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Liljegren, Emma, and Anna Rydlund. "Byggprojektstyrning med Earned Value Management." Thesis, Högskolan i Halmstad, Sektionen för ekonomi och teknik (SET), 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-15536.
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Abstract Today, too many construction projects are delayed and deviates from the budget. A good project management is the basis for successful construction project. The most common planning methods in the construction industry is currently Gantt chart and CPM. The problem with these is that focus is only at the time of the project and doesn’t handle the budget. A project management method which connects the time and cost is Earned Value Management. Earned Value Management enables calculations of different metrics for cost and time that can be used early to see trends in project implementation. The aim of our study is to describe the project managenment in the construction industry and to explain the criteria needed to implement project management methodology Earned Value Management in a construction company. The EVM is unproved at the construction company we chose to do a case study about. We have in a completed building projects in ByggSjögren in Halmstad, Sweden, examined the criteria that exist, and are required to apply Earned Value Management. Through interviews with Annarell Malmberg and Martin Bengtsson, responsible for calculations and purchase of ByggSjögren, and Insa Ostendorf, project manager at Ramböll, we were using the information they gave us to do our study. Based on empirical evidence and data we collected, we have made estimates and proposals for ByggSjögren could proceed at an implementation of Earned Value Management. We have from a completed project studied the criteria that exist today, and what is missing to be able to use Earned Value Management. Finally, we concluded that the criteria that are important to implement Earned Value Management in construction industry is particularly close monitoring. Much of what is included in the Earned Value Management is already being done today in many construction companies, but they have no name for it.Idag blir alltför många byggprojekt försenade och håller inte budget. Därför är en bra projektstyrning grunden för lyckade byggprojekt. De vanligaste planeringsmetoderna inom byggbranschen är idag Gantt-schema och Critical Path Method. Problemet med dessa är att fokus endast ligger på tiden för projektet och hanterar inte budgeten. En projektstyrningsmetod som kopplar samman tid och kostnad är Earned Value Management. Earned Value Management möjliggör beräkningar av olika nyckeltal för kostnad och tid som kan användas för att i ett tidigt skede kunna se trender i projektgenomförandet. Syftet med vår studie är att beskriva projektstyrning inom byggbranschen samt att förklara vilka kriterier som krävs för att implementera projektstyrningsmetoden Earned Value Management på ett byggföretag. I och med att Earned Value är oprövad på byggföretag valde vi att göra en fallstudie. Vi har utifrån ett avslutat byggprojekt på ByggSjögren i Halmstad undersökt vilka kriterier som finns, och krävs för att tillämpa Earned Value Management. Genom intervjuer med Annarell Malmberg och Martin Bengtsson, ansvariga för kalkyler och inköp på ByggSjögren, och Insa Ostendorf, projektledare på Ramböll kunde vi med hjälp av den information de gav oss utföra vår studie. Utifrån den empiri och data vi samlat har vi gjort beräkningar och förslag på hur ByggSjögren skulle kunna gå till väga vid en implementering av Earned Value Management. Vi har utifrån ett avslutat projekt studerat vilka kriterier som idag finns, och vilka som saknas för att kunna använda sig av Earned Value Management. Slutligen kom vi fram till att de kriterier som är viktiga för att kunna implementera Earned Value Management i byggbranschen är framförallt en noggrann uppföljning. Metoden består av tio viktiga steg, vilka utgör de kriterier som krävs för en implementering. Mycket av det som ingår i Earned Value Management görs redan idag på många byggföretag fast de har inget namn på det.
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Gustafsson, Alma, and Johannes Hillström. "Earned value management : En fallstudie om applicering och implementering av earned value management i byggbranschen." Thesis, Jönköping University, JTH, Logistik och verksamhetsledning, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-54479.
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Abstract Purpose – The purpose of this study is to increase the knowledge about how Earned Value Management can be used and be implemented for project management in the construction industry. In order to achieve the study’s purpose, two research questions has been formulated: [1] How can Earned Value Management be used for management of construction projects? [2] What is required to implement Earned Value Management in the construction industry? Method – The questions were answered with the help a case study where qualitative data was collected through interviews and a document study. 42 of the case company’s internal documents were studied in parallel with five interviews. The theoretical framework of the study was formulated through a literature study where relevant theories were studied. The study has adopted an inductive approach since a construction company is studied to create an explanatory model for how earned value management can be used and implemented in the construction industry. Empirical data were analyzed in relation to the study’s theoretical framework to answer the study’s purpose and research questions. Findings – Earned value management can to some extent be adapted to the complexity of the project. However, there are steps in the method which must always be carried out thoroughly for the control tool to be useful in the construction industry. The results of the study show that earned value management can be used for project management in two dimensions, partly as a problem-solving function and partly as a prognostic function. For earned value management to be used and implemented in the construction industry, a detailed design is required where the organization must allocate sufficient resources. The study also shows that the main implementation requirement for earned value management in the construction industry is education as the industry lacks knowledge of the control tool and its benefits. Implications – In essence, the study supports several existing theories. The study'sunique contribution is a knowledge that some adaptation of earned value management is possible with some regulation. The results of the study can be a support for companies in the construction industry in project management because it shows the impact of the steps on the next step and how it then affects the forecast calculations in the final step. It also shows effective ways of dealing with common problems in the industry. Limitations – There is a certain limitation regarding the generalizability of the result as the study only covers one case. The study is completed over a limited period, which is significantly shorter than the completion time for the study case. The result could have been more reliable if the study had been expanded with a completed projectSammanfattning Syfte – Studien syftar till att öka kunskapen om hur earned value management kananvändas och implementeras för projektstyrning i byggbranschen. För att besvara syftet har två frågeställningar formulerats: [1] Hur kan earned value management användas för styrning av byggprojekt? [2] Vad krävs för att implementera earned value management i byggbranschen? Metod – Frågeställningarna har besvarats med hjälp av en fallstudie där kvalitativa data samlades in genom intervjuer och en dokumentstudie. 42 av fallföretagets interna dokument studerades parallellt med att fem intervjuer genomfördes. Studiens teoretiska ramverk formulerades genom en litteraturstudie där relevanta teorier studerades. Studien har antagit en induktiv ansats då ett byggföretag studeras för att skapa en förklaringsmodell till hur earned value management kan användas och implementeras i byggbranschen. Empiriska data analyserades i relation till studiens teoretiska ramverk för att besvara studiens syfte och frågeställningar. Resultat – Earned value management kan till vis del anpassas till projektets komplexitet. Däremot visar studien att det finns steg i metoden vilka alltid måste genomföras grundligt för att styrverktyget ska vara användbart i byggbranschen. Studiens resultat visar att earned value management kan användas för projektstyrning i två dimensioner, dels problemlösande, dels prognostiserande. För att earned value management ska kunna användas och implementeras i byggbranschen krävs en utförlig projektering där organisationen måste tillsätta tillräckliga resurser för att möjliggöra detta. Studien visar också att det främsta implementeringskravet för earned value management i byggbranschen är utbildning då branschen saknar kunskap om styrverktyget och dess fördelar. Implikationer – I huvudsak stödjer studien flera befintliga teorier. Studiens unika bidrag är en kunskap om att viss anpassning av earned value management är möjlig med viss reglering. Studiens resultat kan vara ett stöd för företag inom byggbranschen vid projektstyrning eftersom det visar stegens påverkan på nästkommande steg och hur det sedan påverkar prognosberäkningarna i slutsteget. Det visar också effektiva arbetssätt för hantering av vanligt förekommande problem inom branschen. Begränsningar – Det finns en viss begränsning gällande generaliserbarheten av resultatet då studien endast omfattar ett fall. Studien är genomförd under en begränsad tidsperiod, vilken är betydligt kortare än genomförandetiden för studiens fall. Resultatet kan ha blivit mer tillförlitligt om studien utökats med ytterligare ett fall i form av ett avslutat projekt.
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Apostolidou, Ilektra-Georgia, and Georgios Karmiris. "Risk-adjusted Earned Value and Earned Duration Management models for project performance forecasting." Thesis, Blekinge Tekniska Högskola, Institutionen för industriell ekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-18965.
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Project control is essential to ensure that the investment on a project is providing the intended benefits and is valuable to the customers. Previous methods offer project performance monitoring and forecasting tools, but they lack accuracy and the associated techniques omit the project financial risk (any unplanned event that has an impact on schedule and budget); the main factor of project failure. Poor project execution, and particularly failure to control and accurately forecast the project performance, may lead to increased costs, upset customers and eventually loss of market share. These gaps have been filled in this study by the development of novel models that use statistical analysis of the previous project performance, including risk evaluation techniques. The proposed models succeeded in providing remarkably improved forecasts in three project dimensions: duration, cost and resources. The robustness of the models has been verified by testing them on real projects. The results show superiority in terms of accuracy and easy application compared to any existing method, proving that the risk inclusion provides improvement compared to previous studies. The most important features of the models are: risk-based adjustment of the forecasted values, periodic and completion forecasts, statistical processing and holistic approach. The greatest advancements have been made in the cost forecast, for which the risk adjustment inclusion is examined for the first time. The resources (man-hours) forecast is another pioneer element of the proposed models. All the above provide a complete image of the project status and paint the picture of future performance. The models results are fed in a Decision Support System, which highlights the overperforming and underperforming areas of the project. This confirms the proposition that the model results can be used to initiate restorative action. The contribution of this study to the project management field is easy-to-use and accurate models, which include the financial risk and facilitate the project manager’s decisions and actions. Anticipation of the project performance, by considering the risk, can result to significant time and cost savings, crucial for project success.
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Savklint, Oliver F., and André Danielsson. "Extensions of Earned Value Management : A Systematic Review." Thesis, Linnéuniversitetet, Institutionen för ekonomistyrning och logistik (ELO), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-106950.
