Problem 4 - Integration of indicators of a project for decision making.

Leidy Brisecth Pardo Abril

Fernando Rojas Rojas
Oved Quiroga
Arvey Méndez
Melvin Tabaco

Grupo No: 202086790_13

Tutor: Concepción Barreda

Universidad Nacional Abierta y a Distancia - UNAD

School of Basic Sciences, Technology and Engineering - ECBTI

Master in Project Management

Projects III

2021

1
Table of Contents Introduction......................................5

Objectives.......................................................................................................................................6

Expansion and modernization of the Cofema S.A class II cattle and pig animal

processing plant located in the city of Florencia Caquetá......................................................7

1. Integrate the concepts, methodologies, the steps to design and build an indicator, the

classification or typology of indicators........................................................................................7

1.1 Comparison of efficiency and effectiveness indicators................................................8

1.2 Comparative Matrix of the Methodologies......................................................................10

1.3 Comparison of indicators related to efficiency, effectiveness and Efficacy.............12

2 With what was developed in problem 2; build the content of key performance

indicators, balanced scorecard, calculation of cost performance index and performance

index of the project schedule selected for that activity............................................................14

2.1. Design and build key performance indicators for a project.........................................14

2.2. Considering the Balanced Scorecard approach, build the indicators for a project. . .15

2.2.1 Balanced Scorecard – BSC / CMI..............................................................................15

2.3. Calculate cost performance index and schedule performance index. Calculate the

project costs..............................................................................................................................21

2.3.1 Resource requirements.................................................................................................21

2.3.2 Control costs................................................................................................................29

2.3.2.1 Baseline for performance measurement.................................................................29

2.3.2.1.1 S Curve Comparison.............................................................................................31

2.3.2.2 Work Performance Data and Earned Value Management..................................33

Execution Report...................................................................................................................33

2
 2.3.2.2.1 Calculation of program variation (SV):..............................................................35

¿Is the project behind schedule or not?..............................................................................35

¿According to the budget and initial programming to the fifth month the project

should have a physical progress corresponding to? monetary value..............................35

Taking into account the project execution report and the graph, the possible causes of

variation in the (SV) are determined..................................................................................35

Taking into account the work execution report and the graph, determine possible causes

of cost variation (CV)...............................................................................................................36

2.3.2.3 Execution and Performance Report.......................................................................37

2.3.2.3.1 Interpretation of the curve and the results obtained:Variation........................38

Performance indices.........................................................................................................38

¿Is the variation in the total program and its indicator, together with the variation in

the total cost of the project and its indicator, consistent?................................................39

2.3.3 Performance information work...............................................................................41

¿Will the project have a saving or not?..............................................................................41

2.4. Project Management by KPIs within the General Royalty System.............................42

3 Based on the development of problem 3 activity, Calculate the Critical Path and the

duration of the project.................................................................................................................48

3.1 Critical Path...................................................................................................................48

3.2 Duration of the Project.................................................................................................56

4. Determine methods for implementing indicators in project management, select one and

document it...................................................................................................................................57

5. Link to the deliverable document, the criteria of each member of the group, referring

3
 to lessons learned, contributions to knowledge, applicability in projects in the

construction of indicators and methods in project management........................................61

Conclusions...................................................................................................................................64

Bibliography.................................................................................................................................65

4
 Introduction

The development of a system of indicators of a project allows to know in a fast, simple and

reliable way the status, as well as, the progress during its life cycle, from the design stage,

following through the execution, operation, delivery, guarantee and ending with closure or

customer satisfaction That is why to measure the progress of a project, data that are comparisons

with respect to a programmed value are required, therefore, the progress indicators will be

mostly qualitative, that is, attribute type.

On the other hand, the way to assign a numerical value to an attribute is through counts or

proportions. In this case, the key indicators are used to describe the performance in each of the

stages of a project.

Therefore, it can be said that an indicator is defined as a measure used to quantify the

efficiency and / or effectiveness of an activity or process (Heredia, 2001), an important part of

the definition, is to clearly establish the purpose of the measurement, it is say, how this indicator

will affect the behavior of the company. This work is focused on evaluating strategic decisions

through indicators associated with management as support in the follow-up and follow-up

processes of the project “Expansion and modernization of the Cofema SA class II cattle and pig

animal processing plant located in the city of Florencia Caquetá.

5
 Objectives

General objective

To evaluate strategic decisions by means of indicators associated with management as support

in the monitoring and follow-up processes of the project

Specific objectives

 Build performance indicators to evaluate the progress of each process and Identify the

different elements in the construction of an indicator.

 Identify key performance indicators, the balanced scorecard, the cost performance index

calculation and the project schedule performance index.

 Build and calculate the Critical Path and the duration of the project.

 Determine the methods to implement indicators in project management.

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 PROJECT
Expansion and modernization of the Cofema S.A class II cattle and pig
animal processing plant located in the city of Florencia Caquetá.

Development of the requested points

1. Integrate the concepts, methodologies, the steps to design and build an indicator, the

classification or typology of indicators.

Performance indicators are calculated based on objectives; therefore, it is important that the

proposed indicators have a direct relationship with the level of the objective (CONEVAL, 2013,

p. 20).

In the construction of performance indicators, it is therefore important to adequately elaborate

objectives and that they are at the corresponding performance level:

Indicators related to the scope of performance have been established (when measured) and

level of objectives, so they are known as performance indicators:

In the performance indicators (effectiveness) should focus on: measuring the

effect or impact of the program intervention in solving a more complex problem: what strategic

objective responds to the more complex program?

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 In the performance indicators (effectiveness and efficiency) focus on:
measuring the results of the program in solving a specific social problem: What is expected to be

achieved with the program?.

In the performance indicators (effectiveness and efficiency) focus on:

measuring the production, delivery and characteristics of all goods and services that are provided

directly to the beneficiaries. This level includes the assets generated for the use of the program

itself. What goods or services does the program need to generate?

In the performance indicators (effectiveness and efficiency) focus on: the

processes carried out by the institution to generate the products. The management of the program

is verified to create the products, both those that are delivered to the beneficiary population and

those that use the same program as an intermediate input. What activities does the program carry

out to generate the required goods and services?

1.1 Comparison of efficiency and effectiveness indicators

Effectiveness Efficiency

The efficiency indicators measure the relationship between the

The effectiveness indicators measure the degree achievement of the program
of compliance with the established objective, and the resources used for its fulfillment. These indicators
that is, they provide evidence of the degree to quantify what it costs to achieve the proposed objective,
which the described objectives are being without limiting it to economic resources; It also includes
achieved. (CONEVAL, 2013, p. 22). the human and material resources that
the program uses to meet the specific objective (CONEVAL,
2013, p. 23).

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 It is the expression that measures the capacity of an economic
When the goals or objectives that had been
system or actor to achieve the fulfillment of a specific
previously established are achieved, the group is
objective, with a minimum of resources
effective (Méndez, 2018, p.15).
(Méndez, 2018, p.16).

It constitutes the ability to achieve a certain objective through

Grado en que se realizan las actividades
a rational use of available resources, whether material or time,
planificadas y se logran los resultados
that is, with the minimum of possible resources and (or) in the
planificados (Méndez, 2018, p. 15).
shortest possible time (Méndez, 2018, p. 16).

The allocation and combination of productive resources that

ensures the best result in correspondence
with the interests of the program (Méndez, 2018, p. 16).

These indicators can be obtained from indicators of results and

expenses expressed both in physical units and in value
(Méndez, 2018, 17).

In general, the expression of an efficiency indicator for

Méndez (2018, p. 16). Is:

𝑂𝑢𝑡𝑐𝑜𝑚𝑒 𝑆𝑝𝑒𝑛𝑑𝑖𝑛𝑔
𝐸𝑖𝑆𝑝𝑒𝑛𝑑𝑖𝑛𝑔
= ; 𝐸𝑖 = 𝑂𝑢𝑡𝑐𝑜𝑚𝑒

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1.2 Comparative Matrix of the Methodologies

Comparative Matrix of the Methodologies

Performance Dimension
Dimension /
Indicator
Efficacy Quality Efficiency Economy Effectiveness Result Process Structure

It measures the
It measures
relationship
attributes,
between the
capacities or
products and
characteristics that It measures the
services generated
the capacity
with
goods or services of the program to
respect to the
must generate or
It Measures inputs or
have in order to adequately
the resources used.
adequately meet the mobilize
degree to project's Objectives. financial It is to measure the
which an • Production costs resources. effort, taking into
objective is (average costs, unit account what has They measure
Quality is a the different
met costs, been programmed They assess
dimension Of Economy is a activities or
Aspect that It's doing administrative and the adequate whether the Monitor
effectiveness, but dimension results at the
evaluates what's costs in use of resources proposed activities to
because Of efficiency. levels of the
scheduled relation to total "Quality of the activity generate a
of its importance it institution.
We have expenditure) goals was product or
is It is a measure of Strategic,
achieved achieved" achieved service.
distinguished by its management Tactical and
the own • Average
objectives. capacity in Operational
name. productivity Of ¿What use have we
the use of generated?
the various
financial
It is measuring the production
resources to
implementation and factors
meet the
progress of the objective
quality • It is to do what is .
management programmed with a
process. better use of
resources.

Dimensions and Areas of Performance

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 When measured

Indirect Influence

Direct Influence

Direct control

Scope of
performance Impact Results Products Processes Supplies

Component
End Purpose Activities

Objective Indicators that allow Indicators that allow

Indicators that allow Indicators that allow
verifying the social and verifying the
verifying the solution of verifying the production
economic effects to management of the
a specific problem in and delivery of goods
which the program
the target population. and program services program processes.
contributes.

Efficacy
Indicators Efficacy Efficiency
Efficacy Efficacy Efficiency
Recommended Efficiency Economy
Quality

Source: Self-made based on (Sierra, 2020) & (CONEVAL, 2013)

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1.3 Comparison of indicators related to efficiency, effectiveness and Efficacy.
Comparative Table of Indicators
Indicator Efficiency
It measures the relationship between the
products and services generated with respect
to the inputs or resources used.
Aspect that • Production costs (average costs, unit costs,
administrative costs in
evaluates -
relation to total expenditure)
Description
• Average productivity of the various
production factors
• It is to do what is programmed with a
better use of resources.
The efficiency indicators focus on the
control of resources or inputs of process;
evaluate the relationship between resources
and their degree of use by part of them.
Differences
The efficiency indicators measure the
relationship between the achievement of the
program and the resources used for its
fulfillment. These indicators quantify what it
costs to achieve the proposed objective,
without limiting it to economic resources; it
Effectiveness Efficacy
It is to measure the effort, taking into
account what has been programmed
and the adequate use of resources Measures the degree to which an
"Quality of the goals achieved" objective is met It's doing what's
scheduled We have achieved the
¿What use have we generated? objectives.
Effectiveness is related to the answers
we give to the question, why was it
done?
For the analysis of this type of When it comes to efficiency, it
indicator, it is necessary to involve seeks to establish compliance
efficiency and effectiveness, that is, with the entity's plans and
"the achievement of programmed programs, previously
results in time and with the most determined, so that the
reasonable costs possible." opportunity (fulfillment of the
goal within the stipulated
It is related to the measurement of the period) can be evaluated, as
level of satisfaction of the user who well as the quantity (volume of
aspires to receive a product or service goods and services generated
under favorable conditions of cost and over
time).
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also encompasses the human and material
resources that the program employs to meet
the specific objective.
These types of indicators measure how
resources were used during the
product and / or service generation process.
Efficiency analysis refers to the acquisition
and use of inputs (process inputs), which
must be acquired in a timely manner, at the
best cost
possible, in the right quantity and with a
good quality. For what means are included
human, material and financial.
opportunity, and with the
establishment of the coverage of the The effectiveness indicators
service provided. inherently carry the prior
definition of objectives and the
This type of indicator measures the monitoring of these through a
results achieved in relation to the minimum information system
goods or services generated for that allows information on basic
customers and users. aspects of the program or
management to be evaluated,
among that are mentioned:
• Products delivered by the
program or service.
• Users to whom it is directed
(number, characteristics).
• Main or strategic objectives
(achievement to be obtained,
improved, expanded, optimized,
etc.).
• Specific goals with which to
follow up (when, where, under
what conditions).
Source: Self-made based on (DAFP, 2012)
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2 With what was developed in problem 2; build the content of key performance indicators,

balanced scorecard, calculation of cost performance index and performance index of the

project schedule selected for that activity.

