Earned Value

Version 4.
Budget - Actuals
Field
Project Name
Start Date
Contract Amount
Price ($/hrs)
Cost ($/hrs)
Report Dur. (d)
Tip
Planned Hrs After filling project schedule (tasks + resources). Generate the 'WorkLoad' report. Select the 'Task Usage' option. The report will genera
EV Analysis
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 budget for the amount of work done so far.
Metric Abbrev.
Budget at Completion BAC
Actual Cost AC
Earned Value EV
Planned Value PV
Cost Variance CV
Cost Performance Index CPI
Schedule Variance SV
Schedule Performance Index SPI
Estimate to Completion ETC
Estimate at Completion EAC
Variance at Completion VAC
Status
Tip
This is the % of how confident the PL of the Actual Completion % value entered in the 'Budget - Actuals' sheet. If % is below 100%, the E
Confidence Level % Actual Completion % = 25%, and Confidence Level = 90%, then EV metrics calcualtion will consider Actual Completion % = 22.5%
The values are entered manually at time of budgeting the project. It should equal the 'Total Cost' of the project in the 'Budget - Actuals
BAC have the flexibility to update BAC in case there should be a new baseline (Change Requests).
Description
Name of the project being tracked
Starting date of the project
The contract amount agreed on with the client … This value should match the total value of 'Revenue' column
The price rate communicated from the EM or client
The cost rate communicated and announced by the professional services
The reporting duration of the project. The value will be used to generate the dates of reporting the EV starting from the value entered in 'Start Date'
After filling project schedule (tasks + resources). Generate the 'WorkLoad' report. Select the 'Task Usage' option. The report will generate the weekly hours of the whole schedule.
easures 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
nt of work done so far.
Description
Baseline cost for 100% of project.
Total costs actually incurred so far.
Amount of budget earned so far based on physical work accomplished, without reference to actual costs.
The budget for the physical work scheduled to be completed by the end of the time period.
Measure of cost overrun. The difference between the budget for the work actually done so far and the actual costs so far.
Cost 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.
Measure of schedule slippage. The difference between the budget for the work actually done so far and the budgeted cost of work
scheduled.
The schedule efficiency ratio. An SPI of 1.0 means that the project is exactly on schedule.
The expected additional cost to complete.
Expected total cost based on the current cost efficiency ratio.
Estimated cost overrun at the end of project.
Average of CPI & SPI.
GREEN = On track
YELLOW = Slightly behind schedule or budget
RED = Needs immediate attention
BLACK = Killed or Restore
This is the % of how confident the PL of the Actual Completion % value entered in the 'Budget - Actuals' sheet. If % is below 100%, the EV metrics are calculated according to the worst case s
Actual Completion % = 25%, and Confidence Level = 90%, then EV metrics calcualtion will consider Actual Completion % = 22.5%
The values are entered manually at time of budgeting the project. It should equal the 'Total Cost' of the project in the 'Budget - Actuals' sheet. The reason behind not having a direct link to th
have the flexibility to update BAC in case there should be a new baseline (Change Requests).
value entered in 'Start Date'
kly hours of the whole schedule.
on schedule and on budget, as well as whether the
Formula/Value
Total Planned Hrs X Cost ($/hrs)
N/A
BAC * Actual % Completion
N/A
EV – AC
EV / AC
EV – PV
EV / PV
EAC – AC
BAC / CPI
BAC – EAC
(CPI + SPI) / 2
>1.0
>0.85
>0.65
<0.65
are calculated according to the worst case scenario. Ex. If
e reason behind not having a direct link to this field is to

