Application of the Last Planner System with Earned Value Management: A Case Study from a Road Construction Project in Peru
| International Journal of Civil Engineering |
| © 2026 by SSRG - IJCE Journal |
| Volume 13 Issue 1 |
| Year of Publication : 2026 |
| Authors : Erick Oswaldo Gamboa Tolentino, Iralmy Yipsy Platero Morejon, Noemi Parra Buelna |
10.14445/23488352/IJCE-V13I1P106
How to Cite?
Erick Oswaldo Gamboa Tolentino, Iralmy Yipsy Platero Morejon, Noemi Parra Buelna, "Application of the Last Planner System with Earned Value Management: A Case Study from a Road Construction Project in Peru," SSRG International Journal of Civil Engineering, vol. 13, no. 1, pp. 63-75, 2026. Crossref, https://doi.org/10.14445/23488352/IJCE-V13I1P106
Abstract:
This paper examines whether a combined implementation of the Last Planner System (LPS) and Earned Value Management (EVM) improves productivity, schedule adherence, and cost control in a road project started with delays; the aim was to assess if the joint practice of collaborative planning and objective measurement could recover the project schedule, balance weekly production with the accelerated master schedule, and maintain financial efficiency. The methodology integrated pull planning, lookahead planning, and systematic constraint management to enhance the Percent Plan Complete (PPC) and the Constraint Coordination Index (CCI). In the meantime, key performance indicators such as Planned Value (PV), Earned Value (EV), Actual Cost (AC), and their derived metrics (Cost Variance CV, Schedule Variance SV, Cost Performance Index CPI, and Schedule Performance Index SPI) were monitored using the EVM procedure; this integrated measurement system provided advance warnings and guided prompt corrective actions on site; additionally, the results recorded a progressive maturation of plan reliability, expressed in the growing PPC value and the constant reduction of Reasons for Non-Compliance (RNC). Furthermore, schedule performance exceeded the planned values during the first three months and presented values below 1 in the last two months, explained by contractual deductions rather than actual delays. Cost efficiency was also confirmed by a final CPI of 1.03, a positive cost variance of S/ 43,421.06 as an effective saving, and an EV/PV ratio of 97.42%, consistent with the deducted project scope. It is concluded that the integration of LPS and EVM enabled the project to recover, align, and accelerate execution, offering a practical contribution by linking collaborative production control with earned value performance metrics.
Keywords:
Earned Value Management, Last Planner System, Road Project, Productivity, Resource savings.
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