The article proposes a practical framework of metrics for EPC projects, where the term, cost and quality are linked to real objects of work. “Earned value” is calculated by physical volumes, not by acts, procurement is assessed as “readiness for installation”, design — by the maturity of documentation and the speed of closing requests for clarification. The schedule is maintained by a probabilistic corridor, which allows for careful use of reserves. Quality is translated into the “cost of non-conformity”, so defects become visible in money and time. The change loop works like a funnel: from a trend to a formalized decision with an assessment of the impact on the critical path and margin. Such a system of metrics transfers EPC from post-factum reporting to predictive management, reduces rework and “empty” deliveries, reduces cash gaps and stabilizes the project margin without emergency scenarios.