Este exemplar foi revisado e alterado em relação à versão original, sob responsabilidade única do autor e com a anuência de seu orientador. São Paulo, 07 de março de 2007. Assinatura do autor ____________________________ Assinatura do orientador _______________________ FICHA CATALOGRÁFICA Morelli, Sergio Gestão de custos em projeto, uma aplicação do uso do EVMS / S. Morelli. --ed. rev. --São Paulo, 2007. p.97 Dissertação (Mestrado) -Andrade, pela oportunidade, sua dedicação e influência. Ao meu

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... orientador Prof. Dr. Oscar Brito Augusto, pelo apoio, orientações e permanente incentivo para a realização deste trabalho, compartilhando suas reflexões e idéias e possibilitando assim o aperfeiçoamento técnico-especializado. A todos os meus amigos de trabalho, que me incentivaram e participaram deste trabalho com suas sugestões, idéias e críticas, e que sempre me apoiaram e continuam a me incentivar a atingir os meus objetivos. À minha esposa Dumara e aos meus filhos Milena, Gilberto e Marcio e ao meu genro Marcio Monteiro que, nestes dois últimos anos tiveram a paciência e compreensão da minha pouca participação em suas vidas. ABSTRACT The deepening of the world globalization processes ever more in evidence generates, amoung countless other factors, the rise in competitiveness among companies and economic sectors, as well as the growth in the opportunity spectrum for the capital investment companies at so called "Emerging Countries Market", offering low-cost labor, (e.g. China and India), in relation to the countries in the Central and South America, Europe and nowadays, Brazil. Market segments such as New Product Launching Projects, Engineering Outsourcing Services, Information Technology Systems, Work Systems and New Processes become more and more competitive. The use of consistent methodologies is demanded from companies when managing such projects, focusing on reducing and more effectively controlling costs, delivery dates as well as the quality of the project itself. We can identify several actions taken to reduce costs, and new tools are used evermore by Project Managers, to mainly manage different project costs, along their life cycle. Most projects are managed without the use of suitable methodologies and or managing models to follow. This has caused many and significant financial losses to such projects. From this perspective, this study analyzes one of the areas of knowledge in Project Management, which is Cost Management, and identify as well as creating a new measuring model, which will make it possible to physically measure the progress of each project. This new model, together with relevant information from the initial forecasted budget and incurred costs, will make it available to the Project Manager, more accurate and vital information when it comes to deadlines and costs, which will help in the decision making process. The EVMS, (Earned Value Management System) methodology and the Percentage Completion Method, (a method that attributes a determined percentage of Project completion (between 0 and 100%), at each control cycle), were applied at the implementation of this new measuring model of Physical Project Advance, at an industrial project. The results have proved the viability of this new model, when measuring Physical Project Advance, not only at each work package level, but also as a Project as a whole. SUMÁRIO LISTA DE FIGURAS LISTA DE TABELAS LISTA DE ABREVIATURAS E SIGLAS