Application of Earned Value Method in Large Construction Projects in Sudan

Abstract

Feed back is critical to the success of any project. Timely and targeted feed back can enable project managers to identify problems early and make adjustments that can keep a project on time and on budget Earned Value Management (EVM) has proven itself to be one of the most effective tools in measurement and feed back for managing projects. EVM has been called “management with the lights on” because it can help clearly and objectively illuminate where a project is and where it is going – as compared to where it was supposed to be and where it was supposed to be going. EVM provides organizations with the methodology needed to integrate the management of project scope, schedule and cost. This research aims to assess the possibility of using the EVM technique in carrying the execution of the marine forces tower project in Khartoum Sudan which owned by the Ministry of Defense in Khartoum. An evaluation for work progress is to be carried during the period 15.6.2010 to 30.4.2011. Upon obtaining valuable data as 30 April 2011 and after analysis we find that the project is variance about 2% (244690 SDG) till now than originally planned, and the cost performance index (CPI) for the project 0.98 translated in SDG this means that the project marine forces tower has a cost efficiency that provides SDG 0.98 worth of work for every project spend to date. Estimated at completion (EAC) 122339915 SDG project for the final cost of the project of current performance trends continue. The project manager now knows that work continues at the current rate the project will take 2 months and 9 days longer than originally planned. This research recommends using the technique of earned value (EVM) in construction projects in Sudan. Further researches should be using detail tasks in the earned value analysis instead of summary tasks to get more accurate results.