2.1. Design and build key performance indicators for a project

STRATEGIC STRATEGIC OBJECTIVE INDICATORS

1. Inventory turnover

Increase the company's sales of 2. Unit Price - for each Byproduct

industrial by-products by 25% in 5
years. 3. Total Income - Annualized

Financial or 2022.
Investment Plan
Increase the company's sales of
industrial by-products by 25% in 5
years
Increase the organizational net
profit margin by 35% in the next 5
years.
Incorporate 12 new refrigeration
cellars in the animal processing
plant by 2020
Business or
Growth and
Expansion Plan. Slaughter a minimum of 480
cattle per day in 2018 and increase
by 10% annually in the next 5
years

Increase participation in the

Marketing plan. national meat market by 15%
by 2022

Achieve a customer retention rate of

40% by 2022.
Obtain the final sanitary
Training Plan authorization from Invima with the
(Training) training of 100% of the company's
personnel plant in a 5-year horizon.
Increase the index of capture of
new clients in 15% per year
14
4. Income 7. Number of service hours 14. Production index
from 15. Income from sales in the domestic
industrial market
by-
8. Net profit margin 16. Number of markets in which it
products
participates.
5. Income 9. Percentage of new 17. Cross sell index
from fair refrigeration
square cellars
services 10. Weekly frequency 18. Satisfied customer index
11. sacrificial service
6. Price per
12. Number of cattle slaughtered
unit - 19. Income from current customer sales
daily
kilo / head
13. Number of employees in the 20. Staff training rate
mill

14
2.2. Considering the Balanced Scorecard approach, build the indicators for a project

2.2.1 Balanced Scorecard – BSC / CMI.

Balaced ScoreCard – BSC / CMI

Cofema S.A (2020 – 2024)
Goal for each year
Strategic
Perspective objective Indicators Measure

2020 2021 2022 2023 2024

1. Inventory
turnover

Increase the 2. Unit Price -

company's for each
industrial by- Byproduct
Financial 2% 6% 7% 5% 5%
product sales
by 25% in 5 3. Total Income
years. - Annualized
4. Income from
industrial by-
Products

5. Storage cost
with the number of
references in the
warehouse in a
specific period.

15
 Increase by
35% the
income from 1. Income from
services of fair square
Fairgrounds services
in 2. Price per unit
5 years - kilo / head
3. Number of
hours of
Service
6% 7% 8% 9% 5%
4. Income from
services by fair
places
(Iplz's * n):

Increase the
organizational 1. Net profit
net profit margin
margin by 4% 8% 8% 8% 7%
35%
in the next 5
years.
Increase 1. Increase in
participation participation in the
in the national national market
meat market
Customer by 15% by 2. Cross-selling 2% 3% 4% 4% 2%
2022. index

3. Number of
markets in which
it participates 𝑛𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑚𝑎𝑟𝑘𝑒𝑡𝑠
3. 𝑴𝒑𝒂𝒓𝒕 = 𝑡𝑜𝑡𝑎𝑙 𝑚𝑎𝑟𝑘𝑒𝑡𝑠

4. cost of acquiring a
new customer
𝐴𝑚𝑜𝑢𝑛𝑡 𝑜𝑓 𝑚𝑜𝑛𝑒𝑦 𝑖𝑛𝑣𝑒𝑠𝑡𝑒𝑑
𝐶𝐴𝐶 =
16
𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑐𝑙𝑖𝑒𝑛𝑡𝑠 𝑎𝑐ℎ𝑖𝑒𝑣𝑒𝑑

17
 𝐶𝑎𝑠𝑒𝑠 𝑠𝑜𝑙𝑣𝑒𝑑
Achieve a 1. Monthly 1. PQRS = 𝑇𝑜𝑡𝑎𝑙 𝑐𝑎𝑠𝑒𝑠
customer PQRS Index 4% 8% 10% 12% 6%
retention rate
of 40% by 2. Customer 𝑁 ° 𝑐𝑙𝑎𝑖𝑚𝑠 𝑐𝑢𝑟𝑟𝑒𝑛𝑡 𝑝𝑒𝑟𝑖𝑜𝑑
2022. 1. IReclm= 𝑁°𝑐𝑙𝑎𝑖𝑚𝑠𝑝𝑟𝑒𝑣𝑖𝑜𝑢𝑠 𝑝𝑒𝑟𝑖𝑜𝑑
retention rate
𝑇𝑜𝑡𝑎𝑙 𝐶𝑙𝑖𝑒𝑛𝑡𝑠−𝐷𝑟𝑜𝑝𝑜𝑢𝑡𝑠
3. index of 2. IRC = 𝑇𝑜𝑡𝑎𝑙 𝐶𝑙𝑖𝑒𝑛𝑡𝑠
satisfied
customers 3.

4. Income from 4.
sales of
current
customers
5.
5. product return
rate

Increase the 1. Number of

rate of new new clients
customer linked 2% 3% 4% 3% 3%
acquisition
by 15% 2. market 2. Index of studies carried out
annually segmentation
by 2022. studies 3. % of Market niches found
4.
3. Market niches
found

4. number of
macro business
rounds held per
year

18
 Incorporate
12 new 1. Number of
refrigeration new
cellars in the refrigeration 2 2 3 3 2
animal cellars unidades unidades unidades unidades unidades
processing
plant by 2020
1. Weekly
Internal Slaughter a frequency -
Process minimum of 480 slaughter
cattle per day in service
2018 and
increase by 10% 2. Number of
annually in the 69120 76032 83664 92160 101376
cattle
following 5 slaughtered
years. daily

3. Number of
employees in

19
 the benefit plant

4. Production
index

5. lead time
analysis -
production
cycle time

6. Mean Time
Between
Failures

7. List of new
sales of new
products
derived from
I+ D + i

Obtain the final 1. Percentage of

authorization personnel
from Invima trained
with the
training of 2. Verification of
100% of the the sanitary
company's 90% 100% 100% 100% 100%
profile by
personnel plant processes
in a 5-year
horizon.
3. Sanitary
Certification for
Good

19
 Manufacturing
Practices

4. Verification of
the sanitary
profile by
processes

5. Sanitary
Certification for
Good
Training and Manufacturing
Growth. Practices

Guarantee 1. Training rate

industrial safety for personnel
standards in the in industrial
company with a safety
staff training 2. Index of
rate of no less incidents and
than 90% per / or accidents
year until 2022. at work 90% 100% 100% 100% 100%
1. Compliance with
SST legal
requirements

20
2.3. Calculate cost performance index and schedule performance index. Calculate the project costs

2.3.1 Resource requirements

RESOURCE REQUIREMENT

TYPE OF RESOURCES AVAILABLE

ITEM DESCRIPTION UNIT. QUANTITY. REQUIRED DOCUMENTATION SCHEDULE VALUE - COP
IDENTIFICATION DESCRIPTION
1 FASE I - PLANIFICACIÓN
Consulting service for Reports and plans (soil, electrical,
1,1 Studies and designs Human Resources soils, structures, water, Gl 1 structural, hydraulic and treatment 25 days $ 40.000.000
architecture plant)
Consulting service to
Project formulation and
1,2 Human Resources obtain project feasibility Un 1 Project feasibility document 35 days $ 5.000.000
evaluation
document
Resolutions for the
Service to acquire CORPOAMAZONIA
environmental permit and environmental permit and the
1,3 Licenses and permits Human Resources Gl 1 30 days $ 9.000.000
construction license Florence Mayor's Office
construction license
2 PHASE II - EXECUTION
Industrial safety and
2,1
BPM's training
Contract for monthly report in the
Industrial safety and BPM's Professional recruitment in
2,1,1 Human Resources Month 6 6 months, 12 campaigns of two 6 months $ 2.000.000
rapporteur Security and BPM
days
Viatical air transport - Travel expenses to Air tickets Bogotá - Florence
2,1,2 Material resources Un 12 6 months $ 1.500.000
Rapporteur mobilize professional staff round trip
Travel allowances to feed Food billing per day of two
2,1,3 Food per diem Material resources professional staff Un 12 training days 6 months $ 400.000
Travel expenses to
Accommodation billing for
2,1,4 Accommodation per diem Material resources accommodate professional Un 12 6 months $ 450.000
assistance
staff
Support material for the 40 Turnover prints of the 12 training
2,1,5 Prints Material resources Gl 1 6 months $ 80.000
trained sessions
Accreditation material for Service contract to accredit 40
2,1,6 Diplomas and accreditation Material resources Un 40 6 months $ 150.000
the 40 trained people

21
 1 lunch for each day of the Service contract to feed 40 people
2,1,7 Feeding Material resources Un 480 6 months $ 350.000
40 trained in the 12 days
2 snacks for each day of Service contract to feed 40 people
2,1,8 Refreshments Material resources Un 960 6 months $ 300.000
the 40 trained in 12 days x 2
Service contract to transport 40 to
2,1,9 Transport Material resources Trained transportation month 6 and from COFEMA and the 6 months $ 700.000
training site
Support stationery for the Deliver 2 brochures, 1 booklet, 2
2,1,10 Stationery Material resources Gl 1 6 months $ 350.000
professional and brochures CDs each day
Rental enclosure with A/C, double
2,1,11 Auditorium rental Material resources Venue rental month 6 6 months $ 400.000
emergency exit, with Audiovisuals
Phytosanitary regulatory
2,2 training
Contract for monthly report in the
Phytosanitary normative Hiring of professional staff
2,2,1 Human Resources mes 6 6 months, 12 campaigns of two 6 months $ 2.000.000
rapporteur in phytosanitary standards days
Per diem air transport Travel expenses to Air tickets Bogotá - Florence
2,2,2 Material resources Un 12 6 months $ 1.500.000
reporter mobilize professional staff round trip
Travel allowances to feed Food billing per day of two
2,2,3 Rapporteur feeding per diem Material resources Un 12 6 months $ 400.000
professional staff training days
Travel expenses to
Per diem accommodation Accommodation billing for
2,2,4 Material resources accommodate professional Un 12 6 months $ 450.000
rapporteur assistance
staff
Support material for the 40 Turnover prints of the 12 training
2,2,5 Prints Material resources Gl 1 6 months $ 80.000
trained sessions
Accreditation material for Service contract to accredit 40
2,2,6 Diplomas and accreditation Material resources Un 40 6 months $ 150.000
the 40 trained people
1 lunch for each day of the Service contract to feed 40 people
2,2,7 Feeding apprentices Material resources 40 trained Un 480 in the 12 days 6 months $ 350.000
2 snacks for each day of Service contract to feed 40 people $
2,2,8 Refreshments Material resources Un 960 6 months
the 40 trained in 12 days x 2 300.000
Service contract to transport 40 to
2,2,9 Transport Material resources Trained transportation month 6 and from COFEMA and the 6 months $ 700.000
training site
Support stationery for
Deliver 2 brochures, 1 booklet, 2
2,2,10 Stationery Material resources professional staff and Gl 1 6 months $ 350.000
brochures CDs each day
Rental enclosure with A/C, double
2,2,11 Auditorium rental Material resources Venue rental month 6 6 months $ 400.000
emergency exit, with Audiovisuals
Cavas cooling technology
2,3 and processing plant
Supply and installation of Operation manual, warranty 1
2,3,1 Firetube boiler Material resources Un 1 20 days $ 1.400.000
the good year, supervision 6 months

