# The Enhanced-Earned Value Management (E-EVM) Model: A Proposal for the Aerospace Industry
## 3 The EVM in the Aerospace Industry
### The EVM in the Airspace Industry  
In this subsection, we are going to highlight the main uses of EVM in the aerospace industry. As previously indicated, the majority of companies belonging to this sector apply EVM methodology to obtain a more efficient project management. Our literature review research shows two clear examples about the application of EVM methodology to this sector. First of all, the Swedish group IG JAS for the Saab JAS 39 Gripen light combat aircraft project [33; 34]. Secondly, the use of EVM is that carried out by the National Aeronautics and Space Administration (NASA), managing projects with budgetary restrictions in a more efficient way [35; 36].  
In 2004, according to [PERSON] et al. [37], NASA's Exploration Systems Mission Directorate (hereinafter, ESMD) decided to implement a specific monthly EVM report on relatively small projects (USD 1M to 10M budget). This implementation was not easy due to the highly specialized language and the absence of a suitable tool. The ESMD used NASA's Program Management Tool (hereinafter, PMT) in order to implement a complete set of EVM reporting capabilities. This tool was used by managers for project planning and reporting, and the data entry templates were modified to generate an EVM reporting system. This new tool (PMT-EVM module) reduced the time to collect the cost and schedule the data to only one or two days. Consequently, project managers had more time to undertake the analysis of deviations in order to design the corresponding action plan to mitigate them.  
Therefore, [PERSON] et al. [38] pointed out that, as a consequence of the high competition and the pressure to be competitive, the different federal agencies needed to manage the projects with more level of detail or granularity.  
[PERSON] and [PERSON] [39] described how EVM has been implemented in the project management and software development which would be implemented in the manufacture of the new aircraft. This methodology has been used, as well, by large aerospace companies such as Airbus and Boeing. In 1999, the Boeing Company published a manual on Integrated Performance Management (IPM) practice whose scope was the implementation of EVM in all Boeing organizations [40], also collaborating with the National Defence Industrial Association (NDIA) to write the EVMS industry standard.  
Boeing has incorporated EVM into its internal processes and has considered the EVMS (Earn Value Management System) in government and commercial environments since October 2000. According to the company [40], this is an initiative in continuous process, consisting of a structured approach to documentation improvement, whose main objective is achieving an ongoing best business practice. In the forthcoming future, Boeing wants to improve and implement systems and processes in a constant search for enhanced decision-making data for all managerial levels.  
The importance that Boeing assigns to EVM can also be verified in [41], where EVM is mixed with analysis of the critical path through the theory of constraints.  
Bombardier Inc. also used EVM concepts for project management. This company is located in Montreal (Canada) and is currently considered one of the largest aeronautical manufacturers in the world, after Boeing and Airbus. Bombardier Aerospace's most commercially successful products are regional transportation products such as the CRJ100/200 and CRJ700/900/1000. In fact, [PERSON] et al. [42] have applied the EVM method for development projects in the railway sector with significant improvements in its performance.  
Additional publications which advocate for the implementation of EVM in the aerospace industry have been deployed by [43], where EVM methodology is applied in a Flight Test Program to track and measure its efficiency. Even more, it proposes a new approach by the management of a database.