Evaluating the Effectiveness of Earned Value Management in Construction Project Control in FCT Abuja

This study examines the impact of Earned Value Management (EVM) on cost, schedule, and scope performance in construction projects within the Federal Capital Territory (FCT), Abuja. A quantitative approach was adopted using a structured questionnaire administered to 108 construction professionals, of which 95 valid responses (88.0%) were analysed. Descriptive statistics, including mean scores and standard deviations, were utilized to assess EVM effectiveness and identify implementation challenges. The results show that EVM significantly improves project cost management, with mean scores ranging from 4.09 to 4.18, indicating strong agreement on its ability to track costs, detect overruns early, and enhance financial transparency. Similarly, EVM positively influences schedule and scope management, with mean values between 4.04 and 4.18, reflecting improved progress monitoring, early identification of schedule delays, and clearer scope definition. In terms of overall project performance, mean scores ranged from 3.87 to 4.02, indicating a moderate-to-strong positive impact. EVM also enhances managerial decision-making, with a mean score of 4.04 for providing accurate data for decisions. However, key challenges such as inadequate training (mean = 4.00), limited management support (mean = 4.00), and poor technological infrastructure (mean = 4.04) hinder effective adoption. The study concludes that while EVM is highly effective, its success depends on improved capacity building and organizational support.

Earned Value Management, cost control, schedule management, project performance, construction projects.

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