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Earned Value Management is a project methodology that has powerful features, still, it is underutilized in practice. This paper presents a systematic literature review examining the extensions made by researchers to the Earned Value methodology and further compares this to the project environments where the extensions have been utilized in. The classification system used in this paper is based on the Project Process and the Project Knowledge Areas and enables in-depth examination of the different extensions. The contribution of this paper is mainly based on the collection of all peer-reviewed articles presenting extensions to Earned Value Management, as well as incorporating the Earned Value methodology into larger frameworks. It also reveals that the Earned Value methodology has been extended to include nine of the ten Projects Knowledge Areas, and three out of the five Project Processes, this means that Earned Value Management has the capability to include comprehensive features.
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Dias-Johnson, Georgy, and Frantzis Dionysios. "10-Step Earned Value Management: Implementation to Insurance Projects." Thesis, KTH, Tillämpad maskinteknik (KTH Södertälje), 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-152216.
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GODOY, Henrique Andrade. "Incorporação da incerteza no cálculo do Earned Value Management." reponame:Repositório Institucional da UNIFEI, 2012. http://repositorio.unifei.edu.br/xmlui/handle/123456789/1312.
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O Gerenciamento de Projetos tem sido adotado por companhias do mundo todo como forma de organização do trabalho, através de suas metodologias e técnicas. Não chega a ser difícil, assim, encontrar citações entusiastas sobre este tema. Ao mesmo tempo, porém, não são raros projetos que fracassam ao tentar cumprir as metas pré-estabelecidas. O papel que os riscos desempenham nessas situações indesejadas é de considerável consenso. Para minimizar este tipo de problema, aumentando a controlabilidade sobre essas variáveis, a adoção do Earned Value Management tem sido crescente nos últimos anos e sua utilidade cada vez mais reconhecida. Ocorre, porém, que, como o Earned Value e seus indicadores resultam de operações envolvendo variáveis passíveis de oscilações, a precisão dessa ferramenta torna-se, em alguns casos, limitada. Partindo dessa constatação, o presente trabalho tem como objetivo propor a incorporação da incerteza no cálculo do Earned Value, possibilitando análises sobre dados que indicam suas variâncias e contribuindo, assim, para o processo de tomada de decisão. Para isso, adotou-se o método de pesquisa-ação. Inicialmente, custos e prazos foram estimados para cada atividade do projeto objeto de análise, o qual necessitava ser monitorado devido a metas de custo e prazo impostas por um órgão governamental. Outra necessidade encontrada pela empresa onde o mesmo se desenvolveu foi concluí-lo o quanto antes para que suas atividades de comercialização pudessem ser iniciadas. Para que se pudesse calcular o orçamento, Earned Value e demais indicadores desejados, utilizou-se a simulação pelo método de Monte Carlo. O efeito da consideração ou supressão das relações de dependência estatística entre as variáveis também foi investigado, através de criação de cenários onde os coeficientes de correlação foram desconsiderados ou estimados e simulados. Os resultados e análises feitas pelo gerente do projeto indicaram que a sistemática proposta se mostrou adequada e útil para o monitoramento e controle dos custos e dos prazos, apontando sucesso no atendimento dos objetivos iniciais.
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Whitaker, Ryan Brent. "Value stream mapping and earned value management : two perspectives on value in product development." Thesis, Massachusetts Institute of Technology, 2005. http://hdl.handle.net/1721.1/33731.
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Thesis (S.M.)--Massachusetts Institute of Technology, Engineering Systems Division, 2005.Includes bibliographical references (p. 151-152).
The concepts of value and value stream are crucial to the philosophy of Lean, and a better understanding of how these concepts relate to product development (PD) is essential for the creation of a Lean PD strategy. This thesis focuses on value by looking at PD processes through two different value perspectives: Product Development Value Stream Mapping and Earned Value Management. Product Development Value Stream Maps (PDVSMs) were created for two different PD projects, and the tasks from the maps were analyzed for how they each create value. The official value measurement for the two projects, Earned Value Management System data, was analyzed and compared to the PDVSMs. This comparison of the two value perspectives proved valuable, as it showed that despite some misalignments, they are congruent. The comparison also highlighted several flaws in EVMS. Finally, a combined EVMS/PDVSM hybrid management tool is proposed and discussed.
by Ryan Brent Whitaker.
S.M.
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Shah, Akhtar H. "Examining the perceived value of integration of earned value management with risk management-based performance measurement baseline." Thesis, Capella University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3612243.
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Many projects fail despite the use of evidence-based project management practices such as Performance Measurement Baseline (PMB), Earned Value Management (EVM) and Risk Management (RM). Although previous researchers have found that integrated project management techniques could be more valuable than the same techniques used by themselves, these findings do not address the benefits of integrated EVM with PMB created from RM-based Work Breakdown Structures (WBS) that could positively influence project results. The success of a project is partly dependent on accurately forecasting the performance of future states of current projects. The focus of this quantitative descriptive study is to improve current project management knowledge by identifying whether the integration of EVM with PMB created from RM-based WBS adds project value in accurately predicting the future performance of current projects. This study was conducted by surveying project leaders who have had some experience in EVM with project management. The results of this research significantly support the belief that integration of EVM with PMB created from RM-based WBS adds value to a project.
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Moy, Mae. "Evaluating Federal Information Technology Program Success Based on Earned Value Management." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2075.
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Despite the use of earned value management (EVM) techniques to track development progress, federal information (IT) software programs continue to fail by not meeting identified business requirements. The purpose of this logistic regression study was to examine, using IT software data from federal agencies from 2011 to 2014, whether a relationship between schedule variance (SV), cost variance (CV), and actual cost (AC) could predict the success of IT software program, as operationalized by meeting the identified business requirements. The population of interest was 132 IT software programs developed between 2011 and 2014 for federal agencies. The sample source was an archival database located at ITdashboard.gov. The theoretical framework for the study was earned value (EV) project management theory. The EV project management theory is a project performance measurement system that involves integrating cost, schedule, and performance elements for planning and control. EVM contributes to project success by providing early warnings when programs deviate from cost and schedule plans. This study found that only SV was significant (SV days, p = .002). The null hypothesis was rejected, suggesting that a relationship exists between IT program success and the SV, CV, and AC. This study may contribute to social change by increasing the program managers' understanding of EV in federal project management and by decreasing federal spending through successful programs and more cost-efficient use of taxpayers' money.
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Rhodes, Kevin Robert. "Strategies for Improved Earned Value Management Use by Defense Business Leaders." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3958.
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Project cost and schedule forecasting accuracy in the defense industry has not significantly changed since the 1960s, making it difficult for defense business leaders to implement successful earned value management (EVM) strategies. The purpose of this multiple case study was to explore EVM strategies that Washington, D.C. area defense contractor business leaders used to improve costs and schedule goal accomplishment. The conceptual framework for this study was the earned time theory. Data were collected from semistructured interviews from 5 defense contractor business leaders with demonstrated use of EVM strategy. The review of company documents focused on EVM use with reporting requirements, and archival EVM study analysis supplemented the data from the semistructured interviews. Data were triangulated and inductively analyzed for themes, and member checking was done to ensure credibility of the interpretations. Four themes emerged from the data: the use of EVM data to improve outcomes, the existence of essential strategies, the role of EVM as but a single tool, and the essential engagement of leadership. Findings may contribute to social change because defense business contractor leaders could help improve business performance and return resources for social improvement. Investment in social and environmental improvements can strengthen employee commitment and ultimately ties to the community at large, furthering social improvement.
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NARBAEV, TIMUR. "Forecasting cost at completion with growth models and Earned Value Management." Doctoral thesis, Politecnico di Torino, 2012. http://hdl.handle.net/11583/2506248.
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Reliable forecasting of the final cost at completion is one of the vital components of project monitoring. Accuracy and stability in the forecast of an ongoing project is a critical criterion that ensures the project’s on budget and timely completion.
The purpose of this dissertation is to develop a new Cost Estimate at Completion (CEAC) methodology to assist project managers in the task of forecasting the final cost at completion of ongoing projects. This forecasting methodology interpolates intrinsic characteristics of an S-shaped growth model and combines the Earned Schedule (ES) concepts into its equation to provide more accurate and stable cost estimates. Widely used conventional index-based methods for CEAC have inherent limitations such as reliance on past performance only, unreliable forecasts in early stages of a project life, and no count of forecasting statistics.
To achieve its purpose the dissertation carried out five tasks. It, first, developed the method’s equation based on the integration of the four candidate S-shaped models and the earned schedule concepts. Second, the models’ equations were tested on past projects to assess their applicability and, then, the accuracy of CEACs was compared with ones found by the Cost Performance Index (CPI)-based formula. The scope of third task included comparing CEACs found by statistically valid and the most accurate Gompertz model (GM)-based equation against ones computed with the CPI-based method at each time point of the projects life. Then, the stability test was performed to determine if the method, with its corresponding performance indices that achieves the earlier stability, provides more accurate CEAC. Finally, the analysis was conducted to determine the existence of a correlation between schedule progress and the CEAC accuracy.
Based on the research results it was determined that the GM-based method is the only valid model for cost estimates in all three stages and it provides more accurate estimates than the CPI-based formula does. Further comparative analysis showed that the two (the GM and CPI-based) methods’ performance index that achieved the earlier stability provided more accurate CEACs for that method, and finally, the new methodology takes into account the schedule impact as a factor of the cost performance in forecasting the CEAC.
The developed methodology enhances forecasting capabilities of the existing Earned Value Management methods by refining traditional index-based approach through nonlinear regression analysis. The main novelty of the research is that this is a cost-schedule integrated approach which interpolates characteristics of a sigmoidal growth model with the ES technique to calculate a project’s CEAC.
