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The vertical y-axis shows the projected cumulative cost for a project. The horizontal x-axis shows time. The planned budget for this project shows a steady expenditure over the lifetime of the project. This line represents the cumulative baseline cost. After work on the project has begun, a chart of the key values of earned value analysis may look like this:
The status date determines the values Project calculates. The actual cost (ACWP) of this project has exceeded the budgeted cost. The earned value (BCWP) reflects the true value of the work performed. In this case, the value of the work performed is less than the amount spent to perform that work.
Schedule variance (SV)the difference between the current progress and the scheduled progress of a task, in terms of cost (the formula SV = BCWP - BCWS). In the example above, the task's SV is -$15. The cost performance index (CPI)the ratio of budgeted costs to actual costs (the formula CPI = BCWP / ACWP). In the example above, the task's CPI is about .86, or 86 percent. The schedule performance index (SPI)the ratio of work performed to work scheduled (the formula SPI = BCWP / BCWS). In the example above, the task's SPI is .80, or 80 percent. The to complete performance index (TCPI)the ratio of the work remaining to be done to funds remaining to be spent as of the status date, or budget at completion (the formula TCPI = [BAC - BCWP] / [BAC - ACWP]).
Physical percent complete is always entered directly by you. Use physical percent complete when percent complete would not be an accurate measure of real work performed or remaining. Here's a simple example of how the two values may differ: a project of building a stone wall that consists of 100 stones stacked 5 high. The first row of 20 stones can be laid in 20 minutes, but the second row would take 25 minutes because you have to lift the stones up one row higher, so it takes a little longer. The third row would take 30 minutes, the fourth 35 minutes, and the last row would take 40 minutes to lay150 minutes total. After laying the first three rows, the project could be said to be 60 percent physically complete (you laid 60 of 100 stones). However, you only spent 75 of 150 minutes; so in terms of duration, the job is only 50 percent complete. Depending on how you get paid for the workhow the value is earned (by the stone or by the hour) you may choose the percent complete value or the physical percent complete value to properly reflect this in the earned value analysis.
Variance at completion (VAC) shows the difference between the budget at completion (BAC) and the estimate at completion (EAC). In Project, the EAC is the Total Cost field and the BAC is the Baseline Cost field from the associated baseline.
Cost performance index (CPI) is the ratio of budgeted, or baseline, costs of work performed to actual costs of work performed (BCWP/ACWP). Cumulative cost performance index (CPI) is the sum of the BCWP for all tasks divided by the sum of the actual costs of work performed (ACWP) for all tasks. Cumulative CPI is often used to predict whether a project will go over budget and by how much.
Schedule performance index (SPI) is the ratio of work performed to work scheduled (BCWP/BCWS). SPI is often used to estimate the project completion date. Estimate at completion (EAC) is the expected total cost of a task or project, based on performance as of the status date. EAC is also called forecast at completion, and is calculated like this: EAC = ACWP + (BAC BCWP) / CPI.
To complete performance index (TCPI) is the ratio of remaining available budget to be spent to the remaining scheduled cost as of the status date. TCPI is calculated like this: TCPI = (BAC - BCWP) / (BAC ACWP). A TCPI value greater than 1 indicates good projected performance for remaining work; less than 1 indicates poor projected performance.