Byggprojektstyrning med Earned Value Management
AbstractToday, too many construction projects are delayed and deviates from the budget. Agood project management is the basis for successful construction project. The mostcommon planning methods in the construction industry is currently Gantt chart andCPM. The problem with these is that focus is only at the time of the project anddoesn?t handle the budget. A project management method which connects the timeand cost is Earned Value Management. Earned Value Management enablescalculations of different metrics for cost and time that can be used early to see trendsin project implementation.The aim of our study is to describe the project managenment in the constructionindustry and to explain the criteria needed to implement project managementmethodology 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 forcalculations and purchase of ByggSjögren, and Insa Ostendorf, project manager atRamböll, we were using the information they gave us to do our study.Based on empirical evidence and data we collected, we have made estimates andproposals for ByggSjögren could proceed at an implementation of Earned ValueManagement. 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, weconcluded that the criteria that are important to implement Earned Value Managementin construction industry is particularly close monitoring. Much of what is included inthe Earned Value Management is already being done today in many constructioncompanies, but they have no name for it.