Using the Earned Value Management System to Improve Electrical Project Control
Publication: Journal of Construction Engineering and Management
Volume 138, Issue 3
Abstract
In many cases, disorganized cost and schedule tracking practices, as well as inaccurate data collection, cause many projects to experience distress and possible profit loss. This paper introduces an earned value management system that allows electrical contractors to monitor construction progress, perform forecasts on the project, uncover problems occurring on-site, and respond to problems in the project as early as possible. This paper also presents a case study, along with its results, to supplement the application of the earned value management system. In the case study, several progress reports for the earned value system were used, including the field personnel loading curve, Hanna’s control points, S-curves, performance factor profiles, and work-hour forecasts. Results from the analysis showed that early determination of probable project outcome is possible with reasonable forecasting accuracy. Early warning signs are discussed and explained by the author. Using an earned value management system can also help detect cost overruns and schedule slippages early in the project, which makes it possible for the project team to take corrective measures in a timely manner.
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References
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Information & Authors
Information
Published In
Journal of Construction Engineering and Management
Volume 138 • Issue 3 • March 2012
Pages: 449 - 457
Copyright
© 2012 American Society of Civil Engineers.
History
Received: May 26, 2010
Accepted: May 26, 2011
Published online: May 28, 2011
Published in print: Mar 1, 2012
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