A 4D-EVM PARADIGM TO ADVANCE CONSTRUCTION PROJECT CONTROL

Abstract

Classical earned value management estimates cost and schedule but overlooks key dimensions of project success: risk and quality. This paper introduces 4 Dimension-Earned Value Management, a framework that explicitly incorporates these often-neglected factors by discounting earned value when tasks exhibit substandard quality or elevated risk. Using an actual construction project subdivided into three distinct work packages -  Structural, Finishing, and MEP - each under its own subcontractor, the study demonstrates how 4D-earned value management highlights the unique performance profile of each package. Results obtained by a Monte Carlo simulation show that this method provides earlier detection of potential overruns and more accurate predictions when rework looms. Stakeholder feedback underscores the practical value of the framework. In particular, the project manager and the quantity surveyors of the primary contractor commend its ability to prevent inflated earned value in the presence of poor workmanship. Subcontractors report that explicit quality metrics spur early remediation of defects, while the owners appreciate the transparency in forecasting final outcomes. By unifying cost, schedule, risk, and quality, 4D-earned value management aligns performance measurement with the multidimensional realities of project execution and fosters more proactive, informed decision-making against uncertainties.