The Need for a Multidimensional Project Control Perspective

Abstract

A successful construction project relies heavily on planning and control. The prevalent practice is to adopt a single control method throughout a project, such as earned value management (EVM), which integrates costs and schedules to monitor project targets throughout execution. Although a single control method may be effective at a certain project phase, it might overlook important perspectives and be insufficient for other stages. Therefore, this study introduces a framework to evaluate the necessity for a multidimensional alternative perspective in project control. The study aims to diagnose some limitations of using a single method like EVM and demonstrate how adding another perspective, such as the last planner system (LPS) for project control, yields better insight into project performance. A design science research (DSR) methodology is adopted to address five key questions by conducting quantitative data analyses and Monte Carlo simulation for a large-scale project. The results show that although EVM performs well when dealing with controlled performance variability, it may yield undesirable results in uncontrolled performance variability, impacting its forecast accuracy. Moreover, the aspects covered by LPS in the project proved to be complementary to EVM. Furthermore, the results indicate an inconsistent divergence between planned and actual activities, resulting in disrupted flow and a purging effect, which can be attributed to the lack of a multidimensional approach in project control. The practical implication of these findings is that using a multidimensional perspective offers a more robust and adaptable project control strategy that improves forecast accuracy and project flow, especially under uncontrolled performance variability conditions, where single-method approaches like EVM alone may falter. Hence, adopting a multidimensional perspective can significantly enhance the management of construction projects, leading to more reliable outcomes and efficient resource utilization. In the construction industry, project managers are continuously seeking more efficient strategies to ensure projects are completed on time and within budget. A widely adopted technique for tracking project progress is earned value management. However, this research indicates that EVM alone may not suffice, particularly in the face of unforeseen challenges such as supply chain disruptions or abrupt work stoppages. This study advocates for the integration of EVM with the LPS, a methodology that enhances planning and resource utilization. The authors found that relying solely on one approach may overlook critical issues, especially those arising unexpectedly. Combining EVM and LPS equips project managers with the tools to anticipate and navigate both foreseeable and unforeseen obstacles. Why is this finding important? It addresses the crucial issue of managing unpredictability in construction projects. By merging these two project management methodologies, project managers gain a more comprehensive understanding of project dynamics, enabling them to make more informed decisions and adapt more fluidly. This synergy not only promotes the efficient use of resources but also fortifies project management practices against the inevitable uncertainties of construction work. It is about enhancing the project management approach, ensuring resilience even when the unexpected occurs.