Management 140, no. 7 (July 2014): 04014023. http://dx.doi.org/10.1061/(asce)co.1943-7862.0000856.
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Lamato, Fadlan, Arfan Utiarahman, and Mohammad Yusuf Tuloli. "ANALISIS EARNED VALUE TERHADAP PROYEK PEMBANGUNAN RENOVASI GEDUNG KANTOR BPJN." Jurnal Vokasi Sains dan Teknologi 1, no. 2 (May 30, 2022): 46–53. http://dx.doi.org/10.56190/jvst.v1i2.10.
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Proyek konstruksi memiliki kerumitan tersendiri, dilihat dari fisik dan anggaran perencanaan, pengelolaan waktu dan anggaran adalah cakupan manajemen konstruksi. Dalam metode Earned Value dapat mengetahui suatu proyek dapat terjadi percepatan dan keterlambatan pada proyek Renovasi Gedung Kantor BPJN. Metode ini mendekripsikan tentang varian jadwal (SV) dan anggaran (CV), dan juga indeks kinerja proyek yaitu Indeks Kinerja Jadwal (SPI) dan Indeks Kinerja Biaya (CPI) pada sebuah laporan periode waktu. Laporan kemajuan proyek diolah dalam bentuk BCWS (Bugetted Cost of Work Scheduled), ACWP (Actual Cost of Work Performance), dan BCWP (Bugetted Cost of Work Performanced), dan bisa nilai Estimate All Cost (EAC) dan Estimate All Scheduled (EAS). Dari hasil analisis metode yang dilakukan hanya digunakan minggu ke-8 sampai dengan minggu ke-16, proyek direncanakan selesai dalam kurun waktu 180 hari dengan biaya fisik Rp 3,403,379,090,91 sudah termasuk dengan biaya addendum, pada minggu ke-16, SV = -Rp 704,574,157.00 menunjukan keterlambatan, Cost Variance = -Rp 550,352,878.00 menunjukan kelebihan anggaran, SPI = 0.74 dan CPI = 0.78 menunjukan pada minggu ke-16 kinerja pekerjaan terlambat dari rencana. hasil analisis metode ini mendapatkan hasil Estimate of All Schedule sebanyak 204 hari yang berarti ketambahan 24 hari kerja.
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Hammad, Mohammed Wajdi, Alireza Abbasi, and Michael J. Ryan. "Developing a Novel Framework to Manage Schedule Contingency Using Theory of Constraints and Earned Schedule Method." Journal of Construction Engineering and Management 144, no. 4 (April 2018): 04018011. http://dx.doi.org/10.1061/(asce)co.1943-7862.0001178.
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Huang, Jian Wen, Hui Min Pan, Yan Li, Yi Ting Zhu, and Zai Yi Liao. "Cost/Schedule Monitoring and Forecasting for Project Based on Earned Value Management (EVM)." Advanced Materials Research 919-921 (April 2014): 1437–40. http://dx.doi.org/10.4028/www.scientific.net/amr.919-921.1437.
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Earned value management (EVM) is one of the most widely used control tools in project management. It is a well-known management system that integrates cost, schedule and performance. Based on the traditional concept of EVM, the cost/schedule monitoring and forecasting model is proposed in this paper. It gives us the analysis steps and provides the methods for monitoring the actual situation and forecasting the final cost and duration. By using this model, the managers are able to know timely the status of a project in terms of budget and schedule and forecast the developing trend and ultimate outcome of the project. So it is a reliable method to improve the capability of project managers for making reasonable decisions.
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Shindy, Shindy, and Basuki Anondho. "MODEL PERHITUNGAN RENTANG DURASI PROBABILISTIK MENGGUNAKAN METODE EARNED SCHEDULE PADA PROYEK DI JAKARTA DAN SEKITARNYA." JMTS: Jurnal Mitra Teknik Sipil 1, no. 2 (November 7, 2018): 51. http://dx.doi.org/10.24912/jmts.v1i2.2617.
