- Project plans
- Project activities
- Legislation and standards
- Industry context
Last edited 25 Jun 2019
Earned value for construction contracts
Earned value analysis (EVA), also known as earned value management (EVM), is a technique used to assess project progress by comparing the amount and cost of work that was planned to have been done by a particular stage with the amount that has actually been done and what it has actually cost.
This gives a good indication of how the project is progressing compared to what was planned and enables forecasts to be made about the eventual cost and time that will be required to complete the project.
Typically, EVA is carried out for each of the packages that make up the project. Actual outputs are measured against planned outputs (often on a weekly basis) using the units that individual companies use to price and measure work.
This provides an opportunity to investigate discrepancies and take remedial action where necessary. It also provides a fairly accurate insight into the financial wellbeing of package contractors and provides early warning of a shortage of resources or of an inefficient use of resources.
- Hours worked per week.
- Number of workers per week.
- Volume of say, concrete per week per person.
- Units fixed per week per person.
These items can be plotted weekly to alert the user to trends and allow them to investigate causes. Furthermore, it provides an overall general picture of labour productivity for each monitored operation.
 Related articles on Designing Buildings Wiki
- Cost monitoring.
- Cost performance index (CPI).
- Identifying the causes of trends in construction labour productivity.
- Key performance indicators.
- Programme consultant.
- Progress of construction works.
- Schedule performance index (SPI).
- Tender documentation.
 External references
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