Two major contributions are brought to the Project Management. First, the dissertation extends the body of knowledge by introducing the methodology which combined two separate methods in one statistical technique that, so far, have been considered as two separate streams of project management research. Second, this technique advances the project management practice as it is a practical cost-schedule integrated approach that takes into account schedule progress (advance/delay) as a factor of cost behavior in calculation of CEAC.
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Hayes, Richard D. "Analysis and application of earned value management to the Naval Construction Force." Thesis, Springfield, Va. : Available from National Technical Information Service, 2001. http://handle.dtic.mil/100.2/ADA395365.
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Dirige, Desiree S., and Larry H. Yu. "Deficient contractor business systems: applying the Value At Risk (VAR) model to earned value management systems." Monterey, California: Naval Postgraduate School, 2013. http://hdl.handle.net/10945/34656.
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Approved for public release; distribution is unlimitedThe focus of our MBA project is in Earned Value Management System (EVMS). This MBA project objectively and quantitatively portrays EVMS risk in a way that supports a monetary withhold decision and can withstand push-back (to include litigation) from the defense contractor. The government is authorized to withhold 5% of progress payments from the contractor to mitigate the risk of significant deficiencies. We evaluated the rank order of severity for 13 EVMS guidelines that the Defense Contract Management Agency (DCMA) requested we focus on and consider high risk to the government. Results show that the rank order of severity for the 13 EVMS guidelines provides a means for the DCMA to focus their limited resources on the surveillance of high risk guidelines. By gathering EVMS corrective action data, we were able to apply the operational value at risk (VaR) model in which a monetary risk value was calculated to withhold contractor progress payments. The results suggest that the operational VaR model could be used by DCMA personnel as a defensible risk value model for withholding contractor payments.
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Jansson, Caroline. "Applying Earned Value Managementin Service Projects : A Case Study at Saab Surveillance." Thesis, KTH, Industriell Management, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-273233.
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For organisations to stay competitive, continuous improvements and development are needed.Organisations handling complex services, structured in projects, find difficulties in understanding the project performance. Understanding the project performance is important in order to achieve the ability to implement improvements and development activities in projects. Furthermore, project performance needs to be understandable for the whole organisation in order to be able to prioritize. There are several applicable methods available for handling the evaluation of performance. One method is Earned Value Management, EVM, which incorporates project scope, schedule and cost parameters in order to create project control.The purpose of this study is to investigate how EVM could be implemented for evaluating performance in projects handling repair and maintenance based on the EVM standard ANSI/EIA-748. The purpose is also to identify needed adaptations in the projects to make it possible to implement EVM. The EVM standard contains important steps and activities needed in order to be able to aggregate values and evaluate performance.The result of this study presents adaptations needed for EVM implementation based on the EVM standard ANSI/EIA-748. The study concludes that some structural and managerial changes need to be done before EVM can be implemented. The organisation needs to formulate common guidelines for structuring work and organisations, as well as formulate and define common reporting structures for documentation and reporting. In addition, the way of handling planning, and budgeting need to be reviewed and customised. The organisation also needs to continuously work with the knowledge and understanding about the importance of the business and the evaluation, to create a successful EVM implementation and a sustainable business.För att organisationer ska kunna vara konkurrenskraftiga krävs kontinuerlig förbättring och utveckling. Organisationer som är organiserade i projekt och som hanterar komplexa tjänster, finner svårigheter i att förstå projektets prestation. Detta är viktigt för att kunna genomföra förbättringar och utvecklingsaktiviteter. Dessutom måste projektets prestation kunna förstås av hela organisationen för att skapa möjligheter att prioritera. Det finns flera tillgängliga metoder som kan användas för att hantera detta. En metod är Earned Value Management (EVM), som innehåller projektomfång, tidsplan och kostnadsparametrar för att skapa projektstyrning.Syftet med denna studie är att undersöka hur EVM kan implementeras för att utvärdera prestanda i projekt som hanterar service och underhåll, baserat på EVM-standarden ANSI/ EIA-748. Syftet är också att identifiera nödvändiga anpassningar i projekten, för att göra det möjligt att implementera EVM. EVM-standarden innehåller viktiga steg och aktiviteter som krävs för att kunna aggregera värden och utvärdera prestanda.Resultatet av denna studie presenterar anpassningar som behövs för implementering av EVM, baserat på EVM-standarden ANSI / EIA-748. Studien drar slutsatsen att vissa strukturella och ledande förändringar måste göras innan EVM kan implementeras. Organisationen måste formulera gemensamma riktlinjer för strukturering av arbete och organisationer, samt formulera och definiera gemensamma strukturer för dokumentation och rapportering. Dessutom måste sättet att hantera planering och budgetering granskas och anpassas. Organisationen måste också kontinuerligt arbeta med kunskap och förståelse om verksamhetens betydelse och utvärdering, för att skapa en framgångsrik EVM-implementering och en hållbar verksamhet.
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VILELA, Helena Pinto. "Sistemática para incorporação da incerteza nos indicadores de previsão utilizados pelo Earned Value Management." reponame:Repositório Institucional da UNIFEI, 2013. http://repositorio.unifei.edu.br/xmlui/handle/123456789/869.
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O gerenciamento de projetos tem sido uma das técnicas de gestão mais utilizadas para auxiliar as empresas a satisfazer as necessidades dos clientes e conquistar espaço no mercado. Entretanto, devido à presença de riscos e incertezas nas atividades do projeto, é comum que o projeto falhe ao cumprir suas metas de custos e prazos, impactando de forma negativa seu resultado final. As ferramentas de monitoramento e previsão tem se tornado cada vez mais relevantes, pois auxiliam os gestores na tomada de decisão e na implementação de ações corretivas capazes de aumentar as chances de sucesso dos resultados do projeto. A adoção do Earned Value Management tem crescido nos últimos anos com o intuito de auxiliar os gestores durante as fases de monitoramento, controle e previsão dos custos e prazos dos projetos. Diante disso, esta pesquisa tem como objetivo propor e analisar a incorporação da incerteza no cálculo dos indicadores de previsão do Earned Value Management, a fim de que a ferramenta apresente resultados mais precisos. A sistemática proposta foi validada por meio do método pesquisa-ação em um projeto de construção civil. Os custos e prazos de cada atividade do projeto unidade de análise foram estimados por um especialista. A incerteza foi incorporada por meio da criação de cenários (pessimista, mais provável e otimista) e também foram consideradas as relações de dependência entre as atividades, determinando-se a correlação entre elas. O Earned Value e demais indicadores foram calculados por meio da Simulação de Monte Carlo utilizando o software @Risk (versão 5.5). Os resultados encontrados pela sistemática apresentaram indicadores na forma de uma média e um desvio padrão, ao invés de um valor determinístico. As análises dos resultados indicaram que a sistemática proposta pode auxiliar os gerentes de projetos durante os processos de monitoramento e de tomada de decisão, contribuindo para o cumprimento das metas de custos e prazos do projeto. Espera-se, portanto, que este trabalho auxilie na utilização do Earned Value Management, incentivando à aplicação do método e contribuindo para o treinamento das equipes de gerenciamento de projetos durante sua implementação.
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Seshadri, Parthasarathy. "rEVaMp : Risk Elicited Earned Value Management procedure -- A systematic framework for accounting for project uncertainties." Thesis, Massachusetts Institute of Technology, 2009. http://hdl.handle.net/1721.1/47873.
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Thesis (S.M.)--Massachusetts Institute of Technology, System Design and Management Program, 2009.Includes bibliographical references (leaves 97-98).
Background: Project and program budget estimation and execution within the estimated budget are critical functions in any organization, in particular those dealing with fixed cost contracts. During planning, the functional organization estimates the baseline cost and schedule by considering the project as a number of interacting tasks and rolling up resource estimates for completing these tasks and the senior management allocate contingency or management reserve to account for project risks. During execution, project organization measures the project performance against the baseline cost and schedule to prevent cost overruns. One of the methods for monitoring project performance is the Earned Value Management (EVM) methodology which uses conceptually simple parameters like Cost Performance Index (CPI) and Schedule Performance Index (SPI) to monitor and articulate project performance and to compute estimated cost at completion (EAC). Motivation: The budgeting approach as outlined above does not explicitly account for emerging project uncertainties and as a result contingency allocated by the organization at the planning stage may not be sufficient, as the allocation is based on prior experience and does not take the impact of the emerging risk on the project into account. During planning differences in perceptions of risks with regards to requirements, work scope, maturity of technology, engineering effort and organizational capacity introduce uncertainties.
(cont.) During execution, uncertainties emanate from emerging risks, utilization of past performance to predict EAC and assignment of "earned value" to partially completed tasks. Accounting for these uncertainties could result in a wide range of valid EAC values each associated with a unique likelihood (probability or confidence level). From a project risk management perspective, establishing and constantly monitoring this 'likelihood' value will help organizations to accurately measure performance and proactively implement risk mitigation strategies to keep the project in check and to clearly articulate project performance status across the organization. Approach: This thesis extends EVM for incorporating uncertainties and establishing parameters for articulating project performance in a systematic manner. During project planning "Risk Elicited Earned Value Management Procedure" systematically captures embedded costing assumptions and quantifies the impact of task level uncertainties to determine the likelihood of a project meeting the baseline cost using Monte Carlo methodology; such risk quantification will help organizations in contingency allocation for addressing known risks and unknown risks. In this thesis, total contingency amount will be split into two parts - hard and soft values. The hard management reserve (HMR) allocated by the senior management is primarily for addressing known risks and soft management reserve (SMR) is primarily for addressing any unknown risks that typically emerges during the course of project execution.
