Application Of Earned Value Method In Cost And Progress Management Of Construction Projects Of YT Compan

The cost and schedule of construction are two important indicators to measure the expected economic benefits of a construction project.Due to the complex architectural design,many resource requirements,frequent construction collisions,and stricter requirements in the use of buildings,installation and commissioning of equipment,and safety production specifications for chemical construction projects,in the process of project construction,the cost and The progress control work is more complex.From the point of view of the value chain,earned value management can directly reflect the progress of the project and the completion of cost objectives,thus providing an effective basis for cost schedule management.Therefore,earned value management can be used as an effective tool to control the cost and schedule of chemical construction projects.In this thesis,a typical and medium-scale chemical construction project X project of YT Pharmaceutical Chemical Co.,Ltd.is taken as a research case,and a research on construction project cost control based on earned value method is carried out,mainly in the following aspects:First of all,the special conditions of the construction of the X project are sorted out,the sub-project modules are divided according to the content of the project,the key path of each sub-project is analyzed,and the fixed cost and variable cost of the project are clarified.Assignment and overall schedule planning,prepared corresponding work breakdown structure table,cost schedule and schedule,and set up corresponding monitoring points and monitoring targets,thus completing the basic work for researching on cost and schedule management of X project using earned value method.Secondly,using the collected construction data of the first 15 weeks of construction of the X project site,according to the cost schedule and schedule,the cost expenditure and schedule data were quantified,and the corresponding earned value parameters were calculated.According to the earned value data,the execution status of the project is analyzed.Third,through the fluctuation of earned value data at various monitoring points,it is found that the implementation of X project has problems of cost overruns and backward progress.By reviewing the construction log data in the process of project development,the analysis and summary of the expected cost progress of X project are summarized.The main reasons for the deviation can be attributed to three aspects: epidemic factors,climate factors,and management factors.Finally,in view of the reasons that lead to the deviation of the cost and schedule of the X project,it is proposed to carry out the X project from four aspects: strengthening the on-site management of the project,doing a good job in the skill training of personnel,ensuring the progress of the critical path,and formulating a more detailed schedule plan.Correction of cost and schedule.At the same time,on the basis of the above work,it is proposed to ensure the effective development of cost progress control in three aspects:building a comprehensive control environment,implementing the main responsibility of cost control,and improving the construction of information sharing mechanism.