22
 Gun weight max. 2.50 Kg, 9-
2,3,2 Stun gun Material resources Supply of the good Un 2 17mm ammunition 15 days $ 850.000

2,3,3 Compressor Material resources Supply of the good Un 1 1HP, 110V, 150Psi device 13 days $ 1.614.308

2HP reciprocating axial saw,

2,3,4 Channel saw Material resources Supply of the good Un 2 25 days $ 8.000.000
minimum length 2800mm

Supply and installation of Heavy duty 800 Kg, 220V, 1350

2,3,5 Electric differential Material resources the good Un 3 WT 20 days $ 950.000

Supply and installation of

2,3,6 Electric transformer Material resources the good Un 1 15 Kva transformer 15 days $ 3.000.000

Stainless steel knife, Min. Long

2,3,7 Hollow Knives Material resources Suministro del bien Un 10 16 days $ 300.000
13inch, high 3inch
Supply and installation of Weight min 250 Lb, 12,000V and
2,3,8 Electric generator Material resources the good Un 1 18 HP minimum 21 days $ 18.000.000

Supply and installation of Scale 500 Kg stainless steel digital

2,3,9 500 kg scale Material resources Un 1 12 days $ 4.500.000
the good bluetooth
Supply and installation of Scale 150 Kg stainless steel digital
2,3,10 150 kg scale Material resources Un 1 11 days $ 2.500.000
the good bluetooth
Cava 8m3, Operation manual,
Supply and installation of
2,3,11 Red viscera cavas Material resources Un 2 warranty 1 year, supervision 6 14 days $ 19.000.000
the good
months
Cava 60m3, Operation manual,
Supply and installation of
2,3,12 Cava beef carcass bovines Material resources Un 3 warranty 1 year, supervision 6 20 days $ 180.000.000
the good
months
Cava 30m3, Operation manual,
Supply and installation of
2,3,13 Pig meat cava Material resources Un 1 warranty 1 year, supervision 6 21 days $ 98.000.000
the good
months
Human and Material Supply and installation of Stainless steel table with charquero
2,3,14 Metal tables Un 8 12 days $ 2.500.000
Resources the good and shelf, 5ml
Collection carts and seizure Human and Material Supply and installation of Stainless steel trolley, ceramic
2,3,15 Un 3 5 days $ 2.000.000
transporters Resources the good bearing, load 200 kg
Remodeling and
2,4 adaptation of Animal
benefit plant
2,4,1 Preliminaries

23
 1 surveyor, 1 chain worker,
2,4,1,1 Location and stakeout Human Resources Topography hiring Gl 1 10 days $ 18.000.000
delivers monthly report
Excavations, demolitions and Human and Material Labor, machinery, Portfolio of volumes of land
2,4,1,2 Gl 1 15 days $ 48.000.000
fillings Resources transportation moved
Human and Material Labor, machinery, Portfolio of volumes of land
2,4,1,3 Surplus withdrawals m3 180 8 days $ 32.500
Resources transportation moved
2,4,2 Concrete structures
Human and Material Labor, equipment and Structural record plans, Quantity
2,4,2,1 Foundations m3 45 30 days $ 920.000
Resources construction materials reports, Specific quality tests
Human and Material Labor, equipment and Structural record plans, Quantity
2,4,2,2 Columns and beams m3 56 25 days $ 1.050.000
Resources construction materials reports, Specific quality tests
Human and Material Labor, equipment and Structural record plans, Quantity
2,4,2,3 Mezzanine plates Resources construction materials m2 200 reports, Specific quality tests 16 days $ 212.000

2,4,3 Masonry and flooring

Human and Material Labor and construction
2,4,3,1 Brick walls Resources materials m2 360 Memories of work quantities 20 days $ 57.000

Human and Material Labor and construction

2,4,3,2 Plasters or plasters Resources materials m2 720 Memories of work quantities 29 days $ 26.000

Human and Material Labor and construction

2,4,3,3 Concrete floors m2 250 Memories of work quantities 18 days $ 102.000
Resources materials
2,4,4 Hydraulic and sanitary
Human and Material Labor and construction Hydraulic record drawings,
2,4,4,1 Drinking water networks ml 280 5 days $ 6.800
Resources materials Quantity memories, Pressure test
Human and Material Labor and construction Health record plans, Quantity
2,4,4,2 Sanitary networks ml 170 6 days $ 38.500
Resources materials memories
Sanitary washing devices Human and Material
2,4,4,3 and disinfectant solution Resources Supply and installation Gl 1 Memories of quantities 4 days $ 28.000.000

Plant record plans, Operation

2,4,4,4 Residual water treatment Human and Material Supply and installation Un 1 manual, Supervision 6 months, 45 days $
plant Resources consumables for 6 months 350.000.000

2,4,5 Finishes
Human and Material Labor and construction
2,4,5,1 Stucco and paints m2 720 Memories of work quantities 24 días $ 19.000
Resources materials

24
 Ceramic floor and wall Human and Material Labor and construction
2,4,5,2 m2 410 Memories of work quantities 21 días $ 56.000
finishes Resources materials
Human and Material
2,4,5,3 Metal carpentry Supply and installation Gl 1 Memories of work quantities 7 días $ 68.000.000
Resources
2,4,6 Covers

2,4,6,1 Metal roof structure Human and Material Supply and installation m2 350 Structural record plans, quantity 23 days $ 256.000
Resources reports, welding and painting tests
Architectural sheet metal Human and Material
2,4,6,2 Supply and installation m2 350 Memories of work quantities 11 days $ 150.000
roof Resources
2,4,7 Electrical
Human and Material Labor and construction
2,4,7,1 Electric connection Un 1 Memories of work quantities 8 days $ 2.500.001
Resources materials
Human and Material Labor and construction
2,4,7,2 Light outputs Un 30 Memories of work quantities 6 days $ 195.000
Resources materials
Human and Material Labor and construction
2,4,7,3 Power outputs Un 35 Memories of work quantities 6 days $ 200.000
Resources materials
2,4,8 Furniture and solutions
Human and Material
2,4,8,1 Mesons Supply and installation ml 120 Memories of quantities 8 days $ 260.000
Resources
Human and Material
2,4,8,2 Sangria tunnels Resources Supply and installation ml 180 Memories of quantities 9 days $ 325.000

Human and Material

2,4,8,3 Forfeiture Processing Area Supply and installation m2 60 Memories of quantities 10 days $ 1.141.055
Resources
Remodeling of corral floors
2,5
and sleeves
2,5,1 Preliminaries

1 surveyor, 1 chain worker,

2,5,1,1 Location and stakeout Human Resources Topography hiring Gl 1 delivers monthly report 8 days $ 6.500.000
Excavations, demolitions and Human and Material Labor, machinery, Portfolio of volumes of land
2,5,1,2 Gl 1 9 days $ 16.000.000
fillings Resources transportation moved
Human and Material Labor, machinery, Portfolio of volumes of land
2,5,1,3 Surplus withdrawals m3 80 6 days $ 32.500
Resources transportation moved
2,5,2 Masonry and flooring
Human and Material Labor and construction
2,5,2,1 Brick walls m2 150 Memories of work quantities 12 days $ 57.000
Resources materials

25
 Human and Material Labor and construction
2,5,2,2 Plasters or plasters m2 300 Memories of work quantities 14 days $ 26.000
Resources materials
Human and Material Labor, equipment and
2,5,2,3 Concrete floors m2 240 Memories of work quantities 13 days $ 102.000
Resources construction materials
2,5,3 Hydraulic and sanitary
Human and Material Labor and construction Structural record plans, Quantity
2,5,3,1 Concrete gutters ml 180 24 days $ 58.000
Resources materials reports, Specific quality tests
Human and Material Labor and construction
2,5,3,2 Sanitary networks ml 135 Memories of work quantities 6 days $ 38.500
Resources materials
Human and Material Labor and construction
2,5,3,3 Sanitary distribution boxes un 25 Memories of work quantities 8 days $ 220.000
Resources materials
2,5,4 Furniture and solutions
Human and Material Memories of quantities, welding
2,5,4,1 Corrals in metallic structure Supply and installation ml 180 15 days $ 240.000
Resources and painting tests
Human and Material
2,5,4,2 Scale room Supply and installation m2 10 Memories of quantities 4 days $ 1.214.460
Resources
3 PHASE III - MONITORING AND CONTROL
1 construction manager, 1
Project team service and
3,1 Organizational performance Human Resources administrative staff Month 1 accountant, 1 secretary, 1 orderly, 6 months $ 10.873.680
1 assistant
Monitoring of costs and Project team service and
3,2 Human Resources Month 1 1 Site manager, 1 site resident 6 months $ 2.505.490
schedule of the work administrative staff
1 Site manager, 1 site resident, 1
3,3 Inspection of construction Human Resources Project team service and Month 1 construction technologist, 1 6 months $ 8.348.057
processes administrative staff environmental, 1 siso

Control of acquisition of 1 Site manager, 1 site resident, 1

Project team service and
3,4 machinery and equipment to Human Resources Month 1 warehouseman, 1 environmental, 1 6 months $ 7.658.157
administrative staff
be installed siso
Compliance with design and
Project team service and 1 Site manager, 1 site resident, 1
3,5 construction technical Human Resources Month 1 6 months $ 4.914.807
administrative staff environmental, 1 structural
specifications
4 FASE IV - CIERRE
Termination of the contract
Final
4,1 for the execution of Human Resources Project team service Un 1 Construction manager $ -
milestone
expansion and modernization