(cont.) The senior management would also like to challenge the organization to improve its performance by not completely funding the project but would like to know its impact on the likelihood so as to prevent unduly burdening the organization. During execution, the same risk elicitation procedure can be used to estimate the likelihood that a project meets the EAC calculated by EVM and in addition, establish what it would take to meet the challenge imposed by the management. Additional emerging risks and refinement in risk mitigation strategies can be incorporated to improve the confidence level on the estimated likelihood. In essence, the new procedure provides a systematic framework for deliberations between functional and project organizations in developing a robust risk management strategy and the likelihood can be used to articulate project status to senior management. Results: The case studies indicated that the risk elicited approach yields additional parameters that would allow the organization to evaluate the impact of the underlying risk profile and project performance on cost and schedule and help establish confidence levels on the estimated cost and schedule. The approach also helps benchmark organizational performance against management expectations. Conclusions: The systematic risk elicitation approach outlined in this thesis improves the process of project cost estimation and project execution by making the process more transparent and instilling accountability across the organization.
(cont.) This transparency ensures that the entire organization - functional, project and senior management have the same understanding about costing methodology. The process establishes confidence levels on the estimated cost and schedule at completion which were not available to the organization previously. This additional information will help the organization with prioritizing risks, securing allocation of adequate funding and contingency amounts and assuring the senior management that the organization is not unduly challenged minimizing employee frustration and burn-out. The framework provides a quantitative means to compare the effect of emerging risks and mitigation plans on project performance. The case studies also demonstrated that the approach has the ability to indicate problems even at the project planning stage by establishing confidence levels that can be used to evaluate robustness of project costing and articulate status of the project during its execution in an objective manner.
by Parthasarathy Seshadri.
S.M.
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Kala, Ufuk. "Användning av Earned Value Management i en matrisorganisation: En fallstudie av Förbifart Stockholm Kontrakt 02." Thesis, KTH, Fastigheter och byggande, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-183375.
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Kefalas, Nicholas D. "Project management utilizing system dynamics and design structure matrices in conjunction with the earned value systems." Thesis, Massachusetts Institute of Technology, 1999. http://hdl.handle.net/1721.1/80614.
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Dibert, John C., and John C. Velez. "An analysis of Earned Value Management Implementation within the F-22 System Program Office's Software Development." Thesis, Monterey, California. Naval Postgraduate School, 2006. http://hdl.handle.net/10945/34233.
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MBA Professional ReportDepartment of Defense (DoD) use of Earned Value Management (EVM) program control tool has significantly increased in the last ten years. DoD acquisition policy and training promotes EVM as a cost and schedule management tool, tracking the earned value of the work completed per the baseline plan. Acquisition Category ID programs like the US Air Force F-22 fighter program use EVM to manage their software development efforts, but has the program's implementation of EVM followed the industry-recognized 32 criteria outlined in ANSI/EIA-748-A-1998 (Earned Value Management System Standards) necessary to successfully implement EVM? Using these 32 criteria, an evaluation was performed, aimed at assessing the implementation of EVM in the F-22 program. The goal: to academically appraise the program's use of EVM in managing Spiral 2, an F-22 avionics software modernization effort. To accomplish this goal a detailed evaluation of how the program meets the 32 criteria was conducted along with analysis of program data, interviews of subject matter experts and a statistical questionnaire conducted with F-22 personnel. Results indicated areas of possible improvement in the use of EVM and potential changes to the F-22 development environment to improve planning, scheduling and budgeting of the EVM baseline.
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Dibert, John C. Velez John C. "An analysis of Earned Value Management Implementation within the F-22 System Program Office's Software Development." Monterey, Calif. : Naval Postgraduate School, 2006. http://handle.dtic.mil/100.2/ADA460316.
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"Submitted in partial fulfillment of the requirements for the degree of Master of Business Administration from the Naval Postgraduate School, December 2006."Advisor(s): Rendon, Rene G. ; Candreva, Philip J. "December 2006." "MBA professional report"--Cover. Description based on title screen as viewed on June 18, 2009. DTIC Identifiers: F-22 Aircraft, Evm(Earned Value Management), Software Acquisition Management, Software Development. Author(s) subject terms: Earned Value Management System, EVMS, F-22, Software Acquisition Management. Includes bibliographical references (p. 123-125).
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Paduch, Jiří. "Aplikace nových trendů řízení projektů na konkrétním IT projektu." Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-192704.
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The Information technologies are becoming a key element in achieving an advantage above your competitors. Therefore, it is as important coming up with new and original ideas as well as having the ability to enforce those ideas by current management. The chances of enforcing new ideas are higher if you manage to implement the changes within set up forecast. The lack of flexibility and a low percentage of successful projects within these limits were the main motivation for composing this Master Thesis. There is an introduction to the agile project management in the first part of this paper and a specific implementation example of this method in the second part.
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Bower, Douglas, and not supplied. "New Directions in Project Performance and Progress Evaluation." RMIT University. Property, Construction and Project Management, 2007. http://adt.lib.rmit.edu.au/adt/public/adt-VIT20080130.135140.
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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.
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Balram, Sara. "Perceptions of Model-Based Systems Engineering As the Foundation for Cost Estimation and Its Implications to Earned Value Management." Thesis, The University of Arizona, 2012. http://hdl.handle.net/10150/268476.
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Model-based systems engineering (MBSE) is an enterprising systems engineering methodology, which in replacing traditional, document-centric systems engineering methods, has the potential to reduce project costs, time, effort and risk. The potential benefits of applying MBSE on a project are widely discussed but are largely anecdotal. Throughout the System Engineering and Project Management industries, there is a strong desire to quantify these benefits, particularly within organizations that are looking to apply it to their complex, system of systems projects. The objective of this thesis was to quantify the benefits that model-based systems engineering presents, particularly in terms of project cost estimates. In order to quantify this qualitative data, statistical analysis was conducted on collected perceptions from industry experts and professionals. The results of this work led to identifying future research that should be completed in order to make MBSE an industry-wide standard for the development and estimation of projects.
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CHITAS, NIKOLAOS. "How can Earned Value Management and Lean help to maintain the ex-ante agreed shape of the ‘project management triangle’ in the construction industry?" Thesis, KTH, Tillämpad maskinteknik (KTH Södertälje), 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-152212.
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Avila, Ramírez Gustavo Alonso. "La gestión logística y su influencia en el valor ganado en los proyectos de edificación en la selva peruana de una empresa constructora de Lima Metropolitana." Bachelor's thesis, Universidad Ricardo Palma, 2017. http://cybertesis.urp.edu.pe/handle/urp/1463.
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El propósito de este estudio fue determinar la influencia de la gestión logística en el valor ganado en los proyectos de edificación en la selva peruana de una empresa constructora de Lima Metropolitana.
En la metodología, se ha empleado la investigación científica cualitativa, la misma que ha servido para el desarrollo de los aspectos más importantes del presente trabajo, desde el planteamiento del estudio hasta la contrastación de la hipótesis.
The purpose of this study was to determine the influence of logistics management on the value earned in building projects in the Peruvian jungle of a construction company in Metropolitan Lima.
In the methodology, qualitative scientific research has been used, which has served for the development of the most important aspects of this work, from the approach of the study to the testing of the hypothesis.
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Hancco, Nina Henry, Sanchez Walter Williams Mendoza, Quihui José Abel Sanchez, and Vega Ronal Saldaña. "Implementación del Last Planner y la metodología del valor ganado en proyectos civiles construcción de puentes red vial 5 - Huacho." Master's thesis, Universidad Peruana de Ciencias Aplicadas (UPC), 2019. http://hdl.handle.net/10757/652128.
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Durante los últimos años un número cada vez mayor de compañías han implementado el Sistema Last Planner (LPS) (Ballard y Howell, 1994), proporcionado evidencia de su impacto en el desempeño de proyectos de construcción (Alarcón et al, 2005) (González et al, 2007) y el Valor Ganado, metodología implementada por la Guia de fundamentos de Dirección de Proyectos PMBOK (PMI) mejorando la gestión de proyectos en su Alcance, Costo y Plazo.
En los proyectos de construcción se presentan principalmente dos grandes problemas, uno de ellos son los plazos de culminación que no se cumplen y el otro está asociado a los mayores costos. Ambos problemas generan insatisfacción al cliente y pérdidas económicas que afectan la rentabilidad de la empresa constructora y el proyecto no logra ser exitoso. Para evitar y controlar este tipo de problemas existen herramientas y/o metodologías como el Last Planner, Valor Ganado, Diseños Virtuales con el BIM y VDC estas metodologías permiten controlar y monitorear adecuadamente cualquier proyecto.
El presente trabajo de investigación se enfoca en la implementación y estudio de los indicadores del Sistema del Last Planner y El Valor Ganado en la Construcción de Puentes Sobre Intercambios Viales, en un esfuerzo de conocer las relaciones de los indicadores de las distintas variables de desempeño de este tipo de proyecto. Durante un periodo de 5.5 meses, el estudio de la implementación y los indicadores son ejecutados en cuatro Puentes sobre Intercambios Viales, el Consorcio Huacho – Pativilca será encargado de su construcción. Los resultados son comparados con algunos antecedentes de otras investigaciones.In recent years, an increasing number of companies have implemented the Last Planner System (LPS) (Ballard and Howell, 1994), providing evidence of its impact on the performance of construction projects (Alarcón et al, 2005) (González et al, 2007) and the Earned Value, methodology implemented by the PMBOK Project Management Fundamentals Guide (PMI), improving project management in its Scope, Cost and Term. In construction projects there are mainly two major problems, one of them is the deadlines that are not met and the other is associated with higher costs. Both problems generate customer dissatisfaction and economic losses that affect the profitability of the construction company and the project does not succeed. To avoid and control these types of problems, there are tools and / or methodologies such as the Last Planner, Earned Value, Virtual Designs with the BIM and VDC. These methodologies allow to properly control and monitor any project. The present research work focuses on the implementation and study of the indicators of the Last Planner System and the Value Won in the Construction of Bridges on Road Exchanges, in an effort to know the relationships of the indicators of the different performance variables of this type of project. During a period of 5.5 months, the study of the implementation and the indicators are executed in four Bridges on Road Exchanges, the Huacho - Pativilca Consortium will be in charge of its construction. The results are compared to some background of other investigations.
