Earned Value Management (EVM)
Earned value systems that integrate scope, schedule and budget, measure performance without opinion and forecast completion from evidence.
An objective answer to “are we really on track?”
Percent spent is not percent complete, and a schedule that is on time for activities started can still be late for work finished. Earned value cuts through both. By comparing planned value, earned value and actual cost, it exposes performance trends months before they appear in a milestone report.
We implement EVM that holds up in practice: an integrated performance measurement baseline, objective rules of credit, control accounts with named managers, disciplined variance analysis and estimates at completion grounded in performance indices and remaining risk. For federal programs we align with ANSI/EIA-748. For private owners we bring the same rigor with governance sized to the work.
What we bring to Earned Value Management (EVM)
Senior practitioners, proven method and the right technology, specified line by line.
Performance baseline
Scope, schedule and budget integrated into one measurement baseline.
INCLUDEDRules of credit
Objective earning methods for every type of work.
INCLUDEDControl accounts
Work, budget and accountability tied to named managers.
INCLUDEDVariance analysis
Root causes behind schedule and cost variances, with corrective actions.
INCLUDEDEAC forecasting
Estimates at completion driven by indices, trends and quantified risk.
INCLUDEDEVMS compliance
System descriptions and surveillance aligned with ANSI/EIA-748.
INCLUDEDA clear path, milestone by milestone.
Every engagement follows a disciplined sequence, so you always know what happens next and why.
What you receive
- RB-20205-D01Performance measurement baseline
- RB-20205-D02Earned value system description
- RB-20205-D03Rules-of-credit library
- RB-20205-D04Monthly EVM report and indices
- RB-20205-D05Variance analysis reports
- RB-20205-D06Estimate at completion forecasts
Technology we work in
Platform-fluent and vendor-independent. We work inside your environment, or recommend the one that fits.
What changes when we arrive.
Not activity. Results your board, your lenders and your teams can feel.
A measure of progress and value no one can talk their way around.
Adverse trends visible while there is still time to act.
Final-cost forecasts grounded in evidence, not optimism.
What leaders ask us first.
Straight answers. If yours isn't logged here, raise it with us directly. A principal will respond.
What do SPI and CPI tell us?
SPI compares work earned with work planned. CPI compares work earned with what it actually cost. Sustained values below 1.0 are an early, reliable signal that intervention is needed.
Is EVM only for government programs?
No. Federal contracts often mandate it, but private owners gain the same clarity, typically with lighter documentation.
What is ANSI/EIA-748?
The industry standard for earned value management systems, setting out guidelines for organizing, planning, measuring and reporting performance.
Progress Measurement
Quantity-based, field-verified progress measurement that turns physical work into numbers owners, lenders and auditors will accept.
Change Management
Change control that captures, prices, schedules and records every change to scope, time and cost before it erodes contingency or entitlement.
Forecasting
Risk-informed schedule and cost forecasts, expressed as P50 and P80 ranges, that give executives an honest view of the finish date and final cost.
Command the date you announced.
Book a 45-minute program review with a senior principal. You will leave with an independent read of where your schedule and cost really stand, and the three moves that matter most.