Earned Value Management

Using EVM, we compare the approved baseline with actual costs and earned progress. The figures show variances in cost or schedule and highlight performance trends — a clear picture of where the work stands against the plan and whether there is cause for further review.

Using Earned Value Management, we compare the approved baseline with actual costs and earned progress.

The figures show variances in cost or schedule and highlight performance trends — a clear picture of where the work stands against the plan and whether there is cause for further review.

EVM is useful when planned value, earned value and actual cost can be measured on a consistent basis. It does not replace the programme; it sits alongside it.

Planned value

The baseline is used to show what should have been accomplished at the data date.

Earned value

Completed work is measured on the same basis as the plan, so progress is not just a percentage guess.

Actual cost

Cost is brought alongside earned progress so CPI can be read with SPI, not instead of it.

Trends, not snapshots

Indices and variances are watched across periods so a single month does not get over-read.

How we work

A practical sequence

01

Align the baseline

Confirm the performance measurement baseline and how progress and cost will be claimed.
02

Measure consistently

Apply the same rules each period for PV, EV and AC.
03

Read with the programme

SPI and CPI are interpreted alongside critical path, remaining work and forecast dates.

What you get

Useful output, not another unused report

Structured PV, EV and AC reporting
SPI, CPI and variance measures the team can discuss
Trend visibility before a single period becomes a problem
A link between earned value figures and the live programme

When to use this

Use EVM when the project needs a structured read of cost and schedule performance against an agreed baseline — particularly on programmes where trend matters as much as the latest date.

Earned Value Management