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Aplicação do Earned Value Management na gestão de projetos industriais
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Resumo(s)
A crescente complexidade dos projetos industriais e a necessidade de controlar simultaneamente
custos, prazos e progresso físico têm impulsionado a adoção de metodologias
integradas de monitorização do desempenho. O Earned Value Management
(EVM) destaca-se como uma das abordagens mais reconhecidas internacionalmente
para este fim, ao combinar num único referencial analítico o valor planeado, o valor
ganho e o custo real.
Esta dissertação apresenta a aplicação do modelo EVM a um projeto industrial
real desenvolvido na unidade industrial da Nestlé em Avanca, Portugal. O projeto
analisado correspondeu à atualização dos sistemas de segurança da instalação, incluindo
a modernização do sistema de videovigilância (CCTV) e do sistema de controlo
de acessos, com um orçamento total de € 243 506,83 e uma duração planeada de
catorze meses.
A metodologia adotada baseou-se na definição de uma Work Breakdown Structure
(WBS) e de uma baseline de custo e prazo no Microsoft Project, na extração
periódica dos custos reais do sistema SAP e no cálculo dos principais indicadores do
modelo — CPI, SPI, EAC e VAC — em cinco pontos de análise trimestrais e num
ponto de conclusão ao longo do ciclo de vida do projeto.
Os resultados obtidos demonstram que o EVM permitiu identificar situações
relevantes que não seriam detetáveis com métodos tradicionais de controlo, nomeadamente
o adiantamento do projeto resultante da negociação antecipada de equipamentos
e o atraso crítico na fase de implementação causado por um bloqueio técnico
no sistema de controlo de acessos. O projeto foi concluído em dezembro de 2025,
com um atraso de aproximadamente um mês face à data planeada, e um desvio de
custo de apenas 0,8% face ao orçamento inicial, evidenciando um controlo de custos
globalmente eficaz.
O estudo identifica ainda limitações relevantes para a aplicação do Earned Value
Management (EVM) em contexto industrial, em particular a influência da estrutura
de pagamentos por marcos contratuais nos indicadores de custo, situação em que
o Schedule Performance Index (SPI) se revelou um indicador mais fiável do que o
Cost Performance Index (CPI). A integração manual entre o Microsoft Project e o
Systems, Applications and Products in Data Processing (SAP) constituiu a principal
barreira operacional identificada, sendo proposta como trabalho futuro a automatização
desta integração através de plataformas como o Microsoft Power BI.
The increasing complexity of industrial projects and the need to simultaneously control costs, schedules and physical progress have driven the adoption of integrated performance monitoring methodologies. Earned Value Management (EVM) stands out as one of the most internationally recognised approaches for this purpose, combining planned value, earned value and actual cost into a single analytical framework. This dissertation presents the application of the EVM model to a real industrial project developed at the Nestlé industrial facility in Avanca, Portugal. The project analysed corresponded to the upgrade of the site’s security systems, including the modernisation of the CCTV surveillance system and the access control system, with a total budget of € 243 506.83 and a planned duration of fourteen months. The adopted methodology was based on defining a Work Breakdown Structure (WBS) and a cost and schedule baseline in Microsoft Project, periodically extracting actual costs from the SAP system, and calculating the main EVM indicators — CPI, SPI, EAC and VAC — at five quarterly analysis points and a final closure point throughout the project lifecycle. The results demonstrate that EVM enabled the identification of relevant situations that would not have been detectable through traditional control methods, namely the project advancement resulting from the early negotiation of equipment delivery and the critical delay in the implementation phase caused by a technical blockage in the access control system. The project was completed in December 2025, approximately one month later than planned, with a cost variance of only 0.8% against the initial budget, reflecting overall effective cost control. The study also identifies relevant limitations for the application of EVM in an industrial context, particularly the influence of milestone-based contractual payment structures on cost indicators, a situation in which the SPI proved to be a more reliable indicator than the CPI. The manual integration between Microsoft Project and SAP was identified as the main operational barrier, and the automation of this integration through platforms such as Microsoft Power BI is proposed as future work.
The increasing complexity of industrial projects and the need to simultaneously control costs, schedules and physical progress have driven the adoption of integrated performance monitoring methodologies. Earned Value Management (EVM) stands out as one of the most internationally recognised approaches for this purpose, combining planned value, earned value and actual cost into a single analytical framework. This dissertation presents the application of the EVM model to a real industrial project developed at the Nestlé industrial facility in Avanca, Portugal. The project analysed corresponded to the upgrade of the site’s security systems, including the modernisation of the CCTV surveillance system and the access control system, with a total budget of € 243 506.83 and a planned duration of fourteen months. The adopted methodology was based on defining a Work Breakdown Structure (WBS) and a cost and schedule baseline in Microsoft Project, periodically extracting actual costs from the SAP system, and calculating the main EVM indicators — CPI, SPI, EAC and VAC — at five quarterly analysis points and a final closure point throughout the project lifecycle. The results demonstrate that EVM enabled the identification of relevant situations that would not have been detectable through traditional control methods, namely the project advancement resulting from the early negotiation of equipment delivery and the critical delay in the implementation phase caused by a technical blockage in the access control system. The project was completed in December 2025, approximately one month later than planned, with a cost variance of only 0.8% against the initial budget, reflecting overall effective cost control. The study also identifies relevant limitations for the application of EVM in an industrial context, particularly the influence of milestone-based contractual payment structures on cost indicators, a situation in which the SPI proved to be a more reliable indicator than the CPI. The manual integration between Microsoft Project and SAP was identified as the main operational barrier, and the automation of this integration through platforms such as Microsoft Power BI is proposed as future work.
Descrição
Palavras-chave
Earned Value Management Gestão de Projetos Controlo de Desempenho Projetos Industriais Microsoft Project SAP Gestão de projetos Controlo de desempenho Projetos industriais Microsoft project