Source: Self made

26
Staff Costs
COST OF SALARY + PARTIAL
POSITION QTY. SALARY BASE % BENEFITS DEDICATION
SERVICES BENEFITS COST
TECHNICAL WORK STAFF
Resident engineer 1 $ 3.500.000 41,56% $ 1.454.600 $ 4.954.600 100% $ 4.954.600
Construction Technologist 1 $ 2.500.000 42,98% $ 1.074.500 $ 3.574.500 100% $ 3.574.500
Environmental engineer 1 $ 3.500.000 41,56% $ 1.454.600 $ 4.954.600 50% $ 2.477.300
Sisoma Technician 1 $ 2.000.000 44,23% $ 884.600 $ 2.884.600 100% $ 2.884.600
Storer 1 $ 2.000.000 44,23% $ 884.600 $ 2.884.600 100% $ 2.884.600
Structural engineer 1 $ 4.500.000 40,76% $ 1.834.200 $ 6.334.200 25% $ 1.583.550
ADMINISTRATIVE STAFF
Construction manager 1 $ 4.500.000 40,76% $ 1.834.200 $ 6.334.200 100% $ 6.334.200
Counter 1 $ 2.500.000 42,98% $ 1.074.500 $ 3.574.500 100% $ 3.574.500
Administrative secretary 1 $ 1.500.000 46,32% $ 694.800 $ 2.194.800 100% $ 2.194.800
Watchman 1 $ 1.500.000 46,32% $ 694.800 $ 2.194.800 100% $ 2.194.800
Assistant 1 $ 1.100.000 49,34% $ 542.740 $ 1.642.740 100% $ 1.642.740
1 Month $ 34.300.190
Source: Self made
Benefit base for personnel costs
BASICS $ 1.202.854 $ 1.602.854 $ 2.102.854 $ 2.602.854 $ 3.602.854 $ 4.602.854
Salary $ 1.100.000 $ 1.500.000 $ 2.000.000 $ 2.500.000 $ 3.500.000 $ 4.500.000
Transport $ 102.854 $ 102.854 $ 102.854 $ 102.854 $ 102.854 $ 102.854
SOCIAL BENEFITS
Layoffs $ 100.238 $ 133.571 $ 175.238 $ 216.905 $ 300.238 $ 383.571
Interest on severance pay $ 12.029 $ 16.029 $ 21.029 $ 26.029 $ 36.029 $ 46.029
Premiums $ 100.238 $ 133.571 $ 175.238 $ 216.905 $ 300.238 $ 383.571
Vacations $ 45.686 $ 60.878 $ 79.869 $ 98.860 $ 136.841 $ 174.822

27
 CONTRIBUTIONS TO SOCIAL
SECURITY
Pensions (AFP) $ 132.000 $ 180.000 $ 240.000 $ 300.000 $ 420.000 $ 540.000
Health (EPS) $ 93.500 $ 127.500 $ 170.000 $ 212.500 $ 297.500 $ 382.500
RI occupational risks (ARL) $ 5.742 $ 7.830 $ 10.440 $ 13.050 $ 18.270 $ 23.490
PARAFISCAL
Family Compensation Fund $ 44.000 $ 60.000 $ 80.000 $ 100.000 $ 140.000 $ 180.000
ICBF $ 33.000 $ 45.000 $ 60.000 $ 75.000 $ 105.000 $ 135.000
SENA $ 22.000 $ 30.000 $ 40.000 $ 50.000 $ 70.000 $ 90.000
EXONERATIONS Art. 65 Law
1819 of 2016
Health (EPS) -$ 93.500 -$ 127.500 -$ 170.000 -$ 212.500 -$ 297.500 -$ 382.500
ICBF -$ 33.000 -$ 45.000 -$ 60.000 -$ 75.000 -$ 105.000 -$ 135.000
SENA -$ 22.000 -$ 30.000 -$ 40.000 -$ 50.000 -$ 70.000 -$ 90.000
TOTAL MONTHLY PROVISION $ 1.642.786 $ 2.194.733 $ 2.884.667 $ 3.574.601 $ 4.954.469 $ 6.334.337
% BENEFITS 49,34% 46,32% 44,23% 42,98% 41,56% 40,76%

Source: Self made

28
 To build the effectiveness and efficiency indicators according to the objectives and goals of the project, - and in this way calculate

productivity based on the aforementioned indicators, the following simulations are used that allow the analysis of indicators supported

from the performance tables:

2.3.2 Control costs

2.3.2.1 Baseline for performance measurement

Actual
Planned
Activities Date PV Advance EV Real Cost AC
budget
(Close to 60%)
Studies, designs and permits 30/04/2020 $49.000.000 $49.000.000 $49.000.000 $49.000.000 $49.000.000 $49.000.000
Project formulation and evaluation 30/04/2020 $5.000.000 $54.000.000 $5.000.000 $54.000.000 $5.000.000 $54.000.000
Industrial safety and BPM's training 30/05/2020 $47.386.800 $101.386.800 $47.056.000 $101.056.000 $48.056.230 $102.056.230
Phytosanitary regulatory training 30/05/2020 $47.386.800 $148.773.600 $46.696.000 $147.752.000 $48.698.300 $150.754.530
Plant technology appliances 30/06/2020 $54.564.308 $203.337.908 $52.902.230 $200.654.230 $65.320.660 $216.075.190
Construction of Cavas for pigs and viscera 30/06/2020 $162.000.000 $365.337.908 $159.866.321 $360.520.551 $172.650.880 $388.726.070
Construction of bovine cellars 30/07/2020 $540.000.000 $905.337.908 $535.200.960 $895.721.511 $549.888.763 $938.614.833
Black and gray work adaptation of the
beneficiation plant 30/08/2020 $279.186.800 $1.184.524.708 $275.611.200 $1.171.332.711 $289.322.450 $1.227.937.283
Processing plant finishes 30/08/2020 $648.526.501 $1.833.051.209 $632.387.500 $1.803.720.211 $657.421.900 $1.885.359.183
Furniture and mill solutions 30/09/2020 $158.163.300 $1.991.214.509 $164.236.600 $1.967.956.811 $172.159.357 $2.057.518.540
Remodeling of corral floors and sleeves 30/09/2020 $142.412.100 $2.133.626.609 $140.236.000 $2.108.192.811 $149.322.978 $2.206.841.518
Organizational performance 30/10/2020 $91.883.272 $2.225.509.881 $90.665.300 $2.198.858.111 $105.226.643 $2.312.068.161
Monitoring of costs and schedule of the work 30/10/2020 $21.170.698 $2.246.680.579 $18.695.300 $2.217.553.411 $23.788.964 $2.335.857.125
Inspection of construction processes 30/10/2020 $70.540.600 $2.317.221.179 $68.752.300 $2.286.305.711 $77.458.990 $2.413.316.115
Control of acquisition of machinery and equipment
to be installed 30/11/2020 $64.710.776 $2.381.931.955 $60.412.996 $2.346.718.707 $67.560.500 $2.480.876.615

29
Compliance with design and construction technical
30/11/2020 $41.530.736 $2.423.462.691 $37.896.565 $2.384.615.272 $46.998.300 $2.527.874.915
specifications
Quality management plan 30/11/2020 $62.794.701 $2.486.257.392 $60.225.878 $2.444.841.150 $65.989.300 $2.593.864.215
Contingency reserve 30/12/2020 $124.312.883 $2.610.570.275 $120.569.092 $2.565.410.242 $132.000.600 $2.725.864.815
Reserve management 30/12/2020 $124.312.883 $2.734.883.158 $120.598.300 $2.686.008.542 $132.218.613 $2.858.083.428
TOTAL VALUE OF THE PROJECT $2.734.883.158 $2.686.008.542 $2.858.083.428

30
2.3.2.1.1 S Curve Comparison

From the S curve graph of both (PV), (EV) and (AC), and by making their respective

comparison, it was possible to determine in the first instance which project is on time and if a

significant cost overrun is occurring when observing that AC> PV> AC. That is, when running

and analyzing the simulation of the project completely in the 8 months and observing the

comparison of the Curve S, it can be said that the behavior of AC is higher than the PV and EV

obtained during the execution of the project. In this sense, the project is exposed to cost overruns

due to inadequate cost management since there is a cost that is higher than the budget and the

progress made, - which may be the product of a bias per action (estimation error), omission

(aspects not estimates that put the cost at risk) or corruption within the company or its partners

(cost aspects that were intentionally managed for the benefit of private interest).

31
 According to the results obtained by the S curve for (PV), (EV) and (AC) where the behavior

of the AC is above the planned value (PV), it could be argued that these results are due to

atypical factors for which it is As the project passes due to the health emergency, the low

demand for suppliers for the different assigned activities, influences the real cost, it is necessary

to establish a financial buffer destined to mitigate these cost overruns.

32
2.3.2.2 Work Performance Data and Earned Value Management

Execution Report

EXECUTION REPORT TO THE 5TH MONTH

PHYSICAL PLANNED VALUE EARNED VALUE VARIATION OF THE

ACTIVITY BAC PROGRESS (%) (PV) (EV) REAL COST (AC) PROGRAM AND / OR COST VARIATION (CV)
SCHEDULE (SV)

Studies, designs and permits $49.000.000 100% $49.000.000 $49.000.000 $49.000.000 $0 $0

Project formulation and evaluation $5.000.000 100% $5.000.000 $5.000.000 $5.000.000 $0 $0

Industrial safety and BPM's training $47.386.800 99% $47.056.000 $47.056.000 $48.056.230 $0 -$1.000.230

Phytosanitary regulatory training $47.386.800 99% $46.696.000 $46.696.000 $48.698.300 $0 -$2.002.300

Plant technology appliances $54.564.308 97% $52.902.230 $52.902.230 $65.320.660 $0 -$12.418.430

Construction of cavas for pigs and viscera $162.000.000 99% $159.866.321 $159.866.321 $172.650.880 $0 -$12.784.559

Construction of bovine cellars $540.000.000 99% $535.200.960 $535.200.960 $549.888.763 $0 -$14.687.803

Black and gray work adaptation of the beneficiation
plant $279.186.800 99% $275.611.200 $275.611.200 $289.322.450 $0 -$13.711.250

Processing plant finishes $648.526.501 98% $632.387.500 $632.387.500 $657.421.900 $0 -$25.034.400

Sv = Ev -Pv Cv = Ev - Ac

TOTAL $1.833.051.209 $1.803.720.211 $1.803.720.211 $1.885.359.183 $0 -$81.638.972

33
 S CURVES (ACTIVITIES MONTH 5)
$700.000.000

$600.000.000

$500.000.000

$400.000.000

$300.000.000

$200.000.000

$100.000.000
Project formulation and Industrial safety and BPM's Phytosanitary regulatory Plant technology appliances Construction of cavas for Construction of
bovine evaluation training training pigs and viscera cellars
$0
Studies, designs and permits Black and gray work Processing plant finishes
adaptation of the
PLANNED VALUE (PV) EARNED VALUE (EV) REAL COST (AC) beneficiation plant

PROJECT VARIATIONS (MONTH 5)

$0

-$5.000.000

-$10.000.000

-$15.000.000

-$20.000.000

-$25.000.000 Project formulation and Industrial safety and BPM's Phytosanitary regulatory Plant technology Construction of cavas for Construction of bovine
evaluation training training appliances pigs and viscera cellars

-$30.000.000
Studies, designs and Black and gray work Processing plant finishes
permits adaptation of the
PROGRAM AND / OR SCHEDULE VARIATION (SV) COST VARIATION (CV) beneficiation plant

34
2.3.2.2.1 Calculation of program variation (SV):

𝑆𝑉𝑃𝑟𝑜𝑐𝑒𝑠𝑠𝑖𝑛𝑔 𝑝𝑙𝑎𝑛𝑡 𝑓𝑖𝑛𝑖𝑠ℎ𝑒𝑠 = 𝐸𝑣 − 𝑃𝑣 = $632.387.500 - $632.387.500 = 0

¿Is the project behind schedule or not?

