Investigating differences an‎d project control indicators for case project an‎d determining the causes of changes in the basic plan

1/1/1900 12:00:00 AM

Construction projects are typically carried out in high-risk environments, where significant changes may occur during various stages of execution. Such changes can lead to serious financial consequences, including cost overruns an‎d project delays. In this study, aimed at improving project control an‎d performance forecasting, the Earned Value Management (EVM) method was applied as a tool for integrating time an‎d cost. A case study was conducted on the construction of a dormitory at Malek Ashtar University in Tehran. The project was initially planned with a budget of 88.7 billion tomans an‎d a scheduled duration of 6 months, but it was completed with a 1-month delay an‎d costs exceeding 105 billion tomans. Actual data—including the baseline schedule, progress reports, an‎d financial records—were collected an‎d analyzed across four time periods. Key performance indicators were calculated an‎d compared with two enhanced approaches: "Weighted Earned Value" an‎d "Critical Activity-Based Analysis." The results demonstrated that the proposed methods improved the accuracy of project completion time forecasts by an average of 12% compared to the conventional approach an‎d enabled earlier detection of critical deviations. These findings highlight that combining weighted analysis with a focus on the critical path provides an effective tool for mitigating delay risks an‎d achieving better cost control in construction projects.

كنترل پروژه , روش ارزش كسب شده , مسير بحراني , فعاليت‌هاي بحراني

Project Control , Earn Value Manageent , Critical path , Critical tasks

Amirmohammad Safari Zarch

Dr.Ghoddousi