Search results

The purpose of this paper is to summarise a successfully defended doctoral thesis. The main purpose of this paper is to provide a summary of the scope, and main issues raised in the thesis so that readers undertaking studies in the same or connected areas may be aware of current contributions to the topic. The secondary aims are to frame the completed thesis in the context of doctoral‐level research in project management as well as offer ideas for further investigation which would serve to extend scientific knowledge on the topic.

Research reported in this paper is based on a quantitative study using inferential statistics aimed at better understanding the actual and potential usage of earned value management (EVM) as applied to external projects under contract. Theories uncovered during the literature review were hypothesized and tested using experiential data collected from 145 EVM practitioners with direct experience on one or more external projects under contract that applied the methodology.

The results of this research suggest that EVM is an effective project management methodology. The principles of EVM were shown to be significant positive predictors of project success on contracted efforts and to be a relatively greater positive predictor of project success when using fixed‐price versus cost‐plus (CP) type contracts. Moreover, EVM's work‐breakdown structure (WBS) utility was shown to positively contribute to the formation of project contracts. The contribution was not significantly different between fixed‐price and CP contracted projects, with exceptions in the areas of schedule planning and payment planning. EVM's “S” curve benefited the administration of project contracts. The contribution of the S‐curve was not significantly different between fixed‐price and CP contracted projects. Furthermore, EVM metrics were shown to also be important contributors to the administration of project contracts. The relative contribution of EVM metrics to projects under fixed‐price versus CP contracts was not significantly different, with one exception in the area of evaluating and processing payment requests.

These results have important implications for project practitioners, EVM advocates, as well as corporate and governmental policy makers. EVM should be considered for all projects – not only for its positive contribution to project contract development and administration, for its contribution to project success as well, regardless of contract type. Contract type should not be the sole determining factor in the decision whether or not to use EVM. More particularly, the more fixed the contracted project cost, the more the principles of EVM explain the success of the project. The use of EVM mechanics should also be used in all projects regardless of contract type. Payment planning using a WBS should be emphasized in fixed‐price contracts using EVM in order to help mitigate performance risk. Schedule planning using a WBS should be emphasized in CP contracts using EVM in order to help mitigate financial risk. Similarly, EVM metrics should be emphasized in fixed‐price contracts in evaluating and processing payment requests.

This paper provides a summary of cutting‐edge research work and a link to the published thesis that researchers can use to help them understand how the research methodology was applied as well as how it can be extended.

Earned value management systems (EVMS), also called integrated project and program management systems, have been greatly examined in the literature, which has typically focused on their technical aspects rather than social. This study aims to hypothesize that improving both the technical maturity of EVMS and the social environment elements of EVMS applications together will significantly impact project performance outcomes. For the first time, empirical evidence supports a strong relationship between EVMS maturity and environment.

Data was collected from 35 projects through four workshops, attended by 31 industry practitioners with an average of 19 years of EVMS experience. These experts, representing 23 organizations, provided over 2,800 data points on sociotechnical integration and performance outcomes, covering projects totaling $21.8 billion. Statistical analyses were performed to derive findings on the impact of technical maturity and social environment on project success.

The results show statistically significant differences in cost growth, compliance, meeting project objectives and business drivers and customer satisfaction, between projects with high EVMS maturity and environment and projects with poor EVMS maturity and environment. Moreover, the technical and social dimensions were found to be significantly correlated.

Key contributions include a novel and tested performance-driven framework to support integrated project management using EVMS. The adoption of this detailed assessment framework by government and industry is driving a paradigm shift in project management of some of the largest and most complex projects in the U.S.; specifically transitioning from a project assessment based upon a binary approach for EVMS technical maturity (i.e. compliant/noncompliant to standards) to a wide-ranging scale (i.e. 0–1,000) across two dimensions.

The purpose of this study is to examine the impact of selected corporate governance (CG) variables on the equity value multiple (EVM) of listed firms in Nigeria.

The research used data obtained from 100 firms listed on the Nigerian Stock Exchange (NSE) from 2014 to 2018. A generalized method of moment was used to estimate the relationship, whereas principal component analysis was used to generate composite values of EVMs.

