Comparative study of managerial practices and EVM management theory: the case of construction

Indicators are a major management tool that organizations use to monitor project performance. The EVM indicator has widely been used for about 40 years. Nevertheless, only few studies have been conducted about its use in the construction industry. In addition, some authors claim that the theoretical foundation of EVM has been incorrectly used in the construction industry. The main objective of this article is to present a comparative study of the theoretical foundations and the practical use of the EVM indicator. This is an exploratory study involving a case study in 5 construction projects. After the field research, the practices used were identified and compared with the EVM theory. The researchers observed that there were critical success factors such as: staff training, maturity in project management, support from high management, and the need of pre-defined procedures. They also observed that the EVM offered benefits such as better cost control, scope and communication about the project's performance. Additionally, they concluded that the method applied enabled the successful achievement of the goals and the validation of the research hypothesis.

指标是组织用以监控项目绩效的重要管理工具。挣值管理（Earned Value Management, EVM）指标已被广泛应用近40年。然而，目前针对其在建筑业中的应用研究仍较为匮乏。此外，有学者指出，挣值管理的理论基础在建筑业中存在误用情况。本文的核心研究目标为开展一项针对挣值管理指标的理论基础与实际应用的对比研究。本研究为探索性研究，涵盖5个建筑项目的案例分析。经实地调研后，研究人员明确了当前采用的实践模式，并将其与挣值管理理论进行比对分析。研究人员发现，项目成功的关键影响因素包括：人员培训、项目管理成熟度、高层管理支持以及预先制定规范流程的必要性。同时，研究人员观察到，挣值管理可带来多项优势，例如优化成本管控、范围管理以及项目绩效相关的沟通效率。此外，研究团队得出结论：本次采用的研究方法助力研究目标的顺利达成，并验证了本文的研究假设。