Assessing the Extent of Earned Value Management (EVM) Adoption in Institutional Construction Projects

Abstract

Aims: To investigate and determine the extent to which Earned Value Management (EVM), a widely recognised system for monitoring project cost, schedule, and technical performance, is adopted as a                 control tool in institutional construction projects, specifically focusing on the University of Cape Coast, Ghana. Study Design: The study employed an entirely quantitative research strategy coupled with a descriptive research design to objectively measure and accurately describe the usage levels of EVM. Place and Duration of Study: The study was conducted within the institutional context of the University of Cape Coast in Ghana. Primary data collection from the field was carried out over a two-week period. Methodology: The target population comprised well-established D1K1 and D2K2 construction contractors and consultancy firms associated with the university. A purposive sampling technique was applied, utilising Kish's formula to determine the sample size mathematically. Primary data were gathered using structured, self-administered questionnaires. Out of 82 distributed questionnaires, 61 were retrieved, and 55 were deemed complete and suitable for final analysis. The gathered data were coded and analysed using frequencies, percentages, and mean score ranking via SPSS version 20. Results: The findings revealed high theoretical awareness, with 90.90% of respondents indicating that they knew about EVM. However, practical implementation was poor: 18.18% had never used EVM, 40.00% did not use it often, and 5.45% used it very often. Furthermore, EVM applications were found to be highly fragmented. Of the total sample, 45.45% utilised EVM strictly for cost tracking and 36.36% for schedule tracking, while 0% reported using EVM to monitor project scope. Conclusion: Despite widespread theoretical knowledge of fundamental EVM terminologies among top-tier contractors, the overall practical use of EVM in the Ghanaian construction industry remains exceptionally low and fragmented. Contractors fail to translate baseline knowledge into routine practices because of significant operational barriers, notably the time-consuming and highly bureaucratic nature of the system and the lack of a functional framework. It is imperative that strategic systems and functional frameworks are established to streamline processes and improve the comprehensive adoption of EVM.