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Dalam pengelolaan proyek konstruksi, durasi merupakan salah satu komponen yang penting dan mempengaruhi kesuksesan suatu proyek. Akan tetapi akibat unsur ketidakpastian yang terdapat dalam pekerjaan proyek konstruksi mengakibatkan manajer proyek sulit untuk melakukan prediksi durasi akhir proyek konstruksi secara lebih akurat. Pada sisi lain terdapat metode Earned Schedule yang perhitungannya menggunakan indikator berbasis waktu, yakni Schedule Performance Index (SPI), sehingga mendukung dalam perhitungan prediksi durasi akhir proyek konstruksi. Oleh karena itu, pada penelitian ini akan dirancang sebuah model perhitungan rentang durasi probabilistik akhir proyek konstruksi dengan menggunakan metode Earned Schedule. Penelitian ini menggunakan data berupa kurva S dari 45 proyek yang sedang berjalan di Jakarta dan sekitarnya. Penelitian ini dilakukan dengan menghitung angka rata-rata prediksi durasi akhir proyek (EAC) pada masing-masing data proyek, kemudian dilakukan perhitungan interval batas atas dan batas bawah sebagai rentang durasi probabilsitik akhir proyek. Hasil dari penelitian ini menunjukkan bahwa model perhitungan rentang durasi probabilistik akhir proyek dapat digunakan untuk memprediksi durasi akhir proyek yang bersifat probabilistik.
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Zhang, Shuangxi. "Practical Application of Earned Value in Software Project Management—Taking the Developed IT Project as an Example." Modern Management Forum 4, no. 3 (September 18, 2020): 67. http://dx.doi.org/10.18686/mmf.v4i3.2400.
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<p>Earned value management (EVM) emerged in the United States in the 1960s<sup>[1]</sup>. It is used as an important standard of project cost management and progress management. The focus of earned value is to accurately measure the specific plan and actual performance of a project, which can accurately predicts the final cost and schedule results of the project. Earned value is based on the integration of various means of project management, so that the real cost performance of the project can be reflected, which is not achieved by other project management technologies. Based on the actual B2B project of ABCD company, this paper studies the application of earned value in practice.</p>
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Widjaja, Catherine Michellie, and Basuki Anondho. "VALIDASI BATAS ATAS BATAS BAWAH ESTIMASI DURASI GEDUNG KONSTRUKSI BERTINGKAT BERBASIS EARNED SCHEDULE." Jurnal Muara Sains, Teknologi, Kedokteran dan Ilmu Kesehatan 5, no. 1 (May 4, 2021): 103. http://dx.doi.org/10.24912/jmstkik.v5i1.8746.
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Determination of estimated project completion is an activity that influenced the planning project since it can decide the success or failure of the project. However, duration is often not in accordance with prediction caused by uncertainty of the project. Calculation by probabilistic method is rated better than deterministic since probabilistic includes the uncertainty factor in its calculation. In addition, probabilistic method provides results in the form of intervals in upper to lower limit. In predicting project's final duration, the time-based Earned Schedule (ES) method is rated capable of overcoming the lack of cost-based Earned Value (EV). This research aims to determine the ongoing project’s upper and lower limit prediction duration using ES method through validation towards the completed project’s real duration. The average prediction of ongoing project duration will be calculated using ES by Microsoft Excel. The results will be validated towards the average real project duration using hypothesis tests of two independent population means. Result of average of upper limits indicates a valid value while the average of lower limits indicates a non-valid value with the upper limit value is 0.0025 week/m2 and lower limit is 0.0020 week/m2.Keywords: duration estimation; probabilistic; Earned Schedule; validation; upper limit and lower limit. AbstrakPenentuan estimasi penyelesaian proyek merupakan kegiatan yang berpengaruh dalam proses perencanaan karena dapat menentukan keberhasilan atau kegagalan proyek tersebut. Namun, durasi seringkali tidak sesuai dengan prediksi karena sifat ketidakpastian proyek. Perhitungan dengan metode probabilistik dinilai lebih baik daripada deterministik karena metode ini menyertakan unsur ketidakpastian dalam perhitungannya. Disamping itu, perhitungan probabilistik menyajikan hasil dalam bentuk interval yang dinyatakan dalam batas atas dan batas bawah. Dalam memprediksi durasi akhir proyek, metode Earned Schedule (ES) yang berbasis waktu dinilai mampu mengatasi kekurangan Earned Value (EV) yang berbasis biaya. Penelitian ini bertujuan untuk menetapkan nilai prediksi batas atas dan batas bawah proyek yang sedang berjalan dengan metode ES melalui validasi terhadap durasi nyata proyek yang sudah selesai. Rata-rata prediksi durasi proyek konstruksi yang sedang berjalan dihitung menggunakan metode ES dengan bantuan Microsoft Excel. Hasilnya kemudian divalidasi terhadap rata-rata durasi nyata proyek yang sudah selesai menggunakan uji hipotesis rata-rata sampel ganda. Hasil nilai batas atas proyek yang sedang berjalan dinyatakan valid dan nilai batas bawah dinyatakan tidak valid dengan nilai batas atas sebesar 0,0025 minggu/m2 dan batas bawah 0,0020 minggu/m2.
