Public procurement is essential for ensuring that public funds are allocated efficiently and transparently, yet persistent challenges,such as cost overruns, schedule delays, and unforeseen risks, undermine the success of these projects. This thesis investigates the potential of integrating Earned Value Management (EVM) into public procurement processes in Italy to enhance project monitoring and performance. Focusing on the case study of SCR Piemonte, the research employs a deductive methodology that combines quantitative analysis of key EVM metrics with qualitative insights from project managers and stakeholders. The findings reveal that while EVM provides a robust, data-driven framework for early detection of variances and proactive corrective actions, its effective implementation in the public sector is challenged by complex regulatory environments, fragmented data systems, and varying levels of project management maturity.