The article addresses the challenges of managing the cost and schedule of investment projects in Russian real estate development under conditions of high macroeconomic uncertainty. The necessity of implementing the integrated Earned Value Management (EVM) methodology, which combines cost, schedule and work volume control, is substantiated. Using two pilot projects of the construction company “Alpha” (a conventional name), the key EVM indicators are calculated: cost and schedule variances, performance indices, and estimates at completion. It is shown that EVM enables timely detection of critical deviations, forecasting of final cost and completion time, and assessing of the economic effect of preventing budget overruns. A phased roadmap for EVM implementation in development companies is developed, considering the specifics of the Russian market (project financing through escrow accounts, high cost of debt capital). The scientific novelty lies in the adaptation of the classical EVM methodology to the conditions of the Russian construction industry, including an algorithm for forecasting and making corrective management decisions, as well as in a quantitative assessment of the economic effect based on real data from two projects. The practical significance lies in the possibility of direct application of the developed regulations, templates and control points in the activities of development companies.
Vladislav Porazhinskiy (Mon,) studied this question.