Project Name Start Date Contract Amount Price ($/hrs)
<Project Name> 3/1/2008 $ 30,000 $ 30
Budget
Planned
Week Revenue Planned Hrs Labor Cost Expenses Total Cost
Completion %
Total 6,000 200 $ 3,800 $ - $ 3,800
8-Mar-08 $ 6,000 200 $ 3,800 $ 3,800 100.0%
15-Mar-08 $ - $ - $ - 100.0%
22-Mar-08 $ - $ - $ - 100.0%
29-Mar-08 $ - $ - $ - 100.0%
5-Apr-08 $ - $ - $ - 100.0%
12-Apr-08 $ - $ - $ - 100.0%
19-Apr-08 $ - $ - $ - 100.0%
26-Apr-08 $ - $ - $ - 100.0%
3-May-08 $ - $ - $ - 100.0%
10-May-08 $ - $ - $ - 100.0%
17-May-08 $ - $ - $ - 100.0%
24-May-08 $ - $ - $ - 100.0%
31-May-08 $ - $ - $ - 100.0%
7-Jun-08 $ - $ - $ - 100.0%
14-Jun-08 $ - $ - $ - 100.0%
21-Jun-08 $ - $ - $ - 100.0%
28-Jun-08 $ - $ - $ - 100.0%
5-Jul-08 $ - $ - $ - 100.0%
12-Jul-08 $ - $ - $ - 100.0%
19-Jul-08 $ - $ - $ - 100.0%
26-Jul-08 $ - $ - $ - 100.0%
2-Aug-08 $ - $ - $ - 100.0%
9-Aug-08 $ - $ - $ - 100.0%
16-Aug-08 $ - $ - $ - 100.0%
23-Aug-08 $ - $ - $ - 100.0%
30-Aug-08 $ - $ - $ - 100.0%
6-Sep-08 $ - $ - $ - 100.0%
13-Sep-08 $ - $ - $ - 100.0%
20-Sep-08 $ - $ - $ - 100.0%
27-Sep-08 $ - $ - $ - 100.0%
4-Oct-08 $ - $ - $ - 100.0%
11-Oct-08 $ - $ - $ - 100.0%
18-Oct-08 $ - $ - $ - 100.0%
25-Oct-08 $ - $ - $ - 100.0%
1-Nov-08 $ - $ - $ - 100.0%
8-Nov-08 $ - $ - $ - 100.0%
15-Nov-08 $ - $ - $ - 100.0%
22-Nov-08 $ - $ - $ - 100.0%
29-Nov-08 $ - $ - $ - 100.0%
6-Dec-08 $ - $ - $ - 100.0%
13-Dec-08 $ - $ - $ - 100.0%
20-Dec-08 $ - $ - $ - 100.0%
27-Dec-08 $ - $ - $ - 100.0%
3-Jan-09 $ - $ - $ - 100.0%
10-Jan-09 $ - $ - $ - 100.0%
17-Jan-09 $ - $ - $ - 100.0%
24-Jan-09 $ - $ - $ - 100.0%
31-Jan-09 $ - $ - $ - 100.0%
7-Feb-09 $ - $ - $ - 100.0%
14-Feb-09 $ - $ - $ - 100.0%
21-Feb-09 $ - $ - $ - 100.0%
28-Feb-09 $ - $ - $ - 100.0%
7-Mar-09 $ - $ - $ - 100.0%
14-Mar-09 $ - $ - $ - 100.0%
21-Mar-09 $ - $ - $ - 100.0%
28-Mar-09 $ - $ - $ - 100.0%
4-Apr-09 $ - $ - $ - 100.0%
11-Apr-09 $ - $ - $ - 100.0%
18-Apr-09 $ - $ - $ - 100.0%
25-Apr-09 $ - $ - $ - 100.0%
2-May-09 $ - $ - $ - 100.0%
9-May-09 $ - $ - $ - 100.0%
16-May-09 $ - $ - $ - 100.0%
23-May-09 $ - $ - $ - 100.0%
30-May-09 $ - $ - $ - 100.0%
6-Jun-09 $ - $ - $ - 100.0%
13-Jun-09 $ - $ - $ - 100.0%
20-Jun-09 $ - $ - $ - 100.0%
27-Jun-09 $ - $ - $ - 100.0%
4-Jul-09 $ - $ - $ - 100.0%
11-Jul-09 $ - $ - $ - 100.0%
18-Jul-09 $ - $ - $ - 100.0%
25-Jul-09 $ - $ - $ - 100.0%
1-Aug-09 $ - $ - $ - 100.0%
8-Aug-09 $ - $ - $ - 100.0%
15-Aug-09 $ - $ - $ - 100.0%
22-Aug-09 $ - $ - $ - 100.0%
29-Aug-09 $ - $ - $ - 100.0%
5-Sep-09 $ - $ - $ - 100.0%
12-Sep-09 $ - $ - $ - 100.0%
19-Sep-09 $ - $ - $ - 100.0%
26-Sep-09 $ - $ - $ - 100.0%
3-Oct-09 $ - $ - $ - 100.0%
10-Oct-09 $ - $ - $ - 100.0%
17-Oct-09 $ - $ - $ - 100.0%
24-Oct-09 $ - $ - $ - 100.0%
31-Oct-09 $ - $ - $ - 100.0%
7-Nov-09 $ - $ - $ - 100.0%
14-Nov-09 $ - $ - $ - 100.0%
21-Nov-09 $ - $ - $ - 100.0%
28-Nov-09 $ - $ - $ - 100.0%
5-Dec-09 $ - $ - $ - 100.0%
12-Dec-09 $ - $ - $ - 100.0%
19-Dec-09 $ - $ - $ - 100.0%
26-Dec-09 $ - $ - $ - 100.0%
2-Jan-10 $ - $ - $ - 100.0%
9-Jan-10 $ - $ - $ - 100.0%
16-Jan-10 $ - $ - $ - 100.0%
23-Jan-10 $ - $ - $ - 100.0%
30-Jan-10 $ - $ - $ - 100.0%
6-Feb-10 $ - $ - $ - 100.0%
13-Feb-10 $ - $ - $ - 100.0%
20-Feb-10 $ - $ - $ - 100.0%
27-Feb-10 $ - $ - $ - 100.0%
6-Mar-10 $ - $ - $ - 100.0%
13-Mar-10 $ - $ - $ - 100.0%
20-Mar-10 $ - $ - $ - 100.0%
27-Mar-10 $ - $ - $ - 100.0%
3-Apr-10 $ - $ - $ - 100.0%
10-Apr-10 $ - $ - $ - 100.0%
17-Apr-10 $ - $ - $ - 100.0%
24-Apr-10 $ - $ - $ - 100.0%
1-May-10 $ - $ - $ - 100.0%
8-May-10 $ - $ - $ - 100.0%
15-May-10 $ - $ - $ - 100.0%
22-May-10 $ - $ - $ - 100.0%
Total $ 6,000 200 $ 3,800 $ - $ 3,800
Cost ($/hrs) Report Dur. (d)
$ 19 7
Actual / Forecast
Actual
Actual Hours Labor Cost Expenses Total Cost
Completion%
240 $ 4,560 - $ 4,560
240 $ 4,560 $ 4,560 21.0%
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
240 $ 4,560 - $ 4,560
Earned Value Analysis
Confidence
Week BAC EV AC PV CV SV CPI
Level %
8-Mar-08 100.0% $ 18,240 $ 3,830 $ 4,560 $ 3,800 $ (730) $ 30 0.84
15-Mar-08 #N/A #N/A #N/A #N/A #N/A #N/A
5-Apr-08 #N/A #N/A #N/A #N/A #N/A #N/A
3-May-08 #N/A #N/A #N/A #N/A #N/A
10-May-08 #N/A #N/A #N/A #N/A #N/A #N/A
7-Jun-08 #N/A #N/A #N/A #N/A #N/A #N/A
5-Jul-08 #N/A #N/A #N/A #N/A #N/A #N/A
2-Aug-08 #N/A #N/A #N/A #N/A #N/A #N/A
6-Sep-08 #N/A #N/A #N/A #N/A #N/A #N/A
4-Oct-08 #N/A #N/A #N/A #N/A #N/A #N/A
1-Nov-08 #N/A #N/A #N/A #N/A #N/A #N/A
6-Dec-08 #N/A #N/A #N/A #N/A #N/A #N/A
3-Jan-09 #N/A #N/A #N/A #N/A #N/A #N/A
7-Feb-09 #N/A #N/A #N/A #N/A #N/A #N/A
G 1
Y 0.85
R 0.65
lysis
SPI ETC EAC VAC Status
1.01 $ 17,154 $ 21,714 $ (3,474) 0.92