According to the activities that were academically chosen to carry out the analysis of the

Earned Value technique, in the fifth (05) month the project is neither behind schedule nor ahead

of schedule, since by subtracting the Value data Ev earned for the fifth month ($ 1,803,720,211)

of the data of the Real Cost spent in the fifth month ($ 1,803,720,211) gives 0. That is, the

activities resulting from the analysis of the variation of the schedule have generated expenses

according to the programmed.

¿According to the budget and initial programming to the fifth month the project should

have a physical progress corresponding to? monetary value

According to the budget and initial programming for the fifth month, a physical advance of $

1,803,720,211 should be carried out.

Taking into account the project execution report and the graph, the possible causes of

variation in the (SV) are determined.

Regardless of the fact that the project has not presented variations in the schedule, some

causes that act on the project and show this difference could be highlighted:

1. Some of the activities on the critical path have been delayed in their execution and this

leads to delaying the project.

2. The returns developed in the execution of the activities are differing from the returns

stated in the cost baseline.

3. Work shifts are being increased, which generates an early completion of some or all

activities.

35
 4. There are delays in the delivery time of acquisitions.

5. During the execution of the project, it has been technically considered to carry out less

than what was planned, which generates less value earned by said activity or component.

6. Factors external to the project that impede the scheduled development of activities.

Taking into account the work execution report and the graph, determine possible causes of

cost variation (CV).

1. In the execution of the procurement of type of services, a discount has been achieved by

the subcontractor or supplier.

2. In the execution of acquisitions of goods or furniture, it was possible to buy promotional

products.

3. External factors of global influence that generate increases in the prices of products in

a globalized way, example Pandemic Coronavirus

4. Suspensions of the project due to external factors that cause prices to be readjusted upon

restart due to the effects of sit-down on contractors

5. Monopolization of the market of some products that generate an increase in the prices of

the material resources necessary for the development of activities

6. Low productivity or performance in the development of activities having to perform the

same activity in a longer time.

36
2.3.2.3 Execution and Performance Report

EXECUTION AND PERFORMANCE REPORT TO THE 5TH MONTH

VARIATION PERFORMANCE INDICES

PHYSICAL
ACTIVITY BAC (PV) (EV) (AC) (SV) (CV) (SPI) (CPI)
ADVANCE (%)
Studies, designs and permits $49.000.000 100% $49.000.000 $49.000.000 $49.000.000 $0 $0 1 1
Project formulation and evaluation $5.000.000 100% $5.000.000 $5.000.000 $5.000.000 $0 $0 1 1
Industrial safety and BPM's training $47.386.800 99% $47.056.000 $47.056.000 $48.056.230 $0 -$1.000.230 1 0,979186257
Phytosanitary regulatory training $47.386.800 99% $46.696.000 $46.696.000 $48.698.300 $0 -$2.002.300 1 0,958883575
Plant technology appliances $54.564.308 97% $52.902.230 $52.902.230 $65.320.660 $0 -$12.418.430 1 0,809885111
Construction of cavas for pigs and viscera $162.000.000 99% $159.866.321 $159.866.321 $172.650.880 $0 -$12.784.559 1 0,925951382
Construction of bovine cellars $540.000.000 99% $535.200.960 $535.200.960 $549.888.763 $0 -$14.687.803 1 0,973289501
Black and gray work adaptation of the beneficiation
plant $279.186.800 99% $275.611.200 $275.611.200 $289.322.450 $0 -$13.711.250
1 0,952609104
Processing plant finishes $648.526.501 98% $632.387.500 $632.387.500 $657.421.900 $0 -$25.034.400 1 0,961920344
Sv = Ev -Pv Cv = Ev - Ac SPI = Ev / Pv CPI = Ev / Ac
TOTAL $1.833.051.209 $1.803.720.211 $1.803.720.211 $1.885.359.183 0 -$ 81.638.972

Variation and Performance Indices

Project formulation and Studies, designs and permits
evaluation

$1
$1
(CPI) (CPI)
$1
$1
$1 (SPI) (SPI)

$1
$0 (CV) (CV)
$0
$0
(SV) (SV)
$0
$0 Studies, designs and permits Project formulation and evaluation $0 $0 $0 $1 $1 $1 $0 $0 $0 $1 $1 $1
(SV) (CV) (SPI) (CPI)

37
2.3.2.3.1 Interpretation of the curve and the results obtained:Variation

 Schedule variation: Sv = Ev-Pv

According to the result, for the analysis of the variation index of the SV schedule in the month

(05) of the project, it gives us the value of zero (0), which indicates that the project is neither late

nor advanced according to the period study, that is, the programmed activities have generated

expenses according to the programmed, we can adjust actions that allow a greater performance in

the development of the project.

 Cost variation: CV = Ev - Ac

According to the graph for the cost variation calculated at month 5, this gives us negative

results, which indicates that the project is above the calculated budget, due to multiple factors

that affect the normal execution of the project.

 Performance indices

Schedule performance index: SPI = Ev / Pv

Using the graph as a tool, we find that the performance index for month 5 is equal to 1,

indicating that we are on time with respect to the established schedule.

Cost performance index: CPI = Ev / Ac

In view of the fact that there are incomplete activities, the project must carry out continuous

monitoring of these activities for their completion.

For the implementation of the Earned Value simulator, ten activities were taken for study, of

which only 2 of them show 100% progress, although the missing percentage in the rest of the

activities ranges between 1 and 3 percentage points.

38
 It should be noted that as the percentage of physical progress that is lacking is very minimal,

this would allow that in some cases it is not necessary to generate changes or rethinks in the

schedule or in the budget.

Although the schedule is being executed as planned, there is inefficiency in the management

of the resources of those incomplete activities because their CPI is less than 1, which shows that

they are spending more than planned.

But within the group of incomplete activities, there is “Plant Technology Devices”, which is

in a state of alert because it presents a CPI = 0.809, which indicates that the cost performance in

this activity has been lower than planned , a situation that must be monitored to evaluate the

possible actions that allow a recovery by optimizing the schedule, either with a reprogramming

or elimination of a process, changes that would make it very likely that the CPI will improve

thanks to its 97% physical progress .

In general, the results in the cost performance index for the analysis period indicate that we

are being efficient in managing the resources established for the project, and although there are

activities with an index lower than 1, it suggests that we must be cautious in this matter, which

may be due to the circumstances that are being presented to us, so it would be important to carry

out the exercise in a later period and evaluate the behavior of this activity for decision making.

¿Is the variation in the total program and its indicator, together with the variation in the

total cost of the project and its indicator, consistent?

Taking into account the figures found in the performance table and when comparing the

results, it is evident that there is coherence between the indices and their variation. For example,

in the activities "Studies, designs and permits" and "Formulation and evaluation of the project",

the variation of the program is 0, therefore the SPI must be equal to 1, as it is observed.

39
 Now, in the case of activities that show a negative variation, this situation is clearly reflected

in the Performance Index (CPI), since the values are less than 1, which refers to the fact that

more than planned is being spent.

40
2.3.3 Performance information work

PROJECTIONS
FORECAST
VARIATIONS
PHYSICAL
ACTIVITY BAC ADVANCE (EV) (CPI) (AC) ESTIMATED BAC-AC BAC-EV TCPI
ESTIMATED UP TO
% AT
CONCLUSION WITH
CONCLUSION
TYPICAL
EAC = (AC +
VARIATION ETC)
Studies, designs and permits $49.000.000 100% $49.000.000 1 $49.000.000 $0 $49.000.000 $0 $0 -$1
Project formulation and evaluation $5.000.000 100% $5.000.000 1 $5.000.000 $0 $5.000.000 $0 $0 -$1
Industrial safety and BPM's training $47.386.800 99% $47.056.000 0,979186257 $48.056.230 $337.832 $48.394.062 -$669.430 $330.800 -0,494151741
Phytosanitary regulatory training $47.386.800 99% $46.696.000 0,958883575 $48.698.300 $720.421 $49.418.721 -$1.311.500 $690.800 -0,526725124
Plant technology appliances $54.564.308 97% $52.902.230 0,809885111 $65.320.660 $2.052.239 $67.372.899 -$10.756.352 $1.662.078 -0,154520603
Construction of Cavas for pigs and viscera $162.000.000 99% $159.866.321 0,925951382 $172.650.880 $2.304.310 $174.955.190 -$10.650.880 $2.133.679 -0,200328893
Construction of bovine cellars $540.000.000 99% $535.200.960 0,973289501 $549.888.763 $4.930.743 $554.819.506 -$9.888.763 $4.799.040 -0,485302358
Black and gray work adaptation of the
beneficiation plant $279.186.800 99% $275.611.200 0,952609104 $289.322.450 $3.753.481 $293.075.931 -$10.135.650 $3.575.600 -0,352774612
Processing plant finishes $648.526.501 98% $632.387.500 0,961920344 $657.421.900 $16.777.898 $674.199.798 -$8.895.399 $16.139.001 -1,814308835
TCPI = BAC - EV / BAC -
ETC=(BAC-EV) /CPI) EAC=(AC+ETC) AC
TOTAL $1.833.051.209

¿Will the project have a saving or not?

According to the performance index or performance until the conclusion of TCPI, which presents (- negative) values, it is observed that the project until month 5 is in a comfortable position, is easy to complete and does

not require increased efforts to achieve results. Taking into account the results of the projections within the framework of a typical variation, we can say that the projections point in conditions of typical variation the project

will NOT have a saving. When analyzing the behavior of the EAC indicator, it is projected to have an extra cost until the conclusion of the project by having a variation in the budget where the projected costs are exceeded as

a trend in each activity that by the 5th month are not 100% completed. An overcharge on the scenario of an original WBS that presents faulty estimates and that after month 5 are no longer relevant due to a change in

conditions.

On the other hand, it should be noted that the activities of studies and designs and formulation - evaluation of the project yield indeterminate TCPI values because the subtraction generated in the dividend is given by the

equal costs of BAC and AC, in other words, how activities are 100% completed, it is not necessary to take them to projection analysis.

41
 Therefore, if what the director wants is for the project to end on budget, that is, to spend

exactly what was budgeted, the project must be adjusted in such a way that the total cost index at

conclusion (TCPI) is 0.94 as shown in the table at the end of the calculations you did. This value

is obtained by dividing (BAC –EV) by (BAC-AC) whose operation seeks a balance between the

progress of the work (EV) and its real cost (AC); Ideally, the TCPI would be 1 for the project to

be on budget, but since there is already a saving, work costs should be readjusted with a total

cost index of 0.94.

In that order of ideas and to achieve this end, you as a member of the project what

modifications do you propose to the EDT to achieve this new scope (modification, elimination or

inclusion of new activities –

For the CPI index = 0.94, the following activities must be included within the EDT to achieve

this new scope: * Training control process, * Procurement Control and Inspection * Control of

Black, Gray and Finished Work.

