This research investigates the application of Earned Value Management (EVM) as an integrated project control technique for improving cost, schedule, and performance management in construction projects, particularly within the Indian construction industry where delays, budget overruns, and inefficient resource utilization remain significant challenges. The study addresses the limitations of traditional project monitoring methods, which often assess cost and time separately, by evaluating EVM’s capability to provide a unified framework through key indicators such as Planned Value (PV), Earned Value (EV), Actual Cost (AC), Cost Performance Index (CPI), and Schedule Performance Index (SPI). A quantitative research methodology was adopted using a structured questionnaire survey of construction professionals, including project managers, engineers, contractors, and consultants, with data analysed through the Relative Importance Index (RII) method to rank critical factors affecting EVM implementation. Additionally, a practical case study of an Ahmedabad metro rail construction project was conducted to examine real-world EVM performance. The findings reveal that EVM significantly enhances cost control (RII = 0.89), schedule monitoring (RII = 0.87), resource optimization, and decision-making efficiency. The case study demonstrated that early identification of project deviations through EVM improved project performance, with CPI increasing from 0.76 to 0.92 and SPI from 0.84 to 0.95 after corrective actions. Despite these benefits, challenges such as limited awareness, inadequate training, and insufficient technological integration hinder widespread adoption. The study concludes that EVM is a highly effective and reliable tool for construction project control and recommends broader implementation supported by training, advanced software integration, and policy-level adoption to enhance project delivery efficiency and sustainability.