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Análise Crítica dos KPIs de EVM na Fiscalização de Obras: Validação de um Modelo Otimizado num Estudo de Caso
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Resumo(s)
O modelo tradicional de fiscalização de obras, focado na verificação reativa, é insuficiente para
a gestão de projetos complexa. Esta dissertação propõe e valida um dashboard de Indicadores-
Chave de Desempenho (KPIs) para o “Fiscal-Gestor”, focado na performance e antecipação de
riscos.
Foi adotada a metodologia de Estudo de Caso único (“Projeto Alfa”), analisado através da
observação-participante ao longo dos 12 meses do prazo contratual. O contexto foi um
contrato de Preço Global sujeito a severa disrupção de interface e instabilidade crónica de
projeto.
Os resultados demonstraram a inaplicabilidade dos KPIs de custo teóricos (KPI 1 – CPI e KPI 2
– CV). Verificou-se que, devido ao método de pagamento (𝐴𝐶 = 𝐸𝑉), estes indicadores
resultaram em 1.0, revelando.se inúteis.
Em contrapartida, validou-se a robustez de indicadores pragmáticos: o KPI 3 (SPI) quantificou
o atraso final (0.62) e o KPI 6 (Custos Extra) mediu a derrapagem de custos (3.5M€) resultante
das revisões de projeto. O KPI 4 (Aderência Semanal) e o KPI 9 (Observações de Segurança)
provaram ser indicadores leading (preditivos) eficazes.
A tese conclui com a proposta de um “Modelo Otimizado” (Tabela 4) que substitui o CPI / CV
(inaplicáveis) pelo KPI 6 (Custos Extra) como a métrica de controlo de custos fundamental e
pragmática para este contexto contratual.
The traditional model of construction supervision, focused on reactive verification, is insufficient for managing complex projects. This dissertation proposes and validates a Key Performance Indicator (KPI) dashboard for the “Manager-Supervisor”, focused on performance measurement. The methodology used was a single Case Study (“Project Alpha”), analyzed over the 12 months of the original contractual deadline. The context was a Lump Sum contract subject to severe interface disruption and chronic project instability. The results demonstrated the inapplicability of theoretical cost KPIs (KPI 1 – CPI and KPI 2 – CV). It was verified that, due to the payment method (𝐴𝐶 = 𝐸𝑉), these indicators always resulted in 1.0, proving to be useless. Conversely, the robustness of pragmatic indicators was validated: KPI 3 (SPI) quantified the final delay (0.62) and KPI 6 (Extras Cost) measured the cost overrun (3.5M€) resulting from project revisions. KPI 4 (Weekly Adherence) and KPI 9 (Safety Observations) proved to be effective leading indicators. The thesis concludes with the proposal of an “Optimized Model” that replaces CPI /CV with KPI 6 (Extras Cost) as the fundamental and pragmatic cost control metric for this contractual context.
The traditional model of construction supervision, focused on reactive verification, is insufficient for managing complex projects. This dissertation proposes and validates a Key Performance Indicator (KPI) dashboard for the “Manager-Supervisor”, focused on performance measurement. The methodology used was a single Case Study (“Project Alpha”), analyzed over the 12 months of the original contractual deadline. The context was a Lump Sum contract subject to severe interface disruption and chronic project instability. The results demonstrated the inapplicability of theoretical cost KPIs (KPI 1 – CPI and KPI 2 – CV). It was verified that, due to the payment method (𝐴𝐶 = 𝐸𝑉), these indicators always resulted in 1.0, proving to be useless. Conversely, the robustness of pragmatic indicators was validated: KPI 3 (SPI) quantified the final delay (0.62) and KPI 6 (Extras Cost) measured the cost overrun (3.5M€) resulting from project revisions. KPI 4 (Weekly Adherence) and KPI 9 (Safety Observations) proved to be effective leading indicators. The thesis concludes with the proposal of an “Optimized Model” that replaces CPI /CV with KPI 6 (Extras Cost) as the fundamental and pragmatic cost control metric for this contractual context.
Descrição
Palavras-chave
Fiscalização de Obras Gestão de Projeto Indicadores-Chave de Desempenho (KPIs) Estudo de Caso Gestão do Valor Agregado (EVM) Gestão de Custos Construction Supervision Project Management Key Performance Indicators (KPIs) Case Study Earned Value Management (EVM) Cost Management