Aplicação do earned value em projetos complexos - um estudo de caso na EMBRAER
Carregando...
Data
2007-12-01
Autores
Giacometti, Rogério Abdala
Silva, Carlos Eduardo Sanches da
Souza, Helder José Celani de [UNESP]
Marins, Fernando Augusto Silva [UNESP]
Silva, Elizabete Ribeiro Sanches da
Título da Revista
ISSN da Revista
Título de Volume
Editor
Universidade Federal de São Carlos (UFSCar)
Resumo
O gerenciamento do Earned Value vem obtendo aceitação crescente nas empresas e entre profissionais tais como gerentes de projetos e funcionais, devido à sua efetividade no controle dos resultados do projeto. Earned Value é definido como uma ferramenta de controle que permite avaliar simultaneamente de maneira quantitativa como se encontram os custos e prazos em uma data de controle, permitindo também prever a data de término e o valor gasto (VARGAS, 2005). Este artigo avalia a aplicabilidade do earned value como ferramenta de controle de projetos aeronáuticos na EMBRAER. Contribui também para a aplicação do earned value no controle de projetos complexos. Utilizam-se como técnicas de coleta de dados: entrevistas, observações e análise documental. Conclui-se que o earned value é utilizado apenas nos projetos da área de aviação de defesa, por ser uma exigência contratual. O uso do earned value nas áreas de programas executivos e comerciais restringe-se às fases de definição conjunta, projeto detalhado e certificação, pois o escopo do projeto é bem definido, o cronograma é detalhado e os custos são previstos e obtidos com maior acuidade. Nas demais fases de desenvolvimento do produto, o uso do earned value é restrito, devido principalmente às constantes alterações de escopo do produto e do projeto.
Earned value management has been increasingly used by companies as well as by functional and project managers due to its effectiveness in controlling project results. It is defined as a control tool that enables a quantitative and simultaneous evaluation of the costs and process time within a pre-scheduled date as well as predicting the deadline and the total value spent (VARGAS, 2005).This study evaluates the earned value applicability as a tool to control aeronautical projects at EMBRAER, A Brazilian Aeronautical Company. It is also concerned with the application of earned value in the control of complex projects. The data were gathered through interviews, observations and document analysis. The results show that The Earned Value is used only in the defense aviation projects since it is a contractual obligation. Its use in executive and commercial areas is restricted to the combined definition stages, detailed project, and certification because the scope of the project is well defined, the schedule is detailed, and the costs are foreseen and fairly accurate. In the other stages of the product development, the use of earned value is restricted mainly because of the frequent changes of the scope of the product and project.
Earned value management has been increasingly used by companies as well as by functional and project managers due to its effectiveness in controlling project results. It is defined as a control tool that enables a quantitative and simultaneous evaluation of the costs and process time within a pre-scheduled date as well as predicting the deadline and the total value spent (VARGAS, 2005).This study evaluates the earned value applicability as a tool to control aeronautical projects at EMBRAER, A Brazilian Aeronautical Company. It is also concerned with the application of earned value in the control of complex projects. The data were gathered through interviews, observations and document analysis. The results show that The Earned Value is used only in the defense aviation projects since it is a contractual obligation. Its use in executive and commercial areas is restricted to the combined definition stages, detailed project, and certification because the scope of the project is well defined, the schedule is detailed, and the costs are foreseen and fairly accurate. In the other stages of the product development, the use of earned value is restricted mainly because of the frequent changes of the scope of the product and project.
Descrição
Palavras-chave
Projetos, Controle, Earned value, Project, Control, Earned value
Como citar
Gestão & Produção. Universidade Federal de São Carlos (UFSCar), v. 14, n. 3, p. 595-607, 2007.