CAPM Practice: Determine how to document project controls of predictive, plan-based projects

Earned Value Management (EVM) compares Actual Cost (AC) against Planned Value (PV) and Earned Value (EV) to determine cost performance. Cost Variance (CV = EV - AC) and Cost Performance Index (CPI = EV/AC) quantify whether spending is efficient relative to work accomplished. This is the structured approach to cost performance monitoring in predictive projects.

**Why not A:** The project charter defines high-level constraints and objectives but does not provide the detailed cost tracking data needed to identify that actual costs exceed planned costs. The charter is a static authorization document, not a monitoring tool.

**Why not C:** Reviewing vendor invoices against the original budget provides a narrow view limited to vendor costs. It does not capture total project cost performance including internal labor, materials, and other costs. EVM provides a comprehensive, integrated cost performance view.

**Why not D:** Asking team members about their spending is informal and unreliable. It does not provide the structured, accurate cost data needed for performance analysis. EVM uses systematically collected actual cost data compared against planned value and earned value for rigorous cost monitoring.