Software Project Control Using Earned Value Analysis

Abstract

Software project control using earned value analysis is an important management practice for monitoring cost, schedule, progress, and performance in software development projects. In enterprise environments, project delays and budget overruns often occur when planned work, completed work, and actual expenditure are not measured together. This article discusses how earned value analysis helps project managers compare planned value, earned value, and actual cost to identify schedule variance, cost variance, schedule performance, and cost performance. It explains the role of work breakdown structures, milestone tracking, baseline budgets, progress measurement, variance reporting, and corrective action planning in improving project control. The article also highlights common challenges such as inaccurate progress reporting, weak effort estimation, incomplete cost records, changing scope, and difficulty measuring partially completed software tasks. A structured earned value analysis approach is presented to improve visibility, support early risk detection, control deviations, and strengthen decision-making. The study concludes that effective use of earned value analysis improves project predictability, supports disciplined monitoring, and reduces cost and schedule risks in enterprise software projects.