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Maya Sari, Hikmah, Irna Hendriyani, and Alifah Ersa Widyaningrum. "Earned Value Analysis pada Proyek Pembangunan Gedung Arsip Kantor BPN." Jurnal Ilmiah Teknik Sipil TRANSUKMA 3, no. 2 (June 21, 2021): 154–67. http://dx.doi.org/10.36277/transukma.v3i2.84.
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Dalam pengendalian biaya dan waktu pada suatu proyek sangat diperlukan agar suatu proyek mampu memperkirakan suatu biaya agar sesuai seperti yang direncanakan dan dapat menyelesaikan proyek dengan tepat waktu. Metode pengendalian waktu yang digunakan pada penelitian ini adalah metode Earned Value Analysis. Penelitian ini bertujuan untuk menganalisis kinerja pada proyek Pembangunan Gedung Arsip Kantor Badan Pertanahan Kota Balikpapan. Manfaat penelitian ini dapat menambah pengetahuan mengenai evaluasi kinerja dan pengendalian biaya dan waktu terhadap keuntungan bagi pemegang proyek. Data yang diperoleh dari proyek antara lain berupa data jumlah tenaga kerja, upah tenaga kerja, target penyelesaian proyek, Schedule pelaksanaan proyek, Rencana Anggaran Biaya (RAB), Laporan Progress dan Dokumentasi, kemudian dilakukan analisa biaya, jadwal, varians, dan indeks performansi dengan memaparkan masalah-masalah yang muncul dalam penelitian. Dari hasil analisa diketahui bahwa biaya yang dikeluarkan lebih besar dari nilai yang dianggarkan di tunjukkan dengan nilai CPI = 0,996 dan juga waktu pelaksanaan lebih lambat dari jadwal rencana ditunjukkan dengan nilai SPI = 0,9182. Hasil perhitungan perkiraan total biaya keseluruhan akhir proyek sebesar Rp. 1.793.218.596, dengan perkiraan waktu penyelesaian 18 minggu. Menunjukkan proyek mengalami kerugian dan keterlambatan dari yang direncanakan. Controlling costs and time on a project is very important so that a project is able to estimate the costs to be as planned and can finish the project on time. The time control method used in this research was the Earned Value Analysis method. This research aimed to analyze the performance on the Development Project of the Archive Building of the Land Agency Office of Balikpapan City. The advantage of this research was the increased knowledge about performance evaluation and cost and time control towards advantages for the project holders. The data gained from the project were data about the number of labor, labor costs, project completion target, Project implementation schedule, Budget Plan, Progress Report and Documentation, then an analysis of costs, schedule, variances, and performance indices was done by describing the problems arose in the research. From the analysis it was known that the costs spent were greater than the budget plan, which was indicated by the value of CPI = 0.996 and also the implementation time was slower than the planned schedule, which was proven by the value of SPI = 0.9182. The results of the calculation of the estimated total cost of the final project was Rp. 1,793,218,596, with an estimated completion time of 18 weeks. This showed that the project experienced loss and delay than planned.
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Farok, G. M. G., and Jose A. Garcia. "DEVELOPING GROUP LEADERSHIP AND COMMUNICATION SKILLS FOR MONITORING EVM IN PROJECT MANAGEMENT." Journal of Mechanical Engineering 45, no. 1 (July 30, 2015): 53–60. http://dx.doi.org/10.3329/jme.v45i1.24385.
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Earned Value Management (EVM) is used to track the progress and status of a project with forecasting future performance. Leaders use the Evaluation, Verification and Monitoring with Earned Value Management (EVM) technique to evaluate their project progress and performance as an early warning tool. Monitoring EVM involves determining whether the project is on, ahead of, or behind schedule and on, under or over budget. Usually an organization has many people with many multi-dimensional strategic ideas. All of these people are focused on ultimate end points, they work on the same target, they play on the same field, and they gain their knowledge about the same markets and share their ideas with personal confident. They rely on EVM which integrates cost, schedule and scope to capture project progress assessment and project completion update.