2.4. Project Management by KPIs within the General Royalty System

The national planning department (DNP) in Colombia has established a group of metrics to

evaluate project management in three categories: product, management and impact, within these

there are established indicators that verify project management. These indicators have been

selected from the Bank of Sectorial Indicators (BIS), which contains approximately 2,400

indicators classified in the three categories already mentioned, the selection has been made on

those indicators that evaluate the performance of the projects. From the BIS, 607 indicators have

been found that make up the management category, of which the BIS has established 17

performance indicators related to project management, which are located in the categories of

time and costs, referring to the triangle of iron (time, cost and scope), these indicators are:

42
 Indicador name
Compliance with budget execution Activity compliance rate

Project scheduling. Percentage of projects with follow-up actions

Monitoring of Project scheduling Budget execution vs final appropriation

Monitoring of project investment programming Advance in time of the project.

Monitoring of project scheduling Partial amount of resources executed

Budget rate executed on scheduled Total amount of resources executed.
Project execution according to schedule Executed budget vs assigned budge

Project execution time Activity production rate

Activity production rate

Source: taken from Diez et al. (2011).

Royalties are an economic consideration in favor of the State, a product of the exploitation of

non-renewable natural resources.

In accordance with the provisions of subsection 2 of article 360 of the Political Constitution of

Colombia, Law 1530 of 2012, in which it determines the distribution, objectives, purposes,

administration, execution, control, efficient use and destination of the income from the

exploitation of non-renewable natural resources specifying the conditions of participation of their

beneficiaries. This set of income, allocations, organs, procedures and regulations constitute the

general system of royalties -SGR (NPD, 2019, p. 5) The National Planning department is the one

who distributes the resources of the SGR but it is the SGR who through the system of

monitoring, follow-up, control and evaluation (SMSCE) is the one who ensures the efficient and

effective use of the resources assigned to the SGR (NPD, 2019, p. 9).

Based on the information registered by the executing entities of the projects approved with

SGR resources and the actions of the monitoring, follow-up, control and evaluation system

(SMSCE), the Royalty Projects Management Index -IGPR was created, which is a preventive

43
control and management tool (Indicators technical sheets, 2017, p.3). The IGPR includes the

evaluation of two dimensions in four categories with fifteen management indicators based on

those described by Diez et al. (2011) of the Bank of Sectorial Indicators (BIS). The structure of

the Royalty Project Management Index - IGPR is as follows, where it is evidenced that the

performance indicators for project management are located in the dimension of "Project

performance management" in the categories of "efficiency "And" efficacy ":

Management of Performance:
Measures performance in execution of Projects.

Efficiency 40%:Evaluate the opportunity in hiring, the compliance with the execution on time and in
scheduled budget.

Effectiveness (20%): Verifies the fulfillment of the programmed goals, the completion and
closure of the projects.

Taken from: IGPR IV-2019. (2019).

44
 Management indicators projects in the SGR. Taken from: IGPR IV-2019. (2019).

The following is a further description of the performance indicators in project

management in the SGR, in the event that the “Expansion and modernization of the Cofema SA

class II cattle and pig animal processing plant located in the city of Florencia Caquetá”, project

were financed by the SGR:

Indicator Sheet: Timely contracting of projects

Purpose: Evaluate the opportunity of the executing entities to carry out the procedures
related to the contracting for the execution of investment projects financed with resources from
the
SGR from of the applicable regulations.
Calculation formula:
45
 ∑𝒏 𝟏 𝑵𝒖𝒎𝒆𝒓𝒊𝒄𝒂𝒍
𝒊= 𝒓𝒆𝒔𝒖𝒍𝒕 (𝒊)
=
𝑵𝒖𝒎𝒃𝒆𝒓 𝒐𝒇 𝒑𝒓𝒐𝒋𝒆𝒄𝒕𝒔𝒘𝒊𝒕𝒉𝒏𝒖𝒎𝒆𝒓𝒊𝒄𝒂𝒍 𝒓𝒆𝒔𝒖𝒍𝒕𝒔

Indicator Sheet: Financial advance vs. physical progress of projects in execution

Purpose: Evaluate the management of the executing entities through the proportion of the
amount paid against the products received in the development of the projects under his charge.
calculation formula:
∑𝒏 𝟏 𝑵𝒖𝒎𝒆𝒓𝒊𝒄𝒂𝒍 𝒓𝒆𝒔𝒖𝒍𝒕 (𝒊)
𝒊=
=
𝑵𝒖𝒎𝒃𝒆𝒓 𝒐𝒇 𝒑𝒓𝒐𝒋𝒆𝒄𝒕𝒔 𝒘𝒊𝒕𝒉 𝒏𝒖𝒎𝒆𝒓𝒊𝒄𝒂𝒍 𝒓𝒆𝒔𝒖𝒍𝒕𝒔

Indicator Sheet: Compliance with the initial term.

Purpose: Measure compliance with the current deadline with respect to that established in the
initial programming entered to the Gesproy-SGR application for the execution of the approved project.
Calculation formula:
(𝑬𝒏𝒅 𝒅𝒂𝒕𝒆 𝒂𝒅𝒅𝒊𝒕𝒊𝒐𝒏𝒂𝒍 𝒕𝒆𝒓𝒎 − 𝒆𝒏𝒅 𝒅𝒂𝒕𝒆 𝒊𝒏𝒊𝒕𝒊𝒂𝒍)/𝟑𝟎
𝐏𝐞𝐫𝐜𝐞𝐧𝐭𝐚𝐠𝐞 𝐨𝐟 𝐚𝐝𝐝𝐢𝐭𝐢𝐨𝐧𝐚𝐥 𝐭𝐢𝐦𝐞 =
𝑰𝒏𝒊𝒕𝒊𝒂𝒍 𝒕𝒆𝒓𝒎𝒔 𝒔𝒄𝒉𝒆𝒅𝒖𝒍𝒆 ( 𝒎𝒐𝒏𝒕𝒉𝒔)

∑𝒏 𝟏 𝑵𝒖𝒎𝒆𝒓𝒊𝒄𝒂𝒍 𝒓𝒆𝒔𝒖𝒍𝒕 (𝒊)

𝒊=
=
𝑵𝒖𝒎𝒃𝒆𝒓 𝒐𝒇 𝒑𝒓𝒐𝒋𝒆𝒄𝒕𝒔 𝒘𝒊𝒕𝒉 𝒏𝒖𝒎𝒆𝒓𝒊𝒄𝒂𝒍 𝒓𝒆𝒔𝒖𝒍𝒕𝒔

Indicator Sheet: Compliance with current programming.

Purpose:
Evaluate the executing entity, establishing whether there are deviations from compliance
schedule of activities in force at the cut-off date.
Calculation formula:
∑𝒏 𝟏 𝑵𝒖𝒎𝒆𝒓𝒊𝒄𝒂𝒍 𝒓𝒆𝒔𝒖𝒍𝒕 (𝒊)
𝒊=
=
𝑵𝒖𝒎𝒃𝒆𝒓 𝒐𝒇 𝒑𝒓𝒐𝒋𝒆𝒄𝒕𝒔 𝒘𝒊𝒕𝒉 𝒏𝒖𝒎𝒆𝒓𝒊𝒄𝒂𝒍 𝒓𝒆𝒔𝒖𝒍𝒕𝒔

Indicator Sheet: Compliance with the initial budget.

Purpose: Measure compliance on the use of resources allocated for the execution of the project
between the time of project approval and the measurement date.
Calculation formula:
𝑽𝒂𝒓𝒊𝒂𝒕𝒊𝒐𝒏 ($)
𝑽𝒂𝒓𝒊𝒂𝒕𝒊𝒐𝒏 ($) =
𝑰𝒏𝒊𝒕𝒊𝒂𝒍 𝒂𝒑𝒑𝒓𝒐𝒗𝒆𝒅 𝒗𝒂𝒍𝒖𝒆

∑𝒏 𝟏 𝑵𝒖𝒎𝒆𝒓𝒊𝒄𝒂𝒍 𝒓𝒆𝒔𝒖𝒍𝒕 (𝒊)

𝒊=
=
𝑵𝒖𝒎𝒃𝒆𝒓 𝒐𝒇 𝒑𝒓𝒐𝒋𝒆𝒄𝒕𝒔 𝒘𝒊𝒕𝒉 𝒏𝒖𝒎𝒆𝒓𝒊𝒄𝒂𝒍 𝒓𝒆𝒔𝒖𝒍𝒕𝒔

46
 Indicator Sheet: Compliance in the completion of projects
Purpose: Measure the entity's compliance with the completion of activities regarding the number
of projects it had scheduled to finish by the cutoff date.
Calculation formula:
𝑵𝒖𝒎𝒃𝒆𝒓 𝒐𝒇 𝒄𝒐𝒎𝒑𝒍𝒆𝒕𝒆𝒅 𝒑𝒓𝒐𝒋𝒆𝒄𝒕𝒔
𝑽𝒂𝒓𝒊𝒂𝒕𝒊𝒐𝒏 ($) =
𝑵𝒖𝒎𝒃𝒆𝒓 𝒐𝒇 𝒑𝒓𝒐𝒋𝒆𝒄𝒕𝒔 𝒔𝒄𝒉𝒆𝒅𝒖𝒍𝒆 𝒕𝒐 𝒇𝒊𝒏𝒊𝒔𝒉 𝒃𝒆𝒇𝒐𝒓𝒆 𝒕𝒉𝒆 𝒅𝒂𝒕𝒆 𝒐𝒇 𝒎𝒆𝒂𝒔𝒖𝒓𝒆𝒎𝒆𝒏𝒕

Indicator Sheet: Compliance with product goals in projects finished.

Purpose: Measure compliance in the execution of the goals established in the product indicators
defined in the approved project.
Calculation formula:
∑𝒏 𝟏 𝑵𝒖𝒎𝒆𝒓𝒊𝒄𝒂𝒍 𝒓𝒆𝒔𝒖𝒍𝒕 (𝒊)
𝒊=
=
𝑵𝒖𝒎𝒃𝒆𝒓 𝒐𝒇 𝒑𝒓𝒐𝒋𝒆𝒄𝒕𝒔 𝒘𝒊𝒕𝒉 𝒏𝒖𝒎𝒆𝒓𝒊𝒄𝒂𝒍 𝒓𝒆𝒔𝒖𝒍𝒕𝒔

Indicator Sheet: Completed and closed projects in Gesproy-SGR.

Purpose: Measure the proportion of completion of the closing process with respect to completed
projects by the executing entity.

Calculation formula:
𝑵𝒖𝒎𝒃𝒆𝒓 𝒐𝒇 𝒑𝒓𝒐𝒋𝒆𝒄𝒕𝒔 𝒄𝒍𝒐𝒔𝒆𝒅
=
𝑵𝒖𝒎𝒃𝒆𝒓 𝒐𝒇 𝒄𝒐𝒎𝒑𝒍𝒆𝒕𝒆𝒅 𝒑𝒓𝒐𝒋𝒆𝒄𝒕𝒔 𝒕𝒉𝒂𝒕 𝒔𝒉𝒐𝒖𝒍𝒅 𝒃𝒆 𝒄𝒍𝒐𝒔𝒆𝒅

Source: taken from Indicators technical sheets (2017)

* The complete files for each indicator and the calculation procedure for each indicator are presented in full in Indicators
technical sheets. (2017).

