Barriers To The Institutionalisation Of Earned Value Management In Nigerian Construction Project

Abstract

Persistent cost overruns and schedule delays continue to undermine construction project performance in Nigeria, largely due to weak project monitoring and control practices. Earned Value Management (EVM) offers an integrated framework for tracking cost, time, and progress, yet its adoption within the Nigerian construction industry remains limited. This study empirically examines the barriers hindering effective EVM implementation on construction projects in Nigeria, with a focus on Ogun State. A quantitative cross-sectional survey design was adopted, targeting architects, builders, engineers, and quantity surveyors involved in project planning and control. Data were collected from 151 construction professionals using a structured questionnaire and analysed using descriptive statistics and one-sample t-tests. The results indicate high levels of agreement on the effectiveness of EVM in improving schedule adherence, project control, budget management, and decision-making. However, significant barriers constrain its practical application. The most critical barriers identified include the absence of localized EVM implementation guidelines, lack of regulatory frameworks, inadequate training and expertise, system complexity, and weak organisational and top management support. Data management and accuracy issues further limit effective use. The study concludes that while EVM is widely recognised as a valuable project control tool, its benefits cannot be fully realised without institutional support, capacity development, and reliable project information systems. The findings provide context-specific insights that can inform practitioners, policymakers, and professional bodies seeking to strengthen construction project performance through improved monitoring and control practices in Nigeria and similar developing economies.