Earned Value Management System State of Practice: Identifying Critical Subprocesses, Challenges, and Environment Factors of a High-Performing EVMS

For more than five decades, Earned Value Management Systems (EVMS) have been applied by organizations to manage their projects in different industries. However, many still struggle apply (EVM) techniques assess and reliably control project outcomes. This work investigated the state of practice EVMS. paper identifies challenges facing practitioners, critical EVMS subprocesses, key environment factors, based on a large survey 294 expert respondents. Sample respondents had management experience greater 20 years average, represented diverse set industries (e.g., capital projects, aerospace, defense, energy, others). The responses from this helped craft an agreed-upon definitions for EVM, EVMS, maturity, that are all provided paper. Moreover, out 10 total planning scheduling was ranked as subprocess with greatest impact far. When ranking top factors environment, following rose top: organizational culture; efficient development process; leadership’s past experience; effective accountable leadership; quality level data available. leadership attitude toward found be most challenge, wide margin. Comparing perspectives, showed project/program owners consider EVM implementation costs major while contractors consultants adequate calendar time needed preparing factor. Overall, contributes engineering body knowledge identifying important subprocesses high-performing array complex programs construction, software, etc.) uncovering corresponding challenges.