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Gardjito, Edy. "PENGENDALIAN JADWAL DAN ANGGARAN TERPADU DENGAN METODE EARNED VALUE ANALYSIS PADA PEKERJAAN KONSTRUKSI." UKaRsT 1, no. 1 (January 2, 2018): 19. http://dx.doi.org/10.30737/ukarst.v1i1.82.
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Hasil pengendalian jadwal dan anggaran (metode Earned Value Analysis/EVA) pada pekerjaan konstruksi dinding penahan beton tinggi 7 m untuk status hari ke-150 sebagai berikut: dari aspek biaya, proyek mengalami keuntungan, Cost Varian (CV) bernilai positif Rp. 0,0977 milyar atau nilai indeks kinerja biaya (CPI) = 1.03 >1, dari aspek jadwal pelaksanaan, proyek mengalami keterlambatan, Schedule Varian (SV) bernilai negatif Rp.(-) 0,2895 milyar atau indeks kinerja jadwal (SPI) = 0.91 <1, perkiraan biaya yang dibutuhkan (EAC) sampai proyek selesai Rp.5,8950 milyar, proyek akan mendapat keuntungan Rp. 0,1924 milyar, karena masih dibawah rencana anggaran (PV) Rp.6,0874 milyar, perkiraan waktu untuk menyelesaikan proyek (EAS) adalah 216 hari, artinya proyek akan mengalami keterlambatan 6 hari dari periode kontrak.Kata Kunci : Earned Value Analysis, Cost Varian, Schedule Varian, CPI, SPI, Kinerja Proyek.
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Adinata, Surya, and Akbar Alfa. "PENERAPAN METODE KONSEP NILAI HASIL (EARNED VALUE CONCEPT) PADA PROYEK PENINGKATAN JALAN ASPAL DI LOKASI F4 (SUNGAI SIRIH)." Selodang Mayang: Jurnal Ilmiah Badan Perencanaan Pembangunan Daerah Kabupaten Indragiri Hilir 6, no. 2 (August 28, 2020): 109. http://dx.doi.org/10.47521/selodangmayang.v6i2.171.
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The cost control is a very important aspect in project management. Poor cost control often results in project construction costs that differ from planned costs.
The applying of the Earned Value Concept method for analytical calculations requires the following data: Implementation time along with the S curve; Volume data of each work item; Percentage of work weighted; Standard daily reports, weekly reports, and monthly project reports; Actual project financial data and SPI. The stage of data analysis for each job are: determining of BCWS (Budgete Cost Of Work Schedule); BCWP (Budgeted Cost of Work Performed; ACWP (Actual Cost of Work performed) Analysis of variance and performance index from the Earned Value Concept method. It consists of: Cost Variance (CV) and Schedule Variance (SV), Cost Performance Index (CPI) and Schedule Performance Index (SPI).
The results of the analysis of the applied of the Earned Value Concept method of PT. Riau Maju Cemerlang obtained a gross cost gain of around Rp. 173,591,516.52 or 5.00% of the total construction price without VAT value. The initial planning time for project work began on 26 July and the initial planning time ended on 17 December (145 HK) turned out to be 27 December (155 HK). The applied of the Result Value Concept method to the project can find out the remaining value of the project costs for the remaining work and how much the total cost has been used for the project.
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Nasrul, Nasrul, and Rosi Maida Astuti. "PENGENDALIAN PELAKSANAAN PROYEK DITINJAU DARI SEGI WAKTU PADA GEDUNG RRC DI PROYEK REKONTRUKSI DAN PENINGKATAN UNP." Rang Teknik Journal 3, no. 2 (June 2, 2020): 362–65. http://dx.doi.org/10.31869/rtj.v3i2.1938.
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To monitor and control the timing of the project needs to use one method that meets these goals is a network (network planning) concept of the value of the results ( earned value concept) in the form of a schedule of integrated (schedule variance ), which consists of three indicators , namely BCWS , BCWP , and ACWP , Research procedure begins with a feasibility study case , collecting data , and analyzing the results from the available data.
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Deep, Shumank, Mohd Asim, and Syed Aqeel Ahmad. "Earned Value based Liability Calculation Algorithm for Schedule Delays in Construction Projects." Indian Journal of Science and Technology 10, no. 15 (April 1, 2017): 1–10. http://dx.doi.org/10.17485/ijst/2017/v10i15/110324.