Trabajo de investigación
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Albeny, Ricardo Martins. "Análise da importância da mensuração e controle do valor da exposição a riscos em projetos de desenvolvimento de produtos complexos." Universidade de São Paulo, 2007. http://www.teses.usp.br/teses/disponiveis/3/3135/tde-10082007-165402/.
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A sobrevivência de uma organização no mundo de hoje é alcançada através da busca por oportunidades e os projetos são lançados com o propósito de tirar vantagens destas oportunidades. De acordo com Smith e Merritt (2002), em relação a outros tipos de projetos, os de desenvolvimento de produto trazem elementos de risco adicionais, pois a estes está associado um grande teor de inovação. O gerenciamento de riscos é um componente fundamental para se obter êxito no gerenciamento de projetos. \"[...] Sem um tratamento adequado, riscos podem introduzir o caos e o fracasso ao projeto, por mais que este tenha sido inicialmente bem planejado e gerenciado [...]\" (ROYER, 2000, p. 6, tradução nossa). Este trabalho apresenta, com base em uma revisão bibliográfica, os processos, conceitos e ferramentas de gerenciamento de riscos e, através de um estudo de caso, explora sua aplicação em um projeto da Embraer para desenvolvimento de um novo produto, que utilizando um gerenciamento de riscos baseado na mensuração e controle sistemático do valor da exposição aos riscos, entregou todos os produtos finais contratados dentro do prazo e custos previstos e em conformidade com todos os requisitos técnicos especificados. O mesmo desempenho não foi verificado em um projeto predecessor, também da Embraer, similar em escopo e tecnologia envolvida, e que teve o seu gerenciamento de riscos implementado somente alguns anos após a sua ativação. Este projeto predecessor conseguiu entregar para o cliente todos os produtos contratados, porém com prazos e custos muito além das previsões iniciais.Nowadays, the survival of an organization is reached through the search for opportunities and projects are launched in order to take advantage of these opportunities. According to Smith and Merritt (2002), product development projects, compared with other types of projects, have additional risk elements due to the high level of innovation associated to them. The risk management is a vital component for achieving the success in project management. \"[...] without mitigation, risks will introduce chaos and failure into an otherwise well-planned and managed project [...]\" (ROYER, 2000, p. 6). This dissertation presents the risk management processes, concepts and tools based on literature review and explores, using the methodology of case study, its application in an Embraer\'s project for the development of a new product that, through a risk management based on the systematic measurement and control of the risk exposure value, delivered all the contracted final deliveries within foreseen dates and costs, and in conformity with the specified technical requirements. The same performance was not noticed in a previous project, from Embraer as well, similar in scope and technology involved that had its risk management implanted only some years after its beginning. This previous project managed to deliver all contracted products to customer, however with dates and costs far beyond the initial forecasting.
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Gozzi, Francesca. "Il Project Management nelle aziende che producono su commessa in ambito Energy: Planning e Progress Monitoring, il caso Rosetti Marino Spa." Master's thesis, Alma Mater Studiorum - Università di Bologna, 2020.
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La presente tesi nasce come lavoro redatto in seguito a un periodo di stage svolto presso l’azienda Rosetti Marino SpA. L’obiettivo che si prefigge questo elaborato è quello di descrivere ed analizzare le tecniche di Project Management (in particolare il Planning e il Progress Monitoring) applicate dall’azienda nella realizzazione dei propri progetti. Il Project Management è definito come l’applicazione alle attività di un progetto delle conoscenze e tecniche per raggiungere i requisiti progettuali di tempo, costo, qualità e scopo, e viene adottato frequentemente dalle aziende per la gestione di progetti interni ed esterni. Se un’azienda vuole crescere nell’attuale contesto competitivo deve essere capace di innovare e innovarsi: il Project Management permette di innovare attraverso il miglioramento delle performance di impresa. L'elaborato si concentra sull’applicazione del Project Management nelle società EPC, ovvero società che assumono il ruolo di General Contractor nel fornire a terzi servizi integrati di Engineering, Procurement and Construction. Nello sviluppo della tesi viene fornita una panoramica delle tecniche e conoscenze necessarie. Si inizia da un approfondimento delle caratteristiche del Project Management e delle teorie che sono alla base della sua versatilità di applicazione. Si prosegue con l’introduzione del concetto di business EPC e delle sue peculiarità. Si arriva infine alla declinazione di quanto visto nelle sezioni precedenti all’interno dell’azienda Rosetti Marino, leader in Ingegneria e Costruzioni nel settore Energy (Oil & Gas). In questa sezione ci si concentra sull’analisi degli strumenti adottati durante le fasi di pianificazione e controllo dell’avanzamento del Tyra Redevelopment Project a cui Rosetti Marino ha preso parte come Contractor EPC per la realizzazione del Living Quarter TEH, destinato al complesso offshore di produzione di gas naturale Tyra East situato nel tratto di Mare del Nord appartenente alla Danimarca.
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Oliveira, Rodrigo César Franceschini de. "Gerenciamento de projetos e a aplicação da análise de valor agregado em grandes projetos." Universidade de São Paulo, 2003. http://www.teses.usp.br/teses/disponiveis/3/3135/tde-05122005-220629/.
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A crescente complexidade dos projetos modernos, a procura das empresas por um espaço no mercado, a busca pela satisfação dos clientes e a necessidade de se produzir com maior eficiência demandam um tipo de gerenciamento de negócios bastante específico e voltado para estas realidades. O que vem sendo apontado como o que há de mais completo e moderno para suprir esta demanda é o chamado Gerenciamento de Projetos e o seu conjunto de idéias e ferramentas, dentre as quais se destaca a Análise de Valor Agregado. Embora sejam técnicas e conceitos formalmente reconhecidos e aplicados desde meados do século passado, foi a partir da década de 90 que os mesmos alcançaram suas maiores projeções nas empresas. Entretanto, ainda são uma incógnita para muitas pessoas, e alguns de seus usuários ainda encontram muitas dificuldades em suas aplicações. O objetivo deste trabalho é, através de revisão bibliográfica e de observações sobre a rotina de um Gerente de Projetos, levantar as principais características deste tipo de gerenciamento, no intuito de justificar a sua crescente assimilação, bem como evidenciar a sua função estratégica dentro das empresas. Em complemento, este trabalho apresenta um maior aprofundamento sobre a Análise de Valor Agregado, avaliando os problemas relatados por seus usuários e apresentando medidas para a sua melhor aplicação em projetos de grande porte da indústria. Por último, são apresentados os resultados da aplicação de algumas destas medidas em um caso real da indústria brasileira.The growing complexity of the modern projects, the search of companies for a place in the market, the clients satisfaction and the need for a more efficient production demand a very specific type of business management, oriented to these points. The so-called Project Management as well as its concepts and tools, among which we can highlight the Earned Value Analysis - is being pointed as the most modern and complete way of meeting such demands. Although these are formally accepted practices and used since the beginning of last century, they have been adopted by several companies in the last years. These practices, however, are still unclear for many people, and some of the people who adopted them are still facing difficulties in their application. The purpose of this work is to compile the main characteristics and advantages of this type of management, by means of a revision of the literature and day-to-day practical observations of a Project Manager, so as to justify the increasing number of companies adopting these practices and its strategic function inside these companies. In addition to that, this work presents a deeper review on the Earned Value Analysis, evaluating the problems reported by the stakeholders and presenting some measures for its use, aiming at a better project control. To finish, the results of some of these measures applied in a real case in the Brazilian industry are presented.
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Kanmert, Jacob, Joakim Lindh, and Joel Welin. "Prestationsmätning i komplexa projekt : - En fallstudie på Saab Aeronautics." Thesis, Linnéuniversitetet, Institutionen för maskinteknik (MT), 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-75059.
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Organisationer med komplexa projekt som sträcker sig över ett flertal år finner svårigheter att förhålla sig till projektens fördefinierade parametrar tid, kostnad och omfattning. Skenande kostnader och förseningar är vanligt förekommande i dessa typer av projekt, då projekten omfattar ett samspel av ett flertal aktiviteter och där projektets omfattning ofta förändras. Det finns metoder som verksamheter kan tillämpa för att kontrollera ovannämnda parametrar och i ett tidigt skede kunna identifiera när någon av parametrar tenderar att överskridas. En metod som styrker prestationsmätningar är Earned Value Mangament, EVM. Syftet med studien var att identifiera vart organisationer brister gentemot branschstandarden inom EVM, ANSI/EIA-748. Standarden innehåller viktiga steg för att kunna utföra en korrekt prestationsmätning tillsammans med teorin från Earned Value Management. Resultat studien presentera indikerar på att organisationer måste skapa tydliga riktlinjer hur ANSI/EIA-748 skall tillämpas. Till exempel att alla bryter ner arbetet och fördelar sina budgetar på samma sätt. Studiens resultat antyder också att Rolling Wave är ett lämpligt verktyg för komplexa och långa projekt. Av den anledningen att projektledare inte planerar för mycket i onödan eftersom projektets omfattning ständigt förändras.
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Abregú, Hurtado Ronald Urciso. "Comisionado de Componentes Mecánicos, Eléctricos e Instrumentación del proyecto minero Las Canarias." Bachelor's thesis, Universidad Peruana de Ciencias Aplicadas (UPC), 2019. http://hdl.handle.net/10757/654852.
