Earned value management has been increasingly used by companies as well as by functional and project managers due to its effectiveness in controlling project results. It is defined as a control tool that enables a quantitative and simultaneous evaluation of the costs and process time within a pre-scheduled date as well as predicting the deadline and the total value spent (VARGAS, 2005).This study evaluates the earned value applicability as a tool to control aeronautical projects at EMBRAER, A Brazilian Aeronautical Company. It is also concerned with the application of earned value in the control of complex projects. The data were gathered through interviews, observations and document analysis. The results show that The Earned Value is used only in the defense aviation projects since it is a contractual obligation. Its use in executive and commercial areas is restricted to the combined definition stages, detailed project, and certification because the scope of the project is well defined, the schedule is detailed, and the costs are foreseen and fairly accurate. In the other stages of the product development, the use of earned value is restricted mainly because of the frequent changes of the scope of the product and project.
Project; Control; Earned value
