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.

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.

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.

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.

abstract: The construction industry generates tremendous amounts of data every day. Data can inform practitioners to increase their project performance as well as the quality of the resulting built environment. The data gathered from each stage has unique characteristics, and processing them to the appropriate information is critical. However, it is often difficult to measure the impact of the research across project phases (i.e., planning, design, construction, operation and maintenance, and end-of-life). The goal of this dissertation is to present how industry data can be used to make an impact on construction practices and test a suite of methods to measure the impact of construction research across project phases. The dissertation provides examples of impactful research studies for each project phase to demonstrate the collection and utilization of data generated from each stage and to assess the potential tangible impact on construction industry practices. The completed studies presented both quantitative and qualitative analyses. The first study focuses on the planning phase and provides a practice to improve frond end planning (FEP) implementation by developing the project definition rating index (PDRI) maturity and accuracy total rating system (MATRS). The second study uses earned value management system (EVMS) information from the design and construction phases to support reliable project control and management. The dissertation then provides a third study, this time focusing on the operations phase and comparing the impact of project delivery methods using the international roughness index (IRI). Lastly, the end-of-life or decommissioning phase is tackled through a study that gauges the monetary impact of the circular economy concept applied to reuse construction and demolition (C&D) waste. This dissertation measures the impact of the research according to the knowledge mobilization (KMb) theory, which illustrates the value of the work to the public and to practitioners. / Dissertation/Thesis / Doctoral Dissertation Civil, Environmental and Sustainable Engineering 2020

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.

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.