This thesis proposes a Triple Bottom Line Earned Value Management (TBL-EVM) framework for monitoring and controlling sustainability performance during the execution of construction projects. The starting point is the recognition that traditional Earned Value Management (EVM) provides a robust logic for cost and schedule control during project execution but does not directly account for environmental and social performance, which are becoming increasingly central and increasingly subject to regulatory and reporting requirements. In response, existing sustainability-oriented EVM extensions have advanced the field, especially in relation to carbon and environmental control, but they often rely on monetisation, aggregation and composite indices. In this way, the heterogeneity of sustainability indicators may be overlooked by a single logic, with hard breaches that risk being diluted by favourable performance elsewhere.