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Khesal, Tahereh, Abbas Saghaei, Mohammad Khalilzadeh, Masoud Rahiminezhad Galankashi, and Roya Soltani. "Integrated cost, quality, risk and schedule control through earned value management (EVM)." Journal of Engineering, Design and Technology 17, no. 1 (February 4, 2019): 183–203. http://dx.doi.org/10.1108/jedt-07-2018-0119.
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PurposeThe purpose of this paper is to propose an integrated earned value management (EVM) approach to control quality, cost, schedule and risk of projects.Design/methodology/approachThis study represents a new EVM framework by considering a quality control index. Particularly, some control indices and cumulative buffers are defined by two proposed, methods, namely the linear- and Taguchi-based methods. These methods are implemented in three different projects in different industries.FindingsAccording to the results, integration of the quality index creates a better control situation by providing more accurate information. Hence, project managers could comprehensively monitor the status of important factors to make more precise decisions while maintaining the simplicity of their analysis.Originality/valueFrom the methodological and theoretical features, this paper offers new visions because, to the best of authors’ knowledge, no comparable study has been conducted before.
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Narbaev, Timur, and Alberto De Marco. "An Earned Schedule-based regression model to improve cost estimate at completion." International Journal of Project Management 32, no. 6 (August 2014): 1007–18. http://dx.doi.org/10.1016/j.ijproman.2013.12.005.
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Nouban, Fatemeh, Nour Alijl, and Mohammad Tawalbeh. "Integrated earned value analysis and their impact on project success." International Journal of Advanced Engineering, Sciences and Applications 1, no. 1 (January 30, 2020): 34–39. http://dx.doi.org/10.47346/ijaesa.v1i1.18.
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The project management system has many tools and techniques to control projects' main elements schedule, cost, quality, risk, communications and procurements to attain project success and high performance. Earned value analysis (EVA) is the most effective tool to measure project performance which is widely used by many organisations such as Defence Acquisition University; National Aeronautics and Space Administration; Society of Cost Estimates and Analysis; and Project Management Institute (PMI) to measure project performance and control it through cost and schedule, which are illustrated into graphs to forecast the project results to be shared and reported to top management, stakeholders and client in regular basis taking into consideration the other factors such as risk management, project environment, quality, safety, control charts, and sustainability to attain highly performance. Proposed methodology in the presented paper to implement the integrated EVA in an effective and uncomplicated way to attain project success and high performance using an automated sheet to perform analysis for an anonymous hospital design project with the total duration of seven months and illustrates and summarises the key factors based on previous studies and project examples.
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Sidiq, Andy Permana, and Ganjar Jojon Johari. "Analisis Penerapan Earned Value Terhadap Manajemen Waktu dan Biaya pada Proyek Jembatan Cibuni." Jurnal Konstruksi 20, no. 1 (June 3, 2022): 139–50. http://dx.doi.org/10.33364/konstruksi/v.20-1.1036.
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Proyek Pembangunan Jembatan Cibuni Ruas Jalan Baros-Cibuni Kabupaten Sukabumi dilaksanakan pada tahun 2020 dengan jangka waktu penyelesaian 210 hari kerja. Pada saat pelaksanaan proyek tersebut mengalami hambatan dan kendala yang menyebabkan terganggunya jadwal pelaksaan pada waktu tertentu hal tersebut melatar belakangi peneliti untuk menganalisa penyimpangan jadwal dan biaya yang terjadi selama pelaksanaan proyek tersebut. Berdasarkan hasil analisis menunjukan kinerja pelaksaan dilapangan tidak sesuai dengan perencanaan yang ditandai dengan hasil nilai BCWS berada diatas nilai BCWP pada minggu ke-1 sampai dengan minggu ke-6, hal ini menunjukan masih banyak bobot pekerjaan yang belum terselesaikan yang menyebabkan terjadinya penyimpangan waktu dan biaya yang ditantai dengan nilai negative (-) pada SV (Schedule Varians) yang artinya proyek terlambat dari perencanaan namun tidak melebihi anggaran biaya yang direncanakan. Kinerja proyek (SPI) menunjukan proyek tersebut masih untung walau mengalami keterlambatan. Sedangkan nilai ETS (Estimation Temporary Schedule) menunjukan proyek tersebut buruk pada minggu ke-1 sampai dengan minggu ke-6 yang ditandai dengan nilai SPI kurang dari 1 (<1) sehingga berpengaruh pada EAS (Estimation All Schedule) yang membutuhkan 32 minggu untuk menyelesaikan proyek tersebut, melebihi waktu yang telah direncanakan.