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El objetivo de esta tesis es presentar la planificación del proyecto "Comisionado de Componentes Mecánicos, Eléctricos e Instrumentación del Proyecto Minero Las Canarias ", incluyendo la simulación de una solicitud de cambio y su impacto en el proyecto. El proyecto ejecutado por C-MARA incluye componentes mecánicos, eléctricos e instrumentación. Las áreas de ejecución de las pruebas son chancado, molienda, flotación, filtros, pebbles y espesadores.
En el inicio del proyecto se desarrolla la descripción general del proyecto. Para la definición de alcance fueron importantes las especificaciones técnicas incluidas en el contrato. Para la gestión de los costos del proyecto se consideró la reserva de contingencia y la reserva de gestión. La gestión de riesgos se realizó en base a la definición del proyecto, contando con la participación de los interesados claves. La gestión de las adquisiciones e interesados, se desarrolló de acuerdo a los requerimientos y la experiencia proporcionada por C-MARA. La gestión del valor ganado fue usada para la evaluación del estado del proyecto.
El cierre del proyecto puso en práctica lo planificado para la transferencia al área de operaciones del cliente, incluyendo la recopilación de las lecciones aprendidas. Finalmente, se concluye que la tesis presenta un plan efectivo y real, incluyendo la simulación de un cambio importante.The objective of this thesis is to present the planning of the project "Commissioning of Mechanical, Electrical and Instrumentation Components of the Las Canarias Mining Project", including the simulation of one application of change and its impact on the project. The project executed by C-MARA, it includes components Mechanical, Electrical and Instrumentation. The areas of execution of the tests are: crushed, grinding, floating, filters, pebbles and thickeners. In the initiation of the project will develop the description generally of the project. For the definition of scope, the technical specifications included in the contract were important. For the management of the cost of the project is considered the reserve of contingency and the reserve of management. The management of risks is made, on the basis of the definition of the project, with the participation of key stakeholders. The management of the Procurement and Stakeholders, is developed in accordance to the requirements and the experience provided by C-MARA. The Earned Value Management was used for the assessment of the status of the project. The Close of the project put in practice as planned for the transfer to the area of operations of the customer including recompilation of the lessons learned. Finally, it is concluded that the thesis presents an effective and real plan, including the simulation of an important change.
Trabajo de investigación
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Homolková, Lenka. "Zlepšení plánování a sledování vývojových inženýrských úkolů ve společnosti." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2012. http://www.nusl.cz/ntk/nusl-223492.
Full textAbstract:
This diploma thesis analyzes the current state of development projets at company in therms of planning and monitoring of progression with using project management according to the principles PMBOK. Its aim is to design improvements that would help streamline the functioning of department.
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Gabriele, Zevallos Giselle Christin, and Armas Daniel Henry Nelson Navarro. "Control de obra del proyecto multifamiliar “Los Fresnos” a través de la gestión del valor ganado (EVM)." Bachelor's thesis, Universidad Ricardo Palma, 2015. http://cybertesis.urp.edu.pe/handle/urp/1263.
Full textAbstract:
La presente investigación de carácter cuantitativo tiene el propósito de demostrar que el uso de la Metodología de Valor Ganado (Earned Value Management - EVM) para controlar los costos en una obra influye en la optimización de la rentabilidad de un proyecto inmobiliario; en este caso en la ejecución de la especialidad de estructuras de la obra: Proyecto Multifamiliar Los Fresnos. Para ello, se determinó el desempeño de la obra mediante los índices propuestos por el EVM, para conocer el estado del proyecto; se calculó el rendimiento y las variaciones de costo y tiempo de la ejecución de obra para estimar el rendimiento al cierre de la obra; y por último, se tomó acciones en obra para optimizar la gestión de costos. La investigación se aborda de acuerdo al tipo de estudio correlacional - transversal, ya que se midió el desempeño de costo y tiempo de la ejecución de la obra usando los índices de Rendimiento y Variación que ofrece la teoría del EVM tabulados en formatos de tablas y gráficos (validado por las ecuaciones propuestas en la Guía del PMBOK ® 5ta versión del PMI®) determinando el estado económico, la fidelidad del cronograma en el que se encontraba la obra para determinados periodos y la proyección de cómo terminaría la ejecución de la especialidad de estructuras, luego se tomaron acciones en función de los resultados obtenidos. Los resultados finales para el último periodo de aplicación del EVM en la especialidad de estructuras fue de un ahorro de hasta S/. 60 mil nuevos soles con un ligero retraso del 3% con respecto al cronograma planificado. Concluyéndose que la aplicación de la Metodología del Valor Ganado resultó efectiva para controlar las desviaciones que presentó la obra Los Fresnos, medir el progreso de la obra y actuar de forma correctiva en esta investigación.
This quantitative research aims to demonstrate that the use of the Earned Value Management (EVM) to control costs in a job influences the optimization of the performance of a real estate project; in this case the execution of the specialty structures of the job: Multifamily Project Los Fresnos. To do this, the performance of the job was determined by the rates proposed by the EVM, to find out the status of the project; calculations were taken of the performance and changes in cost and time of the execution of work to estimate the performance at the end of the job; and finally, action was taken on the job to optimize cost management. The research is discussed according to the type of correlational study - transversely, as the performance of cost and time of execution of the job was measured using indexes of performance and variation offered by the theory of EVM tabulated formats charts and graphs (validated by the equations proposed in the PMBOK ® Guide 5th Version PMI®) determining the economic status, the fidelity of schedule in which the work was at for certain periods and projecting how to end the execution of the specialty structures, then actions were taken depending on the results obtained. The final results for the latest period of EVM implementation specializing in structures were savings of up 60,000 nuevos soles with a slight delay of 3% compared to the planned schedule. Concluding that the application of Earned Value Management was effective in controlling the deviations that the Los Fresnos job presented, measuring the progress of the job, and acting in the correct manner for this investigation.
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Silva, Manuel Alberto Araújo Martins da. "Aplicação do Earned Value Management na metodologia Scrum." Master's thesis, 2017. http://hdl.handle.net/1822/55166.
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Dissertação de mestrado integrado em Engenharia e Gestão de Sistemas de InformaçãoPretende-se com este trabalho avaliar a aplicação do método EVM no contexto de projetos de desenvolvimento de software, utilizando a metodologia ágil Scrum. Este projeto de dissertação tem o objetivo de estudar as propostas mais recentes do método EVM em relação à monitorização dos prazos de um projeto, definir e configurar um ambiente adequado para a aplicação do método EVM em projetos ágeis e fazer uma proposta de um referencial rigoroso para aplicação do método EVM na metodologia ágil Scrum. Os métodos ágeis utilizam planeamento estruturado para desenvolvimento de software, com um envolvimento contínuo entre o cliente e a equipa de desenvolvimento, com entregas frequentes de software funcional. Foi realizado um estudo extensivo tanto do método EVM como dos modelos ágeis. Foi também estudado como proceder á aplicação do método EVM em Scrum de forma a que as vantagens trazidas do método EVM para os modelos ágeis sobreponham a desvantagem de tornar os modelos ágeis, não tão ágeis. Neste projeto de dissertação propõe-se a realização de uma proposta de um referencial rigoroso conjugando as várias vantagens da aplicação do método EVM com a abordagem ágil Scrum de modo a criar um referencial com uma margem de sucesso satisfatória em projetos de software utilizando a metodologia Design Science in Information Systems Research.
This work intends to evaluate the application of the EVM method in the context of software development projects, using Scrum agile methodology This dissertation project aims to study the most recent proposals of the EVM method in relation to the monitoring of the deadlines of a project, to define and configure an adequate environment for the application of the EVM method in agile projects and to propose a rigorous reference for Application of the EVM method in Scrum agile approach. Agile methods use structured planning for software development, with continuous engagement between the client and the development team with frequent deliveries of functional software. To date, an extensive study of both the EVM method and the agile models has been done. It was also studied how to apply the EVM method in Scrum so that the advantages brought by the EVM method for agile models overlap the disadvantage of making models agile, not so agile. In this dissertation project it is proposed to make a rigorous reference proposal combining the various advantages of applying the EVM method with the Scrum agile approach in order to create an artefact with a satisfactory margin of success in software projects using the Methodology Design Science in Information Systems Research.
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Lee, Tsung Jung, and 李宗融. "Earned Value Management Applied to Equipment Project Management－For Equipment Manufacturer." Thesis, 2010. http://ndltd.ncl.edu.tw/handle/32919555427338334128.
Full textAbstract:
碩士東海大學
管理碩士在職專班
98
The most important thing of the project management includes the three management objectives, “schedule, performance, and cost”. The success of a project is related to the project cost analysis, schedule planning, quality assurance, process design, risk management and many other factors, when executives need to have a comprehensive management and control in order to truly realize the goal of the project management. General project management focuses on the progress of schedule planning and control, while earned value management is a concept included in the cost control, taking into account the schedule and technical performance, and resource planning management techniques. This study attempts to apply earned value management methods in TFT-LCD industry, by way of case studies to explore earned value management methods applied in equipment project and know the possibility and value of project management, through two, but the same type and time-overlap equipment projects to explore the multi-projects at the same time, and know what is the difference when the case was applied on equipment projects using the earned value management methods. Study found first that the earned value management method can be effective in helping the project in executing the progress control, and was able to advance detection of and solving the problems. Many of its volume-oriented performance indicators can help project director to make the best and immediate decision-making patterns. Second, with multi-projects at the same time when their policy-making focuses are different, generally which projects are the base structures will be considered first, and defined as the main project. The main project is usually the larger and higher cost one, and should cover a wider scope. The scope of minor projects is smaller and will share a smaller scale of or refer to the design of main project. Therefore, through project work breakdown structures, and executing the division of labor work from procurement of materials and equipment, through earned value management methods, project director can in advance plan and integrate the resources to make policy-making focus on schedule, performance, cost, more effectively.
