Government agencies, construction firms and other organizations that are responsible for selecting and managing large construction and infrastructure projects are under increased pressure and scrutiny to maximize the benefits they provide within their already tight budgets.  At the same time, they are expected to report up-to-date costs and status with transparency.  Often, Earned Value Management (EVM) metrics are either mandated or desired as the reporting methodology of choice.  Now, more than ever, the Capital Project leadership team must use effective portfolio management and project management processes to provide the optimal return on investment.