PROJECT MANAGEMENT

REPORT
(CIVIL/BUILDING) ENGINEERING
BLDG 657 PROJECT MANAGEMENT
Professor: Dr. SANG HYEOK HAN
Yaseen Mohammed - 27677723
Amit Anahita Narges Sanjiv -

FALL semester 2016

CASE STUDY: (ANALYSING PROJECT STATUS WITH EVM)

ST ELIAS ROME ORTHODOX CHURCH
DESCRIPTION: The church is located in Al-Musaffah, Abu Dhabi, the structure is a beautiful
complex but well knows for its main church hall, libraries and canteens. While the whole is
embellished by surrounding gardens. Car parking facilities are also provided within the
compound. (Koster 2011)
Contractor: Dhafir Development & Contracting L.L.C
Consultant: Architectural & Engineering Consultants

PROJECT SCOPE:
MAIN BUILDING
ACCOMMODATION BUILDING

Sacristy, Alter, Apse, Sanctuary and Choir

Chancel, North & South Transept, Nave,
Narthex, Gospel, Epistle
#Rooms, #Bathrooms, Main Kitchen, Main
Dining Room, Main Living room, auxiliary
kitchen

METHODOLOGY & ASSUMPTIONS:

1. Schedule planned data was obtained from the company, with cost estimated budgeted for
every task. The bar chart is produced in MS project for the planned schedule based on the
data and the curve was also developed for budgeted cost of work scheduled (BCWS) is
plotted.
2. Since this project is ongoing, the actual costs with schedule data were missing. So, the
actual schedule and the actual costs worked in the project are purely on assumption. The
curves for Budgeted Cost of Work Performed (BCWP) and Actual Cost of Work
Performed (ACWP) are plotted based on the assumed schedule and budgeted costs and
the actual cost.
3. The forecast and project analysis was based on 40 hours per week.
4. All the costs on tables and graphs are in AED (United Arab Emirates Dirham) which has
and exchange rate today (Oct 1st 2016) of approximately 0.3 Canadian Dollars.

Project Baseline: Budgeted Cost of Work Scheduled (BCWS):

Figure below shows that the budgeted cost of work scheduled (BCWS) in increment per
month for the entire planned duration of the project. The numerical figures were determined
by analyzing planned project schedule, the activities that are planned to be
performed/completed per month, and the summation of all the estimated costs of those
activities. The figure also shows the estimated total cost of the project, i.e. 26,000,000.00
AED

Project Start Date: 20 November, 2015.

Project End Date (planned): 13 May, 2017.
Project Budget: 26,000,000 AED
The histogram and baseline curve were plotted with the data that was calculated in table 3 of
excel sheet which is attached as in appendix of this report, Forecasted cash flow of the project. If
we have a look at the data results for the month of March 2017, at this point in time the project is
planned to be only 10.54% complete with an increase of 3.46% from the previous month. These
percentages are determined by summing the estimated costs of the planned activities to be
performed during the entire month of March (899,362.00 AED) and comparing that total
monthly cost to the total budgeted cost of the project (26,000,000 AED).
Project Actual Cost of Work Performed (ACWP):
The graph below represents the actual monthly cost of worked completed (ACWP). The data is
obtained directly from the contractor. With the use of the report date actual cost of the project
(11,938,422 AED) and the October 16 As-build schedule with remaining activities to be
completing or percentage of completion of started activities, the total project cost was forecasted
(27,038,300 AED).
Note: The final forecasted cost does not take into account adjustments that the owner or
contractor may undertake to stay on budget.

Project Earned Value/ Budgeted Cost of Work Performed (BCWP) (EV):

The figure below shows the budgeted cost of work performed (BCWP) which is also known to
be the Earned value (EV) of the project. The numerical values per month represent the estimated
budgeted cost of the actual work that has been completed at the point in time of the project. The
report date was conducted in October 2016, and in respect to the actual completion percentage of
work performed/completed, it represents a budgeted cost of 11,269,119.00 AED.

Causes of Delay & Corrective Actions Considered:

The project was planned to start on November 20, 2015 but it got delayed by 1 month and
started on December 20, 2014 because of the delay in drawings and specifications were
not ready by the architects and engineers for the project. This was the reason for the delay
in all activities by 1 month.
In the month of March and April there was a delay of 18 days in total because of
undesirable weather conditions. It also made an impact on the concrete works by 20
working days. Action of correction is taken to meet the planned project dates by
increasing the quantity of labor and equipment and hence resulting in a cost increase.
This corrective action can account for the delay caused by adverse weather conditions
and hence failing to make up for the last start of project. As the project budget has limited
cash flow, it was decided to relax the time and not over cost the project to meet the end
date.
The equipment and materials were supposed to be on site on 20Aug, 2016 but it wasnt
until 4 Sep, 2016 resulting in a delay of 12 working days and hence start of the finishing
work was from Sep 5, 2016. AC works was also impacted by 12 working days forcing the
commencement to start from 25 Sep, 2016.
12 Working days were delayed for Firefighting works and started on 10 Oct, 2016.
The total delays caused the expected project completion date to be on June 25, 2017
The main building and Accommodating building were built simultaneously. The delays
were same and amounts for both the structures.
Project Progress Evaluation:
Project Status in October 2016:
The figure below is a clear demonstration of the project status at the observation point in October
2016. The graph compares the EV, ACWP and the BCWS. The forecasted spend amount of work
completed at this point in time was expected to be 14,098,434 AED but in reality, the contractor
performed work that cost 11,938,422 AED. This was a clear indication to the owner and
contractor that the project has some delays. Comparing the EV amount (11,269,119 AED) with
the higher Actual amount (11,938,422 AED), also indicates that the project is over budget.

Analysis data:
Report date: October 2016
Project start date (Planned): 20 November 2015
Project start date (Actual): 20 December 2015
Project end date (Planned): 13 May 2017
Project end date (Actual): 24 June 2017
Schedule over run: 31 working days
Project budget: 26,000,000.00 AED
Earned Value of the project11,269,119.00 AED (43.34 %)
Planned value of the project 14,098,434 AED (54.22%)
Project status analysis at report date October, 2016 and Estimate at Completion:
The figure below shows the status of the project by demonstrating if the project was on to the
planned estimate and schedule. With the plot of the graph, we can estimate the Cost Variance
(CV), Schedule Variance (SV), and the Accounting Variance (AV).

Schedule Variance (SV) = BCWP BCWS = 11,269,119 14,098,434 = - 2,829,315

AED (Behind schedule).
Schedule Performance Index (SPI) = EV/BCWS = 11,269,119 / 14,098,434 = 0.80
(Behind schedule, Bad performance).
Cost Variance (CV) = ACWP BCWP = 11,938,422 11,269,119 = 669,303 AED (Cost
overrun)
Cost Performance Index (CPI)= BCWP/ACWP =11,269,119/11,938,422 = 0.943937063
(Cost Overrun, Bad Performance)
Accounting Variance (AV) = ACWP BCWS = 11,938,422 14,098,434 = - 2,160,012
AED
Budget at Completion (BAC) = 26,000,000 AED
Estimate at completion (EAC) = BAC / CPI = 26,000,000 / 0.943937063 = 27,544,219.27
AED
The Estimate at completion for the reporting date (October, 2016) is calculated to be
27,544,219.27 AED.
Project Progrees Curve:
The figure below shows the actual progress of the project of 45.03% at the reporting date. While
the planned progress for that date was supposed to be scheduled as 54.22%, it clearly indicates
that the project is behind the schedule by 9.19%.

Conclusion:
The data for the case study was obtained from the company (Dhafir Development & Contracting
L.L.C). For the given data, an actual schedule was developed in excel by considering the delays
and the curves were plotted for earned value and actual cost of work performed. October 2016
was the month in which the project status was observed and was found to be behind schedule
with cost over run. Due to delay in the initial drawings of the project, it was clearly behind
schedule. Corrective actions were made but it couldnt effect the project progress much, and the
delays caused in site construction and finishing works were due to adverse weather conditions
were considered as the reason for the bad performance.