Earned Value Management (EVM) dalam Estimasi Biaya Proyek Piranti Lunak Menggunakan Spiral Development

2015 ◽  
Vol 6 (1) ◽  
pp. 36-42
Author(s):  
Adhi Kusnadi
Keyword(s):  
Unit Price ◽  
High Price ◽  
Value Management ◽  
Earned Value ◽  
Earned Value Management ◽  
Team Members ◽  
Software Applications ◽  
Software Metric ◽  
Need Analysis ◽  
The Cost

The success of a project is determined by the success of a software team in estimating the budget plan the cost of the software. The purpose of this paper is the creation, devise ways to estimate project budget software. To be able to compose a Planned Value (PV) project software required several steps. The first step is the preparation of WBS. Division of phase-phase creation of software applications in this paper follow the steps in the development of the software spiral. The second step is a software metric, method is the most straightforward and easiest in its application is a measurement based on metric size oriented. Intentionally taken a sample project that contains the work of hardware, so that can be made analysis unit price for the item that has a high price and need analysis. A summary of which can be taken from this discussion is the preparation method of estimating budget projects have successfully made systematically. How is made as simple as possible so that the team members have no experience whatsoever can make a budget. Keywords: Planned Value (PV) method, spiral, WBS, budget.

Revisiting reliability of estimates at completion for department of defense contracts

2019 ◽  
Vol 19 (3) ◽  
pp. 186-200
Author(s):  
Deborah B. Kim ◽  
Edward D. White ◽  
Jonathan D. Ritschel ◽  
Chad A. Millette
Keyword(s):  
Department Of Defense ◽  
Value Management ◽  
Critical Ratio ◽  
Early Assessment ◽  
Earned Value ◽  
Earned Value Management ◽  
Content Type ◽  
Cent Error ◽  
Defense Contracts ◽  
The Cost

Purpose Within earned value management, the cost performance index (CPI) and the critical ratio (CR) are used to generate the estimates at completion (EACs). According to the research in the 1990s, estimating the final contract’s cost at completion (CAC) using EACCR is a quicker predictor of the actual final cost versus using EACCPI. This paper aims to investigate whether this trend stills holds for modern department of defense contracts. Design/methodology/approach Accessing the Cost Assessment Data Enterprise (CADE) database, 451 contracts consisting of 863 contract line item numbers (CLINs) were initially retrieved and analyzed in three stages. The first replicated the work conducted in 1990s. The second stage entailed calculating 95 per cent confidence intervals and hypothesis tests regarding percentage accuracy of EACs for a contract’s final CAC. Lastly, regression analysis was conducted to characterize major, moderate and minor influencers on EAC reliability. Findings For modern contracts, EACCR aligns more with EACCPI and no longer demonstrates early accuracy of a contract’s final CAC. Contract percentage completion strongly reduced the per cent error of estimating CAC, while cost-plus-fixed-fee contracts and those with no work breakdown structure greater than Level 2 negatively affected accuracy. Social implications To militate against optimism of early assessment of a contract's true cost. Originality/value This paper provides empirical evidence that EACCR behaves more like EACCPI with respect to modern contracts, suggesting that today’s contracts have relatively high SPI. Therefore, caution is warranted for program managers when estimating the CAC from contract initiation up to and slightly beyond the mid-point of completion.

Cost/Schedule Monitoring and Forecasting for Project Based on Earned Value Management (EVM)

2014 ◽  
Vol 919-921 ◽  
pp. 1437-1440 ◽  
Author(s):  
Jian Wen Huang ◽  
Hui Min Pan ◽  
Yan Li ◽  
Yi Ting Zhu ◽  
Zai Yi Liao
Keyword(s):  
Project Managers ◽  
Value Management ◽  
Earned Value ◽  
Earned Value Management ◽  
Traditional Concept ◽  
The Status ◽  
Monitoring And Forecasting ◽  
Ultimate Outcome ◽  
And Performance ◽  
The Cost

Earned value management (EVM) is one of the most widely used control tools in project management. It is a well-known management system that integrates cost, schedule and performance. Based on the traditional concept of EVM, the cost/schedule monitoring and forecasting model is proposed in this paper. It gives us the analysis steps and provides the methods for monitoring the actual situation and forecasting the final cost and duration. By using this model, the managers are able to know timely the status of a project in terms of budget and schedule and forecast the developing trend and ultimate outcome of the project. So it is a reliable method to improve the capability of project managers for making reasonable decisions.

scholarly journals Usefulness and fields of the application of the Earned Value Management in the implementation of construction projects

2014 ◽  
Vol 13 (4) ◽  
pp. 357-364
Author(s):  
Agnieszka Dziadosz ◽  
Oleg Kapliński ◽  
Mariusz Rejment
Keyword(s):  
Construction Projects ◽  
Construction Project ◽  
Value Management ◽  
Construction Work ◽  
Earned Value ◽  
Earned Value Management ◽  
Cost Overruns ◽  
Total Cost ◽  
The Cost ◽  
Project Realization

The Earned Value Method allows the prediction of future values of the total cost and duration of the construction project realization, and also it allows the early detection of the collisions between the schedule and the construction project budget. It is more often indicated its usefulness for monitoring and controlling the construction work progress in the time and cost formulation. It is used, in the indirect way, to control the risk in terms of the cost overruns of the construction project realization and in case of the failure to meet the deadline for completion of the construction project. The authors’ goal was not only to indicate the advantages of the method (widely discussed in the literature) but also to indicate some inaccuracies in the application of the Earned Value Method, which may affect the costs forecasting and the date of completion of the construction project. The conclusions are based on the analysis of several construction project realizations.

scholarly journals Implementation of Earned Value Management in Unit-Price Payment Contracts

2017 ◽  
Vol 33 (3) ◽  
pp. 06016001 ◽  
Author(s):  
Miguel Picornell ◽  
Eugenio Pellicer ◽  
Cristina Torres-Machí ◽  
Monty Sutrisna
Keyword(s):  
Unit Price ◽  
Value Management ◽  
Earned Value ◽  
Earned Value Management

Directed earned value management based on ordered fuzzy numbers

2021 ◽  
pp. 1-14
Author(s):  
Seyed Taha Hossein Mortaji ◽  
Siamak Noori ◽  
Morteza Bagherpour
Keyword(s):  
Fuzzy Numbers ◽  
Lower Cost ◽  
Project Managers ◽  
Value Management ◽  
Monitoring And Control ◽  
Earned Value ◽  
Earned Value Management ◽  
Project Monitoring ◽  
And Control

Earned value management is well-known as the most efficient method of project monitoring and control providing relatively reliable information about the project performance. However, this method requires accurate estimates of the progress of project activities, which are always associated with uncertainties that, if ignored or not addressed well, lead to incorrect results. To address this issue, the application of multi-valued logic, in particular fuzzy logic, in earned value management has recently attracted a lot of attention both in practice and research. This paper introduces directed earned value management (DEVM) in which ordered fuzzy numbers are used to express the so-called uncertainties as well as to capture more information about the trend of the project progress. To evaluate the performance of the proposed method, several numerical examples and a case study are presented. The results reveal that compared to the existing methods, DEVM has a lower computational complexity. Also, it doesn’t suffer from the overestimation effect and as a result, it has a higher ability to express project-specific dynamics. In sum, the proposed method allows project managers to make informed decisions that lead to taking preventive and corrective actions promptly and at a lower cost.

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