The continuous improvement of the EVMS is the process of performing constant enhancements to the system
through self-evaluation, application learning, and adapting as the project and organizational environment changes.
Figure 4-9 shows an example of the evolution of this process.
Figure 4-9. Process Improvement Evolution of EVMS
Gather Evidence
(adaptation and
(through self-evaluation,
application learning,
environmental changes)
Determine Relevance
(determine tailoring needs
relative to organizational
needs and objectives)
Implement Action
(following the change
management process)
Changes to the EVMS during the execution of a project are almost always inevitable. The system owner should
expect requirements to evolve as the projects change and the use of the system matures. Improvements to the EVMS
can result from different stimuli and address different aspects of the system, for example:
Stimuli to EVMS continuous improvement:
Difficulties in collecting data in a timely manner and with quality;
Difficulties in engaging stakeholders or stakeholders’ negative reactions;
104 Section 4
Process delays;
Communication problems;
Perceived mismatch between performance information and project reality;
Changes in project priorities across scope components or objectives (e.g., time vs. cost); and
Seeking to improve the efficiency and functionalities offered by the system.
Aspects of the EVMS that can be changed:
Overall process workflow and its activities;
Procedures, tools, and techniques to be used;
Roles and responsibilities; and
Supporting information system and software.
Evaluating both effectiveness and efficiency of the system can be performed through periodic system surveillance
(possibly embedded within the established project control cycle) and focus groups where members using the system
provide opinions and recommendations. Depending upon the organizational or customer requirements, the frequency
with which the surveillance process occurs and the rigor applied can vary. The inclusion of an evaluation process to
allow for continuous improvement should be incorporated within the system documents.
EVM is most effective when the system is tailored to suit each project’s specific performance management
environment, objectives, and goals. For example, the management of an internal project is significantly different from
the management of a contract-based project. Likewise, a construction project has significantly different management
requirements from a software development project. Care should be taken to profile the EVM requirements to the
individual situation during initiating and planning. Later, continued functionality and benefits should be verified as the
system and its subsequent metrics are used during project execution.
As the EVMS matures and changes over time and with the implementation of continuous improvements, the
project change management processes should be followed. These processes are intended to ensure that changes
are incorporated into the system in an organized manner, with the required approvals, and communications to
stakeholders are provided in an adequate and timely manner.

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