The top three industries that reported their organisations always or usually use EVM EVM has been used by half of the survey in their organisations were Information Technology (42%), Consulting (26%) and respondents for over 5 years to track Telecommunications (21%) as shown in Figure 31. projects, with the Defense, Energy and Information Technology industries using the methodology for over ten Figure 29: Main Practitioners of EVM by Industry (10) years. The survey data showed that EVM is a requirement for 32% of organisations with projects within US$1 million to US$5 million and 40% for ones that are more than US$5 million. In the Information Technology industry, it is a requirement for projects (21%) in excess of US$10 million to use EVM. The majority (54%) of the Public Sector required EVM for projects valued at less than US$5M. The Public Sector also required EVM (23%) for projects valued at US$20M or more. Most organisations that utilize EVM attribute the use of EVM towards project success (62%); as a useful tool to predict project success (73%); and enabling leaders to use EVM metrics to assess project status (51%). Organisations that are using EVM have projects that successfully met three of the key performance indicators: to scope (82%), meeting quality standards (84%) and delivering business benefits (80%). However, the data showed that organisations using EVM did not show a majority of projects being complete on time (35%) or within budget (45%). This is consistent with the survey findings on project management training, where the results indicated more robust training programs are required in the areas of budget and schedule. While EVM is a preferred methodology for organisations to manage their projects’ scope, cost and schedule, qualified or knowledgeable staff is needed to validate and interpret the data; while proactive project management and risk mitigation is needed to effectively use the information to execute corrective actions to get the project back on track. Having experienced and engaged EVM staff leads to project success. Insights and trends: Current Portfolio, Programme and Project Management Practices 31