#N/A #N/A #N/A #N/A #N/A
$(000) Efficiency
0.00
0.20
0.40
0.60
0.80
1.00
1.20
$500
$-
$(500)
$(4,000)
$(3,500)
$(3,000)
$(2,500)
$(2,000)
$(1,500)
$(1,000)
$17,000
$18,000
$19,000
$20,000
$21,000
$22,000
8-Mar-08
$10,000
$12,000
$14,000
$16,000
$18,000
$20,000
$2,000
$4,000
$6,000
$8,000
$-
8-Mar-08
15-Mar-08 8-Mar-08
15-Mar-08
15-Mar-08
22-Mar-08
22-Mar-08
22-Mar-08
29-Mar-08
29-Mar-08
29-Mar-08
5-Apr-08
5-Apr-08
5-Apr-08
12-Apr-08
12-Apr-08
12-Apr-08
19-Apr-08
19-Apr-08
19-Apr-08
26-Apr-08
26-Apr-08
26-Apr-08
3-May-08
3-May-08
3-May-08
10-May-08
10-May-08
10-May-08
17-May-08
17-May-08
BAC
17-May-08
24-May-08
CV
24-May-08
24-May-08
31-May-08
31-May-08
CPI
31-May-08
AC
7-Jun-08
SV
7-Jun-08
7-Jun-08
14-Jun-08
14-Jun-08
14-Jun-08
SPI
EV
Page 16 of 17
21-Jun-08
21-Jun-08
EV Analysis (Charts)
21-Jun-08
VAC
28-Jun-08
Variance Analysis
28-Jun-08 28-Jun-08
Performance Index
PV
5-Jul-08
Earned Value Analysis
5-Jul-08 5-Jul-08
Estimate at Completion
12-Jul-08
12-Jul-08 12-Jul-08
19-Jul-08 19-Jul-08
19-Jul-08
26-Jul-08 26-Jul-08
26-Jul-08
2-Aug-08 2-Aug-08
2-Aug-08
9-Aug-08 9-Aug-08
9-Aug-08
16-Aug-08 16-Aug-08 16-Aug-08
23-Aug-08 23-Aug-08 23-Aug-08
30-Aug-08 30-Aug-08 30-Aug-08
6-Sep-08 6-Sep-08 6-Sep-08
13-Sep-08 13-Sep-08 13-Sep-08
20-Sep-08 20-Sep-08 20-Sep-08
27-Sep-08 27-Sep-08 27-Sep-08

