Managing Performance for Capital Projects

Abstract

This study contributes to our understanding of public performance with original research on Earned Value Management (EVM), a practice used for managing cost and schedule performance for capital projects throughout execution. Recently, EVM has emerged in some states as part of their performance management strategy for major Information Technology acquisitions but research has yet to study implementation. Overall, results indicate that EVM can support proactive cost and schedule management and help achieve performance objectives but that it is not fully embedded into work routines. Findings also illustrate that successful implementation is contingent on several organizational, human capital, and policy variables.