Earned Value Management (EVM) is a powerful project management method that is implemented in engineering and construction projects. There are various recommended methods and frameworks for EVM practices, such as ANSI/EIA-748, PMI's A Guide to the Project Management Body of Knowledge (PMBOK Guide) and Practice Standard.
As much as these recommendations are invaluable, they tend not to go into the level of detail needed to address specific industry needs. The participants in each construction industry have adopted EVM principles in different ways.
This paper shares the author's views, as an adviser and practitioner, on the differences and the underlying reasons for these differences in EVM based project controls applications in four industries: Power, telecommunication, building construction, and transportation.
This paper will also review the influence of ownership structure and project service providers on EVM practice.
Author: Attila Boydak
