Why Earned Value Management (EVM) Fails in Construction Projects?

Earned Value Management (EVM) is one of the most powerful tools for controlling cost and schedule performance yet, many construction projects struggle to make it work effectively.

After years of observing project try to implement EVM, we’ve noticed a few recurring issues:

1- Lack of Integration: The schedule, cost, and progress data often live in separate systems. Without alignment, your earned value metrics quickly lose credibility!!

2- Unrealistic Baselines: EVM is only as good as the baseline it’s built on. When budgets or schedules are politically approved rather than technically achievable, variance analysis becomes meaningless.

3- Late or Inconsistent Progress Updates: If actual progress is not measured consistently or entered on time, EVM turns into a reporting exercise rather than a management tool!!

4- Overcomplication: Project control experts implement complex EVM systems with many details that field staff can’t maintain. we understand project controls enjoy providing deep detail reports but when it comes to EVM you need to be aware of your team capabilities.

5- Culture/Training Gaps: EVM isn’t just a tool, it’s a mindset. Without buy-in from leadership and the project team, the system quickly collapses under its own weight.

An important reminder that successful EVM system depends less on "software" and more on "integration, culture, and consistent discipline". When implemented correctly, it provides early warning signals that can save millions in cost and months in schedule slippage.

We like to hear about your thoughts and experiences?

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