Use of EVM in Sub-Saharan Africa


Voluntary Usage of Earned Value Management on Projects in Sub-Saharan Africa

Lucky Enajite Edjenekpo

Warri, Nigeria



Given the compelling array of benefits that can be derived from the application of earned value management (EVM), it is of great concern that this methodology is not practiced as much as it should be in modern day project management practice in Sub-Saharan Africa.

The vast collection of abandoned projects that adorn the landscape of the construction industry environment speak volumes. The onus lies on the practitioners themselves to help reduce, if not entirely eliminate, this phenomenon by adding to their arsenal the judicious use of the earned value management system.

It is believed that the potential lurking in the conscientious application of EVM in curbing corruption and curtailing Illicit Financial Flows (IFFs) and capital flight in sub-Saharan Africa cannot be overlooked by serious minded project management practitioners and business owners whose activities revolve around project management.

Practitioners need to focus, embrace and implement EVM as a veritable and key part of their toolset for project execution for the greater good – the social value, a noble cause.

Hopefully, this effort will contribute to the growing awareness to fight corruption and IFFs using a well- tested project management methodology, thereby further enhancing EVM practice in the project management space in Sub-Saharan Africa.

Key words: Earned Value Management, Earned Value, Project Management; Earned Schedule


A greater number of influential challenges occur during the execution phase of a project. There appears not to be enough emphasis on the execution phase, though preeminent. According to Lipke, ‘the literature, the training, professional meetings, and conferences do not commit proportionate energy to methods and techniques to prepare project managers for monitoring and reporting performance, neither do these venues for knowledge transference bring focus to addressing performance measures and indicators, or using them for controlling the project’ (Lipke, 2013, p. 2).

This paper examines the challenges to development in Africa, explains how EVM (including the extension, Earned Schedule (ES)) works and the benefits it offers; outlining the challenges that practitioners face in implementing EVM; providing some insight into how they might meet these challenges; the increased use of EVM around the world, in addition to providing the basis for the call for voluntary usage on projects in Sub-Saharan Africa.


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The ideas expressed in this paper are those of the writer and in no way, manner or form should they be construed to represent opinions of the company he works for – past or present.

Declaration: This paper is written in my personal capacity. It is neither made on behalf nor represents the views or opinion of Exterran Nigeria Limited.

About the Author

Lucky Enajite Edjenekpo

Warri, Nigeria



Lucky Edjenekpo, CCP, MP, M.IoD is an oil and gas professional with over 28 years’ experience in project management and operations management. He is currently the Aftermarket (sales/Services), Projects and Nigerian Content Manager at Exterran Nigeria Limited, Nigeria. His experience spans services for a number of indigenous companies and international companies including Excel Energy Services Limited, ABB Lummus Global and Dormanlong Engineering/B+B oil and gas. Lucky has expertise in project management, business analysis and development, strategy development and risk management, project control and cost management. Lucky holds a bachelor degree in Mechanical Engineering and a master’s degree in Engineering Management from the University of Benin, Nigeria and MBA (Leadership and Sustainability) from the University of Cumbria, UK. He is currently undertaking a research study for a DBA in Program and Project management from the Skema Business School, Lille, France.

Lucky is a Certified Cost Professional (CCP) and a certified Project Management Professional (PMP), driven by passion to advance project management practice and maintenance service delivery. Lucky has written scholarly papers that have been published in international journals and are available in the Social Science Research Network (SSRN) (authors page – http://ssrn.com/author=2049113) electronic library and in project management world journal (https://pmworldjournal.net/) and as well as in other journals. He is active in major international professional associations including Project Management Institute (PMI), and Association for the Advancement of Cost Engineering International (AACEI). He lives in Warri, Nigeria and can be contacted at [email protected].

To read other works by Lucky Edjenekpo, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/lucky-enajite-edjenekpo/