Large projects, especially in the process industry usually involve multiple contractors to engineer, procure, and build. Such projects create special challenge to assimilate project progress data using a common platform. This often gets complicated by the need to handle project changes in a consistent way by all the contractors. Unless a unified earned value management system is specified early in the project, it can become a nightmare for the overarching management team to track real project progress, especially in a scope change environment. This paper discusses the details of an earned value management system (EVMS) and recommends the ways project changes should be handled in a multi contract situation.
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