Should two different charts be used with EVM for monitoring and controlling Price, and another for Cost? What is recommended in common practice? It is tedious to maintain this control, it could confuse managers. How is it recommended to manage it to avoid confusion? Saving Changes...
I'm used to a PM tracking and reporting on one or the other.
If you are on the vendor side, you'd look at Cost EVM metrics. If you are on the customer side, you'd look at Price ones. I suppose it is possible that on the vendor side you might want to track the profit at a more granular level than overall, but otherwise I'm not sure why you'd need to track both.
EVM Management allows to control the cost and schedule of projects. EVM can help to identify if a project is over or under budget, and ahead or behind schedule.
For control price, it would be adequate to use other metrics like Average Selling Price, Price Variance, Price Elasticity of Demand, Profit Margin, and others more adequated to provide performance information on your pricing strategies. Saving Changes...
