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This paper discusses the difficulty of controlling complex engineering projects with the help of the traditional control tools such as earned value method. The main problem with the controlling engineering projects is that the environment and scope of these projects are various from project to project and the project performance measurement system should adapt and flexibly reflect the variability of the engineering project scope and context. The article is based on the case study of the Russiandoi:10.1051/matecconf/201710608001 fatcat:45leo5lzdbcopazoqgkt574eae