Findings reveal a significant association between board size, board independence, board gender diversity, managerial shareholding, audit committee independence, disclosure of CG information and EVM at a 1% level of significance.

This study was limited to firms that disclosed information on CG and EVMs.

These empirical findings lend support to agency theory, which suggests the use of various CG variables as a way of reducing principal-agent conflicts. It also lends support to resource dependency theory from a gender diversity perspective.

The study is a pioneering effort toward unlocking the relationship between some CG variables and the EVMs, focusing on firms listed on the NSE.

This study aims to review earned value management (EVM)-relative methods, including the original EVM, earned schedule method (ESM) and earned duration management (EDM(t)). This study then proposes a general implementation procedure and some basic principles for the selection of EVM-relative methods.

After completing an intensive literature review, this study conducts a case study to examine the forecasting performance of project duration using the EVM, ESM and EDM(t) methods.

When the project is expected to finish on time, ESM with a performance factor equal to 1 is the recommended method. EDM(t) would be the most reliable method during a project's entire lifetime if EDM(t) is expected to be delayed based on past experience.

As this research conducts a case study with only one building construction project, the results might not hold true for all types of construction projects.

EVM, ESM and EDM(t) are simple and data-accessible methods. With the help of a general implementation procedure, applying all three methods would be better. The power of the three methods is definitely larger than that of choosing only one for complex construction projects.

Previous studies have discussed the advantages and disadvantages of EVM, ESM and EDM(t). This study amends the available outcomes. Thus, for schedulers or researchers interested in implementing EVM, ESM and EDM(t), this study can provide more constructive instructions.

The purpose of this paper is to describe a Doctor of Project Management research study including summary of the literature review, the application of the combination of case study, survey and theory building research methodologies, key research findings and potential areas for future research.

The research investigates the reasons for the limited adoption of earned value management (EVM) as a project performance evaluation technique. It proposes new extensions to this technique that will be beneficial to project management practitioners. The multifaceted research approach incorporates the following elements: a review of previous and current literature on EVM; a survey of project management practitioners on their practices and attitudes towards EVM; analysis of the known challenges of the EVM technique; development of techniques to address and resolve the EVM challenges; consolidation of those techniques into a single framework and implementation model; and validation of that framework and model through multiple methods.

The research confirms that EVM can be greatly enhanced and simplified though three key initiatives: include the cost assurance (i.e. risk transfer) provided by procurement contracts; measure project achievement and progress on the completion of each phase, rather than monthly; and combine the above into a simplified, single model.

This paper provides practitioners with an insight into how EVM can be enhanced and applied in project management organisations. In particular, the integrated PAVA technique should be particularly useful to projects using the rolling wave approach, as its recognition of phases provides a framework for short‐ and long‐term planning.

The purpose of this paper is to examine a case of sham compliance performance reporting through the lens of Goffman’s dramaturgy to reveal its dramaturgical structure. It makes a methodological contribution to comprehending “lived experience” accounts of project work, and adds knowledge concerning the behind-the-scenes motivators to sham behaviour in project work.

Using an ethnographic lived experience account, an aspect of project work is reconceptualised as a collection of dramaturgical scenes. These scenes disclose issues beyond the bounds of the traditional project management discourse, and increase knowledge and appreciation of sham and performative behaviour in project work.

Sham progress reporting can emerge in an environment where senior management’s ignorance of project work creates unworkable binds for project staff. Moreover, the sham behaviour succeeds at its objective because senior management are vulnerable to false impressions. This situation raises ethical issues for those involved, and creates an overhead in dealing with the reality of project work.

Limitations to this study are due to the inherent nature of the ethnographic method, where it is difficult to recruit willing participants, particularly in terms of sham behaviour cases. This study has implications for research on sham and performativity behaviour in project work, as studies can benefit from the dramaturgical analysis and Goffmanesque scene illustration techniques that help give focus to particular aspects of social performance, and remove complexity from the narrative.

The research provides practitioners with a way of discussing superfluous compliance process using additional lived experience vocabulary. This could reduce the undue pressure to behave unethically, and reduce the burden to create the extra impression management work.