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Wu, Chih-Hui, and 吳智輝. "The Application of Earned Value Management in Construction Projects." Thesis, 2012. http://ndltd.ncl.edu.tw/handle/pfg6b8.
Full textAbstract:
碩士國立臺北科技大學
土木與防災研究所
100
Earned Value Management (EVM) approach can provide an integrated performance integrated schedule and cost management for construction participants in construction. According to the analysis of the EVM, early detection of problems to solve the problem, let project managers make the best decisions in due time mode. In this study, we utilized EVM approach for construction project management in Taiwan case study. After confirming the performance measurement baseline in the planning stage, the project used EVM approach to define the project scope milestone in the development schedule and the allocation of resource costs. Finally, the cost and schedule performance evaluation were evaluated well during the construction phase. Based on the result of case study, the application of EVM approach can also help detect cost overruns and schedule delay early in the project, which makes it possible for the project team to take corrective time management. Finally, the facing problems, limitations, and suggestions are proposed for further practical implementation.
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Weng, Yu-Ting, and 翁鈺婷. "Earned Value Model Development with Defects in Project Management." Thesis, 2014. http://ndltd.ncl.edu.tw/handle/04376568572166841314.
Full textAbstract:
碩士淡江大學
管理科學學系碩士班
102
General project management focuses on time planning and progress schedule control, earned value management approach, which not only provides a cost and time variation and performance indicators, and can also predict the cost and schedule to complete the project. This study is to investigate project management with defects for the develop-ment of earned value model to obtain the impact of the investment on the quality. Basic indicators related to the use of earned value management can be with respect to cost and schedule. According to the reference data from Anbari (2003), the first stage and the second stage of the project are corresponding to the defective rate q1 and q2, for the development of the earned value of poor quality in the model and their effects. The optimal quality level of each stage can be obtained to minimize the total actual cost and attain the cost/benefit of the project.
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Hung, Chih-hsien, and 洪熾賢. "Application instances of earned-value management of construction project." Thesis, 2012. http://ndltd.ncl.edu.tw/handle/34230966469220017023.
Full textAbstract:
碩士國立高雄第一科技大學
營建工程研究所
100
This paper discusses the three basic components of project management: scope, schedule, and budget. Earned Value Management method is a technique used to track the progress and status of a project and to predict its future performance. The use of By being effectively used in construction management, Earned Value Management technique, can show detail steps of control and management of project performance in a practical project. Earned Value Management is used to analyze the actual cost of the project schedule and to show the cost variance and schedule variance of each factor in the project, so as to examine how the factors, such as workers, machines, materials, etc., may influence on the cost or the schedule. Hence, it helps forecast the operation risk, which serves as a basis for resource allocation, schedule replan and performance evaluation. ”Earned Valued Management” is proved to be effective in relation to the execution and the evaluation of the profits and loss of a project. In addition, the project schedule is very close to what is estimated by the Earned Schedule method, which indicates that the Earned Valued Management is effective in terms of cost and schedule and helpful in project execution and performance. It is an effective tool to complete a project “on schedule, on quality, and under budget”, and the profit gain can reach its maximum after the project is completed.
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KUO-FU, CHOU, and 周國福. "The Application of Earned Value Management in Recruitment Projects." Thesis, 2018. http://ndltd.ncl.edu.tw/handle/9u2562.
Full textAbstract:
碩士開南大學
商學院碩士在職專班
106
EVM (Earned Value Management) is a measurement combines scope, time and cost that we evaluate the projects. The recruitment is always an important process in firms, especially the large-scale project that cost large amount of manpower and material resource. It's quite a necessary point to do the recruitment effectively. That's way we need to use the project management knowledge to enhance our result and measure our performance to increase our value. This research shows our target company complete three times performance in one month, and we use EVM to understand why and how that achieved. The result can benefit the large-scale recruitment project for other firms to optimize the process.
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Li, Yung-Ning, and 李?凝. "Software Project Management Mode of Combining Earned Value Management and Critical Chain." Thesis, 2010. http://ndltd.ncl.edu.tw/handle/74131132813343516024.
Full textAbstract:
碩士國立臺北科技大學
商業自動化與管理研究所
98
Project management has always been an important topic for enterprises as well as for the software industry. But, according to some investigates, only 34% of the software projects can be completed on time, under cost and as quality. This study combines the earned value management and the critical chain in order to make the project control more precise. Assist project manager increase the possibility to complete software project on time, under cost and as quality. It is an effort to make the allocation of the critical chain''s buffer time more reasonable by using the EVM index to adjust the critical chain''s buffer time. In the resource leveling module, genetic algorithm is used to find the optimal or near optimal solution for resource allocation for software project. In the crashing module, two dynamic crashing coefficients are used to decide when to enforce crashing the project and when to stop. Finally, this study will confirm by one real software project case that will make this project management mode be applied in real world more reasonably.
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Cheng, Shu-Nan, and 鄭旭男. "Earned Value Management Study based on the Software Project Management Series Model." Thesis, 2010. http://ndltd.ncl.edu.tw/handle/09246922187247487907.
Full textAbstract:
碩士世新大學
資訊管理學研究所(含碩專班)
98
Earned value management is one kind of which is integrate project schedule and cost with the performance management, also is the project management on one kind of project control method, how succeeds to use really attains the earned value management in the software project management , has to pay attention uses the correct method and the tool and also how to uses in the method with the earned value management technology in the project management, including how to establishes the performance measurement baseline and in the project implementation collects the correct reality to attain the earned value and the actual cost, and will be solid attains the cost-benefit analysis to assist project manager to carry on the decision-making. Uses SPM-SM on the tool is the foundation establishes the earned value management tool, the integration software management tool except may reduce the management costs, also simultaneously assists project manager to manage project schedule and the project cost. Really attains the value management system management system by way of this research conformability, may assist the special case superintendent to solve in the software special case management problem, including special case cost and time interval control, special case achievements management and special case investment benefit analysis. In penetration system different special case material analysis comparison, can discover the special case to succeed or the defeat factor, provides the special case the goal hypothesis and the understanding special case following investment benefit .
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鄭筱卉. "The Application of Value at Risk in Earned Value Management ─ Schedule At Risk." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/49295434092208013587.
Full textAbstract:
碩士國立交通大學
土木工程學系
100
There are many risk factors at each stage in project’s life cycle, each execution factors are likely to give many risks results and increase the uncertainty of this project,also the job achieve time or total finalization may have the negative effect, the effects can cause the huge odds for actual completion. Consider all risks must use to cover the whole environmental factors and with the construction time to update the risk prediction tool that may occur in the case. The study of this project, using the earned value management methods for performance evaluation - Value At Risk, VAR, forecast the project completion schedule by adding value at risk concept of the probability level, the project may confront risks to this forecast in real reaction completed on schedule, to help project managers to more effective management. After ascertaining the model, the schedule at risk used in practice to respond the results of the analysis in the case, and the different between the schedule at risk and the Earned Value Management forecast completion schedule, besides, schedule at risk and the actual completion of the remaining duration to compare the differences discussed.
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NGUYEN, DUC TUAN, and 阮德俊. "The application of Earned Value Management in Construction Project Management: An Analytic Review." Thesis, 2019. http://ndltd.ncl.edu.tw/handle/knz55w.
Full textAbstract:
碩士國立雲林科技大學
營建工程系
107
Success in project management (PM) brings us a wide range of concerns including budget, time, scope, and quality. Earned value management (EVM) enables managers to manage schedule and budget effectively. With a foundation in the industrial area, EVM has proved effective for monitoring mega projects. EVM in construction management (CM) has recently been gaining increased attention. With over 60 years in practice and research, EVM has experienced developments and changes to adapt to increasingly complex projects. EVM showed that it should be completed when it combines to other techniques or extends to other forms such as Earned Schedule Method or Earned Duration Method. Variety of EVM researches published in order to apply EVM to real projects and become more suitable with contemporary requirements. It is important to review articles in relation to the application of EVM in CM. The study findings found some journals that are more popular, reliable to search the information about EVM, in particularly the International Journal of Project Management could be considered as the best journal for researchers, engineering practitioners to find knowledge about EVM in PM. Research results also showed the distribution of articles relating to EVM in CM that the popularity of this method in the developed countries is higher than in the developing countries. In some countries such as the US and Belgium, EVM experiences the compulsory application in PM. The application of EVM should be researched widely due to the usefulness of this method, especially in construction PM. This research analyzed the two mains application of EVM: project performance and forecasting. Actually, they have mutual interaction because of the approaches to determine the final results. Particularly, a manager wants to predict the budget of the project, he/she needs to assess the project performance at the present before starting to propose judgments for forecasting. Finally, research systemized the reviewed articles in some categories in order to give readers have a general view about EVM application and method approaches in CM domains.
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邱靜妤. "The Application of Value at Risk in Earned Value Management – Budget at Risk Model." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/59550824646407993892.
Full textAbstract:
碩士國立交通大學
土木工程學系
100
Generally, project risk management focuses on the ex ante works - risk identification, risk analysis and risk response, expecting to reduce the possibility of facing severe problems caused by risk factors. However, there are still a lot of risk factors that are unexpectable. In order to set up a complete risk management strategy, it is important to know how to quantify the risk. In project management technology, Earned Value Management System (EVMS) is considered one of the best methods in many countries. Recently, research and application in EVMS has become more and more popular. As EVMS being well developed, it would be more complete and more applicable for project management if there is a mechanism that monitors project risk and performance regularly, and reports the quantified value. Therefore, this study will establish a regular monitoring mechanism – Budget at Risk Model. The concept of project cost risk quantification comes from Value at Risk, using statistical distributions, confidence level and critical value.
