PROJECT SCHEDULING & COSTING
OBJECTIVES TEST PROJECT
1 2 3 4 5 TASK START FINISHED DAYS Q1 Q2 Q3 Q4
A 01.01.2013 01.01.2013 0
B 07.03.2016 10.03.2016
C 14.03.2016 14.03.2016 0
D 14.03.2016 14.03.2016 0
E
F
G
H
I
J
K
L
M
N
O
P
Q
R
S
T
U
V
W
X
Y
Z
PROJECT TIME FRAME JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
PROJECT COSTING 2013
PROJECT DURATION BUDGET AT COMPLETION (BAC) 0 1,230 1,230 1,400 1,400 1,400 1,400 1,400 1,400 1,200 1,200 1,200
EARNED VALUE (EV) 0 300 450 750 800 1,125 1,200 1,400 1,400 1,500 1,500 1,500
ACTUAL COST (AC) 0 315 600 800 1,000 1,200 1,350 1,475 1,525 1,250 1,100 1,100
PLANNED VALUE (PV) 0 325 550 725 925 1,175 1,275 1,450 1,500 1,500 1,600 1,600
COST VARIANCE (CV) 0 (15) (150) (50) (200) (75) (150) (75) (125) 250 400 400
OBJECTIVES COST SCHEDULE VARIANCE (SV) 0 (25) (100) 25 (125) (50) (75) (50) (100) 0 (100) (100)
COST PERFORMANCE INDEX (CPI) 0.95 0.75 0.94 0.80 0.94 0.89 0.95 0.92 1.20 1.36 1.36
SCHEDULE PERFORMANCE INDEX (SPI) 0.92 0.82 1.03 0.86 0.96 0.94 0.97 0.93 1.00 0.94 0.94
ESTIMATE TO COMPLETION (ETC) 977 1,040 693 750 293 225 0 0 (250) (220) (220)
ESTIMATE AT COMPLETION (EAC) 1,292 1,640 1,493 1,750 1,493 1,575 1,475 1,525 1,000 880 880
VARIANCE AT COMPLETION (VAC) (62) (410) (93) (350) (93) (175) (75) (125) 200 320 320
PERFORMANCE
AVERAGE INDEX #VALUE! 0.94 0.78 0.99 0.83 0.95 0.92 0.96 0.93 1.10 1.15 1.15
STATUS BASED ON AVERAGE PERFORMANCE INDEX #VALUE! OK AVERAGE OK AVERAGE OK OK OK OK GOOD GOOD GOOD
1.6 Performance Index 1800 Earned Value Analysis
1600
1.4
1400
1.2
1200
1
1000
0.8 800
0.6 600
400
0.4
200
0.2
0
0 Row 9 Row 10 Row 11 Row 12
Row 15 Row 16
Select You Status Rankings.
Ranks
lower
0.65
0.85
1
higher
Metric Abbrev. Description
Budget at Completion BAC Baseline cost for 100% of project.
Actual Cost AC Total costs actually incurred so far.
Amount of budget earned so far based on
physical work accomplished, without reference
Earned Value EV to actual costs.
The budget for the physical work scheduled to
Planned Value PV be completed by the end of the time period.
Measure of cost overrun. The difference
between the budget for the work actually done
Cost Variance CV 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
Cost Performance Index CPI budget for work actually done so far.
Measure of schedule slippage. The difference
between the budget for the work actually done
Schedule Variance SV so far and the budgeted cost of work scheduled.
The schedule efficiency ratio. An SPI of 1.0
Schedule Performance Index SPI means that the project is exactly on schedule.
Estimate to Completion ETC The expected additional cost to complete.
Expected total cost based on the current cost
Estimate at Completion EAC efficiency ratio.
Variance at Completion VAC Estimated cost overrun at the end of project.
Status Average of CPI & SPI.
Dat###
S
###### ###
J ### MMMar-May
### ###
F ### A MJun###BAD
Status Mon
### ###
M### MJuSep1
AVERAGE
BAD ###### ###
A### J S Dec1OK
AVERAGE ### ###
M### JuN Mar###
GOOD
OK ### ###
J ### A J Jun
PERFECT
###
GOOD ### ###
Ju### S MSep-Nov
PERFECT ### ###
A### O MDec-Feb
### ###
S ### N JuMar-May
### ###
O### D S Jun-Aug
### ###
N### J N Sep-Nov
Formula/Value ### ###
D### F J Dec-Feb
N/A
N/A
N/A
N/A
Earned Value–Actual Cost
EV–AC
Earned Value/
Actual Cost
EV/AC
Earned Value–Planned
Value
EV–PV
Earned Value/Planned Value
EV/PV
Estimate at Completion–
Actual Cost
EAC–AC
Budget at Completion/Cost
Performance Index
BAC/CPI
Budget at Completion–
Estimate at Completion
BAC–EAC
(Cost Performance
Index+Schedule
Performance Index)/2
(CPI+SPI)/2
