Ntokozo Nkiwane, Werner Meyer & Herman Steyn
With large infrastructure backlogs in Africa, well-controlled projects will play a significant role in African infrastructure development. In this paper the monitoring and/or directive use of Earned Value Management (EVM) is investigated and linked to project management maturity. The use of EVM based on the financial and schedule risk distribution amongst project role players, and the effect of EVM on project performance were also investigated in this case study. The results show minimal utilisation of EVM in the directive control of projects; at best the directive use of EVM was found to be implied rather than deliberate and methodical.
Key Words: Earned Value Management (EVM), Construction projects