not used to a formalized project management/perfor-mance measurement methodology. To get buy-in from
the team, you must convey EVM benefits from a practical perspective, and also understand and overcome any
concerns the team members might have. Remind them
that EVM can support client communication, facilitates
cost- and schedule-management through performance
measurement, and over time, provides trend data.
Be sure to include all who are impacted. One implementation in my organization was not progressing as
smoothly as usual. I reached out to the project manager
and we had a productive talk. Weeks later the issues still
existed—because no one had adequately communicated
uses to get there are its own to decide. Furthermore, in some regulatory environments, such as U.S. government contracts, organizations can use the outputs
from an EVM system to prove compliance to government oversight bodies.
“If you’re doing good project management, all EVM becomes is a standardization of the output,” he says. When that tool can also eliminate redundancies and
streamline processes, it becomes even more palatable for skeptical sponsors.
Another way project leaders can earn continued buy-in is to emphasize the
scalable nature of EVM. “You can apply EVM to di;erent levels of a project
because of its ;exibility,” says Mr. Dimenza. “EVM can be used only on a spe-
ci;c aspect of the project—such as human resources or third-party contract
management—or the whole project, or both. ;at’s the beauty of it: It adapts to
the level you need.”
;e scope, timeline and budget of the e;ort are just a few factors that go into
determining the scale of the EVM system used. “EVM is only as cumbersome as
with the scheduler. Once scheduling concerns were addressed, the implementation continued as planned.
One of the biggest obstacles often involves perception rather than reality. EVM is often perceived as a big,
complex set of reports. People may remember memorizing EVM calculations for their Project Management
Professional (PMP)® exam, but if they haven’t ever
had to work on a project that used EVM, they may not
understand its realities.
EVM is more than just a set of monthly reports—it’s
a performance measurement methodology that must
be fully integrated into the management approach for
a project to succeed. It’s not enough to measure and
report on cost and schedule data—it’s what you do with
that data that matters.
Once you’ve convinced the team of the benefits and
overcome the obstacles to secure buy-in, then what? It’s
time to execute on your promise and realize the value
that comes from EVM.
Laura Bier, PMP, business improvement leader, provides training, coaching and consultative guidance on
performance management and process improvement
to dozens of project teams and federal agencies. She
can be reached at firstname.lastname@example.org.
on cost and
do with that