The Relationship Between Earned Value Management Practices and Project Success: the Case of Rama Construction Plc
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Date
2023-06
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Abstract
By definition, construction projects are dynamic, complex, and include a lot of feedback loops. Although there have been improvements in construction equipment, schedule and cost overruns are still common in projects. In an effort to treat these lingering symptoms, construction management's controlling components have garnered a lot of attention. The primary contribution of this study in this regard is to offer a comprehensive analysis of the factors affecting the acceptance, application, frequency of usage, and implications for the system of Earned Value Management (EVM) and its relationship with project success based on the information received from RAMA Construction PLC. A cross-sectional survey is conducted using ten different constructs in order to describe and explain the relationship. Nine more in-depth structured interviews were conducted in order to fill in the data gaps left by the questionnaire's design. Using pre-established scales, each questionnaire question generated a quantitative assessment of the practices related to the construct. Schedule and cost control procedures used by the company were assessed to be moderate. On the other hand, the EVM system is not fully developed, and the practice is only at a modest stage, lacking in frequency, intensity and discipline. Since the company lacks EVM policies, systems, discipline, consistency, status measuring metrics, trainings, and development plans, EVM is only used in pilot projects. The main obstacles to implementation are the control culture, policies, and procedures of the organization. EVM and project success are positively related to one another. This study will further shed light on the idea of EVM for construction project clients, contractors and policy makers if it’s studied by taking multiple companies into account