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Nevison, John M., and Karim J. Chichakly. "Latent Errors and Visible Earned Value: How the Evolutionary Model Integrates Earned Value Metrics with Project System Dynamics." Systems 9, no. 4 (December 16, 2021): 88. http://dx.doi.org/10.3390/systems9040088.
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A project model is presented that weaves together ideas from earned value project management and systems dynamics. It is able to adjust to increasingly unhealthy actual project behaviors in ways that preserve the signature pattern of the staffing histograms observed in the real world and provide a tool for managers to correct projects that are not meeting the plan. Starting from the planned staffing histogram and the project performance baseline, the model captures the delay and cost of experience dilution, includes the unplanned-for effort that is revealed in the typical pattern of the Cost Performance Index, assesses progress using the actual cost to date and the earned value to date, and adjusts staffing, scope, or both, to complete the project on schedule. A new method of approximating work remaining, called project-to-date, is shown to track the planned staffing histogram better than the commonly used fraction-complete method.
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Urgilés, P., J. Claver, and M. A. Sebastián. "Analysis of the Earned Value Management and Earned Schedule Techniques in Complex Hydroelectric Power Production Projects: Cost and Time Forecast." Complexity 2019 (April 1, 2019): 1–11. http://dx.doi.org/10.1155/2019/3190830.
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All projects take place within a context of uncertainty. That is especially noticeable in complex hydroelectric power generation projects, which are affected by factors such as the large number of multidisciplinary tasks to be performed in parallel, long execution times, or the risks inherent in various fields like geology, hydrology, and structural, electrical, and mechanical engineering, among others. Such factors often lead to cost overruns and delays in projects of this type. This paper analyzes the efficiency of the Earned Value Management technique and its Earned Schedule extension, as means of forecasting costs and deadlines when applied to complex hydroelectric power production projects. It is worth noting that this analysis was based on simulation models applied to real-life projects. The results showed that cost forecasting becomes very accurate over time, whereas duration forecasting is not reliably accurate.
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Kurniawan, Mohammad Irfandio, Diah Ayu Restuti Wulandari, Diah Ayu Restuti Wulandari, Julistyana Tistogondo, and Julistyana Tistogondo. "Evaluation Of Construction Project Time And Cost Control Based On Earned Value And Crash Project Method." Neutron 21, no. 1 (July 31, 2021): 20–26. http://dx.doi.org/10.29138/neutron.v21i1.121.
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Project development and how to control time and costs in the construction project of a public junior high school 1 Surabaya. This research was conducted with the aim of knowing and comparing the amount of duration and cost after acceleration by using the alternative Earned Value Analysis. The case study in this research takes the construction project of a public junior high school 1 Surabaya which is located in Surabaya. The data needed in this study include the S curve, recapitulation of project cost calculations, a list of budget plans (RAB), and a list of unit wage prices for workers. The research method used is to design network planning, calculate the cost variance and variance schedule for each activity that changes due to changes in the duration of implementation, acceleration of work duration, and determination of the optimum cost and duration due to the application of the Earned Value Analysis method. For the calculation of the variance Schedule on week 34 shows a positive result of Rp. 109,550,470. For the calculation of the cost variance from week 34 shows - Rp. 2,488,159. For the calculation of Estimate at completion (EAC) on week 34 of Rp. 6,663,998,229. For the calculation of Estimate temporary schedule, the evaluation week 34 experienced a delay of 53 days from the original schedule. So the work completion time is 233 calendar days
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Nie, Xiangtian, Jianyou Shi, Bo Wang, and Zhirui Cui. "Engineering project control of comprehensive unit price fluctuation-time limit fluctuation-process adjustment." Journal of Computational Methods in Sciences and Engineering 22, no. 1 (January 26, 2022): 161–74. http://dx.doi.org/10.3233/jcm215570.