$16,000
$17,000
8-Mar-08
15-Mar-08
22-Mar-08
29-Mar-08
5-Apr-08
12-Apr-08
19-Apr-08
26-Apr-08
3-May-08
10-May-08
17-May-08
24-May-08
31-May-08
BAC
7-Jun-08
14-Jun-08
EAC
Page 17 of 17
21-Jun-08
EV Analysis (Charts)
28-Jun-08
5-Jul-08
12-Jul-08
19-Jul-08
26-Jul-08
2-Aug-08
9-Aug-08
16-Aug-08
23-Aug-08
30-Aug-08
6-Sep-08
13-Sep-08
20-Sep-08
27-Sep-08

Earned Value

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Earned Value

Uploaded by

Copyright:

Available Formats

Version 4.

Cost Performance Index CPI

kly hours of the whole schedule.

on schedule and on budget, as well as whether the

are calculated according to the worst case scenario. Ex. If

e reason behind not having a direct link to this field is to

SPI ETC EAC VAC Status

1.01 $ 17,154 $ 21,714 $ (3,474) 0.92

16-Aug-08 16-Aug-08 16-Aug-08

23-Aug-08 23-Aug-08 23-Aug-08

30-Aug-08 30-Aug-08 30-Aug-08

6-Sep-08 6-Sep-08 6-Sep-08

13-Sep-08 13-Sep-08 13-Sep-08

20-Sep-08 20-Sep-08 20-Sep-08

27-Sep-08 27-Sep-08 27-Sep-08

You might also like