Methodology
The Evie Project Controls Maturity Index
A weighted score of your controls operating model across six domains, calibrated against UK infrastructure, engineering and building-contractor benchmarks. Built to stand up to the kind of scrutiny a director-level review would apply.
Scoring
Each question uses a 5-point behavioural scale from 0 (we don't do this) to 4 (embedded and audited). A domain score is the sum of its answers divided by its maximum, expressed out of 100. The overall Maturity Index is a weighted mean across the six domains.
Commercial & Change Control, Schedule Integrity and Data Integration carry a slightly higher weight (×1.15) because those three domains generate the largest observed commercial and delivery exposure across our ICP.
Bands
Reactive
0–39You are firefighting. Reporting is retrospective; leadership questions surface as surprises rather than early warnings.
Developing
40–59Controls exist but sit in silos. Leadership questions still take days to answer with confidence and change is loosely linked to programme.
Controlled
60–79Integrated data, timely reporting, disciplined change and early warning. You catch most issues before they become disputes.
Predictive
80–100Leading indicators are embedded. Leadership gets board-ready answers in minutes and commercial protection is baked into the operating model.
Domains
01. Schedule Integrity & Forensic Planning
×1.15How reliable your programme is as a decision-making tool, covering logic quality, baseline control, float discipline and the ability to explain movement between updates.
What good looks like · A controlled baseline, clean programme logic, disciplined float, and the ability to explain every date movement with clear ownership between reporting periods.
02. Cost Control & EVM
×1.00Whether cost performance is measured early enough to support decisions, rather than reported after the position has already moved.
What good looks like · CPI and SPI tracked at a meaningful control level, cost and schedule data reconciled from a trusted source, and forecasts leadership can rely on.
03. Commercial & Change Control
×1.15How effectively change is captured, priced, agreed and linked to programme impact.
What good looks like · Change priced promptly within contract timescales, a live and complete change register, and material changes evidenced with programme impact at the point of pricing.
04. Risk & Early Warning
×1.00Whether risk is actively used to support decisions, or simply maintained as a periodic reporting requirement.
What good looks like · A current risk register, quantitative analysis used to support key decisions, leading indicators visible to leadership, and few surprises when major risks materialise.
05. Data Integration & Single Source of Truth
×1.15How fragmented your controls data is, how much effort is spent reconciling it, and whether leadership can trust the numbers.
What good looks like · Schedule, cost, risk and commercial data reconciled into one trusted view, with the controls team spending its time interpreting rather than reconciling.
06. Leadership Reporting & Decision Velocity
×1.00How quickly leadership receives useful answers, and whether reporting improves decisions rather than simply recording status.
What good looks like · Confident, evidenced answers available quickly, forward-looking insight in the monthly report, and consistent reporting standards across the portfolio.
Reference frameworks
Question wording and mature-state benchmarks draw on NEC4 guidance, AACE International recommended practices (notably 29R-03 and 52R-06), ISO 21500 terminology, and DCMA 14-point schedule assessment principles. JCT, FIDIC, IChemE and other suites are handled via contract-specific helper text on the Commercial & Change Control domain, so the benchmark reflects the mechanism the user actually operates under.
What the index does not do
It does not replace an on-site controls audit or a forensic dispute review. It is a self-assessment calibrated to expose the gaps that most consistently drive delivery risk and commercial exposure across UK infrastructure and building contractors. Treat it as a director-level thinking tool, not a certification.