47
3 Based on the development of problem 3 activity, Calculate the Critical Path and the duration of the project.

3.1 Critical Path

48
:• EXoansion and modernization of the Cofema S.A class II cattle and oig animal orocessing plant located in the city of *lorencia Caqueta. - C:\Users\Usuario JP\Des klo a\Semestre 1 Maestrfa\ 5 PROY ECTOS III - 202...

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37 Ld Remodeling and adaptation of I I 1.7 ". ‹I.aye ñ I it "›8J i. i.II I .iifl
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69
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7t Ai chitectui al sheet metal i oof It days t.\ t I . .. . . Covei ed Woi kei Team; l•1...
76 0— FurniLure and soluLions 1 i-i ‹I.aye s 1 ".fJ I i› 1 7i”ii”i.i”ii”i
79 Foi feitui e Pi ocessing Ai ea 10 days '.':'. I'. .'.'.. . . Pi ocessing team;Seizui e ...
10? PI-IASE IY - CLOSURE 0 days I

49
50
 Expansion and modernization of the Cofema S.A class II and pig animal processing plant located in city of Florencia Caqueté. - C:\Users\Usuario JRDesktop\ Semestre 1 Maestria\5 PROYECTOS III - 202...

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Task views Resource views Other views sub-viens
Duraclon Eosto Nombres del 3 jul 20 |27 Jul |3 ago ZD |t0 ago 20 |17 ago 20 |21 ago 20 |31 ago
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IM IM I3 I\/ IS ID IL IM IM I3 I\/ IS ID IL IM IM I3 I\/ IS ID IL IM IM I3 IV IS ID IL IM IM I3 IV IS ID IL IN IM I3 IV IS ID IL IM IN
{ |EXTENSION MD I"1ODERNiZATION i t69,7s days $2423462961,00
g EjPMASK II - E¥EEUTION 134,75 days $20796Z6609,0O
31 E|Cavas coollng technology and 21 days 47ssss43o8,oo
Cavaporkcaicass meat *I days $9d000000.00 Cava poi k carcass meat,I...
E|RemodeIlng and adaptation of 113,7d days
$1OB5B76601,0O E]Concrete structures 55 days
$14Z60O000,0O
5n Columns and beams 25 days $58800000.00 Columns workei's team;C...
69 E]Covers 3s days 314Z11O500,0O
70 I letal roof structui'e 23 days $89600000.00 t¥elder 1;WeIdei' 2;Struct...
Architectural sheet metal roof It days $5*510500.00 Covered Worker Team;l"l...
76 EjFurnlLure and soluLlons la days isaisa3oo,oo
I°orfeiture Processing Area l0 daye $6d'I63300.00 Processing team;5eizure ...
PHASE IV- CLO5uRE 0 days $0.00

a2ft nue a

51
 Expansion and modernization of the Cofema S.A class II and pig animal plant located in the city of Florencia Caqueté. - c:\ users\ Usuari o JR Desktop\Semestre 1 PROYECTOS III - 202...

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E]EXTEIXSION MD MOOERNIZATIOIX I 169,75 days
$24Z3462961.00 EN-PMASE II - EXECUTIOIX â 34,J5 days
$2079626609,00
31 E]Eavas coollng technology and 21 days 475G5G4308,O0
Cava pork cai cass meat 2l days $9d000000.00 Cava poi k carcass
meat,J...
E]RemodeIlng and adaptation of 113,75 days $1OB5876601,O0
E]Concrete structures SS days $1-zZ60O000,00
' 5n Columns and beams
25 days $58800000 00 Columns workei's team;C...
6g E]-Covers 34 days $1-t21t0500,Q0
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71 Architectural sheet metal roof I I days $5?S t0500 00 Covered Workar Team;N„.
76 EjFurnlLure and soluLlons IO days $1GB I6330o,o0
forfeiture Processing Area IO days $6d'I63300.00 Processing team;5eizure ...
PHASE IV • CLO5uRE 0 days $0.00

52
" Expansion and modernization of the Cofema S.A class II cattle and pig animal processing plant located in the city a f *lorencia Caquetâ. - C:\Users\Usuario JP\Desktop\Semestre 1 Maestria\5 °ROYECTOS III - 202...

Project£ibre.
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31 D- Casas cooling technology and 21 leys 7 VG SG-I 308.00
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clays
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69 E3lowers s› duys i‹z i taboo.oo
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79 Foi feitui'e Processing Ai'ea t0 days 'f .1 .'. '. .'. . . Pi ocessing team;Seizure ...

53
" \*' Expansion and modernization of the Cofema S.A class II cattle and pig animal processing plant located in the city of Florencia
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6
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70 * Metal i oof sti ucLui e *23 days ! | '-'!'”: - : - : '-: Weldei l;WeIdei 2;Sti uct...
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1.1 days | '. '1'.'L '.'. ' ' . Covered Woi ker Team;M... M ce*'erDfi 1
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4. Determine methods for implementing indicators in project management, select one and

document it.

An indicator is a quantitative or qualitative tool that shows signs or signals of a situation,

activity or result; provides a signal related to a single information, which does not imply that it

cannot be reinterpreted in another context The indicators fulfill the function of showing

information concerning a single objective; They must provide clear and precise information on

the performance and fulfillment of the objectives established in the MIR (Matrix of Indicators for

Results) Indicator classes.

a. Efficacy indicators: Efficacy indicators measure the degree of compliance with the

established objective, that is, they provide evidence of the degree to which the described

objectives are being achieved. These types of indicators are the most common within the

MIRs.

b. Efficiency indicators: The efficiency indicators measure the relationship between the

achievement of the program and the resources used for its fulfillment. These indicators

quantify what it costs to achieve the proposed objective, without limiting it to economic

resources; it also encompasses the human and material resources that the program employs

to meet the specific objective

c. Economic indicators: The economic indicators measure the capacity of the program to

adequately manage, generate or mobilize financial resources. These indicators quantify the

proper use of these resources, understood as the ability of the program to attract monetary

resources outside of it that allow it to enhance its financial capacity and recover borrowed

financial resources.

57
 d. Quality indicators: These measure the attributes, capacities or characteristics that the

goods and services produced have or should have. Steps To Build An Indicator In order to

build an indicator, it is recommended that the following six steps be followed:

1. Review the clarity of the narrative summary.

2. Identify the relevant factors.

3. Establish the measurement objective.

4. Present the name and the calculation formula.

5. Determine the frequency of measurement.

6. Select the means of verification.

The literature related to the PDCA control cycle as a method for the implementation of

indicators in project management. It is a simple but powerful method where you Plan, Make,

Check and Act. In Rincón's reflections (1998), PHVA is a managerial conception that dynamizes

the relationship between man and processes, this relationship is controlled by establishing,

maintaining and improving standards based on the technical specifications of the process and

operating procedures (p. 9).

Planning: materializes with the definition of goals and the methods to achieve them.

To do: consists of the execution of the activities that will lead to the fulfillment of the goals,

in this step the training of the work team is important.

Verify: The results of the executed task are evaluated, the problems that cause the non-

fulfillment of the tasks must be identified.

Act: corrective measures are taken to achieve the fulfillment of the goals.

In the works presented by Rincón (1998), he establishes the following procedure for the

implementation of indicators:

58
 1. A working group must be formed that are involved in the project and in the processes to be

measured; this is part of Planning.

2. Identify the activities to measure. In this part the author recommends starting from

the development of the balanced scorecard, this is also part of Planning.

3. Execution of activities that feed the perspectives and objectives of the balanced scorecard

(Do).

4. Verification of compliance with the indicators of the balanced scorecard and

implementation of corrective actions (Verify).

5. Execute the activities that feed the corrective actions and / or the revision, adjustment of

indicators.

Whatever methodology the organization adopts for the implementation of indicators in project

management, Rincón (1998) recommends keeping in mind the following elements associated

with an indicator (p. 16):

 Objective: represents the improvement sought, makes the challenge evident

 Definition: it must be simple and clear and also include only one characteristic.

 Responsibility: indicates the area that owns the indicator and therefore is responsible for

the actions derived from it.

 Resources: personnel, instruments, digitization, multimedia, etc.

 Periodicity: it must be sufficient to report on the management.

 Reference level: it can be historical data, an established standard, a requirement of the

client or of the competition, or a figure agreed by consensus in the working group.

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 Reading points: it must be clear at which points the measurement will be carried out; at

the beginning, in an intermediate stage or at the end of the process.

 Decision-making: it must allow adequate feedback and also present clear information and

be complemented with other management tools that help analyze causes and establish

points for improvement to support the decision to be made. If possible, the relationship it

presents with other indicators should be shown.

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 5. Link to the deliverable document, the criteria of each member of the group, referring to lessons learned, contributions to knowledge, applicability in projects in the construction of indicators and methods in project management

Name Learned lessons Contributions to knowledge Applicability in projects in the construction of indicators and methods in project
management.

The cost and schedule performance indicators indicate that by the

fifth month of project execution, in terms of the development of
activities, they will be up to date and the necessary budget for those
same activities will have been executed, but for the remaining
months, the project will be at financial risk, activities that do not
Golda Meyer
have 100% of the fifth month will meet an extra cost. In this sense,
Torres Vargas
the project manager and collaborators, in the fifth month, should
review in detail the pending activities to be executed and rearrange
the WBS, especially in those activities where the CPI values are
lower than 0.94 and the TCPI registers very negative values (less
than -0.2).
Activities such as technological expansion of the slaughter plant and
the construction of cellars for pork and gutting are generating a
decrease in the CPI, so these two activities must be reviewed and
adjusted so that the CPI reaches a value of one (1).
The project for the expansion and modernization of the Cofema S.A class II
bovine and swine animal processing plant generates explicit knowledge
The modernization project of the Cofema SA class II bovine and pig animal processing plant
regarding all the information that is documented, codified, articulated and
requires the establishment of performance indicators specifically those related to value-earning
communicated with the Organization's own language. As this knowledge is
management (EVM) which allows determining the cost performance and the performance index
derived from the execution of the project, it is shared or transferred among the
of the schedule.
staff.
In the modernization development of the Cofema SA class II bovine and pig animal processing
Linked to the project. For the project in question the explicit knowledge is
plant, several project management methodologies are applied, for example: Work Breakdown
reflected in the plans, technical specifications, cost reports, process diagrams,
Structure (WBS), Network Diagram (Pert or Gantt) through the free project and the Balanced
manuals, project reports.
Scorecard, CMI, to measure and evaluate project management.
But the project also generates tacit knowledge, which is not documented but
rather cognitively prevails among the project participants. This knowledge is
transferred through observation and practice, from experiences and learning.

