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  • Conditions of Success for Earned Value Analysis in Projects - accepted

    Rights statement: This is the author’s version of a work that was accepted for publication in International Journal of Project Management . Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in International Journal of Project Management, 36, 3, 2018 DOI: 10.1016/j.ijproman.2017.12.002

    Accepted author manuscript, 645 KB, PDF document

    Available under license: CC BY-NC-ND: Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License

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Conditions of success for earned value analysis in projects

Research output: Contribution to journalJournal articlepeer-review

Published
<mark>Journal publication date</mark>04/2018
<mark>Journal</mark>International Journal of Project Management
Issue number3
Volume36
Number of pages11
Pages (from-to)474-484
Publication StatusPublished
Early online date15/12/17
<mark>Original language</mark>English

Abstract

Earned Value Analysis (EVA) is a method that has gained traction in some business sectors to report project progress and help control performance. Yet the literature reports mixed results as to its effectiveness in helping deliver successful projects and, additionally, much of the previous studies on the topic is conceptual in nature focusing on the design of the EVA system. We therefore extend knowledge on EVA by analysing the impact of EVA on the levels of success of two projects that utilised the method. This is done through the prism of agency and organizational justice theories. A framework is proposed of EVA conditions of success, incorporating both design and operational aspects of the EVA system. The framework is used to develop testable propositions that can guide further research into the effects of EVA-based systems on the creation of agency-related characteristics in the project environment that are conducive to project success.

Bibliographic note

This is the author’s version of a work that was accepted for publication in International Journal of Project Management . Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in International Journal of Project Management, 36, 3, 2018 DOI: 10.1016/j.ijproman.2017.12.002