Byggprojektstyrning med Earned Value Management
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.
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