Delayed Building Schedule Control Using Milestones
203
The adjusted durations were recorded with the accuracy of full working days, as
per the rules for generating schedules in computer software.
As a result of increasing the efficiency of works for the analyzed activities, the
deadline for the implementation of the entire project falls on the planned date of
completion of the project, and the costs incurred for their implementation (ACWP)
exceed the values of planned costs (BCWS).
4 Analysis of Costs Incurred—Based on the Schedule
and Registration of Works
Supplying works with additional working brigades to accelerate the implementation
of the project results in increased costs actually incurred (ACWP). Figure 6 illustrates
the second progress report using the earned value method (EVM) as at the end of the
project (31/12/2015).
The diagnosed delay in the implementation of the project allowed for the early
introduction of corrective actions, which “brought” the works carried out on schedule
to the “initial path”. The increase in the number of employees, however, resulted in
an increase in payroll costs, by a total of 11.97%, which resulted in a decrease in the
value of the cost performance index (CPI = 0.958), compared to the first stage of
work registration. At the same time, the costs incurred for works (ACWP) increased,
Fig. 6 Analysis of works progress using earned value method: II stage of registration (31.12.2015).
Charts: red bar: earned value (BCWP), green bar: incurred costs (ACWP), blue bar: planned costs
(BCWS), green line: indicator SPI, blue line: indicator CPI, grey/purple bar: cost/schedule variance;
Source Own study based on calculations of the Planista Max computer program [12]
203
The adjusted durations were recorded with the accuracy of full working days, as
per the rules for generating schedules in computer software.
As a result of increasing the efficiency of works for the analyzed activities, the
deadline for the implementation of the entire project falls on the planned date of
completion of the project, and the costs incurred for their implementation (ACWP)
exceed the values of planned costs (BCWS).
4 Analysis of Costs Incurred—Based on the Schedule
and Registration of Works
Supplying works with additional working brigades to accelerate the implementation
of the project results in increased costs actually incurred (ACWP). Figure 6 illustrates
the second progress report using the earned value method (EVM) as at the end of the
project (31/12/2015).
The diagnosed delay in the implementation of the project allowed for the early
introduction of corrective actions, which “brought” the works carried out on schedule
to the “initial path”. The increase in the number of employees, however, resulted in
an increase in payroll costs, by a total of 11.97%, which resulted in a decrease in the
value of the cost performance index (CPI = 0.958), compared to the first stage of
work registration. At the same time, the costs incurred for works (ACWP) increased,
Fig. 6 Analysis of works progress using earned value method: II stage of registration (31.12.2015).
Charts: red bar: earned value (BCWP), green bar: incurred costs (ACWP), blue bar: planned costs
(BCWS), green line: indicator SPI, blue line: indicator CPI, grey/purple bar: cost/schedule variance;
Source Own study based on calculations of the Planista Max computer program [12]