Earned Value as a performance measurement tool for small and large construction projects in a South African environment

Abstract

The foundation of Earned Value Performance Management was the Cost/Schedule Control Systems Criteria originally defined in the USA in 1967. Earned Value Performance Management has traditionally been used in Defense projects with budgets in excess of $100M. Private industry is now implementing Earned Value Performance Management (EVPM) for major projects, which are large, complex or geographically dispersed. It is the purpose of this paper to determine whether the Earned Value concept as developed over the years to the form it is in today is being used in the South African construction industry. The aim of this paper is to explore the concept of Earned Value and how it is related to Project Control and Project Management focused more on the South African environment.