Unfortunately, while Earned Schedule is no worse than other EV scheduling metrics (Schedule Variance and SPI), it does nothing to fix the underlying flaw in all such scheduling metrics: no recognition of the critical paths (both planned and actual).  The result is that all these metrics are often distorted by float (both accidentally and deliberately!) and not only give a false picture but actually encourage out-of-sequence work, simply to enhance the performance to the metrics.

The solution is simple, but almost no one does it.

Fraternally in project management,

Steve the Bajan

ES is not a requirement on Fed projects at this time. When I took an EV course a couple of years ago, the instructor was quite familiar with the shortcomings of EV indicators but he wasn't going to bring it up until I pushed him on it.

I started using ES in 2006, shortly after it was developed. The indicators were far more useful than EV and had a much more fruitful impact in highlighting contractor performance to Management. I applied the methodology on two large developments overseas with American prime contractors and local labor forces.

The book you want to read is Earned Schedule by Walt Lipke (available on Amazon). The website, http://www.earnedschedule.com/, has numerous papers and presentations that can bring you up to spead in a short time. Mr. Lipke advised me on my first implementation.

I won't manage a project without using ES.