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Soares, Paulo Alexandre Rodrigues Ribeirinho. "Análise económica de empreendimentos: aplicação do Earned Value." Master's thesis, 2012. http://hdl.handle.net/1822/19877.
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Dissertação de mestrado integrado em Engenharia CivilA Construção em Portugal encontra-se num período de recessão, que se deve a quebras significativas no que toca ao mercado da construção nacional e europeu, levando a uma inevitavel e crescente competição entre empresas, que faz com que estas concorram a obras com margens muito curtas ou mesmo negativas. Consequentemente, é fundamental aperfeiçoar as estratégias de gestão e os processos internos de gestão das empresas, pois só assim se consegue ganhar vantagem em relação à concorrência. Nos dias que correm, os sistemas de gestão das empresas não permitem uma avaliação “no momento” do desempenho actual do projecto, nem previsões acerca do destino do projecto e verifica-se uma desconexão total entre o planeamento de prazos e custos. Para contrariar esta tendência, é essencial o desenvolvimento de um modelo que permita integrar duas das vertentes fundamentais no controlo de um Projecto - prazos e custos. Com esta dissertação pretende-se o estudo dos processos de planeamento, controlo e avaliação do desempenho dos projectos através da integração dos prazos e custos com a implementação dos conceitos do Earned Value Management. Recorrendo a apenas três métricas base - Planned Value (PV), Actual Cost (AC) e Earned Value (EV), obtêm-se indicadores que permitem monitorizar, avaliar e antecipar o decorrer da obra a médio e longo prazo, conferindo às partes envolvidas uma ferramenta que possibilite a tomada de decisões de uma forma rápida e eficaz. De forma a integrar o estudo efectuado na realidade, estas metricas serão usadas num caso real.
Construction in Portugal is in a recession, which is due to significant falls in relation to the market of national and European construction, inevitably leading to a growing competition between companies, which makes these companies compete for work with very short or even negative profit. Consequently, it is essential to improve management strategies and internal management processes of companies, for thus only can gain an edge over the competition. Nowadays, the management systems of companies do not allow an evaluation "when" of the current performance of the project, or predictions about the fate of the project and there is a total disconnect between planning time and costs. To counter this trend, it is essential to develop a model for integrating two fundamental aspect in the control of a project - time and costs. With this thesis, aims to study the processes of planning, monitoring and evaluation of project performance through the integration of time and costs with the implementation of the concepts of Earned Value Management. Using only three basic metrics - Planned Value (PV), Actual Cost (AC) and Earned Value (EV), we obtain indicators that allow to monitor, evaluate and anticipate the course of the work in the medium and long term, giving the stakeholders a tool to make decisions quickly and effectively. In order to integrate the study in fact, these metrics will be used in a real case.
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Chung, Yao-Hsin, and 鍾耀信. "Fuzzy Earned Value Management Model Considering The Project Schedule Under Uncertainty." Thesis, 2013. http://ndltd.ncl.edu.tw/handle/66316761521555200751.
Full textAbstract:
碩士崑山科技大學
資訊管理研究所
101
Earned value management (EVM) is a project management tool by comparing the plan values and actual values to evaluate the project performance in schedule and cost. Comparing with the critical path method (CPM) and program evaluation and review technique (PERT), EVM is more useful and precise to analyze and control the project performance. In information system development project, the project delivables are always undeliverable due to the schedule evaluation exist fuzzy nature during the early stage of the information system development project. This study use EVM combine with fuzzy set theory to proposed the fuzzy EMV model to evaluate the each performance index under the schedule uncertain scenario. The proposed fuzzy EVM model is more useful precise for controlling the project performance under the schedule uncertainty situation. This study also uses the MS-Excel to construct an easy information calculating system to demostrate the availability of the proposed model.
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Chiu, Kuo-Ching, and 邱國慶. "The Research of Earned Value Management for Application of Engineering Project." Thesis, 2015. http://ndltd.ncl.edu.tw/handle/4v9wj4.
Full textAbstract:
碩士國立臺北科技大學
管理學院經營管理EMBA專班
103
Earn value management (EVM) integrates schedule, cost and scope for performance measurement. EVM has been wildly applied on engineering project management. It integrates the performance indicators from the completed parts of a project, namely, planned value (PV), actual cost (AC) incurred, earned value (EV) based on the budget schedule, schedule performance index (SPI), schedule variance (SV), cost performance index (CPI) and cost variance (CV) to allow project managers better understand the project status. EVM can thus serve as an effective tool to measure and to control the performance of a project. This research studies the importation of EVM into practical engineering cases, the implementation of the project management and control. With real-time information, accuracy, it can further assist project managers to better control and monitor project progress schedule, budgeting, and cost reduction. This will make the entire project operations under control. It will, in turn, provide better engineering services to satisfy the needs of project client, and generate the maximum profit from the project.
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Yao, Shun-Yuan, and 姚舜淵. "An Integrated of Earned Value Management on Performance of Purchasing Project." Thesis, 2019. http://ndltd.ncl.edu.tw/handle/5jy759.
Full textAbstract:
博士義守大學
工業管理學系
107
There are three important management objectives of Project Management: Schedule, Performance and Cost. The success of a project involves ten knowledge Areas and five process groups, when the project is executed, comprehensive monitoring is required to truly implement the project management objectives. However, project team will report the progress of task completion to project manager in percentage way. Because of the different property of the project task, the percentage of the completion of the task is defined in different ways. Therefore, it is difficult for the project manager to control the actual progress of each project task based on the percentage. As a result, all project of schedules and progress are converted to “amounts” using the Earned Value Management (EVM). Compare with the initial budget amount to mean the actual progress of the project task. The EVM can provide an indicator for integrating assessment of schedule performance and cost performance index. But there are still several defects in practicality, such as: (1) will increase management costs. (2) The Earned Value does not provide a forecast of the success or failure for the procurement project. (3) The assessment of index cannot distinguish importance. To handle these defects, the research proposed an integrated EVM perspective which can predict the success rate of procurement projects and rank the importance of the evaluation variables. In order to verify the model of integrated EVM in this study. Introduced by the EVM to evaluation second source of raw materials into the enterprise project procurement. Exploring whether the project schedule is ahead or behind and the project budget is overrun or meets the budget and establishes countermeasures. Then it can use the Logistic Regression Analysis to build a prediction model. With the Expert Weighting Method (EWM), select and analyze the importance ranking of the five variables affecting the project procurement evaluation. The conclusion of this study that the Cost Performance Index "CPI" in the variable affect the probability of successful forecast greatly. When CPI=1 is considered separately in the material second source of evaluation of the implementation. The probability of predicting success is as high as 71.26%. The importance of impact assessment variables is most important with CPI. Purchasing experts pay more attention to CPI in the second source of material assessment. The results can be used as a catalyst for future work related to improving the performance of procurement projects.
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Wang, Hsu-Yi, and 汪旭益. "A Study of The Application of Earned Value Management in Software Service Project Management." Thesis, 2010. http://ndltd.ncl.edu.tw/handle/u623tc.
Full textAbstract:
碩士國立臺北科技大學
商業自動化與管理研究所
98
The fundamental idea of Earned Value Management, EVM can be traced back in the early 20th century, when industrial engineers made the comparison between Planned Value, PV and Actual Cost, AC, in order to evaluate the net cost and performance of the production. Earned Value, EV provides more accurate net cost management when comparing to CPM and PERT. This study focuses on assisting companies in software industry to increase its project execution abilities and performance by using EV as the main method to evaluate performance in software service management, furthermore to increase the actual industrial value of EVM. This study will combine EVM with project activity income to get the new EMAC parametric as a reference for project management decisions. In addition, the study will implement the new parametric to actual software service project for verification in order to proof that parametric can be use for project future income estimation and provide management level personnel for decision making reference. The issue that AV has, lack of ability to show the factor, net income, that project manager concerns the most is one of the main focuses of this study. This study will provide the new observed value, EMAC, which can turn EVM c to net value, also using this index as project systematic alert and provide actual proposition of improvements for project managers to make the most valuable decision for projects. After this study tested on real cases, the analysis show the below benefits: 1. To make the corporate business running index, net value, as project performance evaluation method. 2. Provide different EVM index, to simplify the process of decision making.
50
HSIEN, TSUNG, and 李宗憲. "A Study of The Applications of Earned Value Management in the Engineering Project Management." Thesis, 2008. http://ndltd.ncl.edu.tw/handle/18322224185689454825.
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碩士國立成功大學
高階管理碩士在職專班
96
The traditional project management only considers the actual cost and the plan cost, has not considered the progress of project. The earned value management system (EVMS) put a third factor into traditional project management, enables the entire project reflection actual cost with project progress, but in the second kind of earned value (progress in advance and cost overspending) the situation, actually cannot be clear demonstration project progress and cost actual situation, possibly causes project manager to delay opportunity for the project improvement. Must therefore the fuzzy region define clearly, explicit demonstration project progress and cost actual situation for project manager to make the most advantageous decision-making. This research by way of theory in cost variation and schedule variation merge, but a new budget variation parameter, and chooses three cases－civil work , utility system engineering and the common pipeline project represent the general engineering project, the new parameter will induct this three actual project to make the confirmation, proved this proposed new parameter can demonstration project progress and cost actual situation, then project manager can make a effective decision for project control . This research proposes a new observed value - budget variation (BVWP), has the following several contributions: 1. Can be clear the project state, especially for the second kind of earned value. 2. Merge cost variance and schedule variance become a parameter－budget variation, simplified the application of earned value management. 3. The sole observed value, can be clear check the state and tendency of project, is helpful project manager makes the advantageous decision-making for project.