Key Finding: Earned Value Management (EVM) is more heavily relied upon in the United States and is found as a useful tool, but has yet to gain popularity or use due to a lack of EVM expertise and experience. In the 2007 Global PM Survey, the top under EVM. EVM is a management three reasons identified by respondents methodology through the integration for project failure were bad estimates/ of scope, schedule and costs used to missed deadlines (schedule), scope objectively measure project performance. changes (scope) and insufficient The third survey takes a closer look at the resources (costs) which are all internal use of Earned Value Management and its project factors. These factors, commonly correlation to the success of projects in referred to as the ‘triple constraint’ in organisations. the project management framework, The survey showed that 40% of are combined and measured under participants use EVM in their organisations with the United States having the most respondents that always Figure 27: Reasons for Not Using EVM in Organisations use the methodology, followed by Australia and Canada. The main reason respondents cited for rarely or never using EVM in their organisation is due to a lack of EVM expertise and experience. This is consistent with the organisations that do not have certified EVM professionals, which were 68% of the respondents. The survey results indicated that project management training contributes to high performance across the key indicators; therefore more training on EVM may be needed within organisations. Other reasons identified for rarely or not using EVM are listed in Figure 29 where the high cost/time commitment, and tedious data collection and reporting procedure were the next main areas. As shown in Figure 30, the main Figure 28: Main Practitioners of EVM by Organisational Role practitioners of EVM within organisations are project managers who are primarily responsible for the project’s scope, schedule and resources, followed by programme managers that manage a portfolio of projects. 30 I n si g hts and trends: Current Portfolio, Programme and Project Management Practices