Exploring the Capability of Earned Value Management in Construction: A Comparative Analysis

Author's Department

Construction Engineering Department

Second Author's Department

Construction Engineering Department

Third Author's Department

Construction Engineering Department

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https://doi.org/10.1007/978-3-031-97697-1_23

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Mohamed Elsaid Khaled Nassar Ibrahim Abotaleb

Document Type

Research Article

Publication Title

Lecture Notes in Civil Engineering

Publication Date

1-1-2025

doi

10.1007/978-3-031-97697-1_23

Abstract

Earned value management serves as a crucial and multi-dimensional approach to project control, integrating both time and cost dimensions. Studies have emphasized the significance of time schedules as a key factor in project success. However, challenges related to conceptual understanding and implementation difficulties have emerged. Additionally, concerns have been raised about the inherent limitations of EVM, particularly its emphasis on measuring the “amount of work performed” rather than time deviations. This study conducts a thorough analysis of two earned value methodologies Earned Duration and Earned Schedule, across a diverse dataset of construction projects in Egypt. The primary aim is to assess the precision of these methodologies in predicting project completion dates and identify the most effective approach based on project duration percentages. Findings emphasize the pivotal role of considering project type and duration when selecting the most accurate and efficient methodology, thereby advancing project management practices within the Egyptian construction sector. The implications of this study are pertinent to construction project managers, providing them with valuable insights for informed decision-making and enhanced precision in project forecasting. Given the evolving landscape of the construction industry, practical guidelines are introduced for choosing the most efficient methodology based on project duration percentages, offering project managers a structured framework for decision-making. Moreover, tailored recommendations related to performance factors such as SPI and SCI contribute additional insights to optimize project management practices in Egypt, positioning this analysis as a valuable resource for achieving superior outcomes in diverse construction projects.

First Page

271

Last Page

282

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