| Name: | Description: | Size: | Format: | |
|---|---|---|---|---|
| 9.63 MB | Adobe PDF |
Advisor(s)
Abstract(s)
A Gestão de Projetos é uma ciência em desenvolvimento desde os primórdios da civilização e a sua correta aplicação determina o sucesso ou fracasso de um Projeto. Numa era onde a competitividade do setor da construção civil é cada vez maior, e os requisitos dos clientes aumentam exponencialmente derivado de uma expectativa que está intrinsecamente ligada ao desenvolvimento das técnicas de construção e do estado económico do país, cabe às organizações implementar técnicas e ferramentas que permitam acompanhar este desenvolvimento. O Earned Value Management (EVM) é uma das ferramentas que permite às organizações atingir o sucesso de um empreendimento, que é expectável por qualquer cliente desde a data de adjudicação até ao término do mesmo. Esta metodologia considerada pelo Project Management Institute (PMI) como uma mais-valia nos processos de monitorização e controlo, particularmente na Gestão de Tempo e Custos, é o objeto de foco do presente Relatório. Neste Relatório aborda-se o EVM, as suas métricas e os indicadores que esta ferramenta permite obter. Através destes indicadores é possível que as organizações avaliem a performance do Projeto e tomem medidas sempre que esta se encontre abaixo do desejável. Com o recurso a esta ferramenta foi feita a avaliação do Projeto do Viaduto de Santo Ovídio, obra inserida no empreendimento da Linha Amarela do Metro do Porto. Este empreendimento adjudicado ao Agrupamento Complementar de Empresas (ACE) constituído pela Ferrovial e pela Alberto Couto Alves foi onde se desenvolveu o estágio curricular que está na génese do Relatório. Como eme qualquer obra, é imperativa a necessidade da organização efetuar um controlo de custo e tempo que permita identificar atempadamente qualquer desvio e aplicar as medidas necessárias para os mitigar. Os resultados apresentados são de teor académico e não poderão ser considerados como estado real do Projeto, no entanto, a sua análise demonstra a importância do uso do EVM num empreendimento desta envergadura.
Project Management has been a developing science since the beginning of civilization and its correct application dictates the success or failure of a Project. In an age where the competitiveness of the construction industry grows by the day and the requirements of clients increase exponentially due to the expectations that are directly connected to the development of new construction techniques and the economic state of the country, it is up to organizations to implement techniques and tools that allow them to keep up with this development. The Earned Value Management (EVM) is a tool that allows organizations to achieve the success of a Project, which is expected by any client from the bidding process to Project delivery. This methodology, considered by the Project Management Institute (PMI) has an added value in the monitorization and control process, particularly in Time and Cost Management, is the subject of study of this Report. Throughout this Report, the Earned Value Management, its metrics and indexes will be explained. Through the obtained indexes it is possible for organizations to evaluate the performance of the Project and define strategies to improve its behavior. This tool will also be used to evaluate the Viaduto de Santo Ovídio which is part of the Project Linha Amarela do Metro do Porto. This Project has been allocated to the Joint-Venture Ferrovial and Alberto Couto Alves where the author of this report undertook his internship. Moreover, as in any other Project, it is noted the added need of an effective Time and Cost control by the organization in order to identify, as earlier as possible, any deviation and implement corrective measures. Any result presented in this Report in purely academic and cannot be interpreted as the actual state of the Project, however, its analysis will show the importance of the use of EVM in a Project of this size.
Project Management has been a developing science since the beginning of civilization and its correct application dictates the success or failure of a Project. In an age where the competitiveness of the construction industry grows by the day and the requirements of clients increase exponentially due to the expectations that are directly connected to the development of new construction techniques and the economic state of the country, it is up to organizations to implement techniques and tools that allow them to keep up with this development. The Earned Value Management (EVM) is a tool that allows organizations to achieve the success of a Project, which is expected by any client from the bidding process to Project delivery. This methodology, considered by the Project Management Institute (PMI) has an added value in the monitorization and control process, particularly in Time and Cost Management, is the subject of study of this Report. Throughout this Report, the Earned Value Management, its metrics and indexes will be explained. Through the obtained indexes it is possible for organizations to evaluate the performance of the Project and define strategies to improve its behavior. This tool will also be used to evaluate the Viaduto de Santo Ovídio which is part of the Project Linha Amarela do Metro do Porto. This Project has been allocated to the Joint-Venture Ferrovial and Alberto Couto Alves where the author of this report undertook his internship. Moreover, as in any other Project, it is noted the added need of an effective Time and Cost control by the organization in order to identify, as earlier as possible, any deviation and implement corrective measures. Any result presented in this Report in purely academic and cannot be interpreted as the actual state of the Project, however, its analysis will show the importance of the use of EVM in a Project of this size.
Description
Keywords
EVM PMI Gestão de Projetos Gestão de Tempo Gestão de Custos Project Management Time Management Cost Management