As the point of integrated time and cost, the research is to study the project management by way of EVMS(Earned Value Management System). With case study the research explore the feasibility and value of EVMS applied project management The research explores the integration between time and cost by way of project-managerial technique. The purposes are as follows: l To explore the techniques of project management. 2 To study the theory, function and target about EVMS. 3 With case study, to compare the difference between traditional project management and EVMS. 4 Elementarily to evaluate to introduce EVMS into government project management. To fulfill previous purposes, the research design is adopted case study and paper investigation. The findings are as below: l EVMS has a better explanatory ability to the difference analysis of project management. 2 If time and cost control system adopt the same measurement unit, it can avoid confusion of information expression. 3 One of core information is to accurately measure the progress of the project. 4 EVMS has a good ability to forecast EAC(Estimate At Completion).It signals an early warning. 5 EVMS is suitable for government project management. The level of integration depends upon how to adjust the accounting system.

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.

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 project / Sammanfattning 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.

Tese de mestrado integrado. Engenharia Civil (Construções). Faculdade de Engenharia. Universidade do Porto. 2012

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.

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.

No description available.

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.

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.