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Cost Management & EVM in Construction

We help Cost Managers and Project Controls teams manage project costs, forecast final expenditure and measure progress against the plan. Our cost controllers combine practical project controls experience with earned value analysis to give teams clearer visibility of cost and schedule performance.
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What we offer

Cost Management and Earned Value Consulting Services

We help project teams set budgets, track actual costs and forecast final expenditure. By linking cost data to the value of work completed, an earned value management system (EVMS) shows how performance compares with the plan and where corrective action may be needed, strengthening project cost control from baseline to completion.

Cost planning and budget baselines

Develop a time-phased budget aligned with your work breakdown structure, control accounts and cost coding. Where EVM is required, integrate the approved scope, schedule and budget into a performance measurement baseline for consistent performance measurement and control.

Cost control and forecasting

Track actual and committed costs, investigate variances and update the estimate at completion (EAC) as the project progresses. Clear, consistent reporting helps teams understand cost pressures, improve forecasting and budget accuracy, and act before issues escalate.

EVM gap analysis and implementation

Review your current approach against applicable EIA-748 guidelines and identify gaps in processes, data and reporting. We then lead earned value management implementation at a level suited to your project’s requirements, complexity and organisational maturity, including readiness for compliance reviews on government contracts.

Embedded cost controllers

Add an experienced EVM consultant/cost controller to your team, on-site or remote, to support cost reporting, earned value analysis and forecasting. We work with your existing systems and people to strengthen cost visibility, reporting consistency and decision-making.

Capability

Close to a decade of cost management and earned value experience on government, council and private-sector projects. Our EVM consultants help teams understand performance, explain variances and make cost decisions they can defend.
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How we help

Earned value that fits the project, not the other way round

EVM does not need to be rigid or over-engineered. The right level of detail depends on the project’s size, contract requirements, complexity and your organisation’s maturity. We start with your existing processes and data, then focus on the controls that improve visibility and support better decisions.
  • EVM gap analysis against EIA-748 guidelines
  • EVMS implementation and assessment and compliance support
  • Work breakdown structure, cost coding and control account set-up
  • Cost and earned value reporting in Primavera P6 and Power BI

From requirements to practical delivery.

We start with your project objectives, contract and reporting requirements, and the cost data you already hold. Together, we agree the cost structure, earned value methods, reporting cadence and outputs needed to give your team a consistent view of project performance and support informed decisions throughout delivery.
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FAQs

What clients ask us first.

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What is earned value management?

Earned value management (EVM) measures project performance by comparing the value of work planned, the budgeted value of work completed and the actual cost incurred. It integrates scope, schedule and cost information to show how performance compares with the plan and help forecast the likely cost outcome.
EVM uses three core measures: Planned value (PV): the budgeted value of work scheduled to be completed by a given date. Earned value (EV): the budgeted value of the work actually completed. Actual cost (AC): the cost incurred for the work performed. Comparing these measures helps calculate cost and schedule variances, along with performance indices such as CPI and SPI.
The cost performance index (CPI) is earned value divided by actual cost (EV ÷ AC). A CPI below 1.0 indicates that the work completed has cost more than its budgeted value. The schedule performance index (SPI) is earned value divided by planned value (EV ÷ PV). An SPI below 1.0 indicates that less budgeted work has been completed than planned. Both indices help assess performance, and CPI can contribute to estimates at completion. They should be interpreted alongside schedule analysis and other project information.
Consider a project with a budget at completion of 1,000,000. At month six, the plan calls for 50% of the budgeted work to be completed, giving a PV of 500,000. If the value of the work actually completed is 450,000 and the actual cost is 570,000, the CPI is 0.79 and the SPI is 0.90. This indicates unfavourable cost efficiency and less progress than planned. The team should investigate the causes and assess the forecast impact.
The appropriate earned value technique depends on the type of work. Discrete effort is used for work with measurable outputs, apportioned effort for work linked to another measurable activity, and level of effort for ongoing support activities that are not readily measured by discrete outputs. Selecting an appropriate technique helps ensure progress is measured consistently and meaningfully.
EVM is not mandatory for every project. Some government and defence contracts specify an earned value management system that meets applicable requirements, including EIA-748 where required. For other projects, EVM can be adopted where the scope, complexity, risk or reporting requirements justify it. The level of detail should reflect the project and its contractual obligations.
Cost management covers budgeting, tracking actual and committed costs, analysing variances and forecasting final expenditure. Earned value management builds on this by comparing the budgeted value of completed work with planned progress and actual cost. Together, they help teams understand both where costs stand and how much work has been achieved for that expenditure.

Our Plans

Flexible Options Tailored To Your Needs

Have a question or want to discuss your next project? Reach out to us and we’ll get back to you within 24 hours.

Engagement models

Fixed

A fixed price for the project or work, based on the work to be done. Suitable where all project inputs, specifications and requirements are defined.

Time & Material

Hourly rates based on the required work. Works well where not all inputs are readily available.

Dedicated Team

Retainer pricing based on the type of work and its duration. A dedicated team works as an extension of the client’s own team.

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Make your next project
decision with greater
confidence.

Work with experienced specialists to strengthen project controls, implement the right technology and gain earlier visibility into schedule and cost risk.

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Chart showing actual progress up to today, a range of forecast outcomes and the decision point TODAYRANGE OF OUTCOMESDECISION