16 Section 1
A supportive culture and a knowledgeable organizational environment are critical for a successful EVM
implementation. Enterprise environmental factors (EEFs), such as senior management support, the buy-in of project
staff, training, organizational culture and leadership, and maturity of the project management system may prove
critical toward the successful implementation of an EVMS. A supportive organizational environment consists of a
visionary senior management team that provides necessary resources and authority, as well as a knowledgeable
project team that is motivated and committed. At the project level, EVM measures outputs. When applied properly
at the portfolio level, EVM measures overall portfolio performance, provides a sound forecast for future outcomes,
highlights potential risks, and guides present-time corrective actions.
The principles described in Section 1.1 underpin this standard. These principles are intended to incorporate the best
EVM concepts and practices into high-level, results-oriented guidance without being too prescriptive by mandating
detailed system implementation. It is best applied under a systems approach throughout the portfolio, program, and
project management life cycle. To provide for an enduring application, an EVMS deployment should also take into
consideration the cultural acceptance of the system within the management framework of the organization.
An EVMS is an important organizational process asset (OPA). The whole EVM process should be planned, preferably
at a business unit level and above, before individual project baselines (or portfolio or program individual components)
are set. A project management office (PMO) helps to maintain and provide support for this OPA. The actual EVMS
should be described and developed (e.g., manual system; automated tool; EVMS linkage to accounting, auditing,
procurement, quality management). This approach best delivers the business benefits expected and ensures a
continuing return on the investment applied to all organizational endeavors and change initiatives. Practitioners
may produce synergistic benefits by having a combined approach toward EVM and risk management. EVM enables
forecasting of future performance by extrapolating processed data from the past. Risk management may give
a forward view by scanning the future to identify potential dangers to be avoided while simultaneously seeking
additional benefits to be captured. An integrated approach using insights from the one methodology to inform the
application of the other enables an enhanced analysis leading to more realistic assessments, thus improving the
process of correct decision making.

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