project earned value analysis
TRANSCRIPT
Trend Analysis
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Performance Index
Cost Performance Index (CPI) Schedule Performance Index (SPI)
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Period
Earned Value Analysis
Budget at Completion (BAC) Actual Cost (AC)
Earned Value (EV) Planned Value (PV)
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Trend Analysis
($450)
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Variance Analysis
Cost Variance (CV) Schedule Variance (SV) Variance at Completion (VAC)
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Estimate at Completion
Budget at Completion (BAC) Estimate at Completion (EAC)
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Source Data
Jan Feb Mar Apr May Jun Jul Aug Sep OctBudget at Completion (BAC) $1,230 $1,230 $1,230 $1,230 $1,400 $1,400 $1,400 $1,400 $1,400 $1,400Earned Value (EV) $100 $200 $300 $450 $750 $800 $1,125 $1,200 $1,400 $1,400Actual Cost (AC) $100 $205 $315 $600 $800 $1,000 $1,200 $1,350 $1,475 $1,525Planned Value (PV) $100 $220 $325 $550 $725 $925 $1,175 $1,275 $1,450 $1,500Cost Variance (CV) $0 ($5) ($15) ($150) ($50) ($200) ($75) ($150) ($75) ($125)Schedule Variance (SV) $0 ($20) ($25) ($100) $25 ($125) ($50) ($75) ($50) ($100)Cost Performance Index (CPI) 1.00 0.98 0.95 0.75 0.94 0.80 0.94 0.89 0.95 0.92Schedule Performance Index (SPI) 1.00 0.91 0.92 0.82 1.03 0.86 0.96 0.94 0.97 0.93Estimate to Completion (ETC) $1,130 $1,056 $977 $1,040 $693 $750 $293 $225 $0 $0Estimate at Completion (EAC) $1,230 $1,261 $1,292 $1,640 $1,493 $1,750 $1,493 $1,575 $1,475 $1,525Variance at Completion (VAC) $0 ($31) ($62) ($410) ($93) ($350) ($93) ($175) ($75) ($125)Status based on Average Performance Index
GREEN YELLOW YELLOW RED YELLOW RED YELLOW YELLOW YELLOW YELLOW
CommentsNew baseline set
Project Earned Value AnalysisProject Name
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Definitions
Metric Abbrev. Description Formula/ValueBudget at Completion BAC Baseline cost for 100% of project. N/AActual Cost AC Total costs actually incurred so far. N/A
Earned Value EVAmount of budget earned so far based on physical work accomplished, without reference to actual costs. N/A
Planned Value PVThe budget for the physical work scheduled to be completed by the end of the time period. N/A
Cost Variance CVMeasure of cost overrun. The difference between the budget for the work actually done so far and the actual costs so far.
Earned Value–Actual CostEV–AC
Cost Performance Index CPICost efficiency ratio. A CPI of 1.00 means that the costs so far are exactly the same as the budget for work actually done so far.
Earned Value/Actual Cost
EV/AC
Schedule Variance SV
Measure of schedule slippage. The difference between the budget for the work actually done so far and the budgeted cost of work scheduled.
Earned Value–Planned ValueEV–PV
Schedule Performance Index SPIThe schedule efficiency ratio. An SPI of 1.0 means that the project is exactly on schedule.
Earned Value/Planned ValueEV/PV
Estimate to Completion ETC The expected additional cost to complete.Estimate at Completion–Actual Cost
EAC–AC
Estimate at Completion EAC Expected total cost based on the current cost efficiency ratio.
Budget at Completion/Cost Performance Index
BAC/CPI
Variance at Completion VAC Estimated cost overrun at the end of project.
Budget at Completion–Estimate at CompletionBAC–EAC
Status Average of CPI & SPI.
(Cost Performance Index+Schedule Performance Index)/2
(CPI+SPI)/2GREEN = On track >1.0YELLOW = Slightly behind schedule or budget >0.85RED = Needs immediate attention >0.65BLACK = Killed or Restore <0.65
Project Earned Value Analysis measures the health of a project by looking at cost information and schedule information concurrently. It tells you whether the project is on schedule and on budget, as well as whether the project is on budget for the amount of work done so far.
Project Earned Value Analysis
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