A model for effective implementation of Earned Value Management methodology

Abstract For better implementation of Earned Value Management (EVM) methodology in different types of organizations and projects (e.g. public and private; large and small projects), a model was developed based on a research effort over a 2-year period. The findings include: (1) EVM is gaining higher acceptance due to more favorable views related to both diminishing EVM problems and improving utilities; and (2) a broader approach considering four-factor groups (i.e. EVM users, EVM methodology, project environment, implementation process) together can significantly improve the acceptance and performance of EVM in different types of organizations and projects.