Unit 1 - Problem 2
En la Unidad 1 - Problema 1 - Metodologías y herramientas
Claudia apropiadas para indicadores en proyectos, comprendí la
Gisella importancia de constrir los indicadores de desempeño In general, it was evidenced that the cost performance index for the analysis
Rengifo period indicates that it is efficient in managing the resources established for the
Unidad 1 - Problema 1 con el ejercio mediante 3 ejercicios o project, and although there are activities with an index lower than 1, it suggests
ejemplos para cada tipo de indicadores a medir, tales como that we must be We are cautious in this matter, which may be due to the
Impacto, Resultados, Productos, Procesos e Insumos. circumstances that arise, so it would be important to carry out the exercise at a
later period and evaluate the behavior of this activity for decision-making.

In Unit 1 - Problem 1 - Appropriate methodologies and tools for
indicators in projects, it allowed me to define what an indicator is,
its structure, steps to build an indicator - when designing a flow
chart-, what the indicators are for and differentiate between: Data,
metrics, KPIs, objectives.
Likewise, I was able to make a comparison with the types of
indicators specifically with the predictive and diagnostic indicators
linking the characteristics of each one.
Jefferson
Velez Castro Thus, in Unit 1 - Problem 1 the exercise was completed with 3
examples for each type of indicators to measure, such as Impact,
Results, Products, Processes and Inputs.
In Unit 1 - Problem 2 _ Efficiency and effectiveness indicators,
it was possible to build indicators of efficiency and effectiveness
for the project named - Expansion and modernization of the
Cofema S.A., class II cattle and pig animal processing plant located
in the city of Florencia Caquetá.
In addition, in Part A, the Methodologies for the formulation of
performance, efficiency and effectiveness indicators were
reviewed, with the above, a comparative matrix of the
methodologies could be made. In this sense, the indicators
related to efficiency and
effectiveness were compared.
Unit 1 - Problem 1
 The indicators fulfill two basic functions: one of a quantitative nature and the
other of a qualitative nature.
 KPIs are used to monitor and find out if the set objectives are being met, and to
be able to quickly make corrective decisions in the event of deviations from the
set objectives.
 Diagnostic KPI´s allow the comparison of the actual situation with the planned
one in order to detect deviations. They are essential for all types of projects.
 A KPI or predictive indicator allow us to estimate the final situation of a
project, starting from its current situation and taking data from its historical
situation. In other words, anticipating possible problems and thinking about
potential risks. • If we are not able to explain how and to what extent an
indicator directly reflects the achievement of the objectives and goals set, then
it is not a good KPI.
Unit 1 - Problem 2
• Managing the cost of a project is an important task to achieve success and face
the obstacles that arise along the way. In this sense, an efficient and effective
cost management can avoid the generation of significant cost overruns or
savings in the project, since in the first case it can trigger problems with the
leverage of resources and recurrent delays in complying with the activities
proposed in the EDT regarding the schedule and budget. While a significant
saving in the project can be derived in a positive scenario of the efficient
Indicator is understood as the way of comparing the behavior of two variables which yields a
value, a magnitude, a criterion. The result can then be a measure (quantitative) or an observation
(qualitative) that indicates or expresses the current situation of a system, process, project, etc.
against the fulfillment of the proposed objectives.
The project called Expansion and modernization of the Cofema SA class II cattle and pig animal
processing plant located in the city of Florencia Caquetá was part of an exercise developed in the
Projects III course where, based on a project with previous information, indicators of efficiency,
efficiencies, and effectiveness have been designed and calculated following the methodology of
CONVEL (2013) and DPN (2009). The calculation of management indicators was also
developed through an earned value management simulator that found to analyze and evaluate the
performance and financial health (costs) panorama of the project and change its course through
corrective decisions.
The objectives were identified in each phase of the project, they were elaborated taking into
account the type of objective, the level of the objective and the dimension of the indicator for
each level of the objective.
Finally, the elaboration of the project was developed with the calculation of the costs and the
planning of the activities using the Free Project which allowed to identify the number of
activities, the sequencing of the critical path and the allocation of resources.
Also, I can conclude the following
 An indicator is a quantitative representation (variable or relationship between variables),
objectively verifiable, from which the necessary information is recorded, processed and
61
management of the project presented to measure the advance or setback in the achievement of a certain objective. So

62

While Unit 2- Problem 3 _ Performance indicators, was worked
in 2 parts. In Part A, the project was designed and planned using
free project, the Budgeting, cash flow was designed and later,
economic or cost information analysis, project requirements, and
then it was design key project management indicators were made.
In Part B, twelve key performance indicators were designed and
built for the Cofema's project - post project closure). Likewise, and
considering the Balanced Scorecard (BSC) approach, it was
building the indicators (KPIs) for the project. Then the cost
performance
index and schedule performance index were calculated.
Regarding Unit 2 _ Problem 4 - Integration of indicators of a
project for decision making, - the concepts, methodologies, the
steps to design and build an indicator, the classification or typology
of indicators were integrated. Now, with what was developed in
problem 2; The content of key performance indicators, balanced
scorecard, calculation of cost performance index and performance
index of the project schedule were constructed.
costs, - or of the limitation of activities and / or resources that on the fly are
considered unnecessary or dispensable in the execution of the project.
Unit 2- Problem 3
Through the indicators the quantified evaluation of the performance of the
processes, services, products are obtained. In general terms, two types of
indicators are identified: Process indicators which measure the progress of the
project and the result indicators, which measure the final effectiveness of the
project and the fulfillment of the results. In this last sense, the performance
indicators after the project closure is part of the Ex - Post evaluation where the
pre-investment, investment and operation stages are complemented, these project
closure indicators allow measuring the degree to which the company has
achieved the objectives of the project. For the project "Expansion and
modernization of the Cofema S.A class II bovine and pig animal processing plant
located in the city of Florencia Caquetá", the closure indicators must be related
to:
• Analysis of the investment stage of the project: indicators in relation to the
project schedule, sources of financing, investment costs, executed works
the indicators should represent the relationship of two or more variables in order to make it
easier to analyze the results achieved by a program
 A KPI (Key performance indicator) is a unit of measurement that provides data on the
performance of a specific aspect of a strategy. In this sense, it is important to highlight that
KPIs directly influence the decisions made in the company or project.
 KPIs are based on metrics, associated with the performance of the company to achieve
specific objectives. However, metrics are measurable values of some of the different
processes carried out in the company, but their analysis will not provide information on the
efficiency of business strategies. Therefore, although all KPIs are business metrics, not all
metrics are KPIs.
 The performance indicators are closely related to the evaluation, the follow-up, the
implementation time, the timing of the monitoring, the observation method and the
progress of the different strategies proposed.
 Evaluation, can focus on the results of the intervention and its effects; It can also focus on
the costs of what is being evaluated, on the way in which the intervention is applied and
managed, and even on the course and relevance of said intervention.
 Monitoring, for its part, is defined as a process, continuous and systematic, after the
evaluation, for the analysis of the information collected, in order to determine the progress
of the intervention carried out in terms of the achievement of objectives and goals.

Then with what was developed in problem 3 activity, the Critical • Analysis of the Project Operation Stage: indicators related to: associated
Path and the duration of the project were calculated. resources, costs, user satisfaction analysis, re-estimation of project indicators
derived from Earned Value Management (EVM) and balanced scorecard.
Finally, one of the methods for implementing indicators in project
management was determined and documented.
Unit 2 _ Problem 4

• From the S curve graph of both (PV), (EV) and (AC), and by making their
respective comparison, it was possible to determine in the first instance which
project is on time and if a significant cost overrun is occurring when observing
that AC> PV> AC. That is, when running and analyzing the simulation of the
project completely in the 8 months and observing the comparison of the Curve
S, it can be said that the behavior of AC is higher than the PV and EV obtained
during the execution of the project. In this sense, the project is exposed to cost
overruns due to inadequate cost management since there is a cost that is higher
than the budget and the progress made, - which may be the product of a bias per
action (estimation error), omission (aspects not estimates that put the cost at
risk) or corruption within the company or its partners (cost aspects that were
intentionally managed for the benefit of private interest). 51

• According to the results obtained by the S curve for (PV), (EV) and (AC)
where the behavior of the AC is above the planned value (PV), it could be
argued that these results are due to atypical factors for which it is as the project
passes due to the health emergency, the low demand for suppliers for the
different assigned activities, influences the real cost, it is necessary to establish
a financial buffer destined to mitigate these cost overruns.

• According to the activities that were academically chosen to carry out the
analysis of the Earned Value technique, in the fifth (05) month the project is
neither behind schedule nor ahead of schedule, since by subtracting the Value
data Ev earned for the fifth month ($ 1,803,720,211) of the data of the Real
Cost spent in the fifth month ($ 1,803,720,211) gives 0. That is, the activities
resulting from the analysis of the variation of the schedule have generated
expenses according to the programmed.

• According to the result, for the analysis of the variation index of the SV
schedule in the month (05) of the project, it gives us the value of zero (0),
which indicates that the project is neither late nor advanced according to the
period study, that is, the programmed activities have generated expenses
according to the programmed, we can adjust actions that allow a greater
performance in the development of the project.

63
• In view of the fact that there are incomplete activities, the project must carry
out continuous monitoring of these activities for their completion.

• For the implementation of the Earned Value simulator, ten activities were taken
for study, of which only 2 of them show 100% progress, although the missing
percentage in the rest of the activities ranges between 1 and 3 percentage
points.

• In general, the results in the cost performance index for the analysis period
indicate that we are being efficient in managing the resources established for
the project, and although there are activities with an index lower than 1, it
suggests that we must be cautious in this matter, which may be due to the
circumstances that are being presented to us, so it would be important to carry
out the exercise in a later period and evaluate the behavior of this activity for
decision making.

• According to the performance index or performance until the conclusion of

TCPI, which presents (- negative) values, it is observed that the project until
month 5 is in a comfortable position, is easy to complete and does not require
increased efforts to achieve results. Taking into account the results of the
projections within the framework of a typical variation, we can say that the
projections point in conditions of typical variation the project will NOT have a
saving. When analyzing the behavior of the EAC indicator, it is projected to
have an extra cost until the conclusion of the project by having a variation in
the budget where the projected costs are exceeded as a trend in each activity
that by the 5th month are not 100% completed. An overcharge on the scenario
of an original WBS that presents faulty estimates and that after month 5 are no
longer relevant due to a change in conditions.

• On the other hand, it should be noted that the activities of studies and designs
and formulation - evaluation of the project yield indeterminate TCPI values
because the subtraction generated in the dividend is given by the equal costs of
BAC and AC, in other words, how activities are 100% completed, it is not
necessary to take them to projection analysis.

64
 Conclusions

Through the development of this course, the importance of the Implementation of the

proposed balanced scorecard was established, to strategically direct the company, manage

organizational performance and control the results obtained in each of the business lines.

As proposed by FEDEGAN, it is important to work on 2 fronts that allow improving the

competitiveness of the livestock sector in Colombia: on the one hand, there is to generate a

vision of Entrepreneurship for the management of farms, and on the other, there is

implementation and massification of the use of science and technology tools available for

livestock.

Regarding the first mentioned, the ranchers must manage the farms as if they were companies

and therefore do serious planning in different areas (strategy, finances, operations with plans at

least in the medium term, as well as designing processes that facilitate their management) and

design control tools to monitor the results. Regarding the use of science and technology, farmers

must make use of modern tools for soil management as well as implement genetic improvement

programs through artificial insemination.

64
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