Cost And Schedule Control Of Transmission Line Project Based On Earned Vaiue Management

There are lots of problems in the transmission line engineering project management of our country. The most remarkable problems are the serious deviation between actual cost and planned cost of the project, the serious deviation between project actual time limit and planned project duration, especially the deviation in the process not corrected in time, or there exists greater deviation when rectifying separately. These issues will lead to cumulative deviation bigger and bigger, even the actual cost overspent and the actual construction time lags behind. In this paper, combining the theory study and practice case analysis method, aiming at the limitations that exist in the transmission line engineering project management, in accordance with the basic theory of earned value method, the following work is carried on in this paper.First of all, this paper analyzes the present situation of transmission line project progress management and cost management and put forward the limitation of dividing the two managements separately. The author points out that with the project schedule management alone we can’t quantize construction cost, judge the project management level and predict the development trend. In addition, the author also illustrates that the traditional deviation analysis method sometimes is misleading and meaningless for the construction cost management.Secondly, this paper introduces the basic theory of Earned Value Management and draw into a new index critical ratio, CR to detect the circulation of whole project at a certain moment. At the same time, we also improve the formula of EAC which is used for the project completion estimation in order to enhance the accuracy of the prediction. We also take the specific transmission line project as a case, apply the improved earned value method into the project management and then determine the project status and deviation types by measuring the three basic parameters at certain time and calculating the five indicators. After that, we analyze the deviation reason, make targeted corrective action, estimate EAC basing on the current efficiency forecast and finally evaluate the control effect. With living example, we have implemented the effective control of project cost and schedule, meantime proved the feasibility of the applying the improved earned value method to the transmission line project management. The improved earned value method can realize the joint control of project schedule and cost which provides reference for the further research about applying the earned value method to the transmission line project management.Finally, the author puts forward the future research direction which is how to measure the three basic parameters to ensure the data efficiently and accurately.