Mastering Earned Value Analysis in Construction Projects: EVA Part 2


Welcome to Part 2 of our comprehensive guide on “Mastering Earned Value Analysis (EVA) in Construction Projects.” In Part 1, we delved into the fundamental principles and key components of EVA, emphasizing its significance in construction project management. We explored how EVA provides comprehensive insights into project performance, encompassing cost and schedule aspects. If you missed Part 1, we highly recommend starting there to build a strong foundation.

If you want to refer to the Part 1 of this series, you can read it here:

Part 1: Mastering Earned Value Analysis in Construction Projects

Now, in Part 2, we venture into the practical world of EVA in construction. We’ll explore the tangible applications and benefits of EVA, including how it is used to measure progress, manage complex projects, and optimize resource utilization. Prepare to uncover real-life examples and case studies that showcase the transformative power of EVA in diverse construction scenarios.

So, let’s continue our journey to master Earned Value Analysis in construction projects, focusing on its practical application and real-world impact.

4. Application in Construction

EVA is not merely a theoretical concept; it is a practical approach that can transform the way construction projects are managed. Here’s how it finds application in the real world of construction:

4.1 Measuring Progress:

In construction, EVA is used to measure the progress of various construction tasks and the overall project. It provides a clear picture of how much work has been accomplished compared to what was planned. This allows project managers to gauge whether they are on track or falling behind schedule.

4.2 Complex Projects:

EVA can be applied to complex projects involving multiple contractors, subcontractors, and phases. This complexity can make it challenging to keep a tight rein on costs and schedules. EVA, with its systematic approach, helps project managers maintain control and make informed decisions even in the most intricate construction environments.

4.3 Resource Utilization:

One of the most crucial aspects of construction management is resource utilization, such as labor and materials. EVA enables project managers to assess the efficiency of resource utilization, helping them control costs. It’s like having a magnifying glass on the allocation of resources, ensuring they are optimally used.

4.4 Large-Scale Projects:

EVA can be particularly useful in managing large-scale construction projects with substantial budgets, where cost control and schedule adherence are critical. When the stakes are high, EVA provides project managers with the tools to ensure that the project stays on course.

However, like any tool, EVA is not without its limitations. It’s essential to be aware of these limitations to use it effectively.

5. Limitations

5.1 Data Dependency:

EVA requires accurate and up-to-date data to be effective. If data collection is unreliable or infrequent, it can hinder the accuracy of EVA calculations. So, maintaining data integrity is paramount for the success of EVA implementation.

5.2 Complexity:

EVA can be complex to implement, especially on larger projects. It may require specialized software and, at times, a thorough understanding of project management concepts. But, as they say, with great power comes great responsibility. The complexity should not deter you from harnessing its potential.

5.3 Assumption of Linear Progress:

EVA assumes linear progress, meaning that work is accomplished at a constant rate over time. However, this may not be the case in some construction projects with irregular or non-linear work patterns. For projects with varying work rates, adjustments in EVA interpretation might be necessary.

6. Example of EVA implementation in a Project

A practical example of EVA in construction project management can illustrate its power:

  • Imagine a construction project involves the construction of an apartment, and the crew is about to start erecting the internal walls of the building.
  • The crew has agreed to complete erecting 100m2 of internal walls in a day, with a cost of $2.00 per m2.
  • The construction schedule for this activity is 50 days, and the budget at completion is $10,000.
  • After 30 days, the crew has completed an area of 2500m2, and the amount spent on the work is $4500.

Using these values, the following EVA calculations can be made:

PV: $6000,

AC: $4500,

EV: $5000,

SV: -$1000,

CV: $500,

SPI: 0.83,

CPI: 1.11

From these calculations, it can be determined that the activity is behind schedule, with the actual value of the work done being $1000 less than the planned value. The schedule performance index indicates that only 83% of the planned work has been achieved. However, the activity is under budget, with a cost variance of $500 and a cost performance index of 1.1.

To forecast the final cost, the following calculations can be made:

  • BAC: $10,000,
  • EAC: $9009 (BAC/CPI),
  • ETC: $4509 (EAC – AC)

These calculations suggest that if the cost variance does not change, the final cost of the work will be $9009 instead of $10,000. The ETC represents the amount to be spent on completing the remaining work.

To estimate the delay in days, the following calculations can be made:

  • Remaining work value: $5000 (BAC – EV)
  • Value of work completed in a day: $166 ($200 * SPI)
  • Estimated remaining work duration: 30 days ($5000 / $166)

This estimation suggests that it will take the crew 30 days to complete the remaining work, resulting in a 10-day delay to the project’s deadline.

The following illustration (summary) of EVA’s application in Construction project has been referred to from the article “EARNED VALUE ANALYSIS IN CONSTRUCTION PROJECT MANAGEMENT by Leopard Project Controls“. For further understanding you can read the article.

Note: This linked article provides additional insights and practical tips for implementing EVA in construction projects, making it a valuable resource for construction management professionals looking to dive deeper into this subject. It’s a must-read for anyone serious about mastering Earned Value Analysis.

Project managers can benefit from using EVA as it allows them to identify delays or cost overruns early and be more proactive in managing their projects. EVA formulas are simple to use, and the required inputs are easy to obtain, making it a powerful and highly-regarded project management technique.


Earned Value Analysis (EVA) is a performance measurement technique used in construction project management to compare a project’s performance with its cost and schedule baseline. It provides early insights into the likelihood of a construction project completing on time and within budget. EVA involves calculating three variables: the planned value of the work scheduled (PV), the actual cost spent on the work completed (AC), and the earned value of the actual work completed (EV). These variables are then plugged into various EVA formulas to measure the activity’s cost and schedule performance.

In the construction project management industry, where precision and control are paramount, mastering Earned Value Analysis is not merely a choice but a necessity. By tapping into the power of EVA, project managers can steer their projects towards success, ensuring they are on time and within budget.

In the next part of this series, we will delve deeper into practical tips on how to effectively implement EVA in your construction projects. Stay tuned for more insights on mastering Earned Value Analysis.

Now, take a deep breath and get ready to explore the nitty-gritty details of implementing EVA. Your journey to becoming an EVA expert has just begun.

Continue to Part 3

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