The Standard for Earned Value Management

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Data collection processes should be in place to ensure both the timeliness and the consistency of the data that

are used to produce performance metrics. The data include measures regarding (a) project scope and technical

performance, (b) time and schedule, and (c) resource consumption and associated costs. The data are the basis for

undertaking auditable and objective analyses of the project performance and its causes through the production of

various performance metrics.

Performance analysis provides insight into the causes of observed past variations and future project trends. This

is essential for engaging management and project stakeholders to consider the best planning options and support

the required decisions to move the project toward improved performance. EVM-based performance management is

also important for improving the effectiveness and quality of reporting and communications, stimulating an open and

proactive project management culture, and increasing trust among the stakeholders.

An effective EVMS creates opportunities to maintain control over scope, cost, and schedule. When project changes

are approved, the PMB is updated, then traceability and integrity are maintained. This is an essential aspect of an

EVMS, because the baseline is the means to measure performance. This process should be both timely and rigorous,

and it should ensure adequate communication to stakeholders.

In project management, the project team seeks the continuous improvement of the project management plan and

supporting management processes. The EVMS follows this same principle. While applying executing, monitoring,

and controlling processes, the use of EVMS provides information and experience that can be used as the basis for

continuous improvement. This makes the EVMS more effective and efficient in helping the project team to gear the

project toward success. The EVMS, as devised during planning, often requires adjustments throughout the executing

processes. Examples of these adjustments include data collection procedures, training stakeholders, improving

communications, revising roles and responsibilities, improving the information system, or changing the reporting

formats to address emerging priorities.

4.2 EXECUTING

While applying the executing processes, data about the project’s actual performance are generated. At this time,

the project scope is accomplished and a large portion of the project budget, resources, and time are expended. The

goal of executing in this standard is not to describe the processes outlined within the PMBOK

®

Guide, but instead

to focus on the management activities that are required based on the decision to use EVM—implementing the EVM

system and developing specific competency on EVM.

66 Section 4

4.2.1 SYSTEM IMPLEMENTATION

As described in Section 2, an EVMS comprises working processes, stakeholders’ roles and responsibilities, supporting

IT infrastructure, and a process owner. While the work and effort required may vary, the implementation of the EVMS

becomes part of the project scope as a deliverable; therefore, it is incorporated into the project management plan.

While Section 3 refers to the use of the EVMS in planning, Section 4 outlines the implementation and use of the

EVMS. This process follows a timeline that is compatible with project management requirements.

Once the EVMS is implemented, information related to scope, schedule, and cost data become available for project

performance analysis. This provides leadership with valid, timely forecasts and feedback to guide project management

decision making toward project success.

The effective implementation and use of an EVMS for the overall benefit of the project requires stakeholders to have

the required knowledge, skills, and abilities to interact with the system and make adequate use of the information

it provides. These competencies should be verified and monitored, and when required, additional training should be

considered.

4.2.2 COMPETENCY AND CAPABILITY DEVELOPMENT

Following the guidelines in Section 9.4 of the PMBOK

®

Guide for the Develop Team process, the project

management plan, project documents, enterprise environmental factors (EEFs), and organizational process assets

(OPAs) are reviewed to determine the need for developing and improving stakeholders’ competencies regarding

project management. In particular, these competencies are the knowledge, skills, and abilities required to ensure the

EVMS is deployed and used effectively to address the project management needs of the environment.

4.2.2.1 PROFESSIONAL DEVELOPMENT

Professional development increasingly plays an important part in organizational success. Acquiring personal and

team competencies for performance management improves productivity performance at the portfolio, program, and

project levels. These competencies primarily include training on EVM and underlying disciplines such as scheduling, cost

estimating, and risk management. For additional information on competencies, refer to Project Manager Competency

Development Framework (PMCDF) [10]. Organizations should develop and implement a sustained, systematic effort to

develop knowledge, experience, attitudes, abilities, and skills toward the successful application of an EVMS to attain