Constraints To Implementing Earned Value Management (Evm) As A Tool For Project Planning And Control – A Solutions Perspective - A Case Study Among Nigerian Construction Project Managers
Ola, Gbolahan (2019)
2019
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-202005067450
https://urn.fi/URN:NBN:fi:amk-202005067450
Tiivistelmä
This thesis examines the constraints to implementing Earned value management in construction projects and provide solutions to these constraints. This thesis begins by presenting the historical background of EVM, how it is derived and effectively used, the benefits possible through its use, and finally, its limitations.
To answer the research questions, literature reviews and questionnaires are used. Seventy-three construction project managers participated in the survey. Notably, a key observation from literature review, reveals that current information do not examine comprehensively, the relationship between EVM and strategic project organization.
From fragmented works of literature and the analysis of survey responses, the author identifies several factors that impede the effective implementation and use of EVM. These factors are; flexibility to scope changes, error reporting and data manipulation, standardization of processes, punishment of contractors and lastly, IT and software support.
To conclude, the author presents recommendations to overcome each impeding factor and offers two strategic EVM organisational models centered around these recommendations. These models having varying emphasis on individual factors are designed to cater to different implementation environments.
To answer the research questions, literature reviews and questionnaires are used. Seventy-three construction project managers participated in the survey. Notably, a key observation from literature review, reveals that current information do not examine comprehensively, the relationship between EVM and strategic project organization.
From fragmented works of literature and the analysis of survey responses, the author identifies several factors that impede the effective implementation and use of EVM. These factors are; flexibility to scope changes, error reporting and data manipulation, standardization of processes, punishment of contractors and lastly, IT and software support.
To conclude, the author presents recommendations to overcome each impeding factor and offers two strategic EVM organisational models centered around these recommendations. These models having varying emphasis on individual factors are designed to cater to different implementation environments.