This study brings a voice to sham behaviour in project work. Continued ignorance of sham behaviour results in unnecessary work and unprofitable projects. Individuals could pay a price in terms of stress and well-being, not discussed.

Sets out to examine earned value management (EVM), a project management technique that relates resource planning to schedules, technical costs and schedule requirements.

Provides an example of how EVM can be implemented in a data warehouse project and how it can be used as a tool to diagnose and solve problems.

EVM is based on the belief that the value of the project increases as tasks are completed and therefore the earned value of a project is a measure of the real progress of that project.

Offers a significant analysis of EVM, its benefits and pitfalls.

Effective project management is critical for reducing project failures, cost overruns and schedule delays. Yet, research in this area is lacking. This study provides original research on capital project management in US state governments, with special attention to earned value management (EVM). EVM is a technique used to provide early warning indicators of performance issues and facilitate corrective action during project execution.

A multi-method design involving document review, focus groups, surveys, interviews and case studies is used to unearth primary data from statewide project management offices (PMO) responsible for overseeing large-scale information technology (IT) acquisitions. A strategic framework is developed, facilitating a descriptive analysis of management strategies.

Results from 31 states indicate the vast majority have taken key initial steps in formulating a statewide strategy, such as establishing a PMO, adopting industry standards and defining guidelines for agencies. However, agencies are only required to follow guidelines issued by the statewide PMO in 14 states. EVM is currently used in 18 states, with most defining clear criteria for application and tailoring practices according to project context.

This study introduces the EVM concept to public budgeting research, provides a blueprint for EVM policy development and offers novel analysis of capital project management reforms and strategies.

Earned Value Management (EVM) is widely used as a project performance measurement and forecasting technique. Nonetheless, it has not been fully explored in Pakistani construction industry; where conventional progress reporting methodology (CPRM) is being followed having certain confines. It reports only the financial progress of a project, expresses feeble association between the duration and cost of activities, and forecasts flawed schedule and completion cost. This research implements EVM on under-construction building projects in Pakistan, and compares its upshots with the projects' actual records and with the outcomes of CPRM.

To assess the implementation of EVM on building projects, a set of specific criteria was established. Work Breakdown Structure, Organization Breakdown Structure and Control Points were established. The study has compared the EVM metrics with CPRM outcomes on three under-study building projects, and has deliberated on their mutual differences as well as their relationship with actual cost and schedule performance. Monthly figures of actual spending and completed activities were periodically recorded and compared with planned values for status indication. The graphs were generated to observe the correlation between the results of EVM and CPRM. The data was then extrapolated to forecast the schedule and cost values at completion.

The study discovered that trends of EVM in quantifying the project's cost and schedule performance were strongly correlated and were closer to the actual progress. It has also verified the EVM's soundness in forecasting the cost and schedule, required for project's completion. Contrarily, CPRM metrics could not precisely visualize the current and future, cost and schedule performance.

The case study concludes that EVM's incorporation in progress reporting regime can revolutionize the assessment procedures in Pakistan by rightly indicating the project's current status as well as visualizing the future performance. The study's methodology can also be extrapolated in other countries having similar work environment and economic conditions.

The purpose of this paper is to contribute to the diffusion of earned value management (EVM) as a practicable methodology to monitor facility construction and renovation projects in the context of the European industry.

First, a review of the literature reveals how EVM evolved as a tool for facility construction project monitoring together with specific concerns for its application. Then, a review of EVM practice and trends in Europe is provided and finally, applicability and viability of the method is proved through a case demonstration.

EVM practice in the European construction industry is found to be lagging behind other experienced countries and industries, despite EVM having been found to be applicable, adaptable, and predictive of integrated final cost and schedule of facility construction projects. In particular, cost estimate at completion is forecasted by a simple cost performance index (CPI), while for the time estimate at completion, the earned schedule concept is revealed as an accurate predictor.

The paper urges the need for research of a European standard as a primary factor for successful diffusion of EVM usage in architecture, engineering and construction projects.

This paper helps practitioners to understand the adaptability of EVM practice in the European construction industry and to apply EV tools for effective monitoring of the performance of their projects.

Current trends of EVM practice in the European construction context are presented and suggestions for sustaining the diffusion of EVM are given.