PSI - Issue 22

Rosário Oliveira / Procedia Structural Integrity 22 (2019) 151–159

152

2

Rosário Oliveira/ Structural Integrity Procedia 00 (2019) 000 – 000

Keywords: Conservation Works, Schedule and Cost Performance, Earned Value Management

1. Introduction The monitoring and control of schedule and cost performance is crucial in any process of production of works. Performance and progress feedback at the right time is crucial to ensure your success, because it allows to identify and anticipate problems and, accordingly, to adjust means to mitigate term and cost deviations. Currently the market for building rehabilitation and conservation has been responsible for the growth of production in the construction sector in Portugal. In general, the factors that are the cause of this phenomenon are justified by the degradation of the building, by the lack of energy efficiency of the dwellings and the lack of accessibility. These factors stem from intervention and conservation needs in various fields, particularly infrastructure, public buildings and equipment. But also give rise to the perception of obstacles associated with demand from investors, the return on investment and access to finance. The dynamics of the market and investment in the rehabilitation and conservation of the building, adding to its spatial differentiation, lead investors to place greater importance on the competitiveness of their business. Term and budget deviations are seen as key factors for the lack of competitiveness in the construction sector in Portugal. Failure to comply with deadlines, in particular delays in carrying out works, often have consequences for both the people who use the buildings and the investors, including devalues and losses of profitability. Like budget defaults, by increasing the planned value, question the credibility of the professionals and affect the image of the companies of the sector. The purpose of this study is to test the application of a tool that facilitates the calculation of indicators that quantify the performance in each date of the enterprise for the managers of works, through the monitoring of the integrated progress of the deadlines and costs. It aims to use the Earned Value Management (EVM) technique in a rehabilitation and conservation work of building facades. 2. Monitoring and controlling schedule and cost performance As mentioned in [1], in the management of works any delay, however small, is translated into a loss that can hardly be recovered, this being true, whatever the size and complexity of the project. The two most important tasks in construction management are the timing and planning of activities, which require the establishment and allocation of resources necessary to achieve the specific goals of scope, time and cost. As stated in [2], if we follow the methodology determined by the Project Management Institute (PMI), the integrated results of schedules and costs are decisive for the establishment of performance indicators of progress regardless of the production process. These indicators reflect the feedback from monitoring and control in condition assessment moments of production and its trends. Thus, having defined the scope of work involved and the results to be obtained, we identify activities to be performed and the means to be used to produce the proposed outcomes for the project. Then we draw the sequence of activities identifying their dependencies, and estimated durations, resources and time constraints. Next, the operational budget is developed, determining the direct and indirect costs, establishing the base plan to monitor and control the production process. The monitoring and control of the production process is crucial in the execution of works. Therefore, the techniques for evaluating the progress of the work must compare systematically the reality of the execution with the estimates drawn up in the planning phase and, if there are deviations, their effects should be evaluated.