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When an engineering project requires a lot of time and the construction environment is complex, the unit price of materials and personnel will change, the project construction will be hindered, and the construction plan of the project should be adjusted. These uncertain interference factors will cause the earned value analysis results are quite different from or even contrary to the actual situation, so there will not be enough impartial data to help managers to control project. To this end, this paper analyzes how the price fluctuations, process adjustment and the abnormal construction period will affect the construction schedule and cost effect respectively, and further studies the corresponding methods of earned value correction. Based on case analysis, this paper studies the comprehensive correction method of earned value when cost unit price changes, working procedure is adjusted and construction period fluctuates in an abnormal manner. The method improves the theory of earned value and provides reference for engineering practices on project management.
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Mohammed, Salah J., Hesham A. Abdel-khalek, and Sherif M. Hafez. "Predicting Performance Measurement of Residential Buildings Using an Artificial Neural Network." Civil Engineering Journal 7, no. 3 (March 3, 2021): 461–76. http://dx.doi.org/10.28991/cej-2021-03091666.
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Application Earned Value Management (EVM) as a construction project control technique is not very common in the Republic of Iraq, in spite of the benefit from EVA to the schedule control and cost control of construction projects. One of the goals of the present study is the employment machine intelligence techniques in the estimation of earned value; also this study contributes to extend the cognitive content of study fields associated with the earned value, and the results of this study are considered a robust incentive to try and do complementary studies, or to simulate a similar study in alternative new technologies. This paper is aiming at introducing a novel and alternative method of applying Artificial Intelligence Techniques (AIT) for earned value management of the construction projects through using Artificial Neural Networks (ANN) to build mathematical models to be used to estimate the Schedule Performance Index (SPI), Cost Performance Index (CPI) and to Complete Cost Performance Indicator (TCPI) in Iraqi residential buildings before and at execution stage through using web-based software to perform the calculations in the estimation quickly, accurately and without effort. ANN technique was utilized to produce new prediction models by applying the Backpropagation algorithm through Neuframe software. Finally, the results showed that the ANN technique shows excellent results of estimation when it is compared with MLR techniques. The results were interpreted in terms of Average Accuracy (AA%) equal to 83.09, 90.83, and 82.88%, also, correlation coefficient (R) equal to 90.95, 93.00, and 92.30% for SPI, CPI and TCPI respectively. Doi: 10.28991/cej-2021-03091666 Full Text: PDF
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Yuliana, Ni Putu Indah, and Ni Kadek Sri Ebtha Yuni. "Evaluasi Kinerja Proyek Peningkatan Jaringan Irigasi Tukad Petanu Berdasarkan Earned Value Analysis." Jurnal Teknik: Media Pengembangan Ilmu dan Aplikasi Teknik 20, no. 1 (June 30, 2021): 21–30. http://dx.doi.org/10.26874/jt.vol20no1.147.
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Peninjauan prestasi proyek peningkatan jaringan irigasi Tukad Petanu masih menggunakan konsep manajemen biaya tradisional sehingga evaluasi berdasarkan konsep nilai hasil perlu dilakukan. Tujuan penelitian adalah menganalisis kinerja biaya dan waktu proyek didasarkan konsep earned value analysis. Penelitian menggunakan deskriptif kuantitatif dengan earned value analysis. Berdasarkan hasil analisa, bulan ke-1 sampai bulan ke-8 nilai Budgeted Cost Work Performance (BCWP) ada di atas Budgeted Cost Work Schedule (BCWS) dan berakhir di titik yang sama di bulan ke-9 sehingga proyek dikategorikan berjalan lebih cepat 6,52% dari waktu rencana dan berakhir sesuai waktu rencana. Nilai Actual Cost Work Performance (ACWP) berada di bawah BCWP sehingga biaya aktual lebih kecil dari biaya rencana yaitu 21,14% dari biaya rencana. Analisis varians biaya dan waktu berdasarkan komulatif bernilai positif (+), menunjukkan pekerjaan dilaksanakan lebih cepat dari jadwal dan biaya yang dikeluarkan lebih kecil dari anggaran. Indeks prestasi kinerja biaya dan waktu berdasarkan komulatif memiliki nilai rata-rata Cost Performance Index (CPI) 1,21 dan rata-rata Schedule Performance Index (SPI) 1,02 sehingga proyek berjalan lebih cepat dari waktu rencana dan biaya lebih kecil dari anggaran rencana.
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Khamooshi, Homayoun, and Hamed Golafshani. "EDM: Earned Duration Management, a new approach to schedule performance management and measurement." International Journal of Project Management 32, no. 6 (August 2014): 1019–41. http://dx.doi.org/10.1016/j.ijproman.2013.11.002.
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