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Earned value management systems (EVMS) are used by industry practitioners to successfully manage projects and programs; however, there has been no past study to characterize and evaluate the impact of EVMS maturity on project performance. This paper introduces a novel framework, developed to measure the EVMS maturity, composed of 56 attributes arrayed across ten subprocesses, which together make up an integrated project/program management system. This paper describes how the framework was conceived and developed, based on literature review and data collected from industry workshops. Then, it examines the relationship between EVMS maturity and ten project performance metrics through statistical analyses. The study analyzed project data from 35 projects and programs worth over $21.8 billion in total cost. For this sample, results showed statistically significant differences between projects with high and low EVMS maturity; on average, projects exhibiting high EVMS maturity have 54% less cost overruns and 19% less change orders versus their performance measurement baseline. Higher maturity projects and programs also achieve better customer satisfaction, meet business objectives more often, and are more often in compliance with EVMS standards and guidelines. This paper contributes to the body of knowledge by providing a practical and novel framework for assessing the maturity of earned value management systems. Practitioners can use the framework to improve their integrated project and program management. A novel framework was developed using inputs from literature sources, a broad survey, and industry practitioners that facilitates the measurement of maturity of earned value management systems (EVMS), and tested on 35 completed projects and programs. The framework consists of 56 EVMS maturity attributes that make up ten EVMS subprocesses (e.g., organizing, planning and scheduling, risk management, etc.) with each allowing measurement in terms of five maturity levels. These attributes are core characteristics or qualities of subprocesses that are essential to fielding an effective EVMS. Organizations can use the framework presented here to assess and/or "tailor" the EVMS applied to their projects and programs to support the needs for an integrated project and program management. Out of 35 projects and programs studied, those with higher EVMS maturity showed 54% less cost overruns and 19% less change orders versus baseline on average, than those with lower EVMS maturity. Projects with higher EVMS maturity were found to achieve better customer satisfaction, business objectives and were significantly more compliant with EVMS standards and guidelines. Owners and contractors can use the framework on large and complex projects to screen EVMS application and highlight specific gaps to achieve best-in-class EVMS leading to better performance. [ABSTRACT FROM AUTHOR]