Managing Performance for Capital Projects

• Author: Andrew J. Grandage
• Published date: 01 September 2022
• Date: 01 September 2022
• DOI: http://doi.org/10.1177/0160323X221079675
• Subject Matter: Research Articles

Managing Performance for

Capital Projects

Andrew J. Grandage

1

Abstract

This study contributes to our understanding of public performance with original research on Earned

Value Management (EVM), a practice used for managing cost and schedule performance for capital

projects throughout execution. Recently, EVM has emerged in some states as part of their perfor-

mance management strategy for major Information Technology acquisitions but research has yet to

study implementation. Overall, results indicate that EVM can support proactive cost and schedule

management and help achieve performance objectives but that it is not fully embedded into

work routines. Findings also illustrate that successful implementation is contingent on several orga-

nizational, human capital, and policy variables.

Keywords

performance management, project management, policy implementation, performance budgeting,

capital budgeting, earned value management

Introduction

In public administration, the challenges of infra-

structure project management are hardly a con-

temporary phenomenon. The historical record

overf‌lows with high-prof‌ile blunders that illustrate

the tendency of major projects to experience

benef‌it shortfalls, cost overruns, and schedule

delays (Flyvbjerg 2017). Still, because the land-

scape of government acquisitions continues to

grow in terms of cost, complexity, and diversity,

effective project management remains a top prior-

ity for improving performance (Blair 2015;

Grandage 2021; U.S. Government

Accountability Off‌ice 2021). Yet, despite these

well-documented challenges, academic research

on public sector project management remains

underdeveloped (Grandage 2021; Kassel 2016).

Research on public management and perfor-

mance has focused on organizations, agencies,

and programs as units of analysis (Bouckaert and

Halligan 2008; Moynihan 2008; O’Toole and

Meier 1999; Rainey and Steinbauer 1999;

Talbot 2010; Walker, Boyne and Brewer

2010). A plethora of studies have examined

multiple dimensions of performance and

potential sources of public service improve-

ment using a variety of methodological

approaches (Boyne 2003; Walker, Boyne

and Brewer 2010). However, relatively few

studies featuring projects as units of analysis

have been conducted (Grandage 2021;

Mitchell 2019), contributing to a knowledge

1

Political Science and Public Affairs, Western Carolina

University, Cullowhee, North Carolina, USA

Corresponding Author:

Andrew J. Grandage, Political Science and Public Affairs,

Western Carolina University, 343 Stillwell Building,

Cullowhee, North Carolina, USA.

Email: agrandage@wcu.edu

Research Articles

State and Local Government Review

2022, Vol. 54(3) 221-235

© The Author(s) 2022

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DOI: 10.1177/0160323X221079675

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