Views
18
Downloands
6
Proje yönetiminin en önemli işlevlerinden biri, projenin zaman ve maliyet olarak takibi ve kontrolüdür. Ancak günümüz inşaat sektörü rekabet koşullarında müşteri memnuniyeti, kalite odaklı ölçülmektedir. Bu noktada sektörde müşterinin kalite anlamında yapılan işi görebildiği ve değerlendirdiği son nokta ince inşaat işleri olduğundan, her ne kadar imalatlar bitti denilse de teslimatlarda üst yönetimin veya müşterinin beğenmediği ve düzeltilmesini istediği birçok ilave işler çıkmaktadır. Son anda yapılması istenilen düzeltme ve proje dışı işler, önemli bir zaman ve maliyet kaybına neden olmaktadır. Bu çalışmada, öncelikle aynı bölgede birbirine benzer üç ayrı konut projesine (A, B ve C projeleri) ait ince inşaat işlerinin dokuz farklı imalat kalemine Kazanılmış Değer Analizi (KDA) uygulanmış, zaman ve maliyet parametreleri hesaplanmıştır. Daha sonra her bir imalat için teslimat aşamasında müşteri beklentilerini sağlamak ve hedeflenen kaliteyi yakalamak adına harcanan ilave maliyet ve süreleri hesaba katılarak yeniden KDA uygulanarak süre ve maliyet endekslerinin değişimleri hesaplanmıştır. 1. ve 2. analiz sonuçlarına göre her üç projede ele alınan kümülatif zaman ve maliyet endekslerine bakıldığında A projesinin takvim başarı endeksi (SPI) değerinde %4, maliyet başarı endeksi (CPI) değerinde %10, B projesinin SPI değerinde %2, CPI değerinde %9, C projesinin ise SPI değerinde %2, CPI değerinde %6 oranında azalma görülmektedir. Yani üç projede de maliyet ve zaman olarak artış gözlenmiştir. Yine 1. ve 2. KDA sonuçlarına göre imalat düzeyinde SPI değerleri kıyaslandığında en fazla süre kaybına neden olan imalatın %5’lik düşüşle alçı sıva imalatı, imalat düzeyinde CPI değerleri kıyaslandığında ise en fazla maliyet kaybına neden olan imalatın %16’lık düşüşle dış cephe kaplama imalatı olduğu görülmüştür. Sonuç olarak bu çalışmada, sadece bütçe ve zaman unsurlarını hesaba katan KDA’ya kalite faktörünün de dâhil edilmesiyle performans endekslerinde oluşacak değişim incelenmiştir. Kalite faktörünün KDA’ya eklenmesiyle proje ve imalat düzeyi performans endekslerinde düşüş (yani maliyette ve sürede artış) olduğu görülmüştür.
One of the most important functions of project management is the monitoring and control of the project as time and cost. But in today’s construction industry competitive conditions, customer satisfaction is measured quality-focused. At this point in the industry the customer can see the work done in terms of quality and the last point he evaluates is the fine construction work, although the manufacturing is said to be done, in the delivery there are many additional work that the top management or customer does not like and wants to be corrected. The desired repairs and out-of-project work that are done at the last moment lead to a significant time and cost loss. In this study, first and foremost three distinct housing projects (Projects A, B and C) were applied to nine different manufacturing paintings of fine construction works, gained value analysis (KDA), time and cost parameters were calculated. Then in the delivery phase for each manufacturing, the changes in the time and cost indicators are calculated by taking into account the additional costs and times spent in order to provide the customer’s expectations and catch the target quality. 1 and 2. According to the results of the analysis, considering the cumulative time and cost indicators addressed in each of the three projects, the value of the project’s calendar success index (SPI) is reduced by 4%, the value of the project’s cost success index (CPI) is reduced by 10%, the value of the project’s SPI is reduced by 2%, the value of the project’s CPI is reduced by 9%, and the value of the project’s SPI is reduced by 2%, the value of the project’s CPI is reduced by 6%. Three projects have increased their cost and time. Again 1 and 2. According to the KDA results, when compared to the SPI values at manufacturing level, the production that caused the greatest time loss was reduced by 5%, while when compared to the CPI values at manufacturing level, the production that caused the greatest cost loss was reduced by 16%. As a result, this study has studied the changes that will occur in performance indicators with the inclusion of the quality factor to the KDA, which only takes into account the budget and time elements. With the addition of the quality factor to the KDA, the project and manufacturing levels have seen a decline in performance indicators (i.e. an increase in cost and time).
One of the most crucial functions of project management is the monitoring and control of the project in time and cost. However, in today's construction industry, customer satisfaction is measured with a focus on quality. At this point, since the last point in the sector where the customer can see and evaluate the work done in terms of quality is fine construction works, even though it is said that the manufacturing is finished, there are many additional works in the deliveries that the top management or the customer dislikes and wants to be corrected. The correction and non-project works requested at the last-minute cause a significant time and cost loss. In this study, firstly, Earned Value Analysis (EVA) was applied to nine different manufacturing items of fine construction works belonging to three different residential projects (A, B and C projects) in the same region, and time and cost parameters were calculated. Then, the changes in the time and cost indices were calculated by taking the additional costs and times spent in each delivery to ensure customer expectations and to achieve the targeted quality, by applying the EVA again. According to the results of analysis 1 and 2, looking at the cumulative time and cost indices discussed in all three projects, the project success index (SPI) of project A is 4%, the cost achievement index (CPI) is 10%, the project B's SPI value is 2% and CPI value is %9, In C project, there is a 2% decrease in SPI value and a 6% decrease in CPI value. In other words, an increase in cost and time was observed in all three projects. Again, according to the 1st and 2nd EVA results, when the SPI values at the manufacturing level are compared, the plaster manufacturing with the 5% decrease in the production that caused the most time loss, and the painting works with the 23% decrease in the manufacturing which caused the most cost loss when the CPI values at the manufacturing level were compared. As a result, in this study, the change in performance indices was examined by including the quality factor in the EVA, which takes into account only budget and time factors. With the addition of the quality factor to the EVA, it has been observed that there is a decrease in project and manufacturing level performance indices (ie increase in cost and time).
Field : Fen Bilimleri ve Matematik; Mühendislik
Journal Type : Uluslararası
Article Detail 
Similar Articles
Download PDF
Journal Information
Listen Paper
Cite
Print This Page
Share
Mendeley
