Assessing the effectiveness of earned value management in cost and time control as a construction project management technique in Kampala

Abstract

Earned Value Management (EVM) has gained considerable traction in Uganda’s construction industry as a promising project management tool. However, its actual effectiveness remains unclear, as many projects continue to face persistent cost overruns and schedule delays. Thus, this research set out to assess the performance of EVM in cost and schedule control while identifying challenges and recommending strategies for its improvement. The study employed a mixed-method approach, combining quantitative analysis of metrics such as CPI and SPI with qualitative insights from industry professionals. Data were collected through questionnaires, interviews, and literature reviews, ensuring a comprehensive perspective. Findings revealed that EVM demonstrates moderate success in improving cost and schedule control, though inconsistencies in its application hinder its full effectiveness. Major challenges included skill gaps, unclear work breakdown structures, and limited IT utilization. Based on these insights, the research recommends targeted training, consistent EVM practices, and improved IT adoption to enhance its impact. Addressing these issues could position EVM as an indispensable tool for driving efficiency and reliability in Uganda’s construction sector. By taking these steps, the industry can unlock EVM’s full potential, paving the way for more successful and sustainable project outcomes.