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This thesis is about software project scheduling and use of earned value method on software projects. As a result of the study, a solution for software project scheduling problems is proposed. A mathematical formulation, developed using integer programming method, is at the heart of the solution. Objective of the formulation is to minimize the development costs consisting of direct labor cost, indirect costs and probable penalty costs. The formulation takes the capability and compatibility variances among resources into account whereas contemporary approaches mostly focus on resource availability. Formulation is of type discrete time and takes the time span to be searched as input. Therefore a heuristic approach has been developed for providing time span input to the models developed using the formulation. The heuristic approach has been proven to be calculating a time span that does not hinder achieving the absolute optimum schedule and shortens the solution time of the integer programs. The heuristic approach and problem formulation have been incorporated into a computer program that generates integer programs and heuristic solutions. This thesis also describes a method for preparing an earned value plan, based on the scheduling solution defined. The method aims to help project managers in determining the status of their projects and deciding whether any corrective action is required or not. Besides the method, approaches for incorporating indirect costs and penalty costs, which are not explicitly discussed in literature, into final cost estimation have been described.

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 client’s 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.

O aprofundamento do processo de globalização mundial cada vez mais em evidência gera, dentre inúmeros outros fatores, o aumento da competitividade entre empresas e setores econômicos, bem como o aumento do espectro de oportunidades para as organizações de aplicação de capital nos mercados de países denominados emergentes, com mão de obra barata (Ex: China e Índia) em relação a países das Américas, Europa e atualmente o Brasil. Tornam-se, portanto, cada vez mais competitivos os mercados para projetos de lançamentos de novos produtos, de prestação de serviços de engenharia, de sistemas informatizados, de sistemas de trabalho e novos processos. Exige-se das organizações a necessidade do uso de metodologias consistentes para o gerenciamento dos projetos, visando obter-se redução e controles mais efetivos dos custos, dos prazos de entrega e da qualidade dos projetos. Várias são as medidas identificadas para diminuir os custos, bem como, novas metodologias são utilizadas cada vez mais pelos Gerentes de Projetos para gerenciar principalmente os custos dos projetos durante todo o seu ciclo de vida. A maioria dos projetos é realizada sem que haja um adequado uso de metodologias e ou modelos de gerenciamento, e isto tem causado inúmeras e significativas perdas financeiras aos projetos. A partir desta realidade, este trabalho se propõe analisar uma das áreas de conhecimento do Gerenciamento de Projetos, a de Gerenciamento dos Custos, identificando e criando um novo modelo de medição do Avanço Físico do Projeto. Este novo modelo, juntamente com as demais informações do orçamento inicial do projeto e dos custos incorridos, irá disponibilizar ao Gerente de Projeto, informações mais precisas de avaliação do progresso real do projeto em função dos prazos e custos, para tomada de decisão. A metodologia do EVMS (Earned Value Management System) e do método de Percentual Completo (método que atribui um determinado percentual completo, entre 0 e 100%, a cada ciclo de controle), foi aplicada na implementação desse novo modelo de medição do Avanço Físico do Projeto em um projeto industrial. Os resultados obtidos demonstraram a viabilidade do modelo utilizado na medição do Avanço Físico do Projeto, tanto no nível de cada um dos pacotes de trabalho como do projeto como um todo. / The deepening of the world globalization processes ever more in evidence generates, amoung countless other factors, the rise in competitiveness among companies and economic sectors, as well as the growth in the opportunity spectrum for the capital investment companies at so called ?Emerging Countries Market?, offering low-cost labor, (e.g. China and India), in relation to the countries in the Central and South America, Europe and nowadays, Brazil. Market segments such as New Product Launching Projects, Engineering Outsourcing Services, Information Technology Systems, Work Systems and New Processes become more and more competitive. The use of consistent methodologies is demanded from companies when managing such projects, focusing on reducing and more effectively controlling costs, delivery dates as well as the quality of the project itself. We can identify several actions taken to reduce costs, and new tools are used evermore by Project Managers, to mainly manage different project costs, along their life cycle. Most projects are managed without the use of suitable methodologies and or managing models to follow. This has caused many and significant financial losses to such projects. From this perspective, this study analyzes one of the areas of knowledge in Project Management, which is Cost Management, and identify as well as creating a new measuring model, which will make it possible to physically measure the progress of each project. This new model, together with relevant information from the initial forecasted budget and incurred costs, will make it available to the Project Manager, more accurate and vital information when it comes to deadlines and costs, which will help in the decision making process. The EVMS, (Earned Value Management System) methodology and the Percentage Completion Method, (a method that attributes a determined percentage of Project completion (between 0 and 100%), at each control cycle), were applied at the implementation of this new measuring model of Physical Project Advance, at an industrial project. The results have proved the viability of this new model, when measuring Physical Project Advance, not only at each work package level, but also as a Project as a whole.

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.

El trabajo de investigación busca desarrollar una propuesta de mejora de control de costos por la implementación de gestión del valor ganado, como herramienta para la toma de decisiones en la planificación y control durante la etapa de ejecución en obras de electrificación rural. En este trabajo se evidencia, la importancia de iniciar la implementación del EVM utilizando los 10 pasos fundamentales sugeridos por Fleming y Koppelman, porque es apropiado para todos los proyectos y hace referencia a un criterio específico del Estándar ANSI / EIA-748. Este trabajo pretende mostrar cómo la gestión de proyectos en obras de electrificación rural se aplica mediante este nuevo enfoque, identificando los requisitos mínimos para implementar la gestión de valor ganado de forma simple en los proyectos y generando un precedente para el desarrollo de futuras obras de este tipo. La gestión de valor ganado (EVM) es una importante herramienta de gestión de proyectos que integra el alcance, costo y cronograma, el cual permite medir el desempeño del proyecto y debería planificarse desde el principio del proyecto. / The research work seeks to develop a proposal for cost control improvement by the implementation of earned value management, as a tool for decision making in planning and control during the execution stage in rural electrification works. This paper shows the importance of starting the implementation of the EVM using the 10 fundamental steps suggested by Fleming and Koppelman, because it is appropriate for all projects and refers to a specific criterion of the ANSI / EIA-748 Standard. This work aims to show how project management in rural electrification works is applied through this new approach, identifying the minimum requirements to implement the management of earned value in a simple way in projects and generating a precedent for the development of future works of this type. Earned Value Management (EVM) is an important project management tool that integrates the scope, cost and time, which allows you to measure the performance of the project and should be planned from the beginning of the project. / Trabajo de investigación

The subject of this paper is the use of Earned Value Management in a sub-project of aninfrastructure project FSK02 (Bypass Stockholm contract 02), a sub-project that is organized as a matrix organization. The questions are how the use of Earned Value Management in a sub-project of the Stockholm Bypass project works and how the use of Earned ValueManagement is affected by the matrix organization. The method used is qualitative interviews with eight people in a sub-project on their view of the use of Earned Value Management andof the organization. The result shows how Earned Value Management is implemented in the project and how the basis for the Earned Value Analysis is produced. Furthermore, it shows anumber of problems with the use of Earned Value Management, which are caused by the matrix organization. One problem is that the matrix organization can make the structure of thework packages unclear. A second problem is that the matrix organization can make those responsible for the work packages feel left outside the project. A third problem is that there isan experience of difficulties to implement procedures and guidelines in the matrix organization. All of these problems make the reporting of fact for the Earned Value Analysis difficult.

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.

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.

Nesta dissertação é realizada a aplicação do método do valor agregado no monitoramento e controle da execução de obras de loteamentos urbanos residenciais. Inicialmente, foi realizada uma revisão bibliográfica sobre a aplicação do método e sobre os métodos e teorias de gestão mais usuais no controle de obras da construção civil. Como não foi identificada nenhuma bibliografia com a aplicação do método do valor agregado nesse tipo de obras, foi realizada a aplicação em trinta e quatro empreendimentos de uma empresa do setor, a fim de verificar sua efetividade no monitoramento e controle das obras. Essa aplicação foi descrita detalhadamente para possível aplicação em ferramenta de monitoramento e controle de outras obras de loteamentos urbanos residenciais, que compreende obras de infraestrutura urbana, edificações e paisagismo. Para verificação da efetividade da aplicação do método do valor agregado, foi analisado o seu resultado em relação ao custo real final das obras e realizada a comparação entre as projeções de prazo e custo obtidas com a aplicação e as projeções do método atual de monitoramento e controle da empresa. Dessa forma, verificou-se que a aplicação do método do valor agregado para projeção de custos de obras é efetiva, porém não apresenta os mesmos resultados em relação à projeção de prazo de finalização. / This dissertation performs the application of the earned value analysis (EVA) in the execution\'s monitoring and controlling of residential urban development projects. Initially, it was done a bibliographic review about the application of EVA and about the most recognized methods and theories of management and construction work\'s controlling. How it wasn\'t found bibliography about the application of the earned value analysis in this type of projects, it was applied in thirty-four projects of a company of the sector, in order to verify its effectiveness in the work\'s monitoring and controlling. This application was described in detail for future application in a monitoring and controlling\'s tool for other residential urban development works, which includes urban infrastructure works, buildings and landscaping. In order to verify the effectiveness of the method\'s application, the result was analyzed in relation of final real cost of works and a comparison was done between the projections of time and cost obtained with the application of EVA with the projections obtained with the current method of monitoring and controlling of the company under study. Therefore, it was verified that the application of the earned value analysis for the projection of construction costs is effective, but it doesn\'t show the same results about the projection of the work\'s completion period.