THE USE OF EARNED VALUE MANAGEMENT FOR INITIATING DIRECTIVE PROJECT CONTROL DECISIONS: A CASE STUDY

Authors

  • Ntokozo H. Nkiwane University of Pretoria
  • Werner G. Meyer University of Pretoria
  • Herman Steyn University of Pretoria

DOI:

https://doi.org/10.7166/27-1-1260

Keywords:

Earned Value Management (EVM), Construction projects

Abstract

With large infrastructure backlogs in Africa, well-controlled projects will play a significant role in African infrastructure development. In this paper, the monitoring and/or directive use of Earned Value Management (EVM) is investigated and linked to project management maturity. This case study also investigates the use of EVM based on the financial and schedule risk distribution among project role players, and the effect of EVM on project performance. The results show minimal use of EVM in the directive control of projects; at best, the directive use of EVM is found to be implied rather than deliberate and methodical. 

Author Biography

Ntokozo H. Nkiwane, University of Pretoria

The author was enrolled for an M Eng. (Project Management) degree in the Department of Engineering and Technology Management, University of Pretoria.

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Published

2016-05-10

How to Cite

Nkiwane, N. H., Meyer, W. G., & Steyn, H. (2016). THE USE OF EARNED VALUE MANAGEMENT FOR INITIATING DIRECTIVE PROJECT CONTROL DECISIONS: A CASE STUDY. The South African Journal of Industrial Engineering, 27(1), 192–203. https://doi.org/10.7166/27-1-1260

Issue

Vol. 27 No. 1 (2016)

Section

Case Studies

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