Are you getting what you paid for?
Earned value management that answers one question every month: is the progress worth the money spent? SPI and CPI in plain English, with an estimate at completion you can act on while there is still time.
Spent is not earned.
Sixty percent spent, forty-five done
When cost and schedule are reported in separate rooms, nobody sees the gap between money out and work in place until it is too large to close.
Percent complete by feel
Progress claimed by opinion rises fast and stalls at 90 percent for months. Written rules of credit keep the number honest.
An EAC that never moves
The estimate at completion sits at budget until the month it cannot. Leadership deserves the trend while it can still be bent.
How we set up earned value.
- 01
One WBS for cost and time
Budget and schedule built on the same structure, so every dollar has a place in time and every activity carries a value.
- 02
Rules of credit, agreed up front
Milestones, units installed or weighted steps, written before work starts. Progress becomes something you count, not something you argue.
- 03
A monthly EVM cycle
Planned value, earned value and actual cost every period, with SPI, CPI and variances explained by the people who own them.
- 04
Forecast from performance
EAC and forecast finish built from actual performance and remaining risk, following ANSI/EIA-748 concepts, not from the original budget.
- 05
Close every variance
Each variance over threshold gets a cause, an owner and a corrective action, tracked until closed. Earned Value Pulse in our Controls Lab shows how to read the numbers.
What you walk away with.
Scoped to your project. Native files and plain-English outputs that stay yours when we leave.
WBS, cost codes, rules of credit, reporting calendar and variance thresholds, agreed with your team and your contractors.
PV, EV, AC, SPI and CPI by package, with each variance explained in a sentence rather than a page.
An estimate at completion with the range behind it, updated monthly and reconciled to the change log.
Every variance over threshold with its cause, owner, corrective action and status, carried until it is closed.
Cost, schedule and contingency trend lines an executive can read in under a minute.
A factory the grid is waiting on.
An 850,000 square foot switchgear and transformer factory in Texas, delivered EPCM over 30 months. One WBS ties the budget to the schedule, so the owner sees earned value by package every month and knows where performance is slipping long before it reaches start of production.
- $520M
- Capital value
- 850,000
- Square feet
- 30
- Months, EPCM
Straight answers to fair questions.
Is earned value only for government projects?
No. It started there, but any owner who wants to know whether progress matches spending can use it. We scale it to the size of the job.
Our contractors do not report earned value. Can we still use it?
Yes. We build it from schedule progress and pay applications, then tighten the reporting requirements in your next contracts.
What is a good SPI or CPI?
Near 1.0 means on plan. Below 1.0 means behind schedule or over cost. The trend matters more than any one month. Try Earned Value Pulse in our Controls Lab with your own numbers.
Send the schedule. See reality early.
Share the project, the latest schedule and the date you are protecting. A senior project controls lead replies within one business day.