Project cost and schedule forecasting accuracy in the defense industry has not significantly changed since the 1960s, making it difficult for defense business leaders to implement successful earned value management (EVM) strategies. The purpose of this multiple case study was to explore EVM strategies that Washington, D.C. area defense contractor business leaders used to improve costs and schedule goal accomplishment. The conceptual framework for this study was the earned time theory. Data were collected from semistructured interviews from 5 defense contractor business leaders with demonstrated use of EVM strategy. The review of company documents focused on EVM use with reporting requirements, and archival EVM study analysis supplemented the data from the semistructured interviews. Data were triangulated and inductively analyzed for themes, and member checking was done to ensure credibility of the interpretations. Four themes emerged from the data: the use of EVM data to improve outcomes, the existence of essential strategies, the role of EVM as but a single tool, and the essential engagement of leadership. Findings may contribute to social change because defense business contractor leaders could help improve business performance and return resources for social improvement. Investment in social and environmental improvements can strengthen employee commitment and ultimately ties to the community at large, furthering social improvement.