PSI - Issue 22

Rosário Oliveira / Procedia Structural Integrity 22 (2019) 151–159 Rosário Oliveira / Structural Integrity Procedia 00 (2019) 000 – 000

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Fig. 5. Evolution of Schedule and Cost Indicators (CPI and SPI) The evolution of schedule and cost performance shows that the works were ahead of schedule in relation to the planned between month 1 and month 5 (SPI> = 1), and from month 6 until the completion they were behind schedule from the planned. However, the cost of the work carried out was always lower than the planned budget (CPI> 1), although they decreased throughout execution. We found that both indicators showed a decreasing trend from month 2, both of which are close to the neutral line (1.00), with the cost index always favorable. 5. Conclusion The monitoring and control of the schedule and cost performance of the presented case study, using the EVM technique, allowed us to conclude that this model presents satisfactory results, and its implementation demonstrated ease and effectiveness in the control of works of conservation of facades. We also conclude that by applying the EVM it is possible to evaluate the performance of the works with short execution time and with low complexity, since control parameters are calculated that allow quantifying the schedule and cost deviations and through them to make relevant decisions about the path to follow at completion. Since cost performance index (CPI) has implicit the budgeted cost for the work carried out and the actual cost of the work performed, this is one of the most advantageous indicators in this model. However, EVM should be used to perform an overall analysis of the works performance, integrated with a control of the activities that justify it, i.e. for the monitoring of schedule and costs it is necessary to identify the activities that most contribute to the deviations and is also necessary to control resources to take appropriate corrective measures, for example, to improve implementation techniques, improve constructive solutions or minimize waste and renegotiate material prices. [1] N. Sousa, 2008. Gestão de Projectos na Construção - Modelo de avaliação do desempenho em projectos. Instituto Superior Técnico da Universidade Técnica de Lisboa, Lisboa. [2] Project Management Institute, Inc., 2017. Project Manegement Guide Body of Knowledge 6th Edition, Newtown Square, Pennsylvania, USA. [3] P. Oliveira, 2006. Gestão de Custos e Recursos na Construção - A Metodologia do Earned Value. Instituto Superior Técnico, Lisboa. [4] I. Shohet and S. Frydman, 2003. Communication Patterns in Construction at Construction Manager Level. ASCE - Journal of Construction Engineering and Management. [5] T. Hegazy and K. Zhang, 2005. Daily Windows Delay Analysis. ASCE - Journal of Construction, vol. Vol. 131, no. Issues 5. [6] H. Lee, H. Ryu, J. Yu and J. Kim, 2005. Method for Calculating Schedule Delay Considering Lost Productivity. ASCE - Journal of Construction Engineering and Management, vol. Vol. 131, no. Issue 11. [7] A. Sousa and P. Henriques, 2014. Aplicação do Conceito do Earned Value Management ao Controlo e Gestão de Obras. IST - Isntituto Suprior Técnico, Lisboa. [8] A. Henriques, 2008. Metodologia de Gestão Integrada de Prazos e Custos. IST - Instituto Superior Técnico - Universidade Técnica de Lisboa, Lisboa. References