Usefulness and fields of the application of the Earned Value Management in the implementation of construction projects

Dziadosz, Agnieszka; Kapliński, Oleg; Rejment, Mariusz

doi:10.35784/bud-arch.1869

Cited by 11 publications

(9 citation statements)

References 4 publications

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“…When using several indicators, which are based on information about the scope, date and cost, the progress of the project can be analysed; scales, causes and consequences of deviations can be interpreted; and the further course of the implementation, including predispositions to complete the project within the assumed budget and deadline, can be assessed. Due to this, the Earned Value Method is widely known and used to control projects around the world [12,[14][15][16][17]22,29,32,[37][38][39][40].…”

Section: Discussion and Summarymentioning

confidence: 99%

“…There are some inaccuracies and problems with its practical application. An important problem involves a difficulty in the correct and unequivocal determination of the percentage of the advancement of work performed, especially tasks that have been started but are not completed at the time of inspection [39]. These irregularities may lead to misinterpretations of the obtained indicators, as well as to the drawing of incorrect conclusions regarding the effects of deviations that are based on them, including the estimated deadlines and project costs [40].…”

Section: Literature Reviewmentioning

confidence: 99%

See 1 more Smart Citation

Cumulative Cost Spent on Construction Projects of Different Sectors

Konior¹,

Szóstak²

2021

cea

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Section: Discussion and Summarymentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Cumulative Cost Spent on Construction Projects of Different Sectors

Konior¹,

Szóstak²

2021

cea

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“…Appropriate indicators allow at each stage of the implementation of works to assess the current status of the project and the possibility of its implementation within the planned budget and schedule. The indicators used in the EVM method can be calculated for both individual tasks and the entire project, as cumulative earned value [11][12][13][14][15][16].…”

Section: Materials and Methods: Description Of The Scheduled Examinedmentioning

confidence: 99%

Monitoring of Time and Cost Variances of Schedule Using Simple Earned Value Method Indicators

Przywara

Rak

2021

Applied Sciences

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The Planning and implementation of construction projects are difficult processes and are burdened with many risk elements. The budget spread over time, which is developed on the basis of the schedule, presents the expected distribution of costs throughout the duration of the works, which during the implementation of the project is subject to constant changes resulting from time, cost, and organizational factors. Managing construction contracts requires managers to be able to analyze on an ongoing basis the variances of production costs-from the values calculated in the offer cost estimate and assumed in the Budgeted Cost of Work Scheduled. The article attempts to analyze the emerging time and cost deviations using proprietary time variances from the schedule (T/S) and variances from planned costs (T/C) monitoring, based on simple indicators of the earned value method (EVM). An example of construction of a multi-family housing development was used to study the variances of planned and incurred costs.

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“…Earned value management involves the control of the investment task through the cyclical comparison of the actually executed scope of work with the planned time and cost of implementation [22]. Project management that uses earned value management is a well-known management system that integrates schedule, costs and technical performance [23,24]. Earned value management allows cost and schedule deviations as well as performance indicators, project cost forecasts and schedule durations to be calculated [25,26].…”

Section: Introductionmentioning

confidence: 99%

The S-Curve as a Tool for Planning and Controlling of Construction Process—Case Study

Konior

Szóstak

2020

Applied Sciences

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One of the key tasks of an investor and a contractor at the stage of planning and implementing construction works is to measure the progress of execution with regard to the planned deadlines and costs. During the execution of construction works, the actual progress of the works may differ significantly from the initial plan, and it is unlikely that the construction project will be implemented entirely according to the planned work and expenditure schedule. In order to monitor the process of deviations of the deadline and the budget of the investment task, several rudimentary methods of planning—as well as the cyclical control of the progress of construction projects—are used. An effective tool for measuring the utilization of the financial outlays of a construction project is the presentation of the planned financial flows on a timeline using a cumulative cost chart, the representation of which is the S-curve. The purpose of this paper is to analyze the course of an sample construction project comparing the planned costs of the scheduled works with the actual costs of the performed works, as well as identifying the reasons leading to the failure to meet the planned deadlines and budget of the project implementation. As part of the research conducted at a construction site of a hotel facility, the authors of this paper analyzed each of the 20-month effects of financial expenditures on construction works that were developed and processed by the Bank Investment Supervision (BIS) over a period of three years (between 2017 and 2019). Based on these results, charts and tables of the scheduled and actual cumulative costs of the completed construction project were prepared, the careful analysis of which enables interesting conclusions to be drawn.

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Usefulness and fields of the application of the Earned Value Management in the implementation of construction projects

Cited by 11 publications

References 4 publications

Cumulative Cost Spent on Construction Projects of Different Sectors

Cumulative Cost Spent on Construction Projects of Different Sectors

Monitoring of Time and Cost Variances of Schedule Using Simple Earned Value Method Indicators

The S-Curve as a Tool for Planning and Controlling of Construction Process—Case Study

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