Adopting Right-Sized EVM to Drive Project Performance
A recent McKinsey report estimates that 98 percent of large-scale projects face cost overruns or delays. Stakeholders often discover that their budgets are underwater when it’s too late to make a difference. But suppose there was a way to reliably predict project outcomes at less than 20% of the way in? This is the extraordinary ability of Earned Value Management (EVM).
This paper explains the core principles of EVM and identifies best-fit approaches to implementing those principles. Use this information to demonstrate that an EVM system can be successfully executed within your organization, and convince executives that